Tag: 3BL

NEW YORK, October 15, 2026 /3BL/ – Acute hunger has doubled over the last ten years and now affects 266 million people across 47 countries and territories, according to a new report from Action Against Hunger. Released ahead of World Food Day (October 16), “The 10 Largest Global Food Crises” finds that hunger is increasingly concentrated in a small number of countries, while funding to respond is shrinking and relief is getting harder to deliver.

The report draws on data from the 2026 Global Report on Food Crises (GRFC), the FAO-WFP Hunger Hotspots reports, and the experience of Action Against Hunger teams in more than 50 countries. It finds that just three countries account for roughly one-third of people facing acute hunger globally, with 82.9 million people in a hunger crisis across the Democratic Republic of the Congo (DRC), Nigeria, and Sudan.

About two-thirds of people facing acute hunger, 177 million, live in just 10 countries: Nigeria, the DRC, Sudan, Yemen, Afghanistan, Myanmar, Bangladesh, Pakistan, South Sudan, and Syria. South Sudan entered the top 10 for the first time, with more than half its population facing severe food insecurity.

Conflict remains one of the biggest drivers of hunger. The sharpest increases were in Myanmar, the DRC, Afghanistan, and Yemen, where fighting and displacement have cut families off from their land, jobs, and markets. In 2025, famine was also confirmed in parts of Gaza and Sudan, the first time two famines were confirmed in the same year since the GRFC began in 2017.

At the same time, humanitarian aid for food in crisis contexts fell 59% between 2022 and 2025, back to levels last seen in 2016 and 2017. Official development assistance dropped 23% in 2025, and a further decline is expected in 2026.

“When funding is cut, the impact on vulnerable people is immediate. Funding decides where our teams can work, how many children we can treat, and which communities we have to leave behind,” said Dr. Charles Owubah, CEO of Action Against Hunger. “Action Against Hunger has been innovating more efficient ways to collect data and to predict hunger hotspots. By responding early, we can prevent acute hunger and save countless lives. Now, we need donors to stay the course.”

Children are among the hardest hit. In the 10 countries, nearly 30 million children under five suffered from acute malnutrition in 2025, including 7.82 million with the most severe form, which can be deadly. Unsafe water and disease are making things worse. In Sudan, more than 60% of water treatment plants are out of service, and the DRC is facing its worst cholera epidemic in 25 years.

Reaching people is also getting harder. Insecurity, red tape, and funding cuts are blocking or delaying aid in many of these countries. In South Sudan, loss of funding forced Action Against Hunger to reduce its staff by more than 60%, and many women and children now walk four to eight hours to reach health and nutrition services.

Action Against Hunger is calling on governments and donors to protect civilians and aid workers, close the funding gap with flexible, multi-year funding, and invest in prevention by strengthening local food systems, climate adaptation, and early warning systems.

“Hunger on this scale is not inevitable,” said Owubah. “When nutrition, healthcare, clean water, and livelihoods are tackled together, communities are better able to withstand shocks and recover from them. We know what works.”

Some countries could not be included in this year’s analysis because of gaps in data. Aid cuts have also weakened the systems used to collect hunger data, making it harder to track crises and send resources where they are needed most.

About Action Against Hunger

Action Against Hunger is a global leader creating a future where every life is well nourished. We innovate to prevent malnutrition and respond to hunger hotspots, working in more than 50 countries and reaching more than 21 million people each year. Together, we are promoting resilience and working to end hunger for everyone, for good.

For press inquiries: media@actionagainsthunger.org

NEW YORK, October 15, 2026 /3BL/ – Chief Executives for Corporate Purpose® (CECP) today released Giving in Numbers®: 2026 Edition, the leading benchmark on corporate social investment.

Drawing on 2025 data from 152 companies representing $19 billion in Total Community Investments (TCI) which includes direct cash, foundation cash, and non-cash such as product donations or pro bono services. The report shows a field under pressure from new tax rules, policy shifts, and tighter budgets. While corporate giving held steady, but that growth is concentrated among a smaller group of top givers. A three-year matched set of companies, from 2023 to 2025, shows stark shifts in median TCI across program areas. Civic & Public Affairs (+39%), “Other” (+27%), and Environment (+22%) saw the largest gains, while Health & Social Services (−28%), Disaster Relief (−26%), and K-12 Education (−11%) saw the steepest declines.

CECP’s Giving in Numbers remains the premier industry survey and research, providing standard-setting criteria in a go-to guide that has defined the field and advanced the movement. Now in its 26th year, CECP, in partnership with companies, has built the largest and most comprehensive historical dataset on corporate social investment trends, drawing on participation from more than 650 multi-billion-dollar companies and representing over $519 billion in giving over the life of the survey.

“Corporate giving is no longer on autopilot. With a new tax floor, shifting policy, and tighter budgets, every dollar companies invest in communities is now a deliberate choice,” said Daryl Brewster, CEO, CECP. “The companies pulling ahead aren’t just giving more, they’re building purpose into how they run the business, and the data shows it pays off.”

Key findings:

• Growth is concentrated at the top. Among matched companies, median TCI rose 7.5% to $23.5 million, and top-quartile giving climbed 10.6%. Still, 52% of companies decreased giving, and aggregate TCI was flat. Top-quartile givers now invest 2.79x the median, up from 2.47x in 2021.
• The new 1% floor is a real hurdle. Under the One Big Beautiful Bill Act, corporate charitable gifts are deductible only above 1% of taxable income, starting in 2026. Median estimated deductible giving was 0.39% of pre-tax profit, so roughly 4 in 5 companies would receive no deduction at 2025 levels. Looking ahead, 42% of companies expect 2026 budgets to decline, and only 33% expect an increase.
• Employees remain central. 94% of companies offer matching gifts, average volunteer participation holds at 25%, and 60% now offer employee hardship funds.
• Foundations carry more weight. 84% of companies maintain a foundation, and foundations administer 56% of corporate cash giving. The median transfer to a foundation was $10 million.
• Teams are doing more with less. Recipient organizations per staff member rose 18%, and cash managed per staff member rose from $1.5 million to $2.0 million. Human Resources remains the most common home for community investment (23%).

“At first glance, 2025 looks like a good year since the median went up, most companies actually cut back, while a smaller group invested significantly more,” said Kate Stobbe, Director, Corporate Insights, CECP. “With roughly 4 in 5 companies falling below the new 1% floor, 2026 will test which companies treat community investment as a core strategy and which treat it as a line item.”

CECP-affiliated companies can access a custom analysis of the data at no additional cost through CECP’s secure online portal on MyCECP or by contacting CECP. Researchers and academics interested in using CECP data can contact the Insights team.

Giving in Numbers: 2026 Edition is sponsored by Bristol Myers Squibb and Wells Fargo. CECP thanks its Innovation Partners—Benevity, YourCause by Blackbaud, Bonterra, and Groundswell—for enabling companies to pull their data in alignment with the research. Download the full public report here.

All companies over $500M in revenue can still participate in the new survey, and it’s completely free. See the survey here and email insights@cecp.co for more information.

Note to Editors: the report author is available for comment and a more in-depth look at the community investment data collected from 152 of the world’s largest companies.

Media Contact
Katie Leasor-Erwin
kleasor@cecp.org

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About Chief Executives for Corporate Purpose (CECP)

Chief Executives for Corporate Purpose® (CECP) is the only nonpartisan business counsel and network dedicated to driving measurable returns on purpose. We promote responsible purpose-driven business as it increases customer loyalty, builds employee engagement, improves brand trust, attracts top talent, connects with strategic investors, and contributes to the bottom line.

More than 200 of the world’s leading companies seek to improve their return on purpose through access to CECP’s solutions in insights and benchmarking. With our companies, we harness the power of purpose for business, stakeholders, and society.

Learn more at cecp.org.

Originally published by GoDaddy

TEMPE, Ariz., October 15, 2026 /3BL/ – GoDaddy, the world’s largest domain registrar, just released a significant expansion to the GoDaddy Developer Platform, adding APIs for hosting, professional email and commerce.

Building on the domain APIs introduced in July, which now include premium domains and bulk domains, the expanded platform gives developers and AI agents a more complete, programmable path. This means users can take a project from working code to a live business, all without leaving their development workflow.

For developers, AI coding tools have significantly compressed the time it takes to turn an idea into a working application. But getting that application online can still mean jumping between hosting platforms, domain settings, email configuration and commerce tools, often requiring manual setup and disconnected credentials.

AI is also changing and accelerating software development, which means the infrastructure supporting those applications needs to evolve as well. By making GoDaddy’s existing infrastructure programmable and interoperable, the Developer Platform gives developers and AI agents access to the services businesses need beyond the code itself.

GoDaddy is making AI-powered development more accessible

With the expanded all-in-one Developer Platform, developers and AI agents can use the same platform, credentials, API conventions, documentation and command-line interface (CLI) to connect with the core services needed to bring a business online.

The integration of Node.js Hosting also provides users with a simplified way to publish their web apps. Using the Developer Platform, developers and AI coding agents can create, launch and manage apps without opening a dashboard. It provides a preview for the app and built-in security features including automatic HTTPS, a web application firewall, a content delivery network (CDN) and a managed MySQL database.

“The next generation of businesses will be built differently,” said Hemanth Guntupalli, chief technology officer of platforms at GoDaddy. “AI can turn an idea into working software in minutes, and we’re building the infrastructure that lets developers and AI agents take that software the rest of the way. From code to hosting, domains, email and commerce, our customers can take their working application to a live business without breaking the flow.”

From APIs to a connected workflow

• Domain APIs — Programmatic access to domain search and name suggestions, including standard, premium and bulk domains; domain purchase with preferred API pricing; DNS configuration; and domain management through a single platform.
• Hosting APIs — Deploy and operate Node.js apps directly from the command line or through an AI agent. The Hosting API supports the full app lifecycle, from creating an app and attaching a hosting plan to publishing to production, managing secrets and reading logs.
• Email APIs — Purchase professional email, create mailboxes and automate the underlying MX, SPF and DKIM configuration.
• Commerce APIs — Programmatically manage your GoDaddy commerce stores, orders, catalog and customers.

These capabilities are designed to work as a connected system rather than a collection of separate services.

For example, a developer can work with their coding tools or AI agents to create an application or website, then call the Hosting API to create the app, attach a hosting plan and deploy it to production. From there, the agent can use the domains API to search for, purchase and configure a domain for the newly hosted project, then use the email API to purchase and configure professional email for that domain. With the commerce APIs, it can also programmatically manage the store, catalog, orders and customers.

GoDaddy gives developers full control

Developers can use one GoDaddy Developer Platform identity and add the appropriate product-specific scopes to their personal access token, while accessing the capabilities through REST APIs and the GoDaddy CLI.

The platform also incorporates safeguards designed to keep customers in control when AI agents perform actions. Product-specific token scopes allow developers to grant only the access required for a given job. Existing account, authorization, fraud and abuse controls also apply.

The platform is designed around the fundamentals developers expect from modern developer infrastructure: accessible APIs, consistent interfaces, clear documentation, usable tooling and the reliability of infrastructure already operating at GoDaddy scale.

Building for an AI-driven future

The expansion is part of GoDaddy’s broader strategy to make it easier for the next generation of businesses to build, launch and operate online in an increasingly AI-driven world. AI can help create the application, while programmable infrastructure can help turn that application into a functioning business.

“Our job is to provide the technology foundation for the next generation of AI-powered businesses. Powerful enough for developers, simple enough for business owners and seamlessly integrated so everything works together,” said Guntupalli.

Designed for developers. Accessible to businesses.

The Developer Platform is built for developers, web agencies, technical professionals and AI coding agents managing their own GoDaddy products.

The expanded GoDaddy Developer Platform is available now for free to customers across the globe.

To explore the latest APIs and developer resources, visit developer.godaddy.com.

 

About GoDaddy
GoDaddy, the world’s largest domain name registrar, helps millions of entrepreneurs globally start, grow, and scale their businesses. People come to GoDaddy to name their idea, build a website and logo, sell their products and services and accept payments. Airo®, the company’s agentic operating system for small businesses, helps entrepreneurs get their idea online, run their business day-to-day and grow through an integrated identity, presence and commerce experience. GoDaddy’s expert guides are available 24/7 to provide assistance. To learn more about the company, visit www.GoDaddy.com.

Source: GoDaddy Inc.

NEW YORK, October 15, 2026 /3BL/ – Sustainability consulting and research firm Governance & Accountability Institute (G&A) has partnered with D4H, the cloud-based platform for crisis and emergency management and part of EcoOnline, to develop a solution for corporate preparedness and resilience built on a company’s climate risk assessment. G&A and D4H will present the approach in a webinar on November 10, 2026/noon EST.

NOAA has identified nearly two hundred $1billion disasters that have occurred in the last decade, suggesting that businesses cannot wait when it comes to preparing for climate-related risks. Yet, while many companies are disclosing climate-related risks under various frameworks and regulations, this does not always translate into readiness for the impacts of climate change. In fact, a joint G&A/Ceres analysis of voluntary reports to California under SB 261, nearly all reporters identified climate risks relevant to their business, but only 38% had formally integrated climate risks into enterprise risk management through a named process or framework.

G&A and D4H’s partnership is designed to close the preparedness gap. D4H provides a platform for emergency preparedness built on FEMA protocols and public-safety frameworks. G&A’s expertise helps adapt that model for corporate crisis management with a focus on protecting employees, preserving asset value, managing supply chain continuity, and communicating with the board and investors. Together, G&A and D4H help make climate risk assessments part of the emergency management planning cycle.

The joint approach connects sustainability teams, who build the climate risk assessment, with the operations and emergency management teams, who respond when an event occurs. The new solution works in three steps:

• Identify: G&A conducts a TCFD / IFRS S2-aligned climate risk assessment, surfacing significant physical and transition risks and mapping the company’s exposure to physical risk by asset and region.
• Plan and Prepare: A company’s cross-functional team, with G&A and D4H’s support, turns those findings into business continuity and response plans. These become part of status boards, pre-built forms, and role-specific checklists built directly in the D4H platform.
• Execute, Recover, and Close the Loop: During a crisis, teams manage the event in D4H. post-incident findings feed back into the climate risk assessment, so preparedness and disclosure can improve over time.

The November 10 webinar, Beyond Disclosure: Turning Climate Risk Reporting into Crisis Readiness, will also cover why climate risk matters now, current trends in how businesses manage climate risks, and a five-step path from climate risk assessment to crisis readiness.

For more information, contact G&A at climate-team@ga-institute.com or visit our service webpage.

Register for the webinar here.

About G&A Institute, Inc.
Founded in 2006, Governance & Accountability Institute (G&A) is a New York–based sustainability consulting and research firm with deep advisory experience supporting corporate leaders and investors in integrating sustainability into governance, risk, enterprise performance, and evolving regulatory and stakeholder expectations.

Backed by rigorous disclosure research, G&A’s climate team delivers physical and transition risk assessments aligned with the TCFD and IFRS S2 frameworks, supporting both regulatory disclosure and operational preparedness.

For more information, visit G&A Institute.

About D4H
D4H, part of EcoOnline, is a cloud-based crisis and emergency management platform that gives organizations the tools to prepare for and respond to any incident. Instead of email chains, spreadsheets, and phone calls, D4H provides a single coordinated environment where every team member, from facilities managers to the C-suite, can access the same information and task lists before, during, and after an event.

For more information, visit D4H.

Media Contact
Louis D. Coppola, CEO & Co-Founder 
Governance & Accountability Institute, Inc.
Tel 646.430.8230 ext 14
Email: lcoppola@ga-institute.com

RESTON, Va. /3BL/ – Leidos (NYSE:LDOS) was recently awarded a contract by the Naval Health Research Center (NHRC) to provide behavioral health research, operational assessments, and data-driven analyses that strengthen the psychological health and operational readiness of members of the U.S. armed services.

The work will focus on identifying risks and protective measures and interventions that affect the health, performance and readiness of military personnel throughout the deployment cycle, while developing evidence-based strategies that enhance resilience, support informed-decision making and reduce adverse outcomes. Leveraging more than 50 years of experience supporting research, Leidos will help NHRC translate scientific findings into practical solutions aimed at improving force readiness and optimizing performance and readiness within the military.

“This program reinforces the need for mission-critical health research in the military community,” said Sarah McNichol, vice president of Behavioral Health & Readiness at Leidos Health. “It is vitally important we work to improve warfighter readiness by studying the various psychological factors that can impact military populations.”

The NHRC is one of the eight laboratories within the Navy Medical Research & Development Enterprise tasked with optimizing the operational readiness and health of U.S. armed forces through behavioral health, epidemiology, readiness, and disease surveillance. The contract holds a total value of $56 million over a 66-month period of performance.

About Leidos
Leidos is an industry and technology leader serving government and commercial customers with smarter, more efficient digital and mission innovations. Headquartered in Reston, Virginia, with approximately 50,000 global employees, Leidos reported annual revenues of approximately $17.2 billion for the fiscal year ended January 2, 2026. For more information, visit www.leidos.com.

Certain statements in this announcement constitute “forward-looking statements” within the meaning of the rules and regulations of the U.S. Securities and Exchange Commission (SEC). These statements are based on management’s current beliefs and expectations and are subject to significant risks and uncertainties. These statements are not guarantees of future results or occurrences. A number of factors could cause our actual results, performance, achievements, or industry results to be different from the results, performance, or achievements expressed or implied by such forward-looking statements. These factors include, but are not limited to, the “Risk Factors” set forth in Leidos’ Annual Report on Form 10-K for the fiscal year ended January 2, 2026, and other such filings that Leidos makes with the SEC from time to time. Readers are cautioned not to place undue reliance on such forward-looking statements, which speak only as of the date hereof. Leidos does not undertake to update forward-looking statements to reflect the impact of circumstances or events that arise after the date the forward-looking statements were made.

Media Relations

Brandon Ver Velde
Senior Media Relations Manager
(571) 526-6257 | brandon.p.vervelde@leidos.com

Cisco

This blog post is being guest written by Shreya Arora on Cisco’s India Cash Grant team, where she supports the rollout and governance of CSR programs across India. Drawing on seven years of experience in program development and fundraising, Shreya brings a holistic view of the nonprofit world and a strong desire to translate local needs into real-world solutions.

Shreya’s commitment to inclusive, community-driven change is fueled by the inspiration she finds in collaborating with Cisco’s network of partners.

In Deoria, a village in Purvanchal, the eastern region of India’s Uttar Pradesh state, Seema Gupta is known as “Drone Didi” — the drone sister. Farmers call on her when their crops need spraying, and she pilots an agricultural drone over their fields, applying fertilizers, pesticides, and herbicides that improve how they farm.

She learned to build her business — market her services, reach more clients, develop the strategy for making it last — through the Tech Shakti Sri program, implemented with Cisco support by our partner Jagriti.

Seema’s story is a window into something larger happening in Purvanchal, a region with significant untapped potential where improving access to infrastructure and formal income opportunities can unlock new pathways for economic mobility. By pairing rural women with the right digital tools and a structured path to entrepreneurship, the Tech Shakti Shri program is creating more opportunities in communities that have rarely been at the center of conversations about tech and growth.

Expanding digital pathways to rural entrepreneurship

Guided by Cisco’s Purpose to Power an Inclusive Future for All, we partnered with Jagriti because of its deep grassroots reach, commitment to nurturing entrepreneurs, and belief that talent is everywhere, even when opportunity is not. Through initiatives like Tech Shakti Shri, we combine technology with community-led support to help more aspiring entrepreneurs turn bold ideas into sustainable livelihoods, strengthen local economies, and create lasting change.

Jagriti designed Tech Shakti Sri in three stages, each one narrowing the focus and deepening the investment. Beginning with awareness camps across Deoria, Kushinagar, and Gorakhpur, the goal at this stage was exposure: helping women see digital tools as a viable path to economic mobility. From the 1,110 women mobilized in this first phase, 618 went on to complete structured training in digital and entrepreneurial skills, covering basic computer and internet literacy, using smartphones for business and digital payments, social media for marketing, and financial literacy.

From that group, Jagriti selected 42 women for an intensive incubation phase based on entrepreneurial potential and motivation. These women received one-on-one mentorship from Jagriti enterprise coaches; digital equipment like laptops, printers, and lamination machines; and connections to suppliers, government e-service networks, and local institutions. They visited enterprises and innovation hubs. Business development was hands-on, with participants learning about client acquisition, financial management, and service diversification.

The funnel got narrower, but the investment per person deepened considerably. That structure was intentional. Casting a wide net at the mobilization stage meant reaching women who wouldn’t have found their way to a skills program on their own. Concentrating resources at the incubation stage meant those with the drive to build something had the tools to do it.

The ripple effects of digital enterprises

Among the 42 women who went through incubation, the outcomes are concrete. Take Kashish Verma from Gorakhpur, who came to the program with no background in design. With mentorship and access to digital tools, she now works with four clients on graphic design and video editing, earning close to ₹40,000 per month. “Everything changed for me after I connected with Jagriti,” she says. “Our mentor gave us a clear roadmap to turn clients into long-term partners. The path here was challenging, but with the right guidance and connections, the journey became smoother.” She’s now learning AI tools to strengthen her work further.

Manisha Sharma, from Deoria, built a T-shirt printing business despite real resistance. “Many people said, ‘this work isn’t meant for women,’” she recalls. “There were moments where I felt like giving up, but I kept going.” Her business now supports her family and employs others — a ripple effect that the program’s funnel model, in many ways, was designed to produce.

That ripple extends further than individual livelihoods. The businesses emerging from Tech Shakti Sri are digital at their core, spanning fields such as drone services, graphic design, digital photography, virtual reality, IT education, and technology-enabled service centers. Women who completed the program have hired local assistants, mentored peers, and set up enterprises — libraries, gaming zones, digital service centers — that serve as gathering points for digital access in their communities.

The real impact is not just in the businesses women build, but in the ripple effects they create — changing perceptions within families, inspiring the next generation of entrepreneurs, and strengthening communities.—Ashutosh Kumar, CEO of Jagriti

By helping community members access information, financial services, government schemes, educational resources, and digital tools, these women are serving as the last-mile link between technology and underserved communities. In doing so, they are not only building businesses of their own but also expanding digital access, inclusion, and opportunity for countless others, bringing the vision of Digital India to life at the grassroots.

“In Purvanchal, we say jo dikhta hai, wahi bikta hai — what is visible, sells. For generations, women here have possessed extraordinary capability, but too often it remained unseen,” says Ashutosh Kumar, CEO of Jagriti. “Tech Shakti Sri was designed to change that by creating pathways from awareness to opportunity and from potential to enterprise.”

Advancing our vision of a digitally inclusive future

Back in Deoria, Seema Gupta still gets calls from farmers when they need support with their crops. She flies the drone, reads the data, and when the equipment needs fixing, she fixes it. “Today, I am earning well,” she says. “I am making a name for myself.” Kashish, Manisha, and dozens of others across the three districts are doing the same, each in their own way.

“Our commitment is to ensure that access to technology and opportunity reach those who need it the most, so that their determination can translate into lasting progress for themselves, their families, and their communities,” says Harish Krishnan, Managing Director & Chief Policy Officer, Cisco India, South and South East Asia. “We are proud of what these women have achieved, and they inspire us to keep building pathways that enable more people to realize their potential.”

The Tech Shakti Shri model — wide mobilization, structured training, deep incubation — has shown what’s possible in Purvanchal. The work now is to bring that same approach to more people and more communities across India, bringing us one step closer to our vision of a truly digitally inclusive future for all.

View original content here.

The data center industry has little debate about the value of predictive analytics.

The challenge is putting it into practice.

According to new research from DP World and Supply Chain Dive’s Studio by Informa TechTarget, 92% of surveyed executives believe technology is extremely or very important for demand forecasting, while another 92% say predictive maintenance is equally important. Nearly nine in 10 (89%) place similar importance on predicting supply chain disruptions before they occur.

Yet despite this broad agreement, adoption remains surprisingly limited. In its report titled The Infrastructure Behind AI: Why Data Center Supply Chains Are the New Critical Path, DP World found that only 29% of respondents currently use predictive analytics in their supply chain operations, although 40% plan to implement the technology within the next 12 to 24 months.

The gap highlights one of the industry’s biggest opportunities.

As AI infrastructure grows larger and more complex, organizations are increasingly looking beyond reactive supply chain management toward systems capable of identifying disruptions before they impact projects. Predictive logistics promises earlier visibility into shipment delays, supplier constraints, customs bottlenecks and equipment issues, enabling organizations to respond before downtime occurs.

That capability carries growing financial importance. Delayed shipments can postpone AI deployment, idle expensive infrastructure and tie up significant capital investments. Predicting problems before they materialize is becoming as valuable as resolving them after the fact.

“When there is downtime, that’s a cost impact to the hyperscaler,” said Glen Clark, CEO of DP World in the U.S. and Mexico and Regional Head of Contract Logistics. “They’re looking to get ahead of any delays or failures, and that means having predictive capabilities.”

So why has adoption lagged?

The report points to three primary barriers. Forty-seven percent of respondents cite regulatory concerns, 46% point to cybersecurity risks and 43% identify budget constraints. Export controls, customs requirements, evolving AI regulations and concerns about introducing additional cyber risk all contribute to a cautious approach.

Despite these obstacles, the direction appears clear. The report argues that predictive capability will define the next generation of competitive advantage because it enables organizations to anticipate disruption rather than simply react to it.

End-to-end visibility is a key part of that strategy. Real-time tracking, advanced analytics and integrated logistics platforms can provide earlier warning of congestion, customs inspections, labor disruptions and other risks that threaten project schedules.

As AI infrastructure continues expanding, organizations that can see around corners may gain a measurable advantage over those still relying on reactive operations.

The next phase of AI competition may not be decided solely by access to chips or power. It may be determined by which organizations develop the predictive supply chains capable of keeping infrastructure projects moving on schedule – even when disruption becomes inevitable.

Download The Infrastructure Behind AI: Why Data Center Supply Chains Are the New Critical Path on the DP World website.

Originally published on DICK’S Sporting Goods 

In 2013, eight-year-old Ezra Frech and his dad Clayton traveled to Oklahoma City for the UCO Endeavor Games, an annual multi-sport competition for athletes with physical disabilities. While there, Ezra asked his dad why there weren’t programs like the Endeavor Games in Southern California, and that’s how Angel City Sports was born. What began with one young athlete asking “why” has grown into exactly the kind of lasting change The DICK’S Sporting Goods Foundation’s Sports Matter Impact League is built to champion.

The Sports Matter Impact League, which launched in 2025, selects empowering sports-based youth development organizations for a three-year tiered grant program to fuel sustainable, high-impact work. In addition to funding, Sports Matter Impact League partners receive strategic guidance, visibility opportunities and access to resources that strengthen organizational capacity.

“Long-term partnerships allow us to listen, learn and build alongside organizations to create stronger programs and meaningful change that lasts,” said Rick Jordan, Vice President of The DICK’S Sporting Goods Foundation.

Going into 2027, Angel City Sports will enter year two of its Sports Matter Impact League partnership. Rooted in the belief that everyone deserves the opportunity to experience sport as a pathway to confidence, independence and belonging, Angel City Sports offers free, year-round adaptive sports programming for kids, adults and veterans with physical disabilities across the Los Angeles area. Since 2013, the organization has provided more than 31,000 athlete activations through annual clinics, multi-sport experiences and large-scale events.

Beyond programming, Angel City Sports creates a community where athletes can see what is possible for themselves, often for the first time.

“Angel City Sports taught me that I can do anything and that my wheelchair is never a limit,” said 13-year old Angel City Sports athlete Damian Munoz.

Angel City Sports also provides free access to specialized equipment that many athletes and families might not be able to afford on their own, something Angel City Sports Program Manager Alvin Malave says the organization can continue to do thanks to its partnership with The DICK’S Sporting Goods Foundation.

“I hope to teach the kids that anything is possible, and you can use sport as an opportunity to develop yourself mentally, physically and emotionally and go through life and be successful,” Malave said.

You can learn more about The DICK’S Sporting Goods Foundation’s Sports Matter Impact League here.

Written by Hilary Totin

Originally published on CVS Health Company Newsroom

Key points

• Abnormal heart rhythms can lead to serious complications, like strokes and heart failure.
• Signify Health, part of CVS Health, offers continuous heart rhythm monitoring from the comfort of home for eligible health plan members who meet clinical criteria and have certain risk factors.
• Continuous monitoring, combined with care coordination, can detect abnormalities sooner and support earlier intervention—reducing the risks of a health crisis.

Betty is a Medicare Advantage member who has been receiving in-home health visits from Signify Health, part of CVS Health, through her health plan for four years.

During one visit, a Signify Health nurse practitioner recommended she wear a heart rhythm monitor to check for abnormal activity. As she shares, she’s glad she did.

Making earlier detection part of the care journey

Heart disease is one of the most complex health challenges for individuals, families and our health care system. Improving outcomes requires a proactive approach: identifying risks sooner and helping people take steps to prevent a health crisis.

Arrhythmias, where the heart beats too quickly, too slowly or irregularly, can be especially difficult to recognize because symptoms vary widely. Some people notice shortness of breath, dizziness, a racing heartbeat, palpitations or a fluttering sensation. Others may have no noticeable symptoms, and an irregular rhythm may only be discovered during a routine exam or monitoring.

Some arrythmias are brief and harmless, while others can lead to serious complications. People with atrial fibrillation, the most common form of arrythmia, are at five times higher risk of stroke and three times higher risk of heart failure.

This is why early detection is critical to ensuring people get appropriate and timely care.

Earlier detection of heart rhythm issues creates opportunities for intervention before serious complications occur. Traditional office-based screening remains important, but it may not capture intermittent arrhythmias or reach individuals who face barriers to accessing care. It’s essential to meet people where they are, identify risks earlier and help connect them to the care and support they need.

– Dr. Heidi Schwarzwald, Chief Medical Officer of Signify Health

Pairing technology with a clear path to care

Signify Health offers access to a continuous electrocardiogram (cECG) monitoring patch as part of an In-Home Health Evaluation (IHE) for eligible members. Eligibility is determined through clinical criteria include age, risk factors for heart failure, and symptoms, based on members’ personal health history and information provided by their health plan.

Compared to conventional methods for home-based ECG monitoring, studies have found the adhesive patch to be more comfortable for individuals and more effective at catching abnormalities.

Patches are placed by experienced physicians, nurse practitioners, and physician assistants and are worn for up to 14 days by members who consent to the screening. Clinicians also take time to answer members’ questions as part of the in-home visit.

Heart rhythm monitoring at home with Signify Health: A snapshot from the first half of 2026

After the monitoring period, a cardiologist reviews the results to determine if the member has arrythmia. Findings are shared with the member and their primary care provider, so that they can work together on a care plan based on the results.

Building on the trusted relationship developed during the in-home visit, Signify Health can also help members find an in-network primary care provider if they don’t have one and make recommendations for having that first conversation. This handoff is increasingly important for previously hard-to-engage members who may have otherwise delayed care.

Beyond cECG monitoring, meeting members in their homes allows clinicians to assess other factors affecting their heart health—like gaps in preventive care and challenges accessing healthy food—and connect them to resources.

A more connected future for cardiovascular care

Heart rhythm issues illustrate a larger opportunity to find heart disease risk—like high blood pressure and blood sugar—sooner, bring services closer to consumers, and help them take the next best steps for their health.

Continuous monitoring administered right in members’ homes is one example of how we’re working to improve heart health. Across CVS Health, we’re focused on making it easier for consumers to know their numbers and access preventive care and support keeping heart disease managed.

Las Vegas Sands

On August 3, National Hispanic Institute (NHI), the nation’s leading organization for fostering future Latino leaders, hosted a celebration to honor the 53 Las Vegas high school students who participated in its leadership development curriculum this year. NHI’s transformative programs in Las Vegas are underwritten with funding from Sands Cares.

Since 1979, NHI has provided high school students with curriculum that aims to cultivate future civic and business leaders by developing their skills in communication, community advocacy and policy-making, while preparing them for success in higher education. The centerpiece of each of the organization’s programs is an intense week-long summer session designed around team-oriented, interactive learning and practice of target skills.

“Our Las Vegas celebration culminated the student experience with NHI this year, and for many, it has been a multiyear journey,” Nicole Nieto, executive vice president of NHI, said. “Thanks to Sands Cares support, Las Vegas high school students are able to take advantage of unique developmental opportunities that transform them into leaders by building their confidence, connections and skills. By the end of each summer, they’ve become different people – ready to take new steps in leading in their environments, with many hungry to engage in civic life and community advocacy.”

For the past two years, the Las Vegas NHI journey has begun with a program for rising freshmen. As preparation for entry into high school, the Heroes, Heroines and Legends (HHL) program leverages strength-building in storytelling to prepare students for NHI’s progressive leadership development programs during their sophomore, junior and senior years in high school.

From June 14-18 at Global Community High School, HHL participants researched family stories and learned how to organize and relay compelling narratives. Students presented their stories multiple times to gather feedback from peers and mentors before delivering final stories to the full group of students, mentors and family members on the program’s last day.

The process challenges them to search within themselves and family to find strengths and bravery, emphasizing asset-based thinking, which is the foundation of NHI’s curriculum. As with all of NHI’s programs, previous student participants served as mentors for HHL students, enabling mutual development.

“It was amazing watching participants open up and share their unique stories and ideas,” said Brayan Tineo, a student mentor who participated in NHI sessions from 2023-2025. “By the final day, you always see a profound change in the way they viewed themselves and the very foundation of where they came from.”

Claire Nestor, another HHL mentor who culminated three years of participation in NHI’s programs in 2025 said, “HHL is a great introduction into what NHI is because students can build a baseline for leadership and focus on finding their voices. Many students find comfort in sharing their family stories but are pushed and challenged to present in front of groups so they can learn useful speaking skills.”

Once in high school, students enter NHI’s program as rising sophomores to prepare for the Great Debate, which emphasizes communications skills as a tool for self-advancement and community change. Rising juniors participate in the Lorenzo de Zavala (LDZ) Youth Legislative Session, which exposes students to governance, organizational development and policy design, and rising seniors participate in the Collegiate World Series, which has a dual focus of preparing students for college admissions and community leadership.

Each program emphasizes asset-based thinking and trains youth to view themselves as capable of affecting change through their own resources and strengths. Las Vegas students reflected on these goals and the impact of their experiences:

Scotty Hernandez, junior, Equipo Academy Prep, Great Debate participant

“With the experience I got from the Great Debate, I do feel I can use it my everyday life because I learned how to advocate, how to speak in public, and how to give my opinion on a certain topic. With that experience, I’m able to speak up when something isn’t right. I’m also able to speak for people who can’t speak for themselves, so I’m able to advocate for my community as well.

“I’ve never experienced anything like NHI before. I came from the mindset that I didn’t have the capability to debate or speak in public. But the Great Debate showed me that I have a side of me that I’ve never seen before. I was able to step out of my comfort zone and be a bright and positive person.

Luke Messner, sophomore, West Career & Technical Academy, Great Debate Participant

“This [program] has helped me so much; it’s helped me build confidence, and my public speaking has improved. For school projects and positions, I’m able to speak in front of crowds more comfortably now. I honestly don’t think I’ve ever experienced anything like this before. It’s truly life-changing.”

“I think anyone who is considering NHI should go. There’s so much to learn and achieve, and it would really show you how much potential you have. You will gain so much confidence and many skills. You’ll learn a lot and build friendships that will last a long time.”

Joshua Casasola, junior, Advanced Technologies Academy, Lorenzo De Zavala participant, Great Debate mentor

“When I went to NHI the first time, it was truly life-changing. I met so many people. I made so many connections with the staff and went pretty far with my own competition. With other programs, they tell you to be a leader, but they don’t teach you the skills you need. NHI differs in that – the organization really gives [participants] a framework in how to learn, and that leads to having introspection on their own identities and what they are good at, which they can take back to their own communities.

“I think something really important to mention is that NHI markets itself to the student perspective. But the staff experience is so important too. Great Debate and LDZ [programs] are where you’re taught something, but when you’re staff you get an opportunity to apply what you’ve learned and to take it back to your community. My biggest moment when I was staff at Great Debate was applying what I learned at LDZ by using the assets of the students on my team so they could find and embrace their identity and bond with each other.”

Sands has underwritten NHI’s Las Vegas program since 2022, enabling transformative learning experiences for more than 280 Las Vegas students. The company’s support for NHI is part of the Sands Cares focus on education and building the workforce of the future. To learn more about these initiatives, read Sands’ latest ESG report: https://www.sands.com/resources/reports/.