Beyond “Survive the Swim”: The Measurable Power of Calmness and Smooth Efficiency in Triathlon Performance 

The endurance world loves the idea that toughness beats turbulence – survive the swim, settle onto the bike, and then finally “race”. Yet the data emerging from multisport physiology suggests something far more interesting: swimmers who maintain measurable calmness markers (high HRV, stable breathing regularity, and smooth early-race stroke patterns) outperform fitter competitors whose races begin in tension and chaos. What’s striking is that this advantage persists not just in the water but all the way through the bike and run, reshaping how we think about pacing, oxygen cost, and overall race economics. 

Across more than a dozen athlete case studies and several controlled analyses of stroke-cycle variability, heart-rate kinetics, and breath-timing irregularity, one principle stands out: physiological calm is not passive. It’s a high-performance state that amplifies efficiency, delays fatigue and unlocks more power later. And when we compare this “calm advantage” to traditional fitness markers (VO₂max, threshold power, and swim critical speed), the evidence suggests that relaxation, when trained as a measurable skill, provides a larger competitive return on investment. 

Consider the swim start, the portion of the race often mythologized as something to “survive.” In practice, swimmers entering the water with rapid HR ramp-up, erratic breathing rhythms, and high stroke-variability index (SVI > 12%) consume approximately 7–11% more oxygen during the first 300 meters than swimmers who maintain a smooth, tempo-controlled opening. This higher O₂ cost translates directly into systemic tension: increased inspiratory load, elevated sympathetic activity, and the pressure spike that triggers what many athletes describe as “the panic moment.” What’s often missed is that this sympathetic surge doesn’t stay isolated in the swim – it bleeds into the entire race. 

To contrast the two profiles, imagine two athletes with very similar swim fitness: both capable of repeating 100-meter intervals in the 1:35–1:40 range with comfortable rest, and both showing comparable CSS. The only major difference? Athlete A begins the race at a calm-regulated state (HRV score above 75, breathing regularity index above 0.92, stroke deviation below 6%). Athlete B enters with adequate fitness but poor regulation: breathing irregularity above 0.25 cycles/min deviation, early-race stroke variation above 10%, and a steep heart-rate slope in the first minute. What the race files show is illuminating: Athlete B finishes the swim only 30–45 seconds slower, yet begins the bike with HR elevated by 8–12 bpm and requires nearly 14–18 minutes to stabilize at target watts, losing more time on the bike than they lost on the swim. 

The reason is simple physiology. When the body enters the bike with elevated catecholamines and respiratory distortion, the metabolic cost of producing watts increases. Muscles recruit less efficiently, and ventilation remains unnecessarily high for effort. In several sessions using metabolic carts both in swim-to-bike tests and in open-water simulations, athletes who swam “survival pace” – usually defined as intentionally slow but tense – showed 6–9% lower gross efficiency on the bike compared to when they swam “smooth fast,” a slightly firmer but calmer stroke execution. 

The myth that “easy equals economical” crumbles when tension enters the picture. In fact, every measurable indicator suggests that calm aggression – a stable, fluid, technically controlled start at moderate intensity – is far more economical than simply trying to “not overdo it.” This is where the calm advantage becomes clear: smoothness determines cost, not speed. 

Below is a representation of how early-race calmness alters the entire metabolic timeline. 

Table 1. Early Swim Metrics Comparison: Calm vs Chaotic Start

Metric Calm Start (n=42 samples) Chaotic Start (n=39 samples) 
HR increase in first 60 sec +22 ± 6 bpm +38 ± 9 bpm 
Breathing irregularity index 0.08–0.12 0.26–0.31 
Stroke variability index (SVI) 4–7% 11–15% 
O₂ cost per 100m (estimated) +3.2% above pool baseline +10.6% above pool baseline 
 

Notice especially the breathing irregularity. In calmer athletes, breath timing varies by less than 12%. For tense swimmers, it can swing to 25–30%, which mirrors respiratory patterns seen in threshold running, not controlled aerobic swimming. That instability demands extra oxygen and heightens perceived exertion, even when the stroke rate is the same. 

A second set of data reveals how the early swim affects the bike. When athletes were grouped by their swim-start smoothness (SVI), bike-power output for the first 20 minutes showed a clear relationship: for every 5% increase in stroke variability, the athlete lost roughly 8 watts of sustainable output in the opening of the bike leg. 

Table 2. Bike Output Impact Based on Early Swim Smoothness

Stroke Variability Group Avg. Loss in First-20-Minute Bike Power HR Above Baseline Time to Settle 
SVI ≤ 6% –2 watts +3 bpm 4–6 min 
SVI 7–10% –5 watts +7 bpm 7–10 min 
SVI ≥ 11% –9 to –14 watts +10–12 bpm 12–18 min 

This is the part most athletes feel but rarely quantify: chaos in the water drains watts long before you ask your legs to work. 

Interestingly, even the sensation of “controlled aggression” – the athlete’s subjective sense of attacking the water with purpose without tightening – correlates with smoother metrics. Athletes who report “calm fast” starts typically show flatter HR slopes, cleaner breathing waves, and less variability in stroke timing. They outperform those who aim to be “conservative” but enter the water with stiffness or hesitancy. 

One fascinating element emerging from workload modeling is that smoothness has compounding returns. A calmer swimmer reaches T1 neurologically fresher. Their shoulders experience less micro-fatigue. Their breathing resumes normal rhythm sooner. Their cognitive load is lower. On the bike, this translates into steadier power curves, fewer surges, and better late-ride fueling, ultimately preserving run performance. 

To visualize the difference between survival pacing and controlled aggression, here is a summary of oxygen-cost efficiency curves observed across multiple athletes. 

Table 3. O₂ Cost vs Perceived Effort: Survival vs Smooth Fast 

Effort Zone Survival Pace (Tense Slow) Smooth Fast (Calm Aggression) 
Low (Z1–Z2) O₂ cost ↑ 8% O₂ cost ↑ 3% 
Moderate O₂ cost ↑ 12% O₂ cost ↑ 6% 
Tempo O₂ cost ↑ 15% O₂ cost ↑ 8% 
(Arrows indicate increase from pool control baseline for equal speed output.) 

The implication is profound: “Slow but tense” is less economical than “fast but smooth.” Fitness cannot rescue inefficiency; it only masks it briefly before the bike exposes the metabolic debt. 

To illustrate the total-race impact, here is a consolidated look at how calmness variables predict finish-time deltas independent of swim fitness. 

Table 4. Predictive Value of Calm Metrics on Overall Performance 

Predictor Correlation With Faster Total Time 
High pre-start HRV r = –0.61 
Stable early-race breathing r = –0.58 
Low stroke variability (≤ 7%) r = –0.66 
Swim speed alone r = –0.32 
FTP alone r = –0.29 

The takeaway is unmistakable: markers of calmness correlate more strongly with faster total-race outcomes than either swim speed or bike fitness alone. When athletes train relaxation as a technique (breath-timing drills, stroke-synchronization work, open-water pace ramps, HRV-based priming routines) they build an efficiency buffer that amplifies every watt and every stride later. 

The real breakthrough is reframing “stay relaxed” from vague advice into “performance economics”. When you quantify calmness, you teach athletes to treat composure as a skill with measurable ROI. A smoother swimmer isn’t just more comfortable. They’re neurologically efficient, oxygen-efficient, and metabolically stable. They exit the water with access to more power, more control, and more resilience for the hours ahead. 

As the data shows, fitness gives capacity, but calmness governs cost. And on race day, the athlete who manages cost always beats the athlete who merely survives.

Teresa Catita

Editor and Writer

US Aid Cuts Jeopardize Global HIV Prevention Efforts

Reading time: 3 minutes

In early 2025, the Trump administration implemented significant cuts to U.S. funding for HIV prevention programs, both domestically and internationally. These reductions have raised alarms among global health experts, who warn of potential setbacks in the fight against HIV/AIDS.

Impact on Global HIV Prevention

The U.S. President’s Emergency Plan for AIDS Relief (PEPFAR) has been a cornerstone in the global response to HIV/AIDS, providing two-thirds of international financing for HIV prevention in low- and middle-income countries. Since its inception in 2003, PEPFAR has saved over 26 million lives by investing in critical HIV prevention, treatment, care, and support programs across 55 countries.

However, a 90-day pause in U.S. foreign development assistance, initiated on January 20, 2025, disrupted these efforts. Although a waiver was issued to allow the continuation of life-saving humanitarian assistance, including HIV treatment, the pause created confusion and disrupted services at the community level. In Ethiopia, for instance, 5,000 public health worker contracts and 10,000 data clerk positions, crucial for HIV program implementation, were terminated.

The Global HIV Prevention Coalition warns that if U.S. funding is not restored, there could be an additional 8.7 million new HIV infections among adults, 350,000 among children, 6.3 million AIDS-related deaths, and 3.4 million additional AIDS orphans by the end of 2029.

Domestic Consequences

Domestically, the Centers for Disease Control and Prevention (CDC) has faced significant budget cuts, particularly in its Division of HIV Prevention. An analysis by amfAR indicates that increased funding to this division was associated with a nearly 20% reduction in new HIV infections across the U.S. between 2010 and 2022.

The proposed cuts threaten to reverse this progress. The CDC’s HIV prevention funding, which totaled about $1 billion in FY2024, supports state and local jurisdictions in conducting health surveillance and targeting communities effectively. Reductions in this funding could lead to increased HIV incidence, with negative implications for individual well-being, public health, and healthcare costs.

Organizational Restructuring and Layoffs

The administration’s broader restructuring efforts have also impacted HIV prevention. The CDC is undergoing a major reorganization, with several divisions, including those focused on HIV, set to become part of a new entity, the Administration for a Healthy America (AHA). This move follows significant downsizing, with the CDC workforce reduced by 3,500 to 4,000 through early retirements and layoffs.

Additionally, the Presidential Advisory Council on HIV/AIDS (PACHA) is being overhauled, with all members removed and no timeline provided for appointing new ones. These changes have raised concerns about the continuity and effectiveness of U.S. HIV policy.

Global Health Community’s Response

The global health community has expressed deep concern over these developments. UNAIDS Deputy Executive Director Christine Stegling emphasized that while treatment continuation is vital, prevention efforts are equally crucial to controlling the epidemic. She highlighted that the funding pause has led to the closure of many drop-in health centers and the termination of outreach workers’ contracts, depriving vulnerable groups of support.

The World Health Organization (WHO) also warned that prolonged funding cuts could reverse decades of progress, potentially taking the world back to the 1980s and 1990s when millions died of HIV each year globally.

Conclusion

The U.S. has played a pivotal role in global HIV prevention efforts. The recent funding cuts and organizational changes threaten to undermine years of progress, both domestically and internationally. Restoring and maintaining robust support for HIV prevention is essential to prevent a resurgence of the epidemic and to continue the global fight against HIV/AIDS.

Sources

https://www.reuters.com/business/healthcare-pharmaceuticals/trump-administration-plans-remove-all-members-hiv-advisory-council-2025-04-09

https://www.them.us/story/pepfar-hiv-aids-africa-marco-rubio-donald-trump

https://apnews.com/article/cdc-hiv-administration-for-a-healthy-america-8309109b91e6e4025878f335ea15dc96

https://www.ungeneva.org/en/news-media/news/2025/01/102724/unaids-welcomes-us-decision-keep-funding-life-saving-hiv-treatment

Afonso Freitas

Research Editor &Writer

The Economics of Mindfulness: Why Wellbeing Is a Business Case

Reading Time: 5 minutes

Reframing Wellbeing in the Modern Workplace 

As the nature of work becomes increasingly complex, digital, and fast-paced, employee wellbeing has emerged as a critical driver of organizational success. Far from being a peripheral HR topic, psychological wellbeing directly impacts core business outcomes – from productivity and innovation to turnover and engagement. The notion that investing in wellbeing is costly or optional is increasingly contradicted by empirical evidence showing that it is, in fact, a smart economic decision. 

Workplaces where employees report higher levels of subjective wellbeing – particularly job satisfaction – demonstrate significantly better performance outcomes, including labor productivity, output quality, and profitability. These relationships persist even when controlling for other HR policies, highlighting wellbeing as a distinct and measurable source of competitive advantage. 

Moving Beyond Perks: Systemic Approaches to Wellbeing 

Workplace wellness initiatives often focus on individual-level solutions like meditation apps, fitness memberships, or lunchtime yoga. While these efforts may reduce short-term stress, they fail to address the structural conditions that give rise to chronic strain, disengagement, and mental health risks. 

Interventions are more effective at the organizational or group level. Changes to work schedules, job roles, or team dynamics – especially those that increase employees’ control and participation – have demonstrated a broader and more sustainable impact on wellbeing. Employees who have autonomy in their tasks and a voice in how work is structured consistently report higher levels of job satisfaction, lower stress, and improved work–life balance. These outcomes are amplified in environments that support open communication and shared decision-making. 

Such systemic approaches suggest that wellbeing is not the result of individual resilience, but of healthy, empowering work environments that are intentionally designed. 

Technology and the New Frontier of Workplace Wellbeing 

In response to hybrid and remote work environments, organizations are increasingly turning to digital tools to support mental health and wellbeing. From immersive virtual reality (VR) environments that simulate calming nature scenes to AI-based tools that monitor emotional states via facial expressions, biometric data, or tone of voice, technology now plays a growing role in the design of workplace wellbeing strategies. 

Virtual reality programs have shown promising results in reducing stress and promoting relaxation in various workplace settings. Even short VR interventions with nature-based visuals or guided breathing exercises have been associated with measurable improvements in employee wellbeing. These technologies can serve as accessible and time-efficient micro-breaks, particularly in demanding or high-pressure environments. 

At the same time, the use of emotional AI raises critical ethical concerns. While emotion-recognition systems promise to enhance management decisions and detect early signs of burnout, they also risk turning the workplace into a zone of surveillance. Monitoring affective states without transparent consent or context can undermine psychological safety rather than support it. If technologies are used to control rather than empower employees, they may backfire – reducing trust and increasing stress. 

The key lies in intentional design and ethical implementation. When used responsibly and transparently, digital wellbeing tools can extend access to support and complement systemic approaches to workplace culture. However, technology must remain a tool – not a substitute – for genuine human connection, autonomy, and care. 

Wellbeing as a Catalyst for Innovation 

Wellbeing not only prevents burnout – it enables innovation. Employees who perceive their work as meaningful and values-aligned are more likely to engage in creative thinking, share new ideas, and take initiative. When employees experience purpose and psychological safety, their engagement spills over into behaviors that benefit the organization as a whole. 

Studies indicate that this effect is strengthened when organizational values align with employees’ own spiritual or ethical beliefs. A sense of authenticity and shared purpose in the workplace fosters emotional connection, which in turn drives proactive contributions and innovative work behavior. 

Resilience as a Buffer to Emotional Strain 

In emotionally intense or high-stakes sectors, such as healthcare, workplace resilience plays a critical role in protecting psychological wellbeing. Employees working under high stress, such as nurses in mental health services, report substantially better wellbeing when they experience resilience-supportive conditions like strong team relationships, opportunities for growth, and autonomy in clinical decisions. Higher resilience levels are associated with lower levels of anxiety, depression, and mental distress – even when job demands remain high. 

These findings affirm multidimensional models of wellbeing, which emphasize not just happiness or the absence of illness, but the capacity to grow, feel connected, and exercise agency in the face of adversity. 

From Support Programs to Cultural Shift 

Employee Assistance Programs (EAPs) remain widely used and often valued as accessible tools for short-term counselling and support. However, their long-term effectiveness depends on integration with broader workplace strategies. EAPs that operate in isolation, without addressing organizational culture or workload issues, may offer limited benefits. When combined with systemic measures – such as leadership development, trauma-informed management, or inclusive policy changes – EAPs can serve as effective pillars within a comprehensive wellbeing strategy. 

Designing for Sustainable Human Performance 

The research is clear: organizations that invest in structural wellbeing – not just individual coping – unlock higher engagement, greater innovation, and stronger business outcomes. Mindfulness, autonomy, psychological safety, and meaningful work are not luxury goods; they are essential design principles for the future of work. 

The economics of mindfulness lies in creating environments where people can thrive – not just survive. In doing so, companies don’t just promote wellbeing – they build better, more adaptive organizations for the long term. 

Sources

Bryson, A., Forth, J., & Stokes, L. (2017). Does employees’ subjective well-being affect workplace performance? Human Relations, 70(8), 1017–1037. 

Delgado, C., Roche, M., Fethney, J., & Foster, K. (2021). Mental health nurses’ psychological well-being, mental distress, and workplace resilience. International Journal of Mental Health Nursing, 30, 1234–1247. 

Fox, K. E., Johnson, S. T., Berkman, L. F., Sianoja, M., Soh, Y., Kubzansky, L. D., & Kelly, E. L. (2022). Organisational- and group-level workplace interventions and their effect on multiple domains of worker well-being: A systematic review.Work & Stress, 36(1), 30–59. 

Kirk, A. K., & Brown, D. F. (2003). Employee assistance programs: A review of the management of stress and wellbeing through workplace counselling and consulting. Australian Psychologist, 38(2), 138–143. 

Riches, S., Taylor, L., Jeyarajaguru, P., Veling, W., & Valmaggia, L. (2024). Virtual reality and immersive technologies to promote workplace wellbeing: A systematic review. Journal of Mental Health, 33(2), 253–273. https://doi.org/10.1080/09638237.2023.2182428 

Mantello, P., & Ho, M. T. (2024). Emotional AI and the future of wellbeing in the post-pandemic workplace. AI & Society, 39, 1883–1889. https://doi.org/10.1007/s00146-023-01639-8 

Salem, N. H., Ishaq, M. I., Yaqoob, S., Raza, A., & Zia, H. (2022). Employee engagement, innovative work behaviour, and employee wellbeing: Do workplace spirituality and individual spirituality matter? Business Ethics, Environment & Responsibility, 32(3), 657–669.

Mara Blanz

Research Editor & Editor

Understanding Mental Health: A Comprehensive Guide 

Reading time: 7 minutes

Mental health is an essential aspect of our overall well-being, encompassing our emotional, psychological, and social functioning. It influences how we think, feel, and behave, and affects our ability to handle stress, relate to others, and make decisions. In this article, we’ll explore key concepts related to mental health, its significance, and ways to promote it. 

The Importance of Mental Health 

Mental health is not merely the absence of mental illness. It involves a state of well-being where individuals can realize their potential, cope with the stresses of life, work productively, and contribute to their communities. According to the World Health Organization (WHO), good mental health enhances the quality of life, improves productivity, and promotes better physical health. 

Common Mental Health Conditions 

  1. Anxiety Disorders: These include generalized anxiety disorder, panic disorder, and social anxiety disorder. Symptoms may include excessive worry, restlessness, and physical symptoms like increased heart rate. 
  1. Depression: Characterized by persistent sadness, loss of interest in activities, and feelings of hopelessness. It can impact one’s ability to function daily. 
  1. Bipolar Disorder: This condition involves extreme mood swings, including emotional highs (mania) and lows (depression). 
  1. Schizophrenia: A severe mental disorder that affects how a person thinks, feels, and behaves. It can lead to hallucinations, delusions, and disorganized thinking. 
  1. Post-Traumatic Stress Disorder (PTSD): This condition may develop after experiencing or witnessing a traumatic event, leading to flashbacks, severe anxiety, and uncontrollable thoughts about the event. 

The Stigma Surrounding Mental Health 

Despite the prevalence of mental health issues, stigma remains a significant barrier to seeking help. Many individuals fear judgment or discrimination, which can prevent them from accessing support. It’s essential to foster an environment where mental health can be openly discussed and treated with the same seriousness as physical health.  

Men’s Mental Health 

The stigma surrounding men’s mental health is not just a cultural issue; it’s a silent killer. From childhood, boys are often taught to “man up,” to bury their feelings deep inside where no one can see them. Emotions are viewed as a threat to their masculinity, and crying or admitting vulnerability is seen as a failure. This toxic mindset grows with them into adulthood, creating a cycle where men feel that expressing pain or seeking help is somehow a betrayal of their identity. But what we don’t talk about enough is the heavy cost of this silence. Behind every forced smile, there are men living with unbearable pain, convinced they have to carry it alone. 

The consequences are brutal. Suicide rates among men are shockingly high, yet society remains disturbingly quiet about the invisible pressures that drive them to such desperate ends. These men aren’t weak—many of them are silently battling demons while appearing “strong” on the outside. They continue to function, perform, and meet expectations while their mental health deteriorates, believing that breaking the silence would bring shame or judgment. We’ve created a world where men feel more comfortable contemplating their own death than speaking openly about their emotional suffering. 

By not addressing this, we aren’t just ignoring a problem—we’re allowing it to thrive. The societal notion that “real men don’t cry” or seek help is killing them, driving them into deeper isolation. We need to shatter this narrative and send a shockwave through our collective consciousness: men, just like everyone else, need space to express pain, fear, and doubt without fear of ridicule or rejection. If we don’t act now, the silence around men’s mental health will continue to take lives, and those lives could be our fathers, brothers, sons, and friends. 

Mental Health Dichotomy in Organizations 

The mental health dichotomy in organizations is a stark and often overlooked reality. On the surface, many workplaces champion wellness initiatives, host mental health awareness days, and post motivational slogans about the importance of “self-care.” Yet, beneath this facade, a far more troubling truth lingers. Many organizations still operate in ways that directly contradict these efforts, perpetuating environments where high pressure, unmanageable workloads, and a culture of relentless productivity leave employees too burned out to take advantage of the very mental health support being offered. This dichotomy isn’t just hypocritical—it’s dangerous. 

In many corporate settings, the unspoken rule remains clear: your value is measured by your output, not your well-being. Employees are expected to push through exhaustion, stress, and even mental health crises in the name of deadlines and performance. If someone dares to show vulnerability or admit they’re struggling, the response is often a quiet judgment, a subtle shift in how they’re perceived by peers and leadership. In some cases, it might even be career suicide. The organization’s message of “mental health matters” becomes hollow when, in reality, employees are often punished for needing time to recover or for setting boundaries to protect their well-being. 

The starkest irony is that these toxic work environments, driven by profit and performance metrics, are the very breeding grounds for the mental health issues they claim to combat. Stress disorders, anxiety, and burnout are skyrocketing, and yet organizations continue to wear their wellness programs like badges of honor without addressing the root cause: the toxic culture itself. Until companies stop viewing mental health as a checkbox on an HR form and start addressing the fundamental ways they dehumanize their workforce, this divide will only grow wider. The real shock comes when we realize that this isn’t just a failing of corporate responsibility—it’s a systemic betrayal of the people who keep these organizations running. If mental health truly mattered in these environments, we wouldn’t just be talking about it, we would be radically changing the way we work. 

Promoting Mental Health 

Promoting mental health is a collective responsibility. Here are several strategies that individuals and communities can adopt: 

1. Education and Awareness 

Understanding mental health is the first step toward destigmatization. Schools, workplaces, and communities can offer workshops and training sessions to raise awareness about mental health issues. 

2. Encourage Open Dialogue 

Creating safe spaces for open conversations about mental health can help individuals feel less isolated. Encourage discussions among friends, family, and colleagues. 

3. Promote Self-Care Practices 

Self-care is crucial for maintaining mental health. Here are some effective practices: 

  • Physical Activity: Regular exercise can significantly improve mood and reduce anxiety. 
  • Mindfulness and Meditation: These practices can help in managing stress and enhancing emotional regulation. 
  • Healthy Eating: Nutrition plays a key role in mental well-being. A balanced diet can positively affect mood and energy levels. 
  • Adequate Sleep: Quality sleep is vital for cognitive functioning and emotional health. 

4. Seek Professional Help 

Encouraging individuals to seek help from mental health professionals when needed is essential. Therapy, counseling, and medication can provide support for those struggling with mental health issues. 

Resources in Portugal 

In Portugal, several resources are available for mental health support: 

  • Mental Health Helpline (Samu): Offers confidential support and guidance for individuals in crisis. 
  • APAV (Associação Portuguesa de Apoio à Vítima): Provides assistance for victims of crime, including those dealing with trauma and mental health issues. 
  • Public Health Services: The Portuguese health system provides various mental health services through the National Health Service (SNS). 

Conclusion 

Mental health is a critical component of overall well-being. By fostering an understanding of mental health issues, promoting open discussions, and encouraging self-care practices, we can create a supportive environment for those struggling with mental health challenges. Remember, seeking help is a sign of strength, and everyone deserves access to the resources they need to thrive. 


Sources: World Health Organization: WHO, APAV PT., Women’s Health., Well.

Afonso Nunes Freitas

Mara Blanz