Tag: 3BL

International Olympic Committee news

A year ago, beneath a stormy summer sky, history unfolded along the River Seine. For the first time ever, the Opening Ceremony broke free from stadium walls and embraced the city itself. Athletes from over 200 National Olympic Committees and the International Olympic Committee (IOC) Refugee Olympic Team floated down the river aboard a fleet of boats, transforming the Seine into a majestic stage.

Despite the rain, over 300,000 spectators lined the riverside in person, and hundreds of millions watched from around the globe – witnessing a city reimagined through sport: proud, creative and inclusive.

Following the opening, for 17 days, Paris came alive with sport and celebration. With nearly 90 per cent of people in the Paris region engaged with the Games, the celebrations were spilling out into every street, venue and screen. From dramatic finishes at the Stade de France to roaring crowds at La Défense Arena, the city pulsed with emotion.

Simone Biles staged a stunning comeback, Léon Marchand lit up the pool with five medals, and Armand Duplantis soared to a new world record. In Tahiti, surfers conquered the waves of Teahupo’o, showing how Paris 2024 expanded both the reach and meaning of the Games. Around five billion people around the world, 84 per cent of the potential audience, followed the magic of Paris 2024, making them the most followed Olympic Games ever.

In keeping with its motto, “Games Wide Open”, Paris 2024 was the first edition fully aligned with the principles of the Olympic Agenda reforms – the IOC’s strategic roadmap to make the Games more inclusive, more sustainable and better tailored to the needs of their host.

And Paris showed this Agenda in action – from planning and procurement to delivery and legacy. Every decision was guided by the question: how can the Games serve the city, its people and generations to come?

More sport for more people

Paris 2024 put sport at the heart of daily life – especially for young people. Through the “Bouger Plus” campaign, 30 minutes of daily physical activity are now being introduced into all French primary schools. Over 38,000 children have so far received free swimming lessons through the “1,2,3 Nagez!” programme.

Since 2017, more than five million young people have taken part in Olympic and Paralympic Week, with 700,000 participating in 2025. The “Impact 2024” Fund supported grassroots projects that brought sport and social innovation to 4.5 million people.

Over 5,000 municipalities across France took part in the “Terre de Jeux” programme, hosting over 50,000 sport-related events since 2019. Some 370 of those municipalities have been awarded the “Ville Active et Sportive” label, which recognises innovative sports policies and, to date, has been granted to towns and cities that between them are home to more than a third of France’s population.

The Paris 2024 Organising Committee’s EUR 76 million budgetary surplus will help carry the Olympic and Paralympic legacy further, with the Paris 2024 Endowment Fund responsible for the promotion and development of sport across France.

An inclusive celebration

Inclusivity ran through every detail of the Games. One million tickets were distributed free of charge to local residents. Every venue was designed or upgraded to improve their accessibility. Those with disabilities participated not just as athletes, but as fans, volunteers, organisers and performers.

Gender equality was a defining feature. Paris 2024 was the first Games to achieve full gender parity on the field of play – thanks to the quota places being distributed equally by the IOC to men and women. Twenty-eight of 32 sports reached full gender balance, and 196 delegations selected both a male and female flagbearer for the Opening Ceremony.

Across the country, thousands of community celebrations brought the Games into everyday life – proving that Paris 2024 truly belonged to everyone.

Delivering social and economic impact

The Games generated an estimated EUR 7 to 11 billion in net value for the Greater Paris region, boosting local industries, skills development and long-term investment. This impact was widely shared, making sure the Games contributed positively to local communities and integrated social considerations into economic opportunities. Over 181,000 people were employed across sectors and 90 per cent of suppliers were French, 80 per cent of which were small or medium-sized enterprises. More than 800 local businesses from the social and solidarity economy helped deliver the Games, bringing visibility and momentum to inclusive entrepreneurship.

Seine-Saint-Denis, one of France’s most diverse and disadvantaged departments, was at the heart of the Games, hosting the Olympic Village and the Olympic Aquatics Centre. The Village is now being converted into a permanent eco-neighbourhood, with private and social housing, schools, nurseries and green public spaces. Having recently re-opened to the public, the Aquatics Centre is now a permanent public facility, creating opportunities for everyday sport in one of France’s most underserved areas for sports infrastructure. To mark the first anniversary of the Paris 2024 Opening Ceremony, the centre will be open for free to the public on 26 July 2025, thanks to an initiative by the Greater Paris Metropolitan Area and Saint-Denis authorities.

Major upgrades to transport, green infrastructure and community services were accelerated. A former Paris 2024 fan zone, Parc Georges-Valbon, located in the heart of Seine-Saint-Denis, underwent its own transformation, becoming France’s largest new urban park and offering residents long-overdue access to nature and recreation.

One of the most powerful symbols of regeneration is the Seine itself. After a century of pollution, the river was cleaned and reopened for public swimming – a major effort that was accelerated by the Games. On 5 July 2025, three new natural swimming areas – at Bras Marie, Bercy and Grenelle – opened to the public.

Throughout the capital, new green spaces, revitalised streets and a calmer urban environment are improving the quality of life – not just for visitors, but for Parisians themselves.

A lighter footprint

These benefits were delivered while also raising the bar for sustainability. Paris 2024 was the first edition of the Games aligned with the Paris Agreement on climate change, cutting the carbon footprint in half compared to the average of London 2012 and Rio 2016. Ninety-five per cent of venues were existing or temporary, with just three low-carbon new builds.

Nearly all six million assets used were reused, recycled or donated. The entire event was powered by renewable energy – with no diesel generators in use and even solar panels floating on the Seine.

Some 87 per cent of spectators used public or active transport, thanks to expanded bike lanes, better infrastructure and a Games plan designed around accessibility and efficiency.

A model, not a template

Paris didn’t just host the Games – it redefined what hosting can mean.

At the core of this shift were the reforms of Olympic Agenda: a commitment to flexibility, relevance and long-term value. The Games are not a fixed model. Instead, they are shaped around the host’s priorities – whether that’s social inclusion, climate action, economic development or urban regeneration.

Paris 2024 brought that vision to life, proving that sport can be a catalyst for systemic change – when it is integrated, intentional and inclusive from the start.

We’ve been working for years to reduce the levels of waste from our operations. We continue to sharpen our focus on food waste, engaging in initiatives aiming to avoid it.

HIGHLIGHTS

• Approximately (30)% Food waste reduction in Internal manufacturing sites (vs. 2018) ⁽¹⁾
• Approximately (47)% Food waste reduction from distribution (vs. 2018) ⁽²⁾

Strategic Approach

Close to a third of all food produced for human consumption is lost or wasted. That’s why we’re focused on key actions across our Company-owned manufacturing sites to help reduce and eliminate food waste.

At Mondelēz International we have governance procedures in place that help us identify wastage hot spots and focus on the biggest losses incurred during production in our manufacturing locations globally. This enables us to create ever-better process capabilities for reduction of waste.

We then apply proven Lean Six Sigma practices by using leading engineering and digital solutions. We continually track performance, enabling us to intervene quickly when corrective actions are needed. Within our manufacturing teams, we are working to identify opportunities and course correct our practices.

Action Plans and Progress

During last year, we focused our key waste-related sustainability initiatives on making our production lines more efficient. We tracked waste trends every month, analyzing them to identify the best opportunities for reduction across our processes and geographies.

In addition to our 2025 goal of reducing food waste in internal manufacturing by approximately 15% (compared to our 2018 baseline) and individual goals across our regions, our businesses and sites keep us focused on continued improvement in areas like waste generated, waste treated and waste to landfill. While our primary focus is on food waste, we also analyzed our waste management throughout the year to identify and act on major opportunities.

In 2024, this approach drove down food waste at our manufacturing sites by about (30)% well ahead of our 2025 goal of approximately 15%.⁽¹⁾ We also delivered about a (47)% reduction in food waste from distribution, progressing to meet our 2025 goal (against our 2018 baseline).⁽²⁾

For instance, during 2024 our Claremont plant in Australia achieved an outstanding performance in food waste reduction with multiple improvements in the production lines, such as optimization of the feedstock, segregation, tagging for re-work, automation of manual work and digitalization of waste-tracking generation per shift.

Thanks to these improvements the site reduced more than 1,100 tons of food waste representing approximately 46% food waste reduction against last year.

Our Vitória de Santo Antão plant in Brazil achieved over 440 metric tonnes of food waste reduction driven by multiple process optimization projects that contributed to an improvement in waste reduction.

In Brazil, our Curitiba plant implemented a circular economy project where high-sugar content waste gets upcycled for production of ethanol by third parties. This avoided approximately 840 metric tonnes of waste generation annually.

STOPPING GOOD FOOD GOING TO WASTE

In 2024, our Philadelphia brand continued partnering with the innovative Too Good To Go app to help shoppers in Austria, Germany, Denmark, Finland, Norway, Sweden and Switzerland buy food right before it goes to waste. We identified an opportunity and worked together to help address the uncertainty often caused by the best-before date (BBD), printing the “Often Good After” logo on our packaging.

In Sweden, we also continued donating surplus products to Matmissionen supermarkets, which are then sold at a reduced price to economically vulnerable consumers.

FUTURE OUTLOOK

At Mondelēz International, we continue our path towards food waste elimination by leveraging our business programs in food waste prevention and reduction with key collaborators.

Goals and Metrics

• 15% food waste reduction in internal manufacturing sites by 2025 (vs.2018)
• 50% food waste reduction from distribution by 2025 (vs. 2018)

2024 PROGRESS

	2024	2023	2018
Total waste generated in internal manufacturing sites (metric tonnes) (1)	319,000	332,000	383,000
Total food waste generated in internal manufacturing sites (metric tonnes) (1)	196,000	207,000	278,000
Food waste reduction in Internal manufacturing sites (vs. 2018) (%) (1)	(30) %	(26)%	___
Food waste reduction from distribution (vs. 2018) (%) (2)	(47) %	(69)%	___

^{(1) Reported information includes all divestitures to date and the following acquisitions (which were not included in previous years): Chipita, Clif bar, Give & Go, Gourmet Foods, Ricolino and Tate’s Bake Shop except for Evirth (subject to future data integration). We have recalculated our base year 2018 (where applicable) and most recent years 2023 and 2024 for year-over-year comparison. Reported information is verified by an independent third-party and available in our ESG Reporting & Disclosure Reporting Archive.} 

^{(2) 2024 actuals includes all acquisitions except North America Ventures, Give & Go and Evirth. The baseline year (2018) has not yet been restated to match such recent acquisitions. We aim to complete re-baselining in 2025. Reported information includes estimation of volume based on cost to ton conversion.}

World-class equipment, technology and services company, CNH, in partnership with PETRONAS Lubrificants International (PLI), through its subsidiary PETRONAS Lubrificantes Brasil (PLB), has launched the FLEETPRO Cycle product line.

It has been developed to serve the agricultural machinery of the Case IH and New Holland brands, as well as CASE Construction Equipment and New Holland Construction.

This portfolio is created with sustainable raw materials, in addition to using high-performance technologies, maintaining the quality and performance standard of the brands. The initiative also reinforces the companies’ commitment to sustainability.

To enable the development of this initiative, the companies have entered into a collaboration with Lwart Soluções Ambientales, a leader in re-refining and the only producer of GII base oils (the main raw material for the production of lubricants) in Latin America. Using the lubricating oil used as raw material and high-tech processes, Lwart manufactures GII base oils with quality equal to or even superior to the first refining base oil, produced from petroleum.

The circular economy is guaranteed with the safe collection of used lubricating oil in more than 500 CNH brand dealerships throughout Brazil.

“This new line is the practical result of a solid CNH strategy, bringing to customers of our agricultural and construction machinery brands an initiative that combines quality, economy, innovation and sustainable technology. The result of this joint work benefits our entire chain and ensures end-to-end performance and safety”, commented Fernando Gaya, responsible for CNH’s Commercial and Parts Operations area for Latin America.

In addition to the reverse logistics of used lubricating oil, PETRONAS has implemented several initiatives focused on the circular economy. The company is a founding member of the Play Fair Institute. The program, present in more than 4,000 municipalities around Brazil, aims to collect and recycle used lubricant packaging. In 2023, the initiative disposed of more than 5.9 thousand tons of plastic materials in an ecological way, 95% of which went to recycling.

PETRONAS also focuses on waste management from its operation in Contagem (MG), where the company’s plant in Brazil is located. “Being part of relevant programs, and having partners such as CNH, Lwart and the Play Clean Institute, is essential for us to achieve our sustainability goals. Such initiatives reaffirm our value proposition: to provide impactful solutions for our customers – in addition to contributing to a more sustainable future, promoting the improvement of society, through innovation and collaboration”, added Eduardo de Silos Santos.

Read more here.

CINCINNATI, July 22, 2025 /3BL/ – Fifth Third (NASDAQ: FITB) was again named Best Treasury and Cash Management Bank (US, Regional) by Global Finance magazine for 2025. This makes Fifth Third a two-time honoree in the Midwest region, and this year, Fifth Third was also recognized in the Southeast region. The award was announced by Global Finance as part of its 25th annual Best Treasury and Cash Management Banks Award program.

“Receiving the award for Best Treasury and Cash Management Bank two years in a row is an honor, but it’s not just about the recognition—it’s about the confidence our clients have in us and the progress we’re making together,” said Bridgit Chayt, head of commercial payments. “This award reinforces our commitment to innovation and dedication to serving our customers with solutions that support their growth, simplify their operations and launch new possibilities.’’

Global Finance uses a multi-tiered assessment process—which included entries from banks and providers and input from industry analysts, corporate executives, technology experts and independent research—to select the best providers of treasury and cash management services.

A variety of subjective and objective criteria were considered, including profitability, market share and reach, customer service, competitive pricing, product innovation and the extent to which treasury and cash management providers have successfully differentiated themselves from their competitors around core service provision. Winners were chosen in more than 70 countries, territories and districts, as well as regionally across multiple categories in eight countries and in six US Regions.

About Fifth Third

Fifth Third is a bank that’s as long on innovation as it is on history. Since 1858, we’ve been helping individuals, families, businesses and communities grow through smart financial services that improve lives. Our list of firsts is extensive, and it’s one that continues to expand as we explore the intersection of tech-driven innovation, dedicated people and focused community impact. Fifth Third is one of the few U.S.-based banks to have been named among Ethisphere’s World’s Most Ethical Companies® for several years. With a commitment to taking care of our customers, employees, communities and shareholders, our goal is not only to be the nation’s highest performing regional bank, but to be the bank people most value and trust.

Fifth Third Bank, National Association is a federally chartered institution. Fifth Third Bancorp is the indirect parent company of Fifth Third Bank, and its common stock is traded on the NASDAQ® Global Select Market under the symbol “FITB.” Investor information and press releases can be viewed at www.53.com.

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CONTACT

Adrienne Gutbier (Media Relations)
adrienne.gutbier@53.com | 513-534-8038

Matt Curoe (Investor Relations)
matt.curoe@53.com | 513-534-2345

Photonics is revolutionizing how we transmit, process, and sense information. From powering ultra-fast internet to enabling breakthroughs in quantum computing and autonomous vehicles, photonics is the engine behind the next wave of innovation.

But what exactly is photonics—and why is it becoming so vital to the future of technology?

What is Photonics?

Photonics is the science and technology of using light (photons) to perform functions traditionally handled by electrons. While electronics use electrical signals to carry and process data, photonics leverages light—enabling significantly faster speeds, greater bandwidth, and lower energy consumption.

Chances are that photonics is already part of your daily life:

• Fiber-optic networks deliver high-speed internet to your home.
• LiDAR sensors help autonomous vehicles “see” their surroundings.
• Optical biosensors detect diseases at early stages.
• Inside data centers, photonic interconnects are replacing copper wires to keep up with our growing digital demands.

Why Is Photonics Gaining Momentum?

As the limits of Moore’s Law approach and electronic systems face power and speed constraints, photonics offers a compelling path forward. Here’s why:

• Speed: Light moves faster than electrons, enabling ultra-fast data transmission.
• Bandwidth: Optical channels can carry vastly more data than electrical ones.
• Energy Efficiency: Photonic systems consume less power and generate less heat.
• Miniaturization: Integrated photonics allows complex optical functions to be built on a chip, just like in electronics.

These benefits are pushing photonics into cutting-edge domains like 6G communications, AI accelerators, quantum photonics, and advanced biomedical devices.

The Challenge: Designing Photonic Systems

Despite its advantages, photonic design presents unique challenges. Unlike electronic circuits, photonic components rely on wave-based physics and require precise modeling of waveguides, resonators, modulators, detectors, and more. Moreover, photonics is often tightly integrated with electronics—adding another layer of design complexity.

Traditional Electronic Design Automation (EDA) tools weren’t built for this. Photonic design demands specialized software capable of simulating optical behavior, material dispersion, and electromagnetic interactions at the nanoscale.

Meet Keysight Photonic Designer

Keysight Photonic Designer is a next-generation design platform tailored for the unique needs of photonic integrated circuit (PIC) engineers. Whether you’re developing a silicon photonics transceiver, a biomedical sensor, or a quantum photonic chip, Photonic Designer empowers you to:

• Model and simulate photonic components and circuits with exceptional accuracy.
• Co-design photonic and electronic systems in a unified environment.
• Optimize performance using advanced simulation engines and layout-aware design tools.
• Verify Layouts leveraging foundry PDKs for real-world fabrication success.
• Accelerate time-to-market with a streamlined workflow from schematic to tape-out.

It bridges the gap between optical and electronic design, helping engineers overcome complexity and bring their innovations to life faster.

Why This Matters Now

Photonics isn’t just on the horizon—it’s already reshaping industries. As demand for speed, efficiency, and bandwidth continues to skyrocket, companies that can design and verify photonic systems effectively will lead the next technological era.

Keysight Photonic Designer gives you the confidence to innovate with precision, speed, and scale—all within a single, powerful platform, Advanced Design System (ADS).

Keysight Photonic Design Automation Solutions

This July, AEG’s People for the Planet Business Resource Group (BRG) turned commitment into action, activating a series of community-driven events across four cities in honor of Plastic Free July. From riverbanks to urban parks, the message is clear: sustainability starts with showing up.

In Cleveland, the month kicked off with the second annual River Cleanup at Jacob’s Pavilion. AEG employee volunteers gathered along the Cuyahoga River, armed with gloves, trash grabbers, and a shared mission to protect their local environment. As they walked the boardwalk and park, they collected plastic bottles, wrappers, and other debris that threatened the health of the river. The event wasn’t just about cleaning up—it was about reconnecting with nature and inspiring others to do the same.

Next, in Los Angeles, the focus shifted from plastic to trees. In collaboration with TreePeople, volunteers gathered at Huntington Park for a morning of urban forestry. They cared for recently planted trees by removing invasive weeds, watering, mulching, and adjusting support stakes. The work was hands-on and humbling, a reminder that climate action can be as simple—and as powerful—as nurturing a tree in your own neighborhood.

Later in the month, the movement is heading west to Denver, where People for the Planet will team up with Keep Denver Beautiful for a regional street cleanup around the Mission Ballroom and AEG Presents and AXS offices. The event will bring together employees who will work together to remove litter from sidewalks, parking lots, and green spaces.

As the month draws to a close, the final activation is scheduled for Detroit, where People for the Planet will join Conscious City Cleanup for their 3rd Annual Cass Park Cleanup. With music playing and community energy high, volunteers will collect trash while enjoying a morning walk through the historic neighborhood.

Across all four cities, the impact is tangible. Dozens of bags of waste are being removed from public spaces. Trees are being tended to. Conversations are being sparked. And most importantly, a sense of shared purpose is being ignited.

Plastic Free July serves as more than a campaign—it is a catalyst for connection, education, and action. Through these events, AEG’s People for the Planet BRG demonstrates that environmental change doesn’t require grand gestures. It starts with people—coming together, rolling up their sleeves, and doing the work.

 

Seats are limited, register now to secure your spot!

Since 2022, SCS’ Carbon Neutral certification for Carbon Neutral Entities, Buildings, Products and Services has allowed companies to demonstrate market leadership by transparently certifying that they have successfully negated their carbon footprint. In July of 2025, SCS Standards and Assurance Systems announced the publication of version 2.0 of the SCS-108 Certification Standard that underpins the SCS Global Services Certification.

Join Victoria Norman, Executive Director of SCS Standards and Assurance Systems; Prachiti Niranjan, Technical Manager and Judy Jeong, Technical Specialist for SCS Global Services on August 20th, 2025 where they will cover the benefits of Carbon Neutral certification; what these recent updates mean and how they will affect those seeking certification under the standard.

Key topics to be discussed:

– Technical updates to the certification standard including new requirements to reduce GHG emissions year over year and the pre-purchase of carbon credits for any commitment claim
– Claims that can be made in the EU in alignment with European regulations
– Benefits of carbon neutral certification

A live Q&A session will follow the discussion.

REGISTER HERE

Global energy technology company SLB (NYSE: SLB) has been awarded a technologies and services contract for carbon storage site development in the North Sea by the Northern Endurance Partnership (NEP), an incorporated joint venture between bp, Equinor and TotalEnergies.

NEP is developing onshore and offshore infrastructure needed to transport CO₂ from carbon capture projects across Teesside and the Humber — collectively known as the East Coast Cluster — to secure storage under the North Sea.

SLB will deploy its Sequestri™ carbon storage solutions portfolio — which includes technologies specifically engineered and qualified for the development of carbon storage sites — to construct six carbon storage wells. The project scope includes drilling, measurement, cementing, fluids, completions, wireline and pumping services.

“Technologies and services tailored for carbon storage will play a critical role in shifting the economics and safeguarding the integrity of carbon storage projects before and after the FID,” said Katherine Rojas, senior vice president of Industrial Decarbonization, SLB. “We are excited to be a part of this groundbreaking CCS project in the UK, leveraging the proven carbon storage technologies in our Sequestri portfolio and our extensive expertise delivering complex CCS projects around the world.”

The NEP infrastructure is crucial to achieving net zero in the UK’s most carbon intensive industrial regions. NEP, via the Endurance saline aquifer and adjacent stores, has access to up to 1 billion metric tons of CO₂ storage capacity. The infrastructure will transport and permanently store up to an initial 4 million metric tons of CO₂ per year with start-up expected in 2028.

About SLB

SLB (NYSE: SLB) is a global technology company that drives energy innovation for a balanced planet. With a global footprint in more than 100 countries and employees representing almost twice as many nationalities, we work each day on innovating oil and gas, delivering digital at scale, decarbonizing industries, and developing and scaling new energy systems that accelerate the energy transition. Find out more at slb.com.

Media

Josh Byerly – SVP of Communications
Moira Duff – Director of External Communications
SLB
Tel: +1 (713) 375-3407
media@slb.com

Investors

James R. McDonald – SVP of Investor Relations & Industry Affairs
Joy V. Domingo – Director of Investor Relations
SLB
Tel: +1 (713) 375-3535
investor-relations@slb.com

View original content here.

Cautionary Statement Regarding Forward-Looking Statements:
This press release contains “forward-looking statements” within the meaning of the U.S. federal securities laws — that is, statements about the future, not about past events. Such statements often contain words such as “expect,” “may,” “can,” “estimate,” “intend,” “anticipate,” “will,” “potential,” “projected” and other similar words. Forward-looking statements address matters that are, to varying degrees, uncertain, such as forecasts or expectations regarding the deployment of, or anticipated benefits of, SLB’s new technologies and partnerships; statements about goals, plans and projections with respect to sustainability and environmental matters; forecasts or expectations regarding energy transition and global climate change; and improvements in operating procedures and technology. These statements are subject to risks and uncertainties, including, but not limited to, the inability to achieve net-negative carbon emissions goals; the inability to recognize intended benefits of SLB’s strategies, initiatives or partnerships; legislative and regulatory initiatives addressing environmental concerns, including initiatives addressing the impact of global climate change; the timing or receipt of regulatory approvals and permits; and other risks and uncertainties detailed in SLB’s most recent Forms 10-K, 10-Q and 8-K filed with or furnished to the U.S. Securities and Exchange Commission. If one or more of these or other risks or uncertainties materialize (or the consequences of such a development changes), or should underlying assumptions prove incorrect, actual outcomes may vary materially from those reflected in our forward-looking statements. The forward-looking statements speak only as of the date of this press release, and SLB disclaims any intention or obligation to update publicly or revise such statements, whether as a result of new information, future events or otherwise.

Nasdaq

AI and other innovations have amplified the complexity of cyber threats, making the addition of technological expertise in the boardroom paramount, according to Nasdaq Head of Board Advisory in the Americas & APAC Kaley Karaffa and Firstboard.io Founder & CEO Rita Scroggin. Seeking board members who have an appreciation for learning will be important to succeeding in this period of innovation.

Nasdaq’s 2024 Global Governance Pulse survey revealed that AI and cybersecurity skills are top areas for boards seeking to diversify and enhance their composition and align strategically with the adoption of AI and other technologies.

Read the blog to discover expert tips to help bridge technology skills gaps on boards.

Johnny Glenn is proof that veterans never lose their desire to serve — they just find new ways to do it.

A Georgia native, Johnny grew up on his family’s farm. He credits his rural values and upbringing as key drivers behind the strong work ethic he has today. While farm life molded him, he was determined to pave his own path.

“Growing up on a farm was hard work, and I was inspired to do something different,” he said. “In 1994, I enlisted to serve my country and went on to become a Green Beret.”

Johnny spent 21 years with the 3^rd Special Forces Group, serving 10 tours in Afghanistan and two in Iraq. Today, he is a retired Chief Warrant Officer 3 (CW3), continuing his mission with CACI.

Johnny has been with CACI for six months, leveraging his military expertise as a Training and Technical Assistance program trainer. He teaches soldiers how to use the Army’s new augmented reality headset system (IVAS) as part of their field equipment.

“I’m grateful to have found a career that aligns with my skills and background in service,” he said. “It’s no surprise so many veterans build lasting careers at CACI, where opportunities for military members and their families are truly limitless.”

Recently, Johnny was one of 12 military veterans — including CACI’s Jason Wood — who completed the Old Glory Ultra Relay, a cross-country run organized by Team Red, White, and Blue (Team RWB) to raise awareness and money for fellow veterans. He trained for the challenge in a setting all too familiar — a place that taught him discipline, endurance, and grit.

“I did most of my training at my farm here in North Carolina, maintaining my strength with daily manual labor,” he said. “I would do speed and endurance work on the days that I wasn’t working on the farm.”

Johnny and his fellow veterans began the trek in San Diego on May 2 and, from sea to shining sea, completed the journey in just under 17 days. After 3,002 unbroken miles, they crossed the finish line in Washington, D.C., at the National Mall — American flag in hand.

“Completing the relay meant a lot to me,” he shared. “It demonstrates that when you put veterans together on a mission, we will find a way to complete that mission. With so many coming together to support an incredible cause, I was provided with a higher faith in mankind.”

During the race, Johnny felt the unwavering encouragement of his colleagues. From phone calls, text messages, and social media post, he was reminded that he was not alone and was supported by members of CACI.

“I would like to say thank you to all my immediate and extended CACI family,” he said. “Your support during this race gave me that extra push I needed to make it to the end. It’s teammates and cultures like this that makes CACI special.”

CACI serves as a company that offers the support you need to thrive, in and out of the office. Explore opportunities to break new ground at CACI.

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.

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Corporate Communications and Media:

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