Co-receptor usage in distinct phylogenetic clusters of HIV-1 CRF01_AE is associated with differential immune reconstitution after antiretroviral therapy.

Older adult care experiences labor shortages, a lack of qualified health care workers, and a major mismatch between health care service capacity and demand, leading to stress, burnout, and reduced resilience and mental well-being among health care workers, leaders, and informal caregivers (individuals, often family members, who provide some form of unpaid, ongoing care in activities of daily living for older adults) [-]. These issues challenge resilient performance and can compromise care quality, further hindering workforce recruitment and retention. This exacerbates the burden on formal and informal caregivers and increases the risk of patient harm. Urgent action is needed to address these problems, especially in older adult care, where the workforce tends to be insufficiently skilled and leaders often have limited training. Contextual risks vary significantly across geographical settings and among community-based and institutional services in different countries [,,]. The Support4Resilience (S4R) project (2024-2028) aims to strengthen working conditions, service quality, and patient safety in older adult care by supporting leaders in reframing work environments and enhancing organizational structures. To meet the growing demands of older adult care, health care leaders need research-based, effective, and cost-effective tools to foster resilient performance and mental well-being by enhancing the capacity of both individuals and organizations to adapt to changing conditions and new requirements [-]. Building such adaptive capacity requires health care leaders to support individuals and organizations in coping with challenges, reframing practices, and innovating solutions []. Sustainable improvements in mental well-being call for a shift from individual-focused interventions to organizational approaches. Organizational-level interventions have been found to produce more sustainable and positive effects than interventions targeted at the individual level []. Leaders therefore need accessible, scalable interventions that address risks to well-being at the organizational, team, and individual levels while embedding mental well-being and resilience as integral components of the workplace.