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International Olympic Committee news

Less than a year after hosting Olympic and Paralympic competitions, the Olympic Aquatics Centre has recently re-opened to the public – delivering on the Games’ long-term vision to bring lasting benefits to local communities, create opportunities for everyday sport, and make smart use of public investment. Designed from the outset to serve well beyond the Games, the Centre is now a permanent public facility in one of France’s most underserved areas for sports infrastructure.

Community first

During Paris 2024, the Centre staged Olympic and Paralympic diving, water polo and artistic swimming competitions. Located in Seine-Saint-Denis – a densely populated suburb in the north of Paris, and one of the youngest and most diverse areas in France – the venue reflected a core ambition of the organisers: to bring the Games closer to communities, and to invest in infrastructure with long-term local value. It also embodies the reforms brought forward by the IOC’s strategic roadmap, Olympic Agenda 2020, which places legacy, sustainability and long-term public value at the centre of the planning and delivery of the Olympic Games. Paris 2024 was the first Games edition to fully implement this roadmap.

“The Olympic Aquatics Centre represents our ambition to make the Olympic Games more useful and more impactful. It is a venue designed not only to host world-class competition, but also to serve the everyday needs of the wider community for years to come. It shows what is possible when the Olympic Games are planned and organised with a long-term vision in mind.”

Marie Sallois
IOC Director for Sustainability

Now reconfigured in its legacy mode, the Olympic Aquatics Centre includes four pools: a 50-metre competition pool, a diving pool, a learning pool for schoolchildren, and a leisure pool open to all. It also offers nine padel courts, a 1,000m² climbing hall, multiple fitness spaces, a restaurant and snack bar, and a sports “recyclerie” that includes co-repair workshops and a solidarity shop for used equipment.

More than 50 new jobs are being created to support the daily operations and programming of the Aquatics Centre, including roles in facility management, sports instruction and visitor services. Recruitment is being prioritised for local residents through partnerships with France Travail and the local authority, Plaine Commune. The venue also acted as a catalyst for local employment during its construction, generating over 80,000 hours of work and providing training opportunities for jobseekers and young people.

As the first completed facility in the broader Grand Pleyel redevelopment zone – a major urban project that will reshape this part of northern Paris through new housing, transport connections and public services – the Aquatics Centre anchors sport as a lasting part of the city’s future.

A new benchmark for sustainable design

With full stands and a dynamic atmosphere, the Centre was one of the most visually distinctive venues of Paris 2024. Athletes competed in world-class conditions beneath a striking timber roof that captured global attention and reflected the sustainable design principles of the Games.

Constructed in under three years on the former industrial site of Plaine Saulnier – adjacent to the Stade de France – the Centre was delivered on time and on budget. The building itself sets a new benchmark for sustainable venue design. Its 90-metre roof is made from 90% bio-sourced French wood from sustainably managed forests. Entirely self-supporting, the structure eliminates the need for internal pillars, providing clear sightlines and a strong architectural identity. The Centre uses 50% less energy than a typical aquatic facility, thanks to features like water recycling, natural ventilation and high-efficiency lighting – contributing to Paris 2024’s ambition to deliver Games with a reduced carbon footprint.

Blending high performance and public use

Looking ahead, the venue will continue to balance high performance with public use, as well as serve as an elite pole for the French Swimming Federation. In 2026, it will serve as a key site for the European Swimming Championships, reinforcing its dual role as both a high-performance environment and a community anchor.

In the coming weeks, the Olympic rings will be installed on the façade, and the venue will be formally named the Centre Aquatique Olympique Métropole du Grand Paris. As it reopens, it stands not only as a reminder of the Games, but also as a lasting asset for the community it was built to serve.

“The Olympic Aquatics Centre, an iconic venue of the Paris 2024 Olympic and Paralympic Games, will soon become the most popular pool in France.  In an area where access to sports infrastructure remains among the lowest in the country, and where too many children are unable to learn to swim, this facility meets long-standing needs.”

Marie Barsacq
Minister for Sport, Youth and Community Life, France

For the more than half a million Americans receiving dialysis, treatment doesn’t end when they leave the center. Many patients manage complex medication regimens at home, often taking more than 10 pills daily. This burden can impact adherence, outcomes, and overall quality of life.

Now, new research from DaVita published in Hemodialysis International suggests that one critical medication used to manage a common dialysis-related condition may not need to be taken daily — and may not need to be taken at home at all.

Reconsidering Cinacalcet: A Key Medication in SHPT Management

Cinacalcet is widely used to control secondary hyperparathyroidism (SHPT), a complication of end-stage kidney disease (ESKD) that disrupts calcium and phosphorus balance and increases the risk of cardiovascular and bone disorders. Traditionally, cinacalcet is prescribed for patients to take every day, outside of the dialysis center.

However, a recent study by DaVita’s research team evaluated the effectiveness of a different approach: administering cinacalcet three times a week during in-center dialysis treatments. The goal was to explore whether this change could maintain clinical outcomes while managing one piece of patients’ medication regimens.

Study Results: Equivalent — or Better — Clinical Outcomes

The prospective study compared two groups of dialysis patients with SHPT: One received daily oral cinacalcet at home while the other received in-center dosing three times per week.

Key findings included:

• Comparable control of parathyroid hormone (PTH) between both groups
• Stable calcium levels throughout the study period for both cohorts, with the in-center group showing slightly improved calcium control in select months

These results suggest that in-center administration may provide equal, if not superior, effectiveness compared to daily at-home dosing.

“These findings can help open the door to a more streamlined and reliable care model, one in which patients can lean into their care teams for support in managing their complex health needs,” says Steven Brunelli, MD, MSCE, vice president and medical director for health analytics for DaVita’s research team.

Supporting Broader Healthcare Goals

Medication adherence remains a persistent challenge in chronic disease management. For dialysis patients, the complexity of treatment regimens — including pill burden — can be a barrier to consistent, effective care.

Integrating cinacalcet administration into dialysis visits offers several potential benefits:

• Improved adherence through provider-administered dosing
• Reduced patient burden and simplified at-home routines
• Enhanced care coordination and clinical oversight
• Potential for lower medication waste and fewer adverse events

“Patients managing multiple medications daily may be more likely to miss doses or face complications. By shifting cinacalcet into the dialysis setting, clinicians can help provide more consistent delivery and potentially reduce variability in outcomes,” notes Vishal Ratkalkar, MD, FACP, FASN, of Georgia Renal & Hypertension Care. Treating physicians are ultimately responsible for leveraging scientific evidence and their personal expertise to make clinical decisions. To support clinical decision-making, this study exemplifies that in-center use of certain medications offers a valid alternative to daily use in the right setting.

As health systems and payors focus increasingly on value-based care, approaches that improve outcomes while reducing complexity and costs are in demand. Administering cinacalcet during dialysis aligns with these priorities by removing barriers to adherence and reinforcing care consistency — without requiring new infrastructure or patient behavior change.

“This research reflects how operational adjustments can translate to measurable improvements in care delivery,” says Dr. Brunelli.

By leveraging existing care touchpoints, this model may offer a better experience for patients, more confidence for providers, and more value for the healthcare system:
Fewer pills. Greater adherence. Same high standard of care.

July 25, 2025 /3BL/ – And-Co, a coworking and event space in Vancouver, British Columbia, is Canada’s first WELL Coworking Rated flexible workspace. Located at 1575 W Georgia Street, in a WELL Certified Platinum building, And-Co’s new office has achieved validation that showcases how a coworking space can meet evidence-based health measures and advance well-being for flexible workspace users.

The WELL Coworking Rating is derived from the International WELL Building Institute (IWBI)’s health strategies and integrated with The Instant Group’s platform to help occupiers searching for workspace and all those that enter the space know that the leadership benchmark for health and wellness has been met. In April 2024, IWBI and Instant announced a strategic partnership to spur health and well-being practices in coworking and flexible workspaces. This has culminated in the launch of the first-of-its-kind healthy buildings rating for coworking operators.

The WELL Coworking Rating integrates into The Instant Group’s platform, which is the world’s largest marketplace for flexible workspace offerings and used by more than 26,000 flex operators, landlords and investors. Prospective coworking and flexible workspace users can search for health and well-being focused workspace using the new feature as they access more than 350,000 flexible workplaces on Instant’s digital platforms.

“And-Co is a place built for professionals and designed to bring people together,” said Ryan Dass, Director at And-Co. “We’re giving our community the keys to thrive—with a dedicated on-site team, thoughtful design, and spaces that spark real connection. The WELL Coworking Rating embodies everything we stand for, and we’re proud to be the first in Canada to earn it. It proves our commitment to well-being is tangible—and built into everything we do.”

“Canada continues to lead the way in creating healthier, more sustainable workspaces, and And-Co’s achievement of the first WELL Coworking Rating in Canada is a proud example of this,” said Olesy Alekseev, vice president and Canada country lead at IWBI. “This milestone not only builds on the building’s existing WELL Core Platinum Certification but also demonstrates how And-Co’s flexible working and event space goes above and beyond to meet the specific needs of coworking environments. It highlights how flexible workspaces can be designed to support well-being, setting a new standard for the industry in Vancouver and beyond.”

Sam Pickering, Executive Director, Head of Sustainability at The Instant Group said: “It is kudos to And-Co for committing to early adoption and setting out to achieve the WELL Coworking Rating, which is derived from health strategies in the WELL Building Standard. The process evaluates nearly 50 different features spanning 10 WELL concepts, from air and water quality to light and thermal comfort, and movement and nourishment. It was a pleasure to work with And-Co and their commitment sets them apart as a leader in healthy flexible workspace.”

Aligned with the growing demand for healthier places and spaces, research shows evidence-based health interventions in buildings help support workplace satisfaction, comfort and productivity, while also helping organizations better attract and retain talent. A 2022 study found that WELL Certified offices increase overall employee satisfaction by 28% and support a 10-point jump in median productivity. In addition, evidence behind the business case for healthy buildings shows that investing in people helps drive several economic benefits, including over seven percent higher rents per-square-foot in certified healthy buildings, longer lease terms, and eight percent increase in employee performance due to improved air quality. 

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About And-Co
Built for Professionals, Designed for Connection.

And-Co is a purpose-driven workspace and event hub in Vancouver’s Coal Harbour, created for professionals who expect more from where they work. With flexible private offices, shared workspaces, and beautifully designed event spaces, And-Co offers an environment where people can perform at their best—while feeling part of something bigger.

It’s home to a growing, engaged community, connected through regular member events, arts and culture programming, and initiatives that champion collaboration and solidarity. Wellness is built into every detail—from natural light and movement areas to the support of a dedicated on-site team—delivering a truly human-first experience.

Recognized as Canada’s first WELL Rated flexible workspace, And-Co proves that putting people first isn’t just a value—it’s how we operate every day.

About the International WELL Building Institute

The International WELL Building Institute (IWBI) is a public benefit corporation and the global authority for transforming health and well-being in buildings, organizations and communities. In pursuit of its public-health mission, IWBI mobilizes its community through the development and administration of the WELL Building Standard (WELL), WELL for residential, WELL Community Standard, its WELL ratings and management of the WELL AP credential. IWBI also translates research into practice, develops educational resources and advocates for policies that promote people-first places for everyone, everywhere. IWBI is a participant of the United Nations Global Compact, the world’s largest corporate citizenship initiative, and helps companies advance the UN Sustainable Development Goals (SDGs) through the use of WELL. More information on WELL can be found here.

International WELL Building Institute, IWBI, the WELL Building Standard, WELL v2, WELL Certified, WELL AP, WELL EP, WELL Score, The WELL Conference, We Are WELL, the WELL Community Standard, WELL Health-Safety Rated, WELL Performance Rated, WELL Equity Rated, WELL Equity, WELL Coworking Rated, WELL Residence, Works with WELL, WELL and others, and their related logos are trademarks or certification marks of International WELL Building Institute pbc in the United States and other countries.

About The Instant Group

The Instant Group has been rethinking workspace since 1999 with over 500 experts working globally across more than 175 countries. Instant’s digital platforms constitute the world’s largest digital marketplace for flexible workspace listing meeting rooms, virtual offices, flexible office space and coworking memberships. Its global team advises on commercial real estate solutions from serviced offices to fully customised managed offices, and consulting services for portfolio and net zero strategies. Instant’s approach enables agility, hybrid working solutions and improved operational resilience for more than 250,000 businesses every year. Clients include Prudential, Booking.com, Shell, Jaguar Land Rover and GSK. Instant has global offices including London, New York, Mexico City, Hong Kong, Singapore and Sydney. www.theinstantgroup.com www.instantoffices.com

In Tribute to Michael A. Daniels

Michael A. Daniels was many things — a visionary technologist, a principled leader, a supportive mentor, and a true friend. Across five decades, he helped shape industries, strengthen national security, and guide the digital evolution of the modern world. But those who knew him best will remember far more than the companies he built or the markets he transformed. They will remember his integrity, curiosity, steadiness, and above all, the way he invested in people.

Daniels lived a life defined not by accolades, but by his impact on organizations, on ideas, and on the many individuals fortunate enough to work and walk alongside him. His legacy is not only one of extraordinary achievement, but of enduring character.

 

A Foundation of Character

Daniels grew up in the small town of Cape Girardeau in southeast Missouri. An active member of the Boy Scouts, he earned the rank of Eagle Scout and was later recognized with the Distinguished Eagle Scout Award — a reflection of his lifelong commitment to service and leadership. His early experiences in scouting left a lasting impression, instilling in him a deep appreciation for civic involvement and a love of the outdoors.

Before rising to prominence in technology and national security, Daniels held a wide range of unassuming jobs. An ambitious young man, he worked as a janitor and was a truck driver in his father’s business. Through each of these roles, he developed a strong work ethic and a belief that any job done with integrity is something to be proud of. Along this same thread, perseverance and commitment were values he carried with him throughout his life.

His friends and colleagues often speak about his “legendary down-to-earth, Midwestern work ethic” as a defining quality that served as the baseline for every accomplishment that followed.

 

The Early Spark of Innovation

Daniels earned both his undergraduate and graduate degrees from Northwestern University, attending as an undergraduate on a debate scholarship. Always intellectually curious, he sought out technology courses to better understand the digital revolution taking shape around him. That decision would lay the foundation for a lifelong career at the forefront of innovation.

While studying at Northwestern, Daniels also served as a Naval Reservist. In 1969, he was called to active duty during the Vietnam War and assigned to the Office of Naval Research in Washington, D.C., the Navy’s hub for advanced science and technology. There, he was selected by the Advanced Research Projects Agency Network (ARPA) — now known as DARPA — to join the inaugural user group for ARPANET, the earliest iteration of the internet.

ARPA had activated the ARPANET system just two months before Daniels’s arrival. He and his fellow users sat at terminals, sending electronic messages across locations, which was a revolutionary concept that marked the first known use of email. Among the government contractors he interacted with during this time was CACI, where he first met members of the technical team.

After completing his active-duty service in 1971, Daniels returned to Missouri to pursue a law degree at the University of Missouri School of Law. Ten months before graduation, a former contact from CACI, Dr. J.P. (Jack) London, who had since become the company’s CEO, reached out with a job offer in their technology business. Daniels completed his degree and accepted the role, moving back to Washington to join CACI in January 1974.

 

First Steps in Leadership

At the time he joined, CACI was a small company occupying just a floor and a half of office space in Rosslyn, Virginia. But Daniels believed in the promise of humble beginnings. “Great people can build great companies that last for long periods of time,” he said. “If there’s one thing I’ve learned, it’s that great companies usually start with a small handful of people. Those people have a vision; they have a dream.”

One of the first people Daniels met at CACI was co-founder Herb Karr. He worked closely with Herb, admiring his dedication to the company and his determination to make a lasting impact in the technology space. Daniels stayed at CACI for five years, gaining firsthand experience in what it took to grow a mission-driven business. Eventually, he made the decision to follow his own entrepreneurial instincts.

In 1979, he founded Computer Systems Management, a government contracting firm supporting the defense and intelligence communities as well as DARPA. By 1986, the company had grown to a team of 200 technical professionals. That year, Daniels began exploring what might come next.

He met with Dr. Robert Beyster, the founder and CEO of Science Applications International Corporation (SAIC) and came away from the meeting convinced he had met one of the sharpest technical entrepreneurs in the business. Later that year, Daniels sold Computer Systems Management to SAIC, and the entire team joined the company in December 1986. This marked the beginning of his journey as a senior executive with SAIC and the start of a successful business partnership with Beyster.

For Daniels, one of the most important lessons in growth and success was knowing when it was time to move on. Each step forward created new space for opportunity — and this next chapter would prove to be his most defining yet.

 

Seeing the Future Before It Arrives

In early 1987, shortly after selling his first company, Daniels received a call from the same lawyer who had helped him close the deal. A small, relatively unknown firm named Network Solutions was seeking an acquisition partner. Daniels met the founders, saw promise in their vision, and began awarding them subcontracts to better understand their work. Over time, that relationship deepened and positioned the company for a breakthrough opportunity.

In 1992, Network Solutions secured the National Science Foundation Cooperative Agreement, a competitive contract that any U.S. company could bid on. The agreement made Network Solutions the official registrar of domain names ending in .com, .org, .net, and .edu, placing them at the heart of the internet’s commercial infrastructure during a pivotal moment in its development.

Daniels closely followed the company’s growth. While the broader market remained unaware of its potential, he saw what others didn’t. In 1995, acting on that insight, he orchestrated SAIC’s acquisition of Network Solutions for $4.7 million. Just two years later, the dot-com boom began. By 2000, SAIC sold the company to VeriSign for $19.3 billion, which was one of the most extraordinary returns on investment in business history.

A colleague recalled, “Mike was a chairman who was always bringing out the best in his team, inspiring a diverse set of talent, backgrounds, experiences, and perspectives.” That leadership helped Network Solutions become a cornerstone of the early internet age.

The full story was later chronicled in Names, Numbers, and Network Solutions: The Monetization of the Internet, a book Daniels co-authored with Beyster. Their account captures a critical era in digital history and the foresight that helped shape it.

 

The Work of a Lifetime

Some described Daniels as having the Midas touch, but he would be the first to say that success never came without grit, foresight, and the courage to take calculated risks. Following the sale of Network Solutions, Daniels entered a period marked by sustained success in the private sector. He became known not only for his business instincts but for his ability to guide companies through moments of transformation.

“Mike has succeeded in every situation I’ve seen him in, and he has done so with grace and integrity,” one colleague reflected.

He served on the boards of high-growth firms including Mobile365 and GlobalLogic, helping guide both to transformative exits. At Invincea and later Two Six Labs, Daniels provided not just leadership but mentorship, guiding CEOs through complex transitions. He saw value others overlooked and championed long-term vision over short-term gain.

“Mike is a true leader with an exceptional reputation amongst his peers given his extraordinary success as a board member, and he is someone who has clearly demonstrated the best corporate governance practices, from Fortune 500 companies to cutting-edge, high growth tech companies to community-leading non-profits.”

Daniels also served as Chairman of LMI, a company dedicated to supporting national security missions through logistics innovation. Through every role, he remained a calm, strategic presence, and was someone sought after not just for what he knew, but for how he led.

 

Guiding CACI’s Next Chapter

Daniels rejoined CACI in 2013 as a member of the Board of Directors, bringing with him decades of experience across the technology and national security sectors. From his first meeting, it was clear he brought both strategic vision and a steady hand.

Following the unexpected passing of longtime Chairman Dr. Jack London, the Board unanimously elected Daniels as his successor. In that role, he became a trusted advisor to leadership and a cultural touchstone for the company.

“Mike’s values and priorities set that tone — honesty, integrity, strategy, and character,” one executive noted. “He brings out the best in people.”

“Not only is this a great company, but it has the right mission: to help the United States of America,” said Daniels. “I want to thank every one of you at CACI for all you’ve done, and all those who came before us who helped build this great enterprise.”

 

A Legacy of Mentorship and Service

For Daniels, leadership was never just about business outcomes, it was about investing in people. Known for his candor, patience, and clarity, he earned a reputation as a compassionate mentor who told people what they needed to hear — not just what they wanted to hear.

“Personally, and professionally, Mike Daniels is an outstanding corporate citizen, business leader, innovator, husband, father, and friend of the highest caliber. His care and concern for individuals and the greater good continue to highlight his remarkable achievements.”

He served as a senior advisor to the National Security Council and the White House on defense technology and held advisory roles with Blue Delta Capital Partners and the Virginia Chamber of Commerce. He also remained closely involved with the Boy Scouts of America, serving on the National Capital Area Council’s Executive Committee and as Chair of its Board.

In recognition of his remarkable career, Daniels received numerous honors, including two lifetime achievement awards in 2024: the B. Kenneth West Lifetime Achievement Award from the National Association of Corporate Directors and a Virginia Chamber of Commerce Lifetime Achievement Award.

“Life is about the people you meet. If you really get to know and befriend a few extraordinary people over time, you’re fortunate. Mike’s simply extraordinary.”

 

A Life Well-Lived

Outside of his professional accomplishments, Daniels found his greatest joy in the life he built with his wife, Bonnie. The two met as students at Northwestern University in the 1960s and were married for more than 50 years. Their partnership was a constant — grounded in love, mutual respect, and a shared sense of adventure.

Bonnie nurtured Daniels’s love of hiking, skiing, and travel. Together, they sought out some of the most remote and awe-inspiring places on earth. Among his favorite destinations were the Mount Everest Base Camp and Svalbard, the northernmost tip of Norway. For Daniels, standing on a quiet ridge with nothing but the wind and the view was a reminder of perspective — a sense that life was much bigger than the day-to-day, and that humility was essential to understanding it.

The Daniels family gave generously of both their time and resources, always with the goal of making the world better, and never with a need for recognition. Their impact has been felt quietly, but meaningfully, across the communities and causes they cared about most.

To those who knew him personally, Daniels was a devoted husband, a proud father, and a steadfast friend. His life was not only one of remarkable achievement, but of deep integrity, enduring love, and true presence with the people who mattered most.

 

What Remains

Michael Daniels’s accomplishments speak for themselves, but the full measure of his legacy lives in the stories shared by those who knew him, the leaders he shaped, and the values he modeled every day. He had a gift for seeing the big picture and the human one at the same time. He brought out the best in others not by demanding greatness, but by believing in it.

To work with him was to learn. To know him was to admire him. And to walk through life beside him — as a colleague, a friend, or a member of his family — was a rare privilege.

He leaves behind a world better than he found it, a standard higher than most dare to reach, and a memory that will continue to guide and inspire all who carry his lessons forward.

 

About CACI
At CACI International Inc (NYSE: CACI), our 25,000 talented and dynamic employees are ever vigilant in delivering distinctive expertise and differentiated technology to meet our customers’ greatest challenges in national security. We are a company of good character, relentless innovation, and long-standing excellence. Our culture drives our success and earns us recognition as a Fortune World’s Most Admired Company. CACI is a member of the Fortune 500™list of largest companies, the Russell 1000 Index, and the S&P MidCap 400 Index. For more information, visit us at www.caci.com.

^{There are statements made herein which do not address historical facts, and therefore could be interpreted to be forward-looking statements as that term is defined in the Private Securities Litigation Reform Act of 1995. Such statements are subject to factors that could cause actual results to differ materially from anticipated results. The factors that could cause actual results to differ materially from those anticipated include, but are not limited to, the risk factors set forth in CACI’s Annual Report on Form 10-K for the fiscal year ended June 30, 2024, and other such filings that CACI makes with the Securities and Exchange Commission from time to time. Any forward-looking statements should not be unduly relied upon and only speak as of the date hereof.}

# # #

Corporate Communications and Media:

Lorraine Corcoran
Executive Vice President, Corporate Communications
(703) 434-4165, lorraine.corcoran@caci.com

ATLANTA, July 25, 2025 /3BL/ -The Atlanta-based humanitarian organization CARE is partnering with The UPS Foundation to prepare for the of peak hurricane season. Yesterday, dozens of UPS employee volunteers gathered at CARE’s headquarters in Downtown Atlanta to pack 1000 disaster response “CARE Packages” that will be distributed to individuals and families impacted by disasters in the US.

According to The National Oceanic and Atmospheric Administration (NOAA), the 2025 Atlantic hurricane season is expected to be above normal with 13-19 named storms and 3-5 major storms. The traditional peak of hurricane season runs from mid-August to late October.

These “CARE Packages” are an outgrowth of the original CARE Package® developed in the aftermath of World War 2 as a way for Americans to support relief and recovery efforts in Europe. CARE was founded with these CARE Packages® and has since grown to become one of the largest humanitarian and development organizations globally with operations in more than 120 countries, including the US.

“With storms increasing in frequency and intensity across the United States, the need has never been greater,” says Sarah Thompson, Associate Vice President for US Programs at CARE. “Our partnership with The UPS Foundation enables us to mobilize quickly before disasters strikes and expand our ability to work with local and national organizations to meet the needs of impacted communities. We are incredibly grateful for their partnership and support.”

The “CARE Packages” that the UPS volunteers are put together today include essential hygiene supplies like soap, shampoo, toothbrushes, and other key items for people who find themselves in urgent need after a storm or other disaster. The kits, donated by The UPS Foundation, will be pre-positioned in and around hurricane-prone areas along the Atlantic and Gulf coasts and stored at UPS-donated warehouses. In the event of a hurricane, they will be delivered by UPS to relief sites.

“By leveraging UPS’s logistics expertise and strong volunteer spirit, we’re helping CARE do what it does best—deliver critical support to those who need it most,” says Cathy Scott, Vice President, Social Impact & The UPS Foundation. “When we combine our strengths, our impact is amplified, and communities receive the help they deserve, faster.”

CARE first began implementing programs in the U.S. in 2019 and has since responded to emergencies across 10 states and Puerto Rico. During the COVID-19 pandemic, CARE helped over 300,000 families in need with food, cash and other services. The organization has since continued to grow its US work to respond to natural disasters and other emergencies via a network of grassroots organizations around the country equipped to address the diverse needs of their local communities. Last year CARE responded to Hurricanes Helene and Milton.

ABOUT CARE/UPS FOUNDATION PARTNERSHIP
Since 1995, The UPS Foundation has partnered with CARE to help deliver humanitarian aid efficiently during emergencies worldwide. During the COVID-19 crisis, UPS supported CARE’s Fast + Fair initiative, aiding vaccine access for 100 million people and 275,000 healthcare workers. Additionally, UPS’s logistics expertise and warehouse tracking systems have helped CARE scale emergency responses and supply chain management across multiple countries.

ABOUT CARE
Founded in 1945 with the creation of the CARE Package®, CARE is a leading humanitarian organization fighting global poverty. CARE places special focus on working alongside women and girls. Equipped with the proper resources, women and girls have the power to lift whole families and entire communities out of poverty. In 2024, CARE worked in 121 countries, reaching 53 million people through 1,450 projects. To learn more, visit www.care.org.

For media inquiries, please email usa.media@care.org

In recognition of Plastic Free July, AEG’s Business Resource Group, People for the Planet @ AEG, will host a special panel discussion titled “Redefining Waste, Reinventing Responsibility”—bringing together employees and sustainability experts to explore innovative strategies for reducing waste and driving environmental progress in live entertainment.

The event, scheduled for July 31, 2025, will highlight how AEG and its sustainability partners are advancing meaningful change through collaboration, innovation, and shared responsibility—and how employees can play an active role in these efforts.

Featured panelists include:

• Jackson Cantrell, Head of Marketing, Dyrt – sharing how composting technology is helping close the loop on food and organic waste.
• Mike Martin, CEO & Founder, r.World – a pioneer in reusable service ware systems for live events.
• Jaime Nack, President & Founder, Three Squares Inc. – a sustainability consultant known for implementing waste reduction strategies at large-scale festivals.

“Plastic Free July is a global movement that empowers individuals and communities to be part of the solution to plastic pollution,” said Melissa Korc, leader of People for the Planet @ AEG. “As more of our venues and promoters collaborate with organizations like r.World, Reverb, and Three Squares Inc., we’re committed to showcasing the terrific work they are doing.”

Whether employees are just beginning their sustainability journey or looking to deepen their impact, the panel will offer actionable insights and real-world examples from industry leaders. By convening diverse voices from across the sector, People for the Planet @ AEG continues to foster conversations that translate environmental goals into measurable action.

This event supports AEG’s broader commitment to sustainability and meaningful partnerships—demonstrating how collective action, shared expertise, and community engagement can accelerate progress toward reducing waste and eliminating single-use plastics across the company’s global operations.

 

For the fourth year in a row, SLB is a top scorer on the Disability Index^® — once again ranking the company among the best workplaces for disability inclusion.

This year, SLB teams in India and the United Kingdom are featured as part of the index for their efforts in advancing accessibility and inclusion.

“We are proud to be featured in the Disability Index again this year,” says Carlos Sarmiento, director of Culture, Diversity and Inclusion at SLB. “This recognition reflects our approach to disability inclusion, which is grounded in global best practices and driven by the empowerment of our local teams.”

Central to SLB’s efforts is the ThisAbility Network, an employee resource group that provides a supportive network for employees with disabilities, long-term health conditions, carer responsibilities and allies. The group provides a community to share experiences, access peer support and encourage learning across the organization.

Learn more about SLB’s inclusive culture here and in the company’s Sustainability Report.

View original content here.

In recognition of World Youth Skills Day and Chronic Illness Awareness Month, FedEx celebrates Calm Canvas, a team of young entrepreneurs from Ohio who earned the 2025 Global Possibilities Award, presented by FedEx during Future Bound™ by Junior Achievement. Calm Canvas offers a unique color-by-number experience that combines creative expression with proven coping strategies for stress and anxiety.

The Calm Canvas team understands what living with chronic illnesses is like. Their goal, through their product, is to help ensure that people with chronic illnesses don’t battle alone and that others have compassion for those living with chronic illnesses.

For over 40 years, FedEx and JA Worldwide have worked together to cultivate the entrepreneurial spirit in tomorrow’s global business leaders. Junior Achievement (JA) is the world’s largest organization dedicated to giving young people the knowledge and skills they need to own their economic success, plan for their future, and make smart academic and economic choices.

Every June, JA USA hosts Future Bound™ by Junior Achievement and this year’s event, held at Georgia State University in Atlanta, brought together over 300 high school students from across the country. These future leaders competed in four dynamic competitions—JA Company of the Year® Competition, JA Social Innovation Challenge®, JA Stock Market Challenge®, and JA Titan Challenge® – vying for awards, scholarships, and national recognition.

FedEx awards one student company with the FedEx Global Possibilities Award during the Company of the Year competition. The award recognizes JA student-run businesses that best exhibit the principles of global connectivity – Driven by Innovation, Connecting to New Markets, Fueling Community Development, and Sustainability and Social Responsibility.

Calm Canvas captures the 2025 Global Possibilities Award Presented by FedEx

Calm Canvas, a team of seven from Hoover High School in North Canton, Ohio, has a simple mission: to create a movement that empowers individuals to take proactive steps toward emotional resilience and self-care.

Each year, more than 800,000 people die by suicide, with stress and anxiety being significant contributing factors, especially among teens and young adults. Calm Canvas is determined to change this.

To do this, the team created Calm Canvas, a unique paint-by-number experience designed to promote emotional well-being. Each color is paired with a specific coping strategy, such as deep breathing, gratitude listing, and self-reflection, among others, all important techniques for managing stress and anxiety.

What separates Calm Canvas from many other JA companies is that they created and assembled the products by hand. From the COO and resident artist Peyton Craig | Calm Canvas drawing the designs for the canvas, to printing the designs on the canvas, all steps in the process were done in-house.

The team adeptly handled partnerships, community collaborations, and marketing to raise awareness of its mission and product. Through its marketing efforts, Calm Canvas reached audiences in more than 25 different countries, with their social media content amassing over 25 million views worldwide.

The team strives to make a difference in mental health awareness and support by donating a portion of their proceeds to local organizations that promote mental health education, provide resources for emotional well-being, and support individuals navigating life’s challenges. For example, 10% of the company’s profits go to Akron Children’s Inpatient Psychiatric Center.

“Junior Achievement of North Central Ohio is incredibly proud of Calm Canvas and all they’ve accomplished through the JA Company Program. Their innovation, teamwork, and entrepreneurial spirit exemplify the power of hands-on learning. Winning the FedEx Global Possibilities award is not just a recognition of their hard work — it’s a launchpad for their future success. It’s because of partners like FedEx and their passion for supporting youth entrepreneurship that students like those at Calm Canvas have opportunities like this. Their investment not only empowers today’s young innovators but also inspires future generations of entrepreneurs to dream big and achieve more,” said Josh Lehman, President

“More than anything, we could not be more grateful to FedEx and all of its employees for the support they’ve shown us throughout the competition and for the award they so graciously gave us. It truly shows how much FedEx cares when a company of their size goes out of its way to support not just small businesses, but the next generation of leaders. By giving out this award, they’re not just supporting students; they’re changing lives and paving the way for the world’s next changemakers,” said Peyton Craig, COO Calm Canvas.

To learn more about Calm Canvas, go here.

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

PotlatchDeltic operates six lumber mills and an industrial plywood facility. Each mill operates subject to stringent limits and legal requirements within various environmental permits and regulations that are in place to protect air and water quality.

Under the Clean Air Act and our site-specific Renewable Operating Permits, our mills closely monitor operating parameters and air emissions, including hazardous air pollutants (HAPs) to ensure those emissions are minimized. Under the Clean Water Act, we protect water quality by meeting strict discharge limits and other provisions established at each site for process water and stormwater discharges through the National Pollutant Discharge Elimination System (NPDES). Resource efficiency is a critical component of our operations, and we are continually working to reduce our waste.

PotlatchDeltic wood products facilities have procedures and programs in place to comply with all applicable environmental laws and regulations. An environmental compliance management system (CMS) establishes best practices, programs, and procedures that strive for 100% compliance with federal, state, and local regulations governing air emissions, water discharges, and waste disposal.

The CMS provides a standard framework to promote reliable environmental compliance in alignment with our Environmental, Health, and Safety Policy. The CMS also includes processes for the establishment and execution of annual Wood Products Division and facility-specific objectives and targets intended to drive continual improvement in environmental performance and regulatory compliance reliability.

The CMS includes a “Roadmap Process” used to identify all applicable environmental compliance requirements for air, water, and waste. The Roadmap Process links the identified actionable items with standard operating procedures to meet those specific requirements. Supporting management system elements integrated into the road mapping process include monitoring and measurement, operational control, and recordkeeping.

We pursue continual improvement in the reliability of our compliance assurance programs through employee training, process monitoring, systematic performance evaluations, and through regular internal compliance, audit and corrective action processes. Key findings and best practices identified in these audits are shared across facilities to focus improvement across the division. We establish objectives, targets, and programs to improve compliance reliability and enhance overall environmental performance. Each site reviews their compliance status as well as progress against environmental objectives at least semiannually. In addition, business level reviews take place several times per year as part of the annual planning process.

FORWARD-LOOKING STATEMENTS

This release contains certain forward-looking statements within the meaning of the federal securities laws. Words such as “annual,” “continual,” “regular,” and similar expressions are intended to identify such forward-looking statements. Among the forward-looking statements in this release are statements about the effect and effectiveness of our compliance and monitoring programs, compliance with regulations, and similar matters. These statements reflect management’s views of future events based on assumptions and are therefore subject to known and unknown risks, uncertainties, and other factors, and are not guarantees of future conduct, results, or policies. Please view the Cautionary Statement Regarding Forward-Looking Information on page 32 of PotlatchDeltic’s 2024 Corporate Responsibility Report.

Originally published on GoDaddy Resource Library

Tell us a little bit about yourself and your career journey, to date.

I’m an interior designer by training and a creative at heart, with a deep love for crafting beautiful, meaningful spaces and visuals. My career began in interior design, where I worked on interiors for everything from events and offices to residential projects and boutique hotels with installations spanning Cape Town (South Africa), around the UK, and even a stunning hotel in Mauritius (East Africa).

Over time, my passion for all things design naturally evolved into the world of branding and visual design, where I could indulge my love of curating visual delights for a variety of projects. This led me to join Over (now GoDaddy Studio) in 2016, first on a contractual basis before coming on board full-time in 2017.

During my four years at Over, I wore many creative hats, from Content Curator to Interior & Operations Lead. During my time as a Lead, I transformed our two-story office from a plain concrete shell into a vibrant, welcoming workspace. Finally, I found my sweet spot as a Design Curator. When GoDaddy acquired Over in 2020, my role evolved into Senior Design Curator, and today I’m proud to serve as Lead Design Curator. My day is filled with strategic planning, sourcing and working with artists to create unique graphic, font, and video collections for GoDaddy Studio, building design systems that fulfill the needs of customers, or exploring product improvements to name a few of my key focuses.

Throughout my journey, I’ve been lucky to flex my creative instincts across many mediums, collaborate with incredible people, and sprinkle a little magic into everything I touch – and I wouldn’t have it any other way!

How do you balance creative vision with audience needs and business goals?

For me, balancing creative vision with audience needs and business goals is all about finding that sweet spot where beauty meets purpose. As a Lead Design Curator, I draw on years of visual design experience, a deep understanding of customer behavior, and a constant eye on emerging trends to craft creative solutions that feel fresh yet practical.

It starts with empathy – understanding who our users are, what they’re navigating, and how we can empower them to show up confidently and beautifully in their brands. Truly knowing the audience by looking at customer data and habits to understand what resonates with them, what helps them stand out, and what empowers them to feel confident about their own brand. I then layer that with a forward-thinking creative lens, bringing in trends and ideas that keep our offering relevant and aspirational, so small businesses feel ahead of the curve without losing authenticity.

I also see projects as an opportunity to tell a story, one that aligns with business goals, whether that’s driving engagement, improving usability, or inspiring customers to take the next step.

The key is being flexible: knowing when to push creative boundaries and when to simplify, always keeping the bigger picture in focus. Ultimately, it’s about creating visuals and tools that small businesses are excited to use because they not only look great but help them succeed and that’s where the magic happens.

Are there any particular resources you follow for inspiration?

I find inspiration everywhere and I make a point of not limiting myself to just visual design. I draw ideas from art, music, interiors, and even the energy of a beautifully curated event. I love attending design talks and fairs like Design Indaba and the Investec Cape Town Art Fair here in South Africa, which always leave me buzzing with ideas.

I like to follow thought leaders and studios who push the boundaries of design thinking. Some of my favorites include Hey Studio, & Walsh. I also deeply admire and proudly follow women making waves in design and tech through communities like Future Females, Design by Women, and Women Who Design.

Online, I keep my creative well full with platforms like Behance, Dribbble, Savee, It’s Nice That, Design Milk, AIGA, and The Brand Identity. They’re a treasure trove of fresh, inspiring work.

I place high value on evolving with technology, staying current on advancements such as AI generative tools and automation. For me, it’s not just about keeping pace – it’s about elevating my creative toolkit to new heights. I believe that maintaining curiosity and adaptability is essential, as it keeps our work vibrant, relevant, and truly impactful.

What aspects of GoDaddy’s company culture do you appreciate the most?

What I appreciate most about GoDaddy’s culture is how deeply it aligns with my own values and working style. The value of Joining Forces really resonates with me! I love forging close, collaborative relationships with the people I work with. For me, it’s not just about creating something wonderful, but about enjoying the process together. Since we spend such a big part of our lives with our colleagues, those connections truly matter.

I also identify strongly with Working Courageously.

I’m drawn to environments where it’s encouraged to challenge the status quo, experiment, and share ideas even when it feels a little scary.

I believe that speaking up, taking risks, and adding to the creative well without hesitation leads to the most exciting and impactful work.

Lastly, Owning Outcomes feels like second nature to me. I take pride in being responsible for my work and seeing it through to achieve results. There’s a real sense of purpose in taking care to deliver thoughtful, quality work and I love being part of a team that values that too.

What do you enjoy doing outside of work?

Outside of work, I love spending time with my 17-month-old son. The saying “a mother’s love knows no bounds” really is true (and all moms nod in agreement)! Becoming a mom may have shifted what my days look like, but in the best possible way.

As a family, we make time to visit our favorite trendy foodie spots for breakfast or lunch, savor a great coffee, soak in beautiful interiors, and explore local, hand-crafted goods. We also relish the chance to get outside for some fresh air – whether it’s a trip to the local park, a stroll along the beach, or wrangling our four lively pooches on a walk, it’s always a joyful bit of chaos!

And whatever I’m doing – whether it’s making breakfast or tackling house chores – you can bet there’s fresh flowers and music playing in the background. They make everything better!

Next on the agenda…Travel! I am thinking Greece or Italy!

Are you enjoying this series and want to know more about life at GoDaddy? Check out our GoDaddy Life social pages! Follow us to meet our team, learn more about our culture (Teams, ERGs, Locations), careers, and so much more. You’re more than just your day job, so come propel your career with us.

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