Tag: 3BL

We strive to enable colleagues at all levels to lead with purpose, collaborate effectively and drive impactful outcomes. We cultivate a purpose-driven and inclusive culture that serves as a driving force for meeting our business objectives.

Engaging Our Colleagues

MetLife continues to adopt practices and programs that drive a consistent employee experience, creating connection and engagement. 

MOMENTUM is MetLife’s global community of employee-driven networks organized and operating under one umbrella focused on cultivating a great place to work for our employees, everywhere we operate. Led by employee volunteers, the networks are voluntary and open to all employees. 

MOMENTUM actively engages our colleagues in career development and community outreach. Our networks sponsor events and learning opportunities that highlight career paths and tools available at MetLife, enabling everyone to thrive. By aligning and amplifying our MOMENTUM networks, community ambassadors— office-based volunteers—actively foster and strengthen community interconnectivity. 

Innovation thrives in an inclusive culture, where people feel confident about sharing their ideas. MetLife’s global Experimentation Fund gives colleagues the chance to submit ideas to receive funding for low-cost, quick experiments. In addition, we empower colleagues to challenge the status quo and identify opportunities to improve processes—to “remove pebbles.” Since the “removing pebbles” program’s inception in July 2023, the initiative has saved 1.7 million hours

Listening to Our Colleagues

Listening to colleagues, gaining their perspective on how we are working together and recognizing them when they advance our purpose are essential to nurturing our purpose-driven, inclusive culture. Colleagues provide feedback on our work practices through surveys, Let’s Talk, Live! forums (monthly, CEO-led, global town halls) and virtual and in-person listening sessions with leaders.

The MyVoice survey is part of our Company-wide annual listening program, dedicated to fostering a culture where every colleague’s voice is heard and valued. Sharing and actioning results is a collaborative and inclusive effort—our CEO shares enterprise-wide results at Let’s Talk, Live!, leaders review feedback with their teams, and we engage MyVoice action committees throughout the organization to help identify opportunities and to implement solutions to improve the employee experience. Insights are leveraged to establish enterprise focus areas and help us move forward together.

The 2024 MyVoice surveys had record-high engagement and strong results overall. We improved or maintained year-over-year scores across all survey questions and exceeded industry benchmarks where measured. Areas where employees said MetLife is doing well include culture, balance and flexibility, well-being, learning and development.

Recognizing Our Colleagues

The Global Recognition program at MetLife honors the commitment and outstanding performance of our employees. It exemplifies our culture in action by recognizing employees for their contributions toward fulfilling our purpose. Throughout the year, we recognize employees through multiple global channels, including:

• Purpose Award, which recognizes individuals or teams who made extraordinary efforts to bring MetLife’s purpose to life and deliver for our stakeholders;
• Above and Beyond Award, which recognizes colleagues for their collaboration, experimentation and customer-focused achievements; and
• Center Stage, a platform for sharing continuous recognition, such as anniversaries, milestones and successes.

Read more about MetLife’s purpose-driven and inclusive culture in its 2024 Sustainability Report.

AEG Presents recently welcomed students to two career exposure events designed to introduce aspiring professionals to the world of live entertainment. These programs provided participants with firsthand insight into event production, festival operations, and the business of live music while fostering direct connections with industry experts.

At the Rose Bowl in Pasadena, CA, the Goldenvoice team along with AEG’s Presents’ College Connection Program hosted students from The FAM Music Group for an exclusive behind-the-scenes experience ahead of the Chappell Roan concert. Students toured the stadium grounds, observed stage design and production setups, and participated in breakout sessions with Goldenvoice staff and the Rose Bowl Events Team. The experience offered a deeper understanding of the collaboration, planning, and creativity required to execute a large-scale live music event.

“For many students, this is their first time seeing what happens before the gates open,” said Michael Ilves, Senior Director of Festivals at Goldenvoice. “Our goal is to show them that there’s a place for their skills and creativity in this business — whether that’s in production, partnerships, or operations.”

Meanwhile, at the Mountain Winery in Saratoga, AEG Presents welcomed students from De Anza College, Santa Clara University, West Valley University and the University of Silicon Valley for a career development event. Led by AEG’s University Relations team, the program introduced the AEG Internship Program and offered insights on career readiness. Mountain Winery staff also led students on a tour of the historic venue and concluded the day with live performances by fellow students.

“This industry is built on passion and opportunity,” said Ronan Daly, general manager of the Mountain Winery said. “If we can provide spaces for young people to learn, connect, and see how it all comes together behind the scenes, that’s something that truly matters.”

Through these initiatives, AEG Presents continues to invest in the next generation of entertainment professionals by offering students mentorship, access, and immersive learning experiences that highlight the diverse career paths available in live entertainment.

Key Points

• The St. Paul Park refinery hosted a Safety Fair in August, bringing employees, contractors, vendors and families together to focus on what matters most, going home safe every day.
• The event featured booths, demonstrations and hands-on activities that made safety learning practical and engaging.
• The fair provided a fun and meaningful way to reconnect around safety and strengthen the refinery’s shared commitment to one another.

At Marathon Petroleum’s St. Paul Park refinery, finding meaningful and engaging ways to talk about safety is part of everyday life. Each year, the refinery’s Safety Fair gives employees, contractors, vendors and families a chance to connect, learn and celebrate what safety means to them.

Held in late August, this year’s fair brought hundreds of people together to focus on what matters most, making sure everyone goes home safe at the end of the day.

“It’s always such a great way to highlight this important topic in a meaningful and interactive way,” said Kristin Heutmaker, Refining Environmental, Safety & Security Director at the St. Paul Park refinery. “It’s also a chance for teams to learn from each other and see a different side of the refinery than they might in their day-to-day work.”

The event featured booths and demonstrations from refinery departments and outside vendors, covering everything from industry safety practices to everyday tips for staying safe.

“We look at this as a one-stop shop for all things health and safety,” said Obed Goodwin, BBS (Behavior-Based Safety) Facilitator and co-organizer of the event. “It’s educational, but it’s also fun. There’s something for everyone.”

Each year, it’s about bringing people together outside of the traditional teaching settings in both a practical and engaging way for a refresher of what’s truly important.

“The St. Paul Park refinery has always been about community,” Heutmaker added. “That starts with taking care of each other. Making sure every member of the team goes home safely to their families is what it’s all about.”

MEMPHIS, Tenn., October 31, 2025 /3BL/ – FedEx Corp. (NYSE: FDX) today released its annual Global Economic Impact Report, highlighting the company’s worldwide network and role in fueling innovation during its 2025 fiscal year (FY25).^[1] Produced in consultation with Dun & Bradstreet, a leading provider of business decisioning data and analytics, the study demonstrates the positive impact FedEx has on individuals, businesses, and communities around the world — otherwise known as the FedEx Effect. 

“For more than 50 years, FedEx has shaped global commerce by offering innovative shipping services that bring communities closer together,” said Raj Subramaniam, president and CEO, FedEx Corporation. “Our culture of innovation, paired with our team’s steadfast commitment to outstanding service and bold ideas, enabled the FedEx network to continue fueling worldwide progress this past year through a rapidly evolving trade landscape and shifts in supply chains.”

The report reveals that FedEx contributed $126 billion in direct and indirect impact to the global economy in FY25. This activity reflects the scale of the FedEx network and the company’s ongoing efforts to enhance its services and optimize its operations during its first fiscal year operating as one FedEx.

FedEx operates the world’s largest industrial network, serving more than 220 countries and territories and employing more than 500,000 people across 5,000 facilities. The company transports approximately 17 million packages per day and more than $2 trillion worth of goods every year.

Key highlights of the FedEx Global Economic Impact Report include:

• Trade: Leveraging the company’s long history of connecting businesses around the world, deep understanding of the complexities of global supply chains, and expertise in customs brokerage services positions, FedEx continues to be a valuable trade partner and help customers navigate and optimize their supply chains. By analyzing changing regulations and trade patterns, FedEx has been able to adjust capacity across its network to meet customers’ evolving needs.
• Operational enhancements: FedEx continued to improve its network in FY25, notably through the ongoing optimization of its surface network into a single transportation system and redesign of its international air network to align capacity with shifting global trade flows. Other multi-year investments continued, including the completion of an automated secondary sort facility in Memphis, a new Life Science Center in the Netherlands, a freight and parcel facility with advanced automation in Thailand, and a new international service station in Brazil.
• Supply chain: In calendar year 2024, 90% of the 100,000 suppliers FedEx contracted with were small- and medium-sized businesses (SAMs), supporting hundreds of thousands of jobs.
• Intelligent innovation: FedEx is leveraging its industrial network and the data it captures to develop digital, AI-driven tools and solutions — modernizing operations to create smarter, more flexible supply chains, and streamlining the international shipping process. FedEx expanded its AI-driven digital brokerage solutions that improve the customs clearance experience, reduce delays, and help customers adapt to evolving regulatory requirements across regions.
• Small businesses: FedEx offers a portfolio of solutions and programs that are designed to help SAMs accelerate their growth and extend their global reach. In FY25, the company expanded the availability of several digital innovations designed to streamline international trade and global supply chain management, including launching the Collaborative Shipping Tool to all FedEx import customers in APAC, Canada, MEISA, and the U.S.
• Sustainability: The company advanced toward its goal to achieve carbon-neutral operations by 2040 through continued investments in renewable energy to power its facilities, fleet electrification, alternative fuels, and air fleet modernization. In FY25, FedEx began its first major U.S. deployment of sustainable aviation fuel (SAF), securing more than 3 million gallons of blended SAF for use at Los Angeles International Airport (LAX) over the course of a year.
• Giving: FedEx Cares is committed to strengthening communities worldwide through charitable giving, employee volunteerism, and in-kind shipping support. In FY25, FedEx contributed $55.5 million to nonprofit initiatives, dedicated more than 81,000 volunteer hours among team members, and harnessed its global network to deliver critical disaster relief to communities in need, quickly and reliably.

United States impact 
FedEx delivers to every U.S. ZIP code through its extensive network made up of more than 3,800 facilities, 700 aircraft, and approximately 40,000 vehicles, as well as 5,700 independent service providers. With approximately 375,000 U.S. employees in FY25, FedEx is one of the largest employers in the country.

The study found that in FY25, FedEx directly contributed 6.6% of the U.S. Transportation and Warehousing sector’s^[2] total net economic output and indirectly contributed $7.8 billion to net economic output across the entire U.S. economy. 

The company’s operations are uniquely positioned to help customers adapt to changing economic conditions and trade patterns with two major air hubs in Memphis and Indianapolis and dedicated international air gateways in Alaska and Miami to facilitate global trade. It also provides highly efficient supply chain and distribution services for important domestic industries, such as U.S. automobile manufacturers and the pharmaceutical sector.

Read the full FY25 FedEx Global Economic Impact Report and explore the FedEx Effect in communities and regions around the world at fedex.com/economicimpact.

About FedEx Corp.FedEx Corp. (NYSE: FDX) provides customers and businesses worldwide with a broad portfolio of transportation, e-commerce, and business services. With annual revenue of $89 billion, the company offers integrated business solutions utilizing its flexible, efficient, and intelligent global network. Consistently ranked among the world’s most admired and trusted employers, FedEx inspires its more than 500,000 employees to remain focused on safety, the highest ethical and professional standards, and the needs of their customers and communities. FedEx is committed to connecting people and possibilities around the world responsibly and resourcefully, with a goal to achieve carbon-neutral operations by 2040. To learn more, please visit fedex.com/about. 

Click here to learn about FedEx Cares, our global community engagement program.

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^[1] Fiscal year (FY) 2025 is defined as June 1, 2024-May 31, 2025.
^[2] As defined by the U.S. Bureau of Economic Analysis.

by Marwa Fatnassi, CSR Disclosure and Storytelling Manager

I’m excited to share a moment of pride and purpose: Keysight Technologies has been ranked #10 overall on 3BL’s 2025 100 Best Corporate Citizens list, and #4 in the Technology Hardware & Equipment industry!

This marks Keysight’s third consecutive year on the list – an achievement that reflects the company’s unwavering dedication to responsible innovation, inclusive growth, and sustainable impact. The 100 Best Corporate Citizens ranking, developed by 3BL in partnership with ISS, evaluates the 1,000 largest publicly traded US companies across 219 metrics spanning seven foundational pillars.

For me, being part of a company recognized among the top corporate citizens is deeply empowering. It’s a testament to the values we live by: integrity, responsibility, and purpose, and a reminder that the work we do every day contributes to something far greater than ourselves.

A Purpose-Driven Journey

Keysight’s continued rise in the rankings is not just about numbers – it’s about living our company values and leading with intention. Here are some examples of actions that support company’s citizenship efforts.

Empowering People to Thrive

When people are empowered, organizations flourish. Keysight cultivates a workplace where respect, growth, and ethical responsibility are at the heart of everything we do. This year, the company made a remarkable leap in the Employees pillar – from #46 to #10 – by expanding employee network groups to foster opportunities for all, enhancing flexible work arrangements to support well-being, and investing in continuous learning and career development.

Accelerating Climate Leadership

Keysight continues to help shape a sustainable future through action and transparent accountability. Our climate strategy is rooted in science, innovation, and a deep sense of responsibility. We’ve implemented energy efficiency initiatives across our global sites, maintained rigorous reporting on scope 1, 2, and 3 emissions, and finalized a 39 MW virtual power purchase agreement (VPPA) that is projected to generate enough renewable electricity to match 100% of our electricity consumption in our U.S. and Canada operations. These efforts are part of our broader commitment to achieving net zero emissions in company operations by 2040 and contributing to a more sustainable planet.

Creating Impact That Lasts

We believe in the power of education, technology, and community engagement to uplift lives and inspire future changemakers. Our social impact efforts are designed to create ripple effects that extend far beyond our business. In fiscal year 2024, Keysight invested over $295 million in community programs, STEM education, and university partnerships, including reaching 4.4 million students worldwide with hands-on learning opportunities. Our employees also contributed 1,225 volunteer hours, demonstrating our culture of service and our belief that giving back is essential to building a more resilient society.

Why This Recognition Matters

Being named one of the 100 Best Corporate Citizens is more than an honor, it’s a celebration of Keysight’s values in action.

I’m honored to work at a company recognized as a Best Corporate Citizen and am even more inspired to help keep pushing boundaries, raising standards, and creating a future that’s resilient, regenerative, and prosperous.

To learn more about the methodology behind the ranking, visit Home – 3BL

To learn more about CSR Performances, visit Corporate Social Responsibility | Keysight

Published by Action Against Hunger.

Contact media@actionagainsthunger.org for inquiries.

October 31, 2025 /3BL/ – Violence has drastically escalated in El Fasher, North Darfur in recent days. Hundreds of thousands of civilians and local responders who remain trapped in the city face heightened protection risks and increasingly limited access to lifesaving assistance. Those who attempt to flee to neighboring areas such as Tawila face perilous journeys: civilians have reportedly been detained and attacked while attempting to flee and along routes to safe locations. Many displaced persons arriving in Tawila are dehydrated, malnourished, injured, and traumatized. The likelihood of sexual violence against women and girls remains extremely high.

Samy Guessabi, the Country Director of Action Against Hunger Sudan, said: “The scale of displacement, protection risks, and humanitarian needs in El Fasher and neighboring areas is massive. All parties to the conflict must respect their obligations to protect civilians. It is imperative to secure protection and safe passage for civilians, scaled-up funding, and sustained access.”

Action Against Hunger is finalizing preparations to deploy two mobile health and nutrition clinics in Tawila. Action Against Hunger teams are also preparing to launch activities to address the acute gender-based violence (GBV) risks faced by displaced populations, including prevention, case referral, and community engagement and awareness-raising through community-based protection networks (CBPNs).

Action Against Hunger urgently calls upon the international community to urgently increase diplomatic efforts to ensure the protection of civilians remaining in El Fasher and safe passage for civilians fleeing, the protection of humanitarian responders, and sustained humanitarian access to El Fasher and surrounding areas. Action Against Hunger also calls upon donors to scale up flexible funding to expand critical humanitarian operations and support local responders.

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Action Against Hunger leads the global movement to end hunger. We innovate solutions, advocate for change, and reach 26.5 million people every year with proven hunger prevention and treatment programs. As a nonprofit that works across over 55 countries, our 8,500+ dedicated staff members partner with communities to address the root causes of hunger, including climate change, conflict, inequity, and emergencies. We strive to create a world free from hunger, for everyone, for good.

Originally published on Aflac Newsroom

As a senior leader in HR, I’ve spent my career focused on one central truth: Our people are our greatest asset. But today, that asset is under strain. According to the 2025-2026 Aflac WorkForces Report, burnout among American workers has reached a seven-year high, with nearly 3 in 4 employees (72%) reporting moderate to very high stress levels. That’s not just a statistic — it’s a wake-up call.

Burnout isn’t just about long hours or tight deadlines. It’s a complex issue driven by heavy workloads, financial stress, caregiving responsibilities and a growing sense of uncertainty. Gen Z, in particular, is feeling the pressure, with 74% reporting burnout, surpassing millennials (66%).

So, what can we do? Here are five actionable strategies I believe every organization should consider to help create environments where people can thrive, not just survive:

1. Make mental health support visible and intentional.

According to the 2025-2026 Aflac WorkForces Report, only 48% of employees believe their employer genuinely cares about their mental health — a drop from 54% in 2024. That perception gap matters. Employees who feel unsupported are more likely to disengage, burn out or leave. We must build mental health into the fabric of our culture by offering flexible schedules, adequate PTO and access to self-care resources. But it doesn’t stop there — as HR professionals, we should actively remind and encourage employees to take advantage of these programs. And we should empower the people leaders in our organizations with the information they need to point their team members in the right direction.

2. Communicate benefits clearly and often.

We are in the middle of open enrollment season, so it’s a good time to remind ourselves that benefits are only valuable if employees understand and use them. Yet, according to the report, only 42% of employees feel confident in understanding their health insurance policies, and 69% wish their organizations provided more information about their benefits. Let’s rethink how we communicate — using plain language, regular touchpoints and personalized guidance to ensure our teams feel informed and empowered. For example, at my company, we spend the weeks leading up to open enrollment hosting webinars, publishing content and sending internal reminders about the benefits available to employees so that on the first day of open enrollment, they can log in prepared to make any adjustments needed.

3. Address financial fragility head on.

Burnout isn’t just emotional — it’s also financial. More than 44% of employees say they couldn’t afford a $1,000 out-of-pocket medical expense, and 52% report anxiety about health care costs not covered by insurance. This “medanxiety” is especially high among Gen Z and underserved communities. Supplemental insurance can help fill these gaps — only 34% of employers offer it, yet 90% of employees say it’s needed. Employers can also provide financial wellness programs that include budgeting tools, debt management resources and access to financial advisors to help employees feel more in control of their finances, save for medical expenses and, in turn, significantly reduce stress.

4. Foster a culture of belonging.

Here’s one of the most powerful insights from the report: Employees who feel they belong experience significantly less stress (30% vs. 56%) and lower burnout (55% vs. 78%) than those who don’t. Belonging helps boost satisfaction, engagement and retention. It’s not about perks — it’s about purpose, and it starts at the top. When leaders prioritize celebrating and recognizing their workforce, they send the message that they value their employees, not just the work they do for the organization. Hearing from senior leaders about the importance of creating a culture of belonging — and seeing them live that value day to day — is essential in encouraging the broader employee population to do the same. Of course, no organization is perfect, even those that have strong cultures. Instead of striving for perfection, it’s more realistic — and effective — to aim for continuous improvement.

5. Listen, learn and lead with empathy.

Burnout won’t be solved by a single policy or program. It requires ongoing dialogue, data-driven decisions and a willingness to adapt. We must listen to our employees, learn from their experiences and lead with empathy. But that responsibility doesn’t sit solely on HR’s shoulders; we must also equip people leaders with the tools to spot early warning signs — like withdrawal, irritability, decreased productivity — respond with compassion and model vulnerability day to day.

Burnout also more than a personal concern — it’s a business issue. It affects productivity, retention and, ultimately, the bottom line. If we want to build resilient organizations, we must start by caring for the people who make them run.

Let’s commit to creating workplaces where well-being isn’t a buzzword — it’s a priority.

The 15^th annual Aflac WorkForces Report provides insight on the state of the American workplace for both employers and employees. The study captures year-over-year trends, attitudes, needs and experiences in health care and benefits administration in workplaces across our country. It also provides interesting data on health and wellness benefits from the perspectives of both employees and employers. The Aflac WorkForces Report, conducted by Kantar on behalf of Aflac, is the result of a survey of thousands of employers and employees across various industries and business sizes in the U.S. Learn more at Aflac.com/AWR.

Aflac’s family of insurers includes Aflac and/or Aflac New York, and/or Continental American Insurance Company and/or Continental American Life Insurance Company.

Aflac WWHQ | 1932 Wynnton Road | Columbus, GA 31999

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EXP 10/26

BETHESDA, Md., October 31, 2025 /3BL/ – What if I told you zombies are real? And no, not the ones you see on movie screens. I’m talking about nature’s zombies, real organisms hijacked and controlled by other living things. This phenomenon, often referred to as parasite manipulation, is found in most ecosystems throughout the world. Parasite manipulation can take shape in many forms, from subtle behavioral changes to dramatic transformations that make the host look and act like something out of a horror film.

In these strange relationships, the “zombie” isn’t dead, at least not yet, but it’s no longer in full control of its own body. Tiny fungi, bacteria, and worms can essentially rewrite the host’s brain, forcing it to behave in ways that benefit the parasite rather than the animal itself. A caterpillar might climb to the tip of a plant, paralyzed by a fungus, only to be consumed from within as the fungus spreads its spores. Crickets can be compelled to jump to their grave, where they are then eaten alive by microscopic puppeteers.

Parasites often produce chemicals that mimic or interfere with their host’s natural hormones and neurotransmitters. The result is a perfectly choreographed takeover. The host becomes a tool, unknowingly carrying out the parasite’s reproductive or survival agenda. Unlike fictional zombies, these manipulations are highly specific. Each parasite knows exactly how to influence its host to maximize its own chance of survival, whether that means altering movement or feeding behavior.

But what does this look like in practice? How does a fungus convince an ant to march to its death, or a parasitic worm drive a cricket to take its own life? Scientists still don’t fully understand how these parasites control their hosts, but their mysteries open the door to the strange world of nature’s real-life zombies.

For instance, the fungus Ophiocordyceps, often dubbed the “zombie-ant fungus”, may appear to be just another harmless organism, but its relationship with ants is nothing short of terrifying. The fungus attaches to the body of an ant, secreting enzymes that dissolve the ant’s tough exoskeleton, allowing the fungus to penetrate and begin the infection. Once an ant is infected, the fungus slowly takes over its central nervous system, manipulating it to leave the safety of its colony and aimlessly climb vegetation. Once high enough, the ant clamps down on a leaf or twig in what scientists call a “death grip,” where it ultimately dies as the fungus eats through its body, releasing spores to infect the next unlucky ant.

Another unsettling example comes from Nematomorph hairworm parasites that live inside grasshoppers and crickets. The worm begins its life in water, hatching as a tiny larva that is ingested by small aquatic organisms like aquatic isopods and amphipods. When a cricket or grasshopper ingests one of these small organisms, the worm enters its body and begins a slow-growing invasion. Over the next few months, the long, thin worm grows inside the insect, preparing for reproduction. When the worm reaches maturity, it releases chemicals that literally rewire the cricket’s brain. The cricket suddenly feels an irresistible urge to jump into water. Once the cricket drowns, the hairworm emerges from the cricket’s body and enters the water to continue its life cycle, leaving the cricket’s body as an empty shell.

The green-banded broodsac flatworm uses an interesting strategy to complete its life cycle. It begins by infecting a snail, its first host, where it eventually moves into the snail’s eye stalks. There, the parasite causes the stalks to swell and pulse with bright green and yellow bands that resemble small caterpillars, an appetizing target for birds. The infection also changes the snail’s behavior. Instead of hiding in the shade, the snail becomes unusually active and crawls into the open during the day, making itself more visible to predators. When a bird eats the infected snail, the flatworm reaches its final host and reproduces inside the bird’s digestive system. In this way, the parasitic flatworm uses the snail as both transportation and bait to attract its intended target.

Unlike the green-banded broodsac, the Glyptapanteles take on a more direct approach. This parasitic wasp is found on every continent except Antarctica and takes manipulation to an entirely new level. It lays its eggs inside the caterpillar of the geometrid moth, where the larvae feed on the host from within. When they are ready to pupate, the larvae consume the host from within and emerge to spin cocoons on surrounding vegetation. Remarkably, the caterpillar doesn’t immediately die. Instead, it undergoes a dramatic behavioral transformation, standing guard over the newly formed pupae. The caterpillar stops moving and feeding, positioning itself close to the pupae, and when threatened, violently swinging its head to deter potential predators. This self-sacrificial behavior significantly reduces predation on the pupae, increasing their survival rates. However, the caterpillar’s fate is sealed; it dies shortly after the wasp larvae emerge as adults, having unwittingly served as a bodyguard.

In observing nature’s zombies, we understand the reality of a world where autonomy is fragile. They’re reminders that in nature, control is an illusion, and every creature, including us, dances to the rhythm of unseen forces.

About Tandem Global

Tandem Global (formerly WHC and WEC), provides the know-how and the network to move business and the environment forward, together. Across sectors and at all levels of its 100+ member organizations, Tandem Global connects leading thinking with practical solutions that positively impact climate, nature, and water. From field operations to boardrooms and beyond, corporate leaders turn to Tandem Global for impact strategies and resilient solutions that can support a better future. tandemglobal.org.

Originally published on newsroom.marykay.com

In its eighth year, the 2025 MK5K brought together hundreds of participants from coast to coast in a powerful show of unity and support for the Mary Kay Ash Charitable Foundation (MKACF) in Canada. Taking place both in person and virtually, this year’s event was a resounding success, reflecting the Foundation’s mission to support people living with cancer through Look Good Feel Better® and to help women experiencing domestic violence by providing grants to women’s shelters and community outreach programs.

The main in-person event was held on Saturday, September 20, 2025, at the scenic Meadowvale Conservation Area in Mississauga, Ontario, where Mary Kay Independent Beauty Consultants, families, friends, and Walk Champions gathered to walk in solidarity and raise vital funds.

Across the country, communities joined in virtually to participate in their own neighborhoods, making the MK5K 2025 a truly national initiative.

“This year’s MK5K event was a powerful reflection of our shared values and unwavering commitment to making a difference,” said Michelle Haurilak, Chair of the Mary Kay Ash Charitable Foundation Committee and Marketing Director at Mary Kay Cosmetics Ltd. in Canada. “From the heartfelt energy at Meadowvale Conservation Area to the incredible participation from communities across the country, it was truly inspiring to witness the unity and purpose behind every step taken. “The support we saw this year reaffirms how deeply our mission resonates – to help people facing cancer feel like themselves again, and to provide safety and hope for those impacted by domestic violence. I am so proud of what we’ve achieved together through the Mary Kay Ash Charitable Foundation, and grateful to everyone who walked, donated, fundraised, or cheered us on. Together, we are creating lasting change in the lives of women across Canada.”

MK5K 2025 by the Numbers:

• Hundreds of walkers participated across Canada
• 53 fundraising teams
• 248 individual donors
• 3 generous sponsors: Staples Print, Formcor, and Corona Jewellery
• Fundraising continued until October 1, 2025, allowing even greater reach and participation.
• Total amount raised: $40,235

“We are incredibly proud to partner with the Mary Kay Ash Charitable Foundation, whose unwavering commitment to uplifting women aligns so closely with our mission at Look Good Feel Better®,” said Susan Larkin with Look Good Feel Better®. “Together, we are helping people facing cancer reclaim a sense of control, confidence, and self-esteem during one of the most challenging times in their lives. This partnership strengthens our ability to reach more people across Canada with the support and care they so deeply deserve.”

The MKACF maintains a strong partnership with Look Good Feel Better (LGFB), a national Canadian charity committed to supporting individuals facing cancer. LGFB focuses on helping patients manage the appearance-related side effects of cancer and its treatments – such as skin changes, hair loss, and the loss of eyebrows and eyelashes – with the goal of restoring confidence, emotional well-being, and a renewed sense of self. Through its campaigns, Mary Kay and its Foundation help raise awareness of LGFB’s work, amplify stories, and encourage community support.

About the Mary Kay Ash Charitable Foundation (MKACF) in Canada:

• The MKACF is committed to improving the lives of women across Canada through two key pillars:
  • Support people living with cancer through Look Good Feel Better®.
  • Provide grants to shelters and outreach programs that serve women and children fleeing domestic violence.
  • Since its inception, the Foundation has raised over $3.63 million, with 99% of all donations going directly to programs that empower and protect women.
• Shelter Grant Program: Empowering Survivors of Domestic Violence
  • In 2025, the MKACF Shelter Grant Program will provide $120,000 in grants to 12 shelters and outreach programs, each receiving $10,000 to enhance services for women and children in crisis.
  • Application period: July 15 – September 30, 2025
  • Grant recipients announced: November 25, 2025 (International Day for the Elimination of Violence Against Women)
  • Rooted in Mary Kay Ash’s legacy, this initiative provides financial support to programs that offer safety, empowerment, and hope to survivors of domestic abuse.
• Look Good Feel Better® Program Impact
  • As a long-standing national supporter, MKACF has donated over $1.3 million to the Look Good Feel Better® program, helping over 10,000 women annually regain confidence during cancer treatment.
  • 1300+ trained volunteers, including many Mary Kay Independent Beauty Consultants.
  • Programs offered at 110 hospitals and cancer centers across Canada.
  • 10,000+ Canadians received direct services through LGFB workshops in 2024.
  • 1,500 workshops were delivered across Canada in 2024.
  • 950 workshops will be held in 2025.
  • 97% of participants would recommend the workshop to someone else who is facing cancer.
  • Complementary 2-hour workshops provide guidance on skincare, makeup, wigs/scarves, and breast care.

The MKACF extends heartfelt thanks to the thousands who made the MK5K 2025 a success — from Independent Beauty Consultants and Walk Champions, to donors, volunteers, and sponsors. Their generosity and compassion help transform lives and bring light to women facing life’s most difficult challenges.

For more information about the Mary Kay Ash Charitable Foundation or to donate, please visit here.

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About Mary Kay

One of the original glass ceiling breakers, Mary Kay Ash founded her dream beauty brand in Texas in 1963 with one goal: to enrich women’s lives. Learn more at marykayglobal.com. Find us on Facebook, Instagram, and LinkedIn, or follow us on X.

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CNH brand, CASE Construction Equipment, showcased its proven lineup of versatile, cost-efficient and compact machines at Equip Expo 2025.

“Whether they’re working in narrow spaces or navigating around existing structures, landscapers and other outdoor professionals need equipment as rugged and hard-working as they are,” said Terry Dolan, head of CNH Construction Brands, North America. “We engineer our compact, mid-sized and electric machines to help save time and effort on landscaping and grounds care jobsites, from spring cleanup to snow removal. With reliability and operator-focused innovation built into every model, operators can trust CASE solutions to get more done in less time, with bigger returns.”

Charging onto Jobsites with Compact Electric Machines

Small but mighty, the CX15EV electric mini excavator is a zero-emissions unit with a minimal footprint that can move through almost any opening and is ideal for quiet residential work. This handy machine is compatible with a wide range of attachments, including buckets, augers and hydraulic hammers, so that crews can tackle more work.

The SL22EV electric small articulated loader does the grunt work without the grunts. Its quiet operation makes it perfect for noise-sensitive jobsites. Plus, with zero emissions and 4,850 lbs. of lifting capacity, this electric unit gets the job done, even in limited-access spaces. It’s also compatible with a range of attachments, like augers fitted with stump planer bits.

Read more here.