Tag: 3BL

Three Points to Remember 

1. Disaster response presents high-stakes, manually intensive and mentally demanding scenarios for responders and management teams.
    
2. C2AI enhances situational awareness, automates processes toward faster decision-making, and optimizes response plans and courses of action.
    
3. Leidos and NVIDIA continue to speed C2AI’s development toward operational fielding as a cutting-edge tool for life-saving capabilities in disaster management.

A loud explosion suddenly sends a routine day into chaos. Within seconds, 911 calls flood in and first responders jump into action. Amid the scramble, a team of AI agents bands together to rapidly pinpoint where an underground gas pipeline has blown, assist in taking assessments of injuries, and create courses of action for human approval to send to police, fire and EMS dispatchers.

This could resemble disaster response in the near future, with command-and-control AI, or C2AI. Serving as nimble eyes and ears for responders and emergency management leaders when stress levels are high and mental and physical capabilities are taxed, C2AI will also help automate flows of crucial information while crunching multiple streams of incoming data to provide situational insights that can lead to more effective decisions.

Leidos and NVIDIA are developing C2AI in a partnership. Through a network of task-specific autonomous agents, C2AI is designed to turn emergency response from a process requiring intense thinking and coordination into a more efficient and automated one rooted in collaboration between humans and AI. Personnel can affirm or tailor the artificial intelligence’s recommended courses of action that are based on “doctrinally sound” FEMA or agency-specific principles, procedures and practices.

“Command and control in disaster management can take time when seconds matter, getting information from 911 operators to the incident commander and determining an action plan,” says Corey Hendricks, VP and chief engineer of Leidos’ Commercial and International Sector. “We’ve created an agentic workflow and removed a lot of the friction points in 911 and emergency management systems.”

AI agents take the cognitive load off emergency response personnel

After the gas explosion, operators at 911 answering points quickly become inundated by distress calls. They tend to panicked callers and juggle monitors and radios, but instead of compiling and relaying information by hand to get aid dispatched, an AI agent helps transcribe the calls to ease their multitasking burden.

When even a split-second loss of attention could put people in harm’s way, the operators stay focused on callers. An AI orchestration agent routes the transcripts to a third agent that parses them to create incident reports. The agent displays the reports back to the operators through chat, with incident locations, injury numbers and their severity.

While this is happening, the AI agent that transcribes incoming calls also listens to first-responder and EMS radios and transmits more crucial details for the orchestration agent, which is coordinating with yet other agents that are flagging and tagging events off municipal video camera feeds. As a building partially collapses in the wake of the blast, these visual alerts agents inform the operators through chat, as well.

“There are cameras located all across most cities, so imagine if you have AI agents monitoring all those camera feeds 24/7,” Hendricks says. “And instead of static image classification, they can do event detection.”

With C2AI stepping in, machine vision can detect what humans might not. And the artificial intelligence can build out the situational awareness picture by correlating what the visual alerts agents pick up on various camera feeds, helping keep track of rapidly changing conditions.

Working C2AI seamlessly into disaster response and action planning

Like a virtual, supplementary workforce, the C2AI agents work synchronously by themselves but always under the supervision of humans. Leidos built the agents using NVIDIA’s foundational speech AI, LLMs and vision-language models to enable natural back-and-forth communication with both each other and humans.

“The intent is to augment operators and for the AI to start building the course of action,” Hendricks says. “We want to help operations center personnel, as well. They are looking at seven or eight screens simultaneously, so making those screens turn red, orange or yellow is a straightforward way to get their attention.”

At the emergency operations center, where the incident commander needs to size up the crisis situation quickly, the visual alerts agents directly patch in what they detect on cameras and color-code the events based on severity. Trained to pick up cues like smoke, structural damage and vehicle crashes, one of the agents displays on-screen: “A building collapse is happening, with debris scattered around. The building has a large hole in its side, but there are no visible signs of fire or individuals exhibiting signs of distress.”

But within seconds, embers appear and the C2AI’s EMS planning agent adjusts the recommended response plan to dispatch a fire truck and requests, “Affirm plan or provide input for revision.” The experienced incident commander, anticipating that a fire will grow, orders an additional fire engine and a ladder truck. Moments later, a new log from the alerts agent comes in, describing the scene: “A fire is spreading rapidly with intense heat and smoke visible through five floors of the building.”

Firefighters en route see the update on their Team Awareness Kit, or TAK, a communications and collaboration application that the Air Force Research Laboratory and Leidos co-developed and is currently fielded to 70,000 DOD, DHS, state and local users. The information helps all emergency vehicle units to be better prepared when they arrive on the scene.

Designing C2AI to run at the tactical edge 

“TAK jumped out at us when we thought about how to integrate C2AI naturally into emergency management workflows because that’s where first responders and personnel are already operating,” Hendricks says.

TAK features location tracking, live video feeds, incident maps and chat functions. With C2AI, descriptive and visual map updates, 911 transcripts and action approvals from commanders will be designed to flow into TAK seamlessly and be seen by all first responders, adding robustness to the common operating picture.

Meanwhile, the EMS planning agent continuously receives updates streaming in about available vehicle units and the conditions of the injured. The agent looks up established doctrine and keeps recommendations optimized and going up the chain to the incident commander, who returns confirmations or further instructions on what to dispatch to ground zero. This results in an efficient loop of command and control that helps save countless lives.

As the emergency management scenario depicts, C2AI stands on a framework of modular and scalable agent building blocks. The agents don’t require knowledge training or retraining since they rely on real-time retrieval of specified documentation when making their decisions, and this allows them to adapt quickly to changes in principles, procedures and practices.

Leidos and NVIDIA are developing C2AI as lightweight microservices that don’t require large computing infrastructures to operate. That means C2AI will be designed to run on servers at the tactical edge for tasks that rely on data processing with almost no delay time. The approach uses NVIDIA’s established AI models that are packaged in containers with the necessary computing resources for streamlined deployment. With the microservices architecture, agencies would be able to add C2AI in pieces and at a pace that fits their operational needs.

Leveraging NVIDIA’s AI hardware, software and Metropolis smart-cities platform has expedited C2AI’s development so far, Hendricks says, and will continue to accelerate it towards fielding and operational use.

C2AI spawned out of a partnership the two companies established earlier this year to operationalize artificial intelligence capabilities faster for government agencies, combining Leidos’ mission expertise and integration experience with NVIDIA’s AI technologies.

“With C2AI, we are focused on applying agentic AI to solve complex problems and augment decision-making in high-consequence situations,” Hendricks says. “In disaster scenarios, let’s reduce the time to critical care.”

More on Leidos AI Capabilities

CHARLOTTE, N.C., November 3, 2025 /3BL/ – California’s San Bernardino City Unified School District (SBCUSD) today announced it has broadened its collaboration with Discovery Education to advance STEAM education across the district. Through this expanded partnership the district has doubled the number of schools using a suite of innovative digital tools that engage students and drive academic achievement. Discovery Education is the maker of essential PreK-12 learning solutions used in classrooms around the world.

Located in the heart of San Bernardino, California, SBCUSD provides a comprehensive education through a diverse array of academic programs and innovative learning pathways serving nearly 50,000 students. Guided by a commitment to equity, safety, and collaboration, SBCUSD’s dedicated educators foster an inclusive environment where every student is encouraged to discover their unique strengths and pursue excellence. The district’s family-centered approach and strong community partnerships empower students to thrive academically and socially, nurturing responsible citizenship and lifelong learning. Through its Vision 2030 initiative, SBCUSD celebrates cultural diversity and invests in creative, resilient teaching practices that prepare students to succeed in school, career, and life.

To support the principles of the Vision 2030 initiative and prepare district students for success beyond graduation, SBCUSD has created a Science, Technology, Engineering, Arts, and Mathematics (STEAM) program. SBCUSD’s STEAM program fosters problem solving, inquiry, creativity, and innovation in order to prepare students for both college and career.

To support SBCUSD’s STEAM program, district leaders sought additional digital resources that would engage students in interdisciplinary STEAM learning in new and innovative ways. Following a review of potential solutions, the district moved to integrate Discovery Education Experience into 11 additional schools, bringing the total number of schools in the district using this resource to 21.

The essential companion for engaged classrooms, Discovery Education Experience is a supplemental cross-curricular digital resource that inspires teachers, motivates students, and supports instruction in all academic disciplines. Designed expressly for K-12 schools, Experience delivers all-in-one, ready-to-teach lessons and strategies, exciting career exploration resources, standards-aligned content, and flexible tools for differentiation and assessment. Earlier this year, Discovery Education announced a host of new enhancements to Discovery Education Experience that includes new tools and resources, AI technology, additional career explorations, and more.

Discovery Education Experience will be used alongside two other Discovery Education solutions already used in classrooms across the district: Discovery Education Science Techbook and Mystery Science.

“It’s critical for us to offer students engaging STEAM lessons that connect classroom instruction to the real world and that build the critical skills needed for future success” said Caitlin Arakawa, STEAM Program Specialist at SBCUSD. “We are excited to deepen our partnership with Discovery Education and bring these powerful tools to more classrooms across the district.”

SBCUSD educators using the new solutions from Discovery Education will receive dedicated professional development from the company’s team of professional learning experts. These learning opportunities for teachers help schools recognize the full return on their edtech investment. Through Discovery Education’s interactive professional development sessions, participants will learn best practices for integrating their new digital resources into instruction. Effective professional learning increases student engagement and supports the continued academic development of all students.

In addition, all educators using Discovery Education’s digital resources have access to the Discovery Educator Network or DEN. A global community of education professionals, the DEN connects members across school systems and around the world through social media, virtual conferences, and in-person events, fostering valuable idea sharing and inspiration. Recently, the DEN celebrated 20 years of connecting educators to their most valuable resource: each other. Educators interested in learning more about this powerful professional learning community and joining the DEN can learn more here.

“Discovery Education is proud to support San Bernardino City Unified School District’s work to create a world-class STEAM program,” said Rachel Merten, Discovery Education Account Executive. “The expansion of this long-term partnership will help scale the tremendous work already underway.”

For more information about Discovery Education’s award-winning digital resources and professional learning solutions, visit www.discoveryeducation.com, and stay connected with Discovery Education on social media through LinkedIn, Instagram, TikTok, and Facebook.

###

About Discovery Education
Discovery Education is the worldwide edtech leader whose state-of-the-art, PreK-12, digital solutions help educators engage all students and support higher academic achievement. Through award-winning multimedia content, instructional supports, and innovative classroom tools that are effective, engaging, and easy to use, Discovery Education helps educators deliver powerful learning experiences. Discovery Education serves approximately 4.5 million educators and 45 million students worldwide, and its resources are accessed in over 100 countries and territories. Through partnerships with districts, states, and trusted organizations, Discovery Education empowers teachers with essential edtech solutions that inspire curiosity, build confidence, and accelerate learning. Learn more at www.discoveryeducation.com.

Contact 
Stephen Wakefield 
Discovery Education 
Phone: 202-316-6615 
Email: swakefield@discoveryed.com

by Liz Peters

In the recent IWBI webcast, From Classrooms to Communities: The Future of Healthy Indoor Air Policy and Advocacy, experts and innovators came together to explore how indoor air quality policy, technology and advocacy are reshaping the built environment, with a focus on the schools, a priority sector for driving action.

“What started as a weekend project spun completely out of control. Eleven years later, here we are.” – Liam Bates, CEO, Co-Founder, Kaiterra, explaining how and why he founded his company, Kaiterra, as a passion project focused on helping people breathe healthier indoor air.

“COVID forced people to understand that the places where we live, work, learn and play isn’t just a tagline–it’s vital for survival and human health.” – Jennifer Berthelot-Jelovic, Client Development Director, BranchPattern, underscoring a paradigm shift in how we think about health and well-being inside our buildings, where research shows people spend 90% of their lives.

“We can get a little more shoulder behind [modernizing our schools] and make sure we don’t miss a generation.” – Mary Filardo, Executive Director, 21st Century School Fund, emphasizing the urgency to make progress across our nation’s school facilities.

“The kids should be more important than screwing your outdoor air shut. We’ve got to figure out how to do better.” – Glenn Wilson, Applied Air Business Development Manager, Daikin Applied, illustrating that some school facilities are not optimizing for health when they should be.

Moderated by Jason Hartke, IWBI’s EVP of External Affairs and Global Advocacy, the session explored how advocacy, policy and technology are converging to make healthy air a reality–from schools to workplaces to community spaces. From cutting-edge IAQ data tools to policies driving investment in healthier learning environments, the discussion highlighted how schools can lead the way–and how public-private collaboration is spreading those benefits into workplaces and communities everywhere.

From personal passion to public impact
For Jennifer Berthelot-Jelovic of BranchPattern, the conversation starts at home. As a mother and longtime sustainability consultant, she’s seen firsthand how awareness can spark action. “When my teenage son turned on the exhaust fan above our gas stove after attending the WELL Healthy Homes Summit,” she shared, “I realized education is everything. We need to bring that same awareness into our schools.”

Standing shoulder to shoulder for schools
Mary Filardo, who founded the 21st Century School Fund more than 30 years ago, reminded everyone that America’s schools are massive and underfunded–and that our policy at all levels of government must match that reality. “Every community makes decisions about the conditions in their schools,” she said. “With the civic, education and industry sectors working together, we can get a little more shoulder behind this and make sure we don’t miss a generation.”

Filardo, the lead author of the next State of Our Schools report, which will be released later this year, shared that the annual gap in school infrastructure investment continues to grow at an alarming rate. She emphasized that while the challenge is seeming more insurmountable, there are significant opportunities to drive proven solutions, saying, “If we were doing [facility spending] smarter, holistically, the gap wouldn’t be so big.”

Innovation with heart
For Liam Bates of Kaiterra, the path to advocacy began with a personal story. When his now-wife’s asthma flared in a polluted city, he wanted to know what was in the air, but he couldn’t find any affordable or accessible ways to measure it. “I took on a small weekend project that spun completely out of control,” he laughed. “Eleven years later, we’re helping people make the invisible visible.”

As a call to action he urged stakeholders to do something, even if they can’t do everything, a great start being measuring. “Imagine if every school in the country had just one [indoor] air quality data point,” he said. “You’d immediately see which buildings are in crisis and which fixes cost nothing at all.”

Doing better by design
Glenn Wilson from Daikin Applied brought a technician’s perspective—and a dose of urgency. “I can’t count how many times I’ve been on a school roof and seen the fresh air dampers screwed shut,” he said, a cost-saving action that compromises proper ventilation by reducing the amount of outdoor air into the building. “Kids should be more important than saving a few dollars. We’ve got to figure out how to do better.”

The path ahead
The conversation returned time and time to the theme that our school facilities, and more importantly, the children, teachers and administrators inside them, are too important to continue to underfund our school infrastructure. To move forward and spark action, the panel called for smarter policy, more creative and scalable funding and cross-sector collaboration.

As Hartke summarized, “We’ve spent decades investing [billions] in energy efficiency. It’s time we invest in health with the same intensity.”

Watch the full webcast.

View original content here.

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.

###
 

^[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.

***

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

Z2501002 

EXP 10/26