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We’re leading by example through responsible operations, reimagining our systems and taking action to have a restorative impact on the environment.

Project At-a-Glance:

The opportunity for La Crosse

As capacity for data centers continues to grow, so does demand for our sustainable technology. At our manufacturing center in La Crosse, Wisconsin, we are meeting customer demand for high-efficiency chillers while reducing the environmental impact of our operations. The challenge: grow sustainably.

The solutions:

• Build a new, highly automated manufacturing line to expand capacity for our electrified solutions, including the CDHH CenTraVac® water-cooled chillers, the largest heat recovery unit we have ever made
• Secure a five-year power purchase agreement to procure electricity from 100% renewable sources for our operations
• Implement a strategy to achieve zero waste to landfill
• Streamline operations to reduce water usage and emissions, including the installation of a cooling tower and our own thermal battery storage source heat pump system
• Continue to invest in our industry-leading Graduate Training Program to educate best-in-class technical sales force and energy engineers
• Build culture through employee volunteerism, especially in STEM and environmental stewardship

Sustainability outcomes:

• Supporting customers in high-growth sectors, including data centers and semiconductor manufacturing, in meeting demand and achieving their decarbonization goals
• Achieved zero-waste-to-landfill as of November 2022
• Contributed significantly to Trane Technologies’ water use reduction of 20 percent in 2023:
  • Thermal storage system in training center building saved 15 million gallons of water in 2023 compared to 2022—a reduction of 85%. Expected reduction of 30-40 million gallons of water and 21 mtCO2e annually. Expected reduction of overall energy intensity of the training center building by 28%.
• Facility’s electricity 100% generated from renewable sources as of October 2024
• Graduate the best trained technical sales leaders and decarbonization champions in the industry each year through the Graduate Training Program
• 8,832 hours volunteered by employees in the La Crosse community in 2024

Watch this video to learn more about sustainable growth in La Crosse.

Sustainability is our strategy—in La Crosse and all across Trane Technologies. Our growth is directly linked to our bold 2030 Sustainability Commitments to significantly reduce carbon emissions for our customers, to reduce our own environmental impact and to uplift people and communities by creating opportunities for all.

Our La Crosse, Wisconsin, facility—where Trane was founded more than 100 years ago—is helping lead our business into the future with investments and innovation across our broad-based approach to sustainability. We are showing that you can be a growth company, meet your big sustainability commitments and add value to your customers by helping them meet theirs. 

“We have to continue focusing on our roots and providing reliability to our customers,” said Tom Gallant, Vice President of Engineering & Technology, Commercial HVAC Americas. “At the same time, we’re trying to find ways to push ourselves and take more risks. I see the team’s mindset shifting every day. We really are a technology company that heats and cools buildings.”

Improving environmental sustainability with innovative technology

The La Crosse team is reducing the environmental impact of our operations through multiple strategies, including renewable energy use, zero waste to landfill and decreasing water use and emissions.

One hundred percent of the electricity used at our La Crosse facility is generated from renewable sources, making it an official RE100 operation. Trane Technologies is a member of RE100, the global renewable energy initiative bringing together businesses committed to using 100% renewable electricity. The La Crosse team achieved this milestone in October 2024 through a five-year power purchase agreement with Xcel Energy.

As of November 2022, the site has achieved zero waste to landfill. The team is diverting industrial waste and scrap material—without disrupting production—to partners who fully recycle the materials or convert combustible items to energy.

The La Crosse facility is Trane Technologies’ largest single user of water for our global operations. Beginning in 2022, a cross-functional team began a multi-year effort to streamline our operations to reclaim and reduce water usage, resulting in a 20 percent reduction in the company’s overall water use in 2023.

In the research and development (R&D) laboratory, water is recycled through a cooling tower, reducing the downtime of the chiller system and reducing water usage by 37 million gallons in 2023 compared to the prior year.

In the training center, we are using our own technology to reduce water use and emissions. There, water is recycled through a thermal battery storage source heat pump system, a first-of-its-kind solution to advance electrified, low-carbon heating in buildings, including in climates below zero degrees Fahrenheit. Commonly referred to as ice storage, the system converges four proven technologies to accelerate building decarbonization: thermal energy storage ice tanks, air-to-water heat pumps, all-electric chiller-heaters and intelligent controls.

The new system saved 15 million gallons of water in 2023—a reduction of 85% from the prior year. The system is estimated to reduce the overall energy intensity of the building by 28%. Going forward, we expect to save 30-40 million gallons of water annually and cut carbon emissions by approximately 21 mtCO2e every year.

Over the last five years, La Crosse’s projects to reduce water use decreased our company’s total water consumption by nearly half.

The La Crosse team continues to find ways to contribute to our Leading by Example commitment, most recently introducing a plan to install geothermal bore field technology to fully electrify heating and cooling of an engineering building on the campus.

Innovating for customers in high-growth sectors

One way we’re innovating for impact in La Crosse is through our developments for high-growth sectors, such as the semiconductor and global data center market, where capacity is projected to nearly double by 2027. Data centers and semiconductor manufacturing require precise cooling and humidity control, so as capacity increases, so will the demand for chillers.

To keep up with this demand, the team in La Crosse built a new manufacturing line for CDHH CenTraVac® water-cooled chillers. This highly automated production line can handle many types of chillers, including our CDHH CenTraVac duplex with heat recovery, which is perfect for buildings with simultaneous heating and cooling load. The heat recovery option captures heat from the condenser, allowing the customer to employ an electrification solution for decarbonization.

Trane CenTraVac chillers offer additional energy-saving options like non-reversible heat pump chiller capabilities, thermal storage down to 20°F (-6.7°C), and integrated free cooling. These features benefit the environment and can often pay for themselves through reduced water consumption, lower heating and ancillary power consumption, and decreased operating costs.

“We have been serving the high-tech market for a long time, and because of technologies like artificial intelligence, demand is growing,” Tom explained. “What sets us apart is that we make the largest capacity units at the highest efficiency level with a low global warming potential refrigerant.”

Investing in our people through training 

Our success is driven by our people. We are creating an inclusive, uplifting culture where people feel they can belong and can boldly share their ideas. We invest in the well-being and career development of our team members so they can thrive.

La Crosse is home to our Graduate Training Program (GTP), a six-month intensive program that develops deep HVAC expertise. With a legacy dating back nearly 100 years, GTP is the foundation of our technical leadership, producing industry-leading account managers and sustainability champions.

We also provide advanced training in welding and other essential skills to support manufacturing excellence. Employees can earn certifications, gain hands-on experience, and advance their careers within Trane Technologies. Additionally, we are expanding a dedicated space for operational and technician training to further develop talent and modernize skills to match the latest technology.

Committed to our community

La Crosse employees are deeply engaged in the community, especially around sharing our expertise in STEM and environmental stewardship. The La Crosse Inclusion Community Network (LINC) leads volunteer initiatives, including STEM education programs at the Boys & Girls Club and the Great River Community Clean-Up, which mobilizes over 120 employees annually. The facility also supports local STEM education, hosting Engineers Week, volunteering with Project Scientist, and sponsoring the Seven Rivers Robotics Regional Competition.

Additionally, Trane Technologies contributes to the Trane All Abilities Park, the community’s first inclusive playground, and a new exhibit, coming soon to the La Crosse Children’s Museum, designed to educate children about HVAC technology and innovation.

A legacy of sustainable growth

In La Crosse, and across Trane Technologies, sustainability is not an offshoot of our strategy. It is our strategy and what is driving our growth. The team in La Crosse is continuing to deliver innovative technologies for our customers while reducing the environmental impact of our operations—both by orders of magnitude.

“What makes La Crosse special is that we have multiple generations of families who have worked here,” said Tom Gallant, Vice President of Engineering & Technology, Commercial HVAC Americas. “There is a legacy of innovation we have to live up to every day, and there is so much opportunity. From an engineering standpoint, it’s exciting to work on solving problems that have an impact not only on this community, but our country and the world.”

Explore how we are growing through sustainability and innovation in our 2024 Sustainability Report.

We’re proud to announce that Gen has been named one of America’s Best Cybersecurity Companies for 2025 by Newsweek!

It’s a testament to how our family of brands is making a difference, whether it’s protecting your data, securing your devices or supporting your financial wellness.​ Big thanks to our team. And thanks to all of the people, all over the world, who trust us to help safeguard their digital lives.​

View the full list: https://rankings.newsweek.com/americas-best-cybersecurity-companies-2025

Case IH, a CNH brand, presented its latest machines at AgroBrasília, at the Ivaldo Censi Technological Park.

Among the highlights, Case IH presented a complete spray solution.

The new generation of Patriot Series 50 sprayers arrived on the market completely reformulated, bringing maximum performance, high precision and modern design. With four models (from 2,500 to 4,000 liters), one of which is specific for sugarcane, it gained new suspension and advanced application technology, with the AIM Command Flex II, a nozzle-by-nozzle spraying system.

And as part of the spraying solutions, Case IH also presents SaveFarm, a localized and real-time spraying technology. Through cameras installed on the sprayer bar, and with the help of Artificial Intelligence, it is possible to identify weeds even in application in the middle of an established crop (green on green), which enables a reduction of more than 80% in the use of herbicides.

Read more here.

In every corner of the globe, digital technology is becoming the bridge to opportunity, empowerment, and transformation. Cisco’s Country Digital Acceleration (CDA) program is at the forefront of this movement, revolutionizing how communities connect, learn, and grow in today’s digital age. As we celebrate ten years of impactful progress, the CDA program continues to break new ground, driving positive change across nations.

The Vision Behind CDA

In 2015, we observed a global trend: leaders were developing national digital agendas—plans to outline how their country would leverage digital technologies to promote economic growth, improve public services, enhance inclusion, and foster innovation. The inception of Cisco’s CDA program was fueled by a pivotal realization: while nations were eager to embrace digital transformation, many lacked the concrete strategies and expertise needed to implement these agendas.

Cisco recognized this gap and saw an opportunity to make a meaningful impact. We adopted a collaborative approach from the outset, working closely with government officials to understand their unique challenges and align with national priorities. This involved transforming existing digital agendas into comprehensive, actionable plans with defined projects and budgets. Beyond planning, we committed resources to fund pilot projects and proofs of concept, showcasing the tangible benefits of digitization and building confidence in digital technologies.

This collaborative, investment-driven strategy set the CDA program apart by creating a sustainable ecosystem for innovation, positioning it as a catalyst for digital transformation and enabling nations to unlock new opportunities for meaningful change.

Laying the Foundation

At the time, our efforts were centered on establishing foundational projects that would set the stage for future innovation. These initiatives were critical in providing essential digital infrastructure and access to communities that were often overlooked. In France, Italy, Germany, India, and the UK we began by implementing projects that connected schools, hospitals, and local governments to the internet, enabling access to vital resources and services.

In the early stages of our foundational projects, we prioritized digital education by outfitting classrooms with cutting-edge technology, enabling both students and teachers to access global educational content and cultivating a new generation of digitally literate individuals.

Simultaneously, we revolutionized the healthcare sector by developing connected systems that enhanced patient management and telemedicine, especially in remote areas lacking adequate medical facilities. By integrating Cisco’s secure networking solutions, we empowered healthcare providers to deliver more efficient care.

Security was also a key focus; as we extended connectivity to more communities, we implemented advanced measures to protect sensitive data and ensure the integrity of digital networks, establishing a robust and secure platform for future growth.

These foundational efforts delivered immediate benefits and fostered the trust and collaboration essential for lasting partnerships with governments and local stakeholders. By addressing the fundamental needs of connectivity, education, healthcare, and security, we established a robust platform that would support more ambitious and innovative projects in the years to come.

Transforming tomorrow, today

Building on this strong foundation, the Autonomous Living Project, now known as Hayla, initiated during the COVID-19 pandemic and is one of our more impactful projects today. Imagine individuals with diverse needs who suddenly found themselves isolated due to lockdowns. Our solution provided them with technology to manage daily activities independently while staying connected with caregivers. This project didn’t just offer a temporary fix; it empowered many to choose autonomy even after the pandemic, fundamentally enhancing their quality of life.

In Singapore, we are partnering with the Home Team Science and Technology Agency (HTX) to elevate public safety through 5G and AI innovations. By leveraging Cisco’s 5G-as-a-Service, we’re developing proofs-of-concept to enhance safety infrastructure. Additionally, we’re collaborating on an AI-driven Security and Network Operations platform to help HTX effectively manage and counter advanced cyber threats. This initiative aims to transform public safety measures and position Singapore as a leader in digital transformation for homeland security.

At the Port of Rotterdam, Cisco’s CDA program is pioneering the integration of quantum computing to revolutionize logistics and operations. By establishing the first quantum network, we’re enhancing data processing capabilities, optimizing supply chain efficiency, and setting a new standard for smart port technology.  This project demonstrates the transformative power of quantum technologies while showcasing the potential for innovative solutions to drive economic growth and sustainability in one of the world’s busiest ports.

As we celebrate a decade of CDA, we’ve launched over 1,600 digitization projects in 50 countries. Our unique approach brings together government, industry, and academia from the start, ensuring comprehensive and swift execution. This collaborative model not only builds trust but also facilitates continuous innovation, allowing us to stay relevant amid changing global dynamics.

Looking Ahead

As we move forward, the future of CDA shines brighter than ever, propelled by rapid technological advancements and the evolving needs of nations. Our commitment to supporting countries on their digital journeys remains unwavering, adapting to new priorities and seizing emerging opportunities. As geopolitical dynamics shift, our role as a trusted partner becomes increasingly vital. Our agile approach allows us to pivot quickly, ensuring we remain relevant and responsive to the global landscape.

Looking ahead, the CDA program focuses on integrating cutting-edge technologies like quantum computing and artificial intelligence to redefine industries and tackle complex challenges. We’re also expanding into new regions, customizing our efforts to meet each country’s unique needs and fostering partnerships with emerging economies.

Guided by our commitment to closing the digital divide and empowering communities worldwide, we recognize the importance of nurturing local talent and investing in education and skills development. By expanding access to Cisco Networking Academy programs, enhancing digital literacy, and supporting entrepreneurial initiatives, we aim to equip future generations with the tools needed to thrive in the digital age.

Charting new horizons

Simply put, we are driven by the belief that technology holds the power to transform lives and uplift communities. The CDA program is a testament to this belief—a manifestation of Cisco’s purpose to power an inclusive future for all. I am proud of what we have achieved together so far, yet it is the boundless possibilities ahead that truly excite me.

The future is marked by limitless potential and a steadfast dedication to making a positive impact. As we embrace new technologies and challenges, our focus remains on empowering nations, communities, and individuals to realize their full potential in a connected world, and we invite you to join the journey. Share this blog to inspire others with the transformative power of technology, and don’t miss our special celebration video showcasing the impact of CDA over the years.

Let’s continue to build an inclusive future together!

View original content here.

In a profound expression of community support and recognition, FedEx has partnered with Believe With Me, an organization dedicated to assisting Gold Star families—those who have lost a loved one in military service. This collaboration focuses on delivering joy and comfort to these families through thoughtful gift deliveries.

Throughout the festive holiday season, FedEx undertook the task of delivering over 10,000 gifts to approximately 2,000 Gold Star Kids. These efforts ensured each child felt the warmth and support of their community during Christmas.

In February, FedEx and Believe With Me continued their collaboration by delivering more than 1,000 Valentine’s Day gifts to widows of war, providing heartfelt tokens of love and appreciation to these courageous women.

During the month of May, marking Military Appreciation Month, Believe With Me and FedEx honor dozens of Gold Star parents with special deliveries for Mother’s and Father’s Day. This initiative underscores Believe With Me’s ongoing commitment to supporting military families, acknowledging their sacrifices and resilience throughout the year.

Lyette Reback, founder of “Believe With Me,” emphasized the significance of this partnership, stating, “It means so much to know that we have a partner in the process who cares about these families and their holidays as we do…Every team member we have interacted with is moved to tears with the honor of this work.”

FedEx’s collaboration with “Believe With Me” transcends logistical efforts; it represents a heartfelt commitment to delivering hope, love, and a sense of belonging to Gold Star families. Through their joint initiatives, particularly during Military Appreciation Month, they ensure these families feel the gratitude of a nation dedicated to honoring their sacrifices.

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

International Olympic Committee news

The event programme and athlete quotas for the Olympic Games Los Angeles 2028 (LA28) have been approved by the Executive Board (EB) of the International Olympic Committee (IOC). With a total of 351 medal events, 22 more than at Paris 2024 (329), the LA28 programme maintains the core athlete quota of 10,500, with an extra 698 quota places allocated for the five sports proposed by the LA28 Organising Committee (baseball/softball, cricket, flag football, lacrosse and squash).

For the first time in history, all team sports will have at least the same number of women’s teams as men’s teams, with water polo adding two women’s teams, making it now 12 women’s and 12 men’s teams.

Football, with 16 female teams, will feature more women’s teams than men’s (12).

Gender equality was a key consideration when deciding on the athlete quota and the number of events. In the initial sports programme, with 10,500 athletes, the number of female athletes is 5,333 and the number of male athletes 5,167. The additional sports add 322 female athletes and 376 male athletes. In addition, six mixed events were added to the event programme. Out of 351 events, there are 161 women’s events, 165 men’s events and 25 mixed events.

A powerful platform for female athletes

• Football: for the first time in Olympic history, more women’s teams (16) than men’s (12) will compete.
• Boxing: an additional women’s weight category ensures full gender parity across events, while maintaining equal numbers of athlete quotas for men and women, as was the case at Paris 2024.
• Water polo: two additional women’s teams will ensure full gender parity in the athlete quota and number of teams.
• Expanded mixed events: archery, athletics (4x100m mixed relay), golf, gymnastics, rowing coastal beach sprint and table tennis will all see the inclusion of a new mixed team event.

New medal opportunities and innovation

• Swimming: the 50m backstroke, butterfly and breaststroke events for both men and women will bring high-speed excitement to the pool at Inglewood Stadium.
• Rowing: women’s solo (CW1x), men’s solo (CM1x) and mixed double sculls (CX2x) will make their debut in coastal beach sprint.
• Sport climbing: boulder and lead events will now be contested as separate medal events, creating new stages for athletes to shine.
• Basketball 3×3: having made its debut at the Tokyo 2020 Olympics with eight teams each for men and women, the event has expanded to include 12 teams per gender.

The full event programme is available here.

Twenty-four out of 31 Olympic International Federations had put forward a request for a change in their event programme from the Olympic Games Paris 2024. In total, 46 new events were requested (16 male / 17 female / 13 mixed), six of which were to potentially replace existing events, making a net total of 40 more events requested. In total, 772 additional quota places were requested for the initial sport and event programme of 10,500 athletes (339 male / 433 female).

The event programme principles

The event programme for LA28 was developed based on the requests submitted by the International Sports Federations to the IOC. The decision from the IOC EB followed the recommendation from the Olympic Programme Commission and the principles approved in 2023, which specified that the Games should be gender equal, globally appealing, cost and complexity conscious, and athlete focused.

LA28 sports programme

With the inclusion of boxing, approved by the IOC Session in March 2025, the LA28 sports programme is composed of 31 sports, with an additional five sports proposed by the Organising Committee and approved by the IOC in 2023.

###

The International Olympic Committee is a not-for-profit, civil, non-governmental, international organisation made up of volunteers which is committed to building a better world through sport. It redistributes more than 90 per cent of its income to the wider sporting movement, which means that every day the equivalent of USD 4.7 million goes to help athletes and sports organisations at all levels around the world.

###

For more information, please contact the IOC Media Relations Team:
Tel: +41 21 621 6000, email: pressoffice@olympic.org, or visit our web site at www.ioc.org.

Broadcast quality footage

The IOC Newsroom: https://newsroom.olympics.com/

Videos

YouTube: www.youtube.com/iocmedia

Photos

For an extensive selection of photos available shortly after each event, please follow us on Flickr.

To request archive photos and footage, please contact our Content Licensing Unit at: images@olympic.org.

Social media

For up-to-the-minute information on the IOC and regular updates, please follow us on X and YouTube.

International Olympic Committee news

The event programme and athlete quotas for the Olympic Games Los Angeles 2028 (LA28) have been approved by the Executive Board (EB) of the International Olympic Committee (IOC). With a total of 351 medal events, 22 more than at Paris 2024 (329), the LA28 programme maintains the core athlete quota of 10,500, with an extra 698 quota places allocated for the five sports proposed by the LA28 Organising Committee (baseball/softball, cricket, flag football, lacrosse and squash).

For the first time in history, all team sports will have at least the same number of women’s teams as men’s teams, with water polo adding two women’s teams, making it now 12 women’s and 12 men’s teams.

Football, with 16 female teams, will feature more women’s teams than men’s (12).

Gender equality was a key consideration when deciding on the athlete quota and the number of events. In the initial sports programme, with 10,500 athletes, the number of female athletes is 5,333 and the number of male athletes 5,167. The additional sports add 322 female athletes and 376 male athletes. In addition, six mixed events were added to the event programme. Out of 351 events, there are 161 women’s events, 165 men’s events and 25 mixed events.

A powerful platform for female athletes

• Football: for the first time in Olympic history, more women’s teams (16) than men’s (12) will compete.
• Boxing: an additional women’s weight category ensures full gender parity across events, while maintaining equal numbers of athlete quotas for men and women, as was the case at Paris 2024.
• Water polo: two additional women’s teams will ensure full gender parity in the athlete quota and number of teams.
• Expanded mixed events: archery, athletics (4x100m mixed relay), golf, gymnastics, rowing coastal beach sprint and table tennis will all see the inclusion of a new mixed team event.

New medal opportunities and innovation

• Swimming: the 50m backstroke, butterfly and breaststroke events for both men and women will bring high-speed excitement to the pool at Inglewood Stadium.
• Rowing: women’s solo (CW1x), men’s solo (CM1x) and mixed double sculls (CX2x) will make their debut in coastal beach sprint.
• Sport climbing: boulder and lead events will now be contested as separate medal events, creating new stages for athletes to shine.
• Basketball 3×3: having made its debut at the Tokyo 2020 Olympics with eight teams each for men and women, the event has expanded to include 12 teams per gender.

The full event programme is available here.

Twenty-four out of 31 Olympic International Federations had put forward a request for a change in their event programme from the Olympic Games Paris 2024. In total, 46 new events were requested (16 male / 17 female / 13 mixed), six of which were to potentially replace existing events, making a net total of 40 more events requested. In total, 772 additional quota places were requested for the initial sport and event programme of 10,500 athletes (339 male / 433 female).

The event programme principles

The event programme for LA28 was developed based on the requests submitted by the International Sports Federations to the IOC. The decision from the IOC EB followed the recommendation from the Olympic Programme Commission and the principles approved in 2023, which specified that the Games should be gender equal, globally appealing, cost and complexity conscious, and athlete focused.

LA28 sports programme

With the inclusion of boxing, approved by the IOC Session in March 2025, the LA28 sports programme is composed of 31 sports, with an additional five sports proposed by the Organising Committee and approved by the IOC in 2023.

###

The International Olympic Committee is a not-for-profit, civil, non-governmental, international organisation made up of volunteers which is committed to building a better world through sport. It redistributes more than 90 per cent of its income to the wider sporting movement, which means that every day the equivalent of USD 4.7 million goes to help athletes and sports organisations at all levels around the world.

###

For more information, please contact the IOC Media Relations Team:
Tel: +41 21 621 6000, email: pressoffice@olympic.org, or visit our web site at www.ioc.org.

Broadcast quality footage

The IOC Newsroom: https://newsroom.olympics.com/

Videos

YouTube: www.youtube.com/iocmedia

Photos

For an extensive selection of photos available shortly after each event, please follow us on Flickr.

To request archive photos and footage, please contact our Content Licensing Unit at: images@olympic.org.

Social media

For up-to-the-minute information on the IOC and regular updates, please follow us on X and YouTube.

When the power went out around noon on April 28, Otis mechanic Julio César was conducting an inspection in a Madrid office building. The generator turned on, and he continued working. He thought it was a local issue.

Then the building’s maintenance manager informed him of the magnitude of the event: All power, and nearly all cellphone service, was out across Spain and Portugal. They didn’t know it at the time, but the outage would last about 10 hours – and up to 16 hours in some areas.

Julio César immediately completed his inspection and went to check the other units on his route to make sure no one was trapped. He prioritized nursing homes and the smaller buildings that he knew did not have backup generators.

“I went to the places first where I knew there might be more vulnerable people,” he said.

Julio César is just one of hundreds of Otis field colleagues in Spain and Portugal who rallied to support people stranded in elevators when the power went out – and later, when power was restored, worked to get elevators back up and running.

Their response was immediate and thorough: In the hours following the historic outage, mechanics worked with public authorities to visit every unit on their routes to ensure there were no entrapments, and rescuing people who were. OTISLINE customer service teams provided immediate support to those who were connected. Then, when power was restored, they set to work getting all elevators back up and running.

Consider these figures:

• Within the first 90 minutes of the outage, Otis teams across the two countries freed passengers in 266 separate entrapments.
• Calls for trapped passengers increased 400% during the three days from April 28-30.
• Calls for shut-down elevators increased nearly 500% over the same period.

Spain has the most elevators per resident in the European Union, with almost 1.3 million elevators total, according to the Spanish Elevator Federation. They estimate that 10,000 entrapped passengers were freed on April 28.

Here’s what happens at Otis when the power goes out:

• Field technicians and supervisors, who know the elevators on their regular routes, immediately begin going to each unit on that route, checking for entrapped passengers.
• Call centers can run on backup power, receiving calls as long as communications systems are operational. In Spain and Portugal, they opted to run at reduced capacity to save fuel, because they did not know how long the outage would last. Even when communications systems failed and fewer calls reach the call centers, colleagues remained on task serving as as customer care centers, assisting customers, passengers and colleagues in the field however possible, and standing by for power and telecommunications to be restored.
• When power is restored, the mission shifts from finding and freeing entrapped passengers to getting all elevators operational again. Those units that were opened forcefully by firefighters or other emergency personnel must be inspected, and often repaired. Some need to be inspected and reset after a power outage.

Going above their normal call to help others

Otis mechanics freed people trapped in elevators that were not their responsibility – elevators that are not part of the Otis service portfolio. Xavier, an Otis salesman who used to be a mechanic, freed two women in their 90s in the minutes after the blackout started.

One mechanic walked more than 17 kilometers (10.5 miles) to help as many trapped passengers as possible.

Colleagues who were not scheduled to work went to the offices to see how they could help. Those who were working voluntarily worked another shift when transit issues meant some second-shift workers didn’t make it into the office or call center.

Mechanics accompanied firefighters to perform rescues. Some Otis colleagues took people with mobility issues into their homes.

When the power came back

By April 29, once entrapments were addressed and power was restored, Otis experts turned quickly to making sure all Otis units were back online and working.

This too required a round-the-clock response from field colleagues.

Some mechanics had accumulated more than 25 calls by 9 a.m. Service was again augmented by extending shifts, and tapping people on their scheduled day off who showed up at the call centers, aware of the workload.

It wasn’t until late on April 30 that the crisis was over. Otis had zero calls on hold.

“Through their actions and professionalism, our colleagues in Spain and Portugal exemplified the core values of our company and demonstrated how to put our mission into action,” said Enrique Miñarro Viseras, President of Europe, Middle East, Africa and Latin America. “Thank you for your resilience, teamwork and unwavering focus on our customers and passengers. Your skills were in high demand and your empathy was evident as you navigated complex situations, provided reassurances and supported everyone affected. We are so proud of all you have done.”

Preparing for next time

In Spain and Portugal, the power outage lasted approximately 10 hours and up to 16 hours in some locations.

Nuno Correia, a field supervisor in Portugal with 35 years of Otis experience, said he had never experienced anything like this. “I only remember a two-hour power outage in Lisbon 20 years ago, but never a time when communications were down,” Correia said. After the initial nervousness of trying to restore communications, his technicians prioritized helping the factories they service, which were operating at full capacity at the time of the blackout.

While Otis has crisis preparedness plans in place for events like this, each one provides opportunities to learn and improve for the next time, with a focus on the Otis value of safety, and dedication to Otis’ mission to be a world-class, customer-centric, service-oriented company.

What to do if you’re stuck in an elevator

Importantly, when an elevator stops working, because of a power cut or other reason, passengers are safe inside of the elevator cabin. If communications systems are working, they will have access to an emergency call center. However, if the telecommunications network fails before the signal is activated, passengers must wait in the cabin until an emergency release system is activated, power is restored, or a technician arrives to rescue them.

Some elevators are equipped with an emergency lighting system designed to last at least 1 hour. This emergency lighting is activated automatically as soon as the power supply fails. Depending upon local regulations, elevators may also have an external alarm bell, designed to alert building occupants of an entrapment.

In some countries, Otis businesses are certified to the ISO 22301 standard, which assesses the quality of a company’s processes for providing emergency assistance in the event of a blackout.

In addition, post-blackout, Otis has received numerous calls from customers inquiring about products designed to reduce the risk of entrapments in a power cut, including a battery-powered emergency release system, and elevators capable of running on battery and solar power in the event of a power disruption. These Gen2 Switch elevators are currently available in Spain and Portugal. Customers with them reported gratitude that they mitigated the effects of the power outage on their buildings.

About Otis

Otis is the world’s leading elevator and escalator manufacturing, installation and service company. We move 2.4 billion people a day and maintain approximately 2.4 million customer units worldwide, the industry’s largest Service portfolio. Headquarters in Connecticut, USA, Otis is 72,000 people strong, including 44,000 field professionals, all committed to manufacturing, installing and maintaining products to meet the diverse needs of our customers and passengers in more than 200 countries and territories worldwide. For more information, visit www.otis.com and follow us on LinkedIn, Instagram and Facebook @OtisElevatorCo.

This year, the Direct Selling Channel Summit powered by Social Selling News, in collaboration with the Direct Selling Association, brought together the industry’s most brilliant minds featuring leaders who shared actionable strategies and inspiring lessons.

Dayna Boozer, Manager, Salesforce Compliance at Mary Kay Inc., the #1 Direct Selling brand of skin care & color cosmetics in the world by Euromonitor International¹, participated on a panel titled “A Day In The Life: Life Hacks For a Happy Compliance Officer” to discuss how she approaches the role of Compliance “The Mary Kay Way,” as an empowering partner to the iconic company’s Independent Beauty Consultants guiding them on their journey to sustainable success, modeling a “doing the right thing” mindset and attitude.

We sat down with Dayna to hear her thoughts on her unique approach to Compliance, based on her over 30 years of experience at Mary Kay Inc. working on behalf of the independent sales force and the Company. She explained how she finds passion in her work, and how she inspires the women she serves and leads to bring positivity, purpose, and passion to their own work each and every day.

1. Create a Positive Partnership
   • Infuse positivity – It is critical to always remain positive in your demeanor and messaging. At Mary Kay, we work closely with our independent sales force (the women who sell our award-winning products to their customers), and we understand that mitigating risks should not be seen in a negative light when dealing with the rules and regulations. We offer a guiding light to help them succeed in their businesses.
2. Break Stereotypes, Build Trust
   • Partnering vs “policing” – At Mary Kay, we believe that “You’re in business for yourself but never by yourself.” That drives our approach to Compliance – we see ourselves as Compliance partners. We’ve worked hard to shed the reputation of being the “Pink Police” by fostering open communication and encouraging the sales force to reach out proactively. We listen to understand their goals and try to offer solutions to help achieve them.
   • Lead with the “why” – Many times, we explain WHY compliance rules exist. Many of these rules come from external sources and apply to business owners across various industries, not just Mary Kay Inc. or the direct selling industry.
3. Empower YOUR Compliance Team
   • Train the trainers – Our team is on the front lines, partnering with our independent beauty consultants to educate, support, and empower them. We take the same approach internally, equipping our Compliance team with knowledge, confidence, and motivation. Before interacting with the independent sales force, new team members receive in-depth training, partner with a mentor, and use our Sales Force Compliance Toolkit as their guide.
   • Recognition is key – At Mary Kay, we have a robust employee recognition program that allows us to celebrate contributions and achievements.
   • Go into the field – Our Compliance team members attend Mary Kay sales force events to experience the excitement firsthand, which reinforces our purpose and fuels our passion.
   • Practice the Golden Rule – This is a value at the heart of what we do. Mary Kay Ash believed that kindness and respect create a strong and healthy work environment. This is one more reason many of us, including myself, have such a long tenure with the Company. I think when people feel valued and empowered, they show up ready to make a difference.

Additional thoughts from Dayna Boozer about the “Mary Kay Way” applied to Compliance. 

• Our secret sauce resides in the quality of our relationship with the Mary Kay independent sales force. It is more than a partnership – it is a personal connection built on trust, education, support, and open communication.
• Mary Kay’s mission of enriching women’s lives around the world is more than a corporate statement; it is the very foundation of our culture that was built more than 60 years ago and still thrives. We all have the responsibility to carry Mary Kay Ash’s torch to empower women all over the world.

About Mary Kay

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

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¹ “Source Euromonitor International Limited; Beauty and Personal Care 2024 Edition, value sales at RSP, 2023 data”

Insights informed by the IBEC webinar “Avian Influenza and Worker Safety: Navigating the H5N1 Challenge” held on March 27, 2025. 

The rise of highly pathogenic avian influenza (HPAI), particularly the H5N1 strain, presents serious challenges to worker safety across several industries. From poultry farms and veterinary clinics to laboratories and wildlife agencies, anyone working in close contact with birds—or even pets that come into contact with infected animals—may be at risk of exposure.

The Integrated Bioscience and Built Environment Consortium (IBEC) brought together experts to examine the occupational health risks associated with H5N1 and to discuss strategies for protecting frontline workers. Speakers highlighted critical risk pathways, personal protective measures, mental health considerations, and lessons learned from recent research and outbreaks.

Who’s Most at Risk? 

Several job sectors are particularly vulnerable to H5N1 exposure, including:

• Poultry production and processing workers
• Wildlife and animal control personnel
• Veterinary and animal health professionals
• Laboratory staff handling avian flu samples
• Waste management teams dealing with contaminated materials
• Public health responders engaged in outbreak control
• Employees with pets, especially domestic cats that roam outdoors or may consume raw meat

Emerging evidence shows that avian influenza can affect domestic and wild cats—sometimes fatally. Dr. Kristen Coleman of the University of Maryland School of Public Health shared research showing that 607 feline deaths linked to AIV have been recorded globally over the past decade across 18 countries and 12 species of felines. Transmission often occurs when cats consume infected birds or raw poultry products. Contaminated raw chicken feed and dairy milk have been implicated in both domestic and captive animals, including tigers.

Additionally, Dr. Maggie Baldwin from the Colorado Department of Agriculture cited two recent cases in indoor-only domestic cats in Colorado, with no known exposure to infected animals. These incidents suggest new and less-understood transmission routes and reinforce the importance of vigilance even in seemingly low-risk scenarios.

How to Reduce Risk: Key Strategies 

Protecting workers from H5N1 requires a layered, proactive approach:

1. Training and Awareness

Educating employees about transmission pathways, symptoms, and protective measures is essential. This includes pet safety, as infected cats may serve as early indicators of outbreaks in the area.

Basic pet-related guidance includes:

• Avoid contact with sick or dead birds and animals
• Do not feed pets raw meat or unpasteurized milk
• Keep outdoor animals under close observation
• Report respiratory or neurological symptoms in pets to a veterinarian immediately

If a pet tests positive, it may indicate local viral circulation.

2. Personal Protective Equipment (PPE)

High-risk workers should be equipped with:

• N95 respirators or higher
• Disposable gowns or coveralls
• Nitrile or latex gloves
• Eye and face protection
• Boot covers or disposable footwear

Proper training and compliance monitoring are just as important as PPE availability.

3. Strong Biosecurity and Hygiene Protocols

• Enforce restricted access to poultry and wildlife facilities
• Establish thorough disinfection procedures
• Control the movement of personnel and equipment
• Promote frequent handwashing or use of alcohol-based sanitizers

4. Surveillance and Monitoring

Active surveillance in bird populations—both domestic and wild—is key to early detection and response. Public-private collaboration is vital for timely data sharing and coordinated action.

5. Vaccination and Medical Monitoring

Although no commercial H5N1 vaccine for humans currently exists, seasonal flu vaccination can help reduce co-infection risks. For high-risk roles, employers should consider regular health surveillance and exposure testing.

6. Designated Outbreak Coordinators

For organizations in high-risk sectors, appointing an H5N1 case manager to oversee protocols and incident response can improve outbreak management and reduce confusion.

Enhancing Protection Through Workplace Controls

Employers should implement foundational occupational health strategies:

• Engineering Controls: Improved ventilation and physical containment
• Administrative Controls: Limiting time in high-risk environments, clear work procedures, and task rotation
• Mental Health Support: Providing mental health services for workers under stress or concerned about exposure, especially important in outbreak zones or animal care roles

What to Do During an Outbreak 

If an H5N1 outbreak occurs, rapid action is crucial:

• Conduct screenings, testing, and isolation where necessary
• Ensure proper PPE distribution and adherence
• Decontaminate affected facilities and dispose of contaminated materials correctly
• Maintain open communication among animal health, environmental, and public health agencies
• Share accurate information with employees and the public

Final Thoughts 

Avian influenza is more than a veterinary or agricultural issue, it’s a growing occupational health concern that requires a multi-sector response. Key actions include prioritizing worker training and protection, maintaining robust biosecurity, and responding swiftly and transparently during outbreaks.

The threat of H5N1 will continue to evolve. Ongoing research, like that of Dr. Coleman and Dr. Baldwin, surveillance programs, and interagency collaboration will be essential to minimizing harm and safeguarding both public and occupational health.

Questions? Reach out to our Health & Safety team today!