The Ray’s approach to natural capital is rooted in treating the highway right-of-way (ROW) as a high-functioning asset. Last October marked the successful completion of the first year of their Sorghum Roadside Trials, a pilot project proving how specialized, resilient cereal crops can solve legacy infrastructure issues through biological engineering.

The selection of sorghum as a roadside pilot species is based on its dual capacity to function as a biological filter and a mechanical soil stabilizer. By establishing these biological assets along their testing corridors, they are demonstrating measurable advantages across three key areas:

Phytoremediation & Water Quality: Sorghum’s expansive root system acts as a natural subsurface filter, drawing vehicle-deposited heavy metals (such as lead and zinc) from the soil and locking them within the plant’s biomass before they can wash into local watersheds.

Subsurface Aeration & Slope Stabilization: Penetrating up to six feet deep, sorghum roots naturally break through heavily compacted roadside soil to improve stormwater absorption. This robust, interlocking root architecture anchors slopes far better than traditional turf grass, protecting the road’s physical foundation from erosion and washouts.

Operational Resilience & Maintenance Efficiency: Once established, dense sorghum stands naturally outcompete invasive weeds. This minimizes the need for chemical herbicides and reduces the frequency of mechanical mowing, lowering operational budgets while keeping maintenance crews safely off high-speed shoulders.

Scaling the Proof of Concept

Currently, The Ray is analyzing the technical data to determine how to scale this model across other districts. This research is a key part of their mission to deploy infrastructure that improves soil health, protects water quality, and delivers operational savings. As these biological assets continue to mature beneath the surface, they move closer to a transportation network that is self-healing, cost-effective, and built for long-term resilience.

Read the Technical Spotlight.

Published by Las Vegas Sands on May 7, 2026

Las Vegas Sands (NYSE: LVS) has been recognized on the Dow Jones Best-in-Class World and North America 2026 indices, maintaining its position on both lists since 2020. Sands China Ltd., the company’s Asian subsidiary, was named to the Dow Jones Best-in-Class World and Asia Pacific 2026 indices, continuing its inclusion on both lists since 2022.

Out of 16 companies invited to participate in the Casino and Gaming category, Sands and Sands China are the only two companies included on the Dow Jones Best-in-Class World index this year. Sands is the only company in the Casino and Gaming category listed on the North America index, and Sands China is one of only two companies in the Casino and Gaming category listed on the Asia Pacific index.

The Dow Jones Best-in-Class World Index comprises global sustainability leaders as identified by S&P Global through the Corporate Sustainability Assessment (CSA). It represents the top 10% of the largest 2,500 companies in the S&P Global Broad Market Index (BMI) based on long-term economic, environmental and social criteria. The Dow Jones Best-in-Class North America and Asia Pacific indices represent the top 20% of the 600 largest North American companies and the top 20% of the 600 largest companies in the Asia-Pacific developed region in the S&P Global BMI based on the same criteria.

“Our continued inclusion among this prestigious group of companies underscores our commitment to advancing a robust and disciplined environmental, social and governance program that is embedded with rigor, accountability and transparency,” Katarina Tesarova, senior vice president and chief sustainability officer, said. “Our placements also demonstrate the ESG leadership position we hold in the hospitality and gaming industry, which is driven by our People, Communities and Planet corporate responsibility pillars.”

Under the People pillar of its corporate responsibility program, Sands surpassed its 2021-2025 ambition of investing $200 million in workforce development programs, with more than $270 million spent at the end of 2025. Sands also exceeded its Communities pillar target of contributing 250,000 Team Member volunteer hours between 2021-2025, with more than 290,000 hours amassed by the close of 2025.

In out-performing its 2021-2025 Planet pillar ambition, Sands reduced its scope 1 and 2 emissions by 54% at the end 2025 from a 2018 base year, exceeding both its Science Based Targets initiative-validated 17.5% reduction target as well as its 1.5°C-aligned 30% reduction target.

Sands has leveraged the CSA along with a number of external benchmarks and industry standards to shape its corporate responsibility programs and targets, which helped the company gain recognition on the Dow Jones Best-in-Class indices as well as other corporate responsibility rankings. Sands also was included on Fortune’s World’s Most Admired Companies 2026 list, Newsweek’s 2026 America’s Most Responsible Companies and 2026 America’s Greenest Companies lists, and CDP’s 2025 A-List for Climate Change.

The Dow Jones Best-in-Class index family, including the Dow Jones Best-in-Class World Index (DJ BIC World), was originally launched in 1999 as the pioneering series of global sustainability best-in-class benchmarks available in the market and is comprised of global, regional and country benchmarks. The S&P Global CSA covers 12,000 companies globally and is an annual evaluation of corporate sustainability practices. It benchmarks performance on a wide range of industry-specific economic, environmental, and social criteria that are relevant to the growing number of sustainability-focused investors and expected to be financially relevant to corporate success.

To learn more about Sands’ ESG initiatives, read its latest ESG report here: https://www.sands.com/resources/reports/.

About Sands (NYSE: LVS)

Sands is the leading global developer and operator of integrated resorts. The company’s iconic properties drive valuable leisure and business tourism and deliver significant economic benefits, sustained job creation, financial opportunities for local businesses and community investment to help make its host regions ideal places to live, work and visit.

Sands’ portfolio of properties includes Marina Bay Sands® in Singapore and The Venetian® Macao, The Londoner Macao®, The Parisian® Macao, The Plaza® Macao and Four Seasons® Hotel Macao, and Sands® Macao in Macao SAR, China, through majority ownership in Sands China Ltd.

Dedicated to being a leader in corporate responsibility, Sands is anchored by the core tenets of serving people, communities and the planet. The company’s ESG leadership has led to inclusion on the Dow Jones Best-in-Class Indices for World and North America, as well as Fortune’s list of the World’s Most Admired Companies. To learn more, visit www.sands.com.

Contacts:

Kristin Koca
Sands
702.923.9142
Kristin.Koca@sands.com

Published by Las Vegas Sands on May 7, 2026

Las Vegas Sands (NYSE: LVS) has been recognized on the Dow Jones Best-in-Class World and North America 2026 indices, maintaining its position on both lists since 2020. Sands China Ltd., the company’s Asian subsidiary, was named to the Dow Jones Best-in-Class World and Asia Pacific 2026 indices, continuing its inclusion on both lists since 2022.

Out of 16 companies invited to participate in the Casino and Gaming category, Sands and Sands China are the only two companies included on the Dow Jones Best-in-Class World index this year. Sands is the only company in the Casino and Gaming category listed on the North America index, and Sands China is one of only two companies in the Casino and Gaming category listed on the Asia Pacific index.

The Dow Jones Best-in-Class World Index comprises global sustainability leaders as identified by S&P Global through the Corporate Sustainability Assessment (CSA). It represents the top 10% of the largest 2,500 companies in the S&P Global Broad Market Index (BMI) based on long-term economic, environmental and social criteria. The Dow Jones Best-in-Class North America and Asia Pacific indices represent the top 20% of the 600 largest North American companies and the top 20% of the 600 largest companies in the Asia-Pacific developed region in the S&P Global BMI based on the same criteria.

“Our continued inclusion among this prestigious group of companies underscores our commitment to advancing a robust and disciplined environmental, social and governance program that is embedded with rigor, accountability and transparency,” Katarina Tesarova, senior vice president and chief sustainability officer, said. “Our placements also demonstrate the ESG leadership position we hold in the hospitality and gaming industry, which is driven by our People, Communities and Planet corporate responsibility pillars.”

Under the People pillar of its corporate responsibility program, Sands surpassed its 2021-2025 ambition of investing $200 million in workforce development programs, with more than $270 million spent at the end of 2025. Sands also exceeded its Communities pillar target of contributing 250,000 Team Member volunteer hours between 2021-2025, with more than 290,000 hours amassed by the close of 2025.

In out-performing its 2021-2025 Planet pillar ambition, Sands reduced its scope 1 and 2 emissions by 54% at the end 2025 from a 2018 base year, exceeding both its Science Based Targets initiative-validated 17.5% reduction target as well as its 1.5°C-aligned 30% reduction target.

Sands has leveraged the CSA along with a number of external benchmarks and industry standards to shape its corporate responsibility programs and targets, which helped the company gain recognition on the Dow Jones Best-in-Class indices as well as other corporate responsibility rankings. Sands also was included on Fortune’s World’s Most Admired Companies 2026 list, Newsweek’s 2026 America’s Most Responsible Companies and 2026 America’s Greenest Companies lists, and CDP’s 2025 A-List for Climate Change.

The Dow Jones Best-in-Class index family, including the Dow Jones Best-in-Class World Index (DJ BIC World), was originally launched in 1999 as the pioneering series of global sustainability best-in-class benchmarks available in the market and is comprised of global, regional and country benchmarks. The S&P Global CSA covers 12,000 companies globally and is an annual evaluation of corporate sustainability practices. It benchmarks performance on a wide range of industry-specific economic, environmental, and social criteria that are relevant to the growing number of sustainability-focused investors and expected to be financially relevant to corporate success.

To learn more about Sands’ ESG initiatives, read its latest ESG report here: https://www.sands.com/resources/reports/.

About Sands (NYSE: LVS)

Sands is the leading global developer and operator of integrated resorts. The company’s iconic properties drive valuable leisure and business tourism and deliver significant economic benefits, sustained job creation, financial opportunities for local businesses and community investment to help make its host regions ideal places to live, work and visit.

Sands’ portfolio of properties includes Marina Bay Sands® in Singapore and The Venetian® Macao, The Londoner Macao®, The Parisian® Macao, The Plaza® Macao and Four Seasons® Hotel Macao, and Sands® Macao in Macao SAR, China, through majority ownership in Sands China Ltd.

Dedicated to being a leader in corporate responsibility, Sands is anchored by the core tenets of serving people, communities and the planet. The company’s ESG leadership has led to inclusion on the Dow Jones Best-in-Class Indices for World and North America, as well as Fortune’s list of the World’s Most Admired Companies. To learn more, visit www.sands.com.

Contacts:

Kristin Koca
Sands
702.923.9142
Kristin.Koca@sands.com

Verizon

By Meg St-Esprit

At a glance

  • AI chatbots are already built into apps kids use, making it important for parents to talk early about what they are, and what they’re not.
  • AI isn’t always accurate or reliable, and kids need to learn to question answers, check sources and avoid using chatbots to do their thinking or schoolwork.
  • The goal isn’t to avoid AI—it’s to guide how kids use it, using low-stakes questions, games and conversations to build critical thinking.

Any child with access to social media has likely experienced an artificial intelligence (AI) chatbot. Some well-known examples: Meta has an AI assistant that will show you how to change a tire or help you lose weight. Snapchat’s My AI buddy will explain a science topic in a simple way, or toss out some birthday gift ideas for a friend.

For most families, the first interactions with these AI chatbots in social media are pretty harmless—like asking a chatbot to write silly song lyrics. Children quickly realize, though, that they can use these chats to ask questions they’re too embarrassed to ask adults about, like depression. Or they might simply ask an AI chatbot to do their homework.

“The temptation to use artificial intelligence to do schoolwork is strong,” says Lynn Rogoff, an adjunct associate professor at the New York Institute of Technology who designs chatbots for educational purposes. Her AI chatbot characters are designed to give students factually accurate information about historical events—something she says is a positive use of AI for students. But she’s also aware that they struggle with drawing the line on how to use AI.

“You have to persuade them that it’s in their best interests to gain critical literacy skills rather than let AI do their work,” she says.

Is it time to have the AI chatbot discussion with your kids? If so, these questions can help you get the conversation started.

1. What is an AI chatbot?

Whether it’s a stand-alone app or a feature incorporated into social media, AI chatbots might seem like a digital buddy, but they’re not real people. Instead, they’re designed to answer questions and sound conversational. They can even crack a joke or two—but they don’t think or feel like a human does.

2. Is AI accurate?

AI chatbots can give incorrect information. Asking a question about an upcoming event could generate a suggestion related to something that happened in the past.

“[AI chatbots] may be pretty good at seeming real,” says Jessica Ghilani, Ph.D., associate professor of communication at the University of Pittsburgh. “But that isn’t the same as being accurate.” Experts say this is likely to improve over time, but it’s a reason for caution.

3. Does AI use reliable sources?

Chatbots are known for providing chunks of information without any indication of where the information came from. Even when AI chatbots list sources, sometimes those sources don’t exist (these are called “ghost sources”). At the very least, this means that any specific data or research provided by an AI chatbot needs to be verified, which means going to the original source to make sure the information is accurate.

4. How could we use AI for fun?

Jamie Davis Smith, a mom of four in Washington, D.C., says her family used an AI chatbot to plan a summer road trip, which was mostly accurate. As a journalist, she knows accuracy and sourcing are crucial skills for kids to learn. That’s why she highlights AI’s limitations, as well as its usefulness, when she talks to her kids about AI chatbots. And she uses these fun activities to help teach what AI can (and can’t) do.

Try this:

Ask low-stakes questions. Recently, Smith’s son asked her if barn owls actually live in barns. Not knowing the answer, they turned to an AI chatbot. (Spoiler alert: Barn owls do prefer to live in barns.) These types of low-stakes questions are a great way to familiarize children with the pros and cons of artificial intelligence, Smith says.

Play games with bots. Most of the popular AI chatbot tools have game features built in; playing 20 questions or trivia games is a great way to help kids understand how these tools respond, as well as a great way to highlight when they are wrong.

Ask a bot to tell jokes. Artificial intelligence isn’t only for research — these AI chatbots can be funny, too. Ask an AI chatbot or smart speaker to tell you a knock-knock joke. This is a great way for kids to learn how artificial intelligence can communicate with them while they also have a laugh with their parents.

The bottom line

Artificial intelligence tools require supervision and guidance. Smith is cautiously having fun with these new tools even as she worries about kids using them to cut corners or even plagiarize work.

“It’s important to start talking with your kids about how to use them responsibly, and their limitations,” Smith says. “And start now if you haven’t done so already.”

About the author:

Meg St-Esprit, M.Ed., is a journalist who writes about education, parenting, tech and travel. With a background in counseling and development, she offers insights to help parents make informed decisions for their kids. St-Esprit lives in Pittsburgh with her husband, four kids and too many pets.

The author has been compensated by Verizon for this article.

For more tips and guidance from the experts, visit Parenting in a Digital World.

Verizon

By Meg St-Esprit

At a glance

  • AI chatbots are already built into apps kids use, making it important for parents to talk early about what they are, and what they’re not.
  • AI isn’t always accurate or reliable, and kids need to learn to question answers, check sources and avoid using chatbots to do their thinking or schoolwork.
  • The goal isn’t to avoid AI—it’s to guide how kids use it, using low-stakes questions, games and conversations to build critical thinking.

Any child with access to social media has likely experienced an artificial intelligence (AI) chatbot. Some well-known examples: Meta has an AI assistant that will show you how to change a tire or help you lose weight. Snapchat’s My AI buddy will explain a science topic in a simple way, or toss out some birthday gift ideas for a friend.

For most families, the first interactions with these AI chatbots in social media are pretty harmless—like asking a chatbot to write silly song lyrics. Children quickly realize, though, that they can use these chats to ask questions they’re too embarrassed to ask adults about, like depression. Or they might simply ask an AI chatbot to do their homework.

“The temptation to use artificial intelligence to do schoolwork is strong,” says Lynn Rogoff, an adjunct associate professor at the New York Institute of Technology who designs chatbots for educational purposes. Her AI chatbot characters are designed to give students factually accurate information about historical events—something she says is a positive use of AI for students. But she’s also aware that they struggle with drawing the line on how to use AI.

“You have to persuade them that it’s in their best interests to gain critical literacy skills rather than let AI do their work,” she says.

Is it time to have the AI chatbot discussion with your kids? If so, these questions can help you get the conversation started.

1. What is an AI chatbot?

Whether it’s a stand-alone app or a feature incorporated into social media, AI chatbots might seem like a digital buddy, but they’re not real people. Instead, they’re designed to answer questions and sound conversational. They can even crack a joke or two—but they don’t think or feel like a human does.

2. Is AI accurate?

AI chatbots can give incorrect information. Asking a question about an upcoming event could generate a suggestion related to something that happened in the past.

“[AI chatbots] may be pretty good at seeming real,” says Jessica Ghilani, Ph.D., associate professor of communication at the University of Pittsburgh. “But that isn’t the same as being accurate.” Experts say this is likely to improve over time, but it’s a reason for caution.

3. Does AI use reliable sources?

Chatbots are known for providing chunks of information without any indication of where the information came from. Even when AI chatbots list sources, sometimes those sources don’t exist (these are called “ghost sources”). At the very least, this means that any specific data or research provided by an AI chatbot needs to be verified, which means going to the original source to make sure the information is accurate.

4. How could we use AI for fun?

Jamie Davis Smith, a mom of four in Washington, D.C., says her family used an AI chatbot to plan a summer road trip, which was mostly accurate. As a journalist, she knows accuracy and sourcing are crucial skills for kids to learn. That’s why she highlights AI’s limitations, as well as its usefulness, when she talks to her kids about AI chatbots. And she uses these fun activities to help teach what AI can (and can’t) do.

Try this:

Ask low-stakes questions. Recently, Smith’s son asked her if barn owls actually live in barns. Not knowing the answer, they turned to an AI chatbot. (Spoiler alert: Barn owls do prefer to live in barns.) These types of low-stakes questions are a great way to familiarize children with the pros and cons of artificial intelligence, Smith says.

Play games with bots. Most of the popular AI chatbot tools have game features built in; playing 20 questions or trivia games is a great way to help kids understand how these tools respond, as well as a great way to highlight when they are wrong.

Ask a bot to tell jokes. Artificial intelligence isn’t only for research — these AI chatbots can be funny, too. Ask an AI chatbot or smart speaker to tell you a knock-knock joke. This is a great way for kids to learn how artificial intelligence can communicate with them while they also have a laugh with their parents.

The bottom line

Artificial intelligence tools require supervision and guidance. Smith is cautiously having fun with these new tools even as she worries about kids using them to cut corners or even plagiarize work.

“It’s important to start talking with your kids about how to use them responsibly, and their limitations,” Smith says. “And start now if you haven’t done so already.”

About the author:

Meg St-Esprit, M.Ed., is a journalist who writes about education, parenting, tech and travel. With a background in counseling and development, she offers insights to help parents make informed decisions for their kids. St-Esprit lives in Pittsburgh with her husband, four kids and too many pets.

The author has been compensated by Verizon for this article.

For more tips and guidance from the experts, visit Parenting in a Digital World.

Originally published on CVS Health Company Newsroom

Key points

  • Timely access to behavioral health care remains imperative because delays can worsen symptoms and increase the risk of crisis
  • It’s essential to measure access as patients actually experience it, which remains a challenge in behavioral health
  • Pairing timely access with more standardized outcomes measurement helps create a more accountable, effective behavioral health system

Why access and outcomes must evolve together in mental health care

Mental health care in the United States is at a critical moment. Nearly one in four adults experiences a mental health condition each year, yet many still struggle to access care when they need it. As demand for behavioral health services continues to rise, the focus is shifting—from whether access exists to how the care is being delivered and whether or not it leads to meaningful improvement.

“Access isn’t just an operational concern,” says Dr. Taft Parsons III, Chief Psychiatric Officer at CVS Health. “It’s a clinical determinant of outcomes. It leads to delays in care, symptom escalation, higher acuity and greater risk of crisis.”

Why timely access is a clinical quality

Across the behavioral health system, access to care remains uneven, especially for some of the most at risk and underrepresented communities. And while workforce shortages continue to present a gap between current capacity what’s needed to serve the community, it has gotten better. However, the workforce is dynamic, and access on paper or in a directory can fluctuate rapidly and can feel very different to patients in reality. “It’s critical to maintain a large network of providers, and we must also consider how patients are navigating to those providers, and the different needs they have,” said Dr. Parsons. “These needs include not only their clinical presentation, but also their ability to get to care – whether it’s access to transportation, or other unmet social needs.”

Access alone isn’t enough

While timely access is critical, it is only part of the equation. Historically, mental health care has lagged other areas of medicine in how quality and effectiveness are measured. Claims data can show that care was used, but it offers limited insight into whether symptoms are improving or treatment is actually helping. Overall mental health care has lagged with fragmented documentation and uneven or limited EHR adoption, which has stalled progress towards better measurement. Evaluating quality in behavioral health requires going beyond visit counts to understand outcomes and meaningful change over time.

“We need to continue to use the clinically grounded tools we do have available such as the PHQ‑9 and GAD‑7, which track changes in depression and anxiety symptoms before and after treatment, while also keeping any eye on how evolving technology and data can help us better understand how treatment is impacting our patients,” Dr. Parsons said. An outcomes‑based view that includes, but goes beyond, claims data helps clinicians and health systems better understand effectiveness across populations and continuously improve the quality of care delivered.

Why pre and post measurement matters

  • Tracks symptom change—not just engagement
  • Supports measurement-based care
  • Enables population-level quality improvement
  • Integrating access and outcomes

When timely access to care is paired with outcomes‑based measurement, behavioral health systems become more accountable and responsive. Patients connect to care sooner and gain clearer paths to improvement. Clinicians receive feedback that supports continuous quality improvement. And the overall system benefits from more clarity, better allocation of resources and improved long-term outcomes.

“When patients can access care quickly—and when we measure whether that care works—we move closer to a behavioral health system that delivers on its promise for everyone,” said Dr. Parsons.

Gore Fabrics is pursuing a range of actions aimed at reducing its carbon footprint across operations and the broader value chain. Reported progress includes a reduction in emissions in recent years and the use of renewable electricity in its manufacturing facilities.

Key areas of focus include supporting longer use of products through repair and care initiatives, as well as working with suppliers to address emissions associated with materials and production.

These activities are part of a broader approach that considers multiple stages of the product lifecycle, where outcomes may vary depending on factors such as product use, maintenance, and supply chain practices.

Learn more about the actions Gore Fabrics is taking to address carbon emissions across products, operations, and its value chain: 7 Ways Gore Fabrics Is Reducing Its Carbon Footprint

About Gore Fabrics
Gore introduced GORE-TEX® Fabric to the outerwear industry more than 45 years ago and continues to develop performance apparel technologies. Gore’s Fabrics products provide comfort and protection in challenging environments and in everyday life, enabling wearers to safely and confidently achieve and experience more. From hiking in downpours to defense operations and fighting fires, Gore’s deep understanding of consumer and industry needs drives development of products with meaningful performance advantages. https://www.gore-tex.com and https://www.goretexprofessional.com/

About Gore
W. L. Gore & Associates is a global materials science company dedicated to transforming industries and improving lives. Since 1958, Gore has solved complex technical challenges in demanding environments – from outer space to the world’s highest peaks to the inner workings of the human body. With more than 13,000 Associates and a strong, team-oriented culture, Gore generates annual revenues of $5 billion.

For more information, visit gore.com.
# # #

Products listed may not be available in all markets.
GORE, GORE-TEX, Together, improving life and designs are trademarks of W. L. Gore & Associates.
© 2026 W. L. Gore & Associates, Inc.

At Chemours, scientific excellence extends beyond discovery. It includes the ability to transform ideas into scalable technologies, preserve critical knowledge, and empower others to build on that foundation. To recognize individuals who consistently demonstrate these principles in action, Chemours has named four distinguished researchers as recipients of its inaugural 2026 Catalyst for Scientific Excellence Award.

The company’s highest scientific honor, the Catalyst for Scientific Excellence Award, recognizes careers defined by innovation with impact and commitment to developing others. The Award highlights individuals whose work strengthens not only Chemours’ innovation pipeline, but also the systems of knowledge-sharing and safety that enable scientific progress to scale across teams and geographies. This year’s honorees include Greg Chapman, Jodi Witt, Karl Krause, and Xuehui Sun.

“Thank you for the innovation you deliver, the knowledge you preserve, and the people you help develop along the way,” shared Chemours President and CEO Denise Dignam in recognition of the awardees.

Meet the 2026 Award Recipients

Greg Chapman, Senior Fellow, brings nearly four decades of experience advancing fluoropolymer innovation. His contributions include 12 U.S. patents, more than 400 technical reports, and innovations that support product sales. Chapman’s emphasis on documentation and training has helped embed technical excellence across teams, while his knowledge continues to scale through digital tools and collaborative platforms.

Greg Chapman receiving award

Jodi Witt, Technical Fellow, has been a cornerstone of Titanium Technologies operations since 1989, advancing safe, reliable, and efficient manufacturing across a multibillion-dollar business. Known as the “TT Librarian,” Witt has led efforts to preserve critical knowledge and ensure effective technology transfer, helping teams operate consistently while safeguarding institutional expertise.

Jodi Witt, receiving award

Karl Krause, Senior Technical Fellow, has spent more than three decades advancing fluorochemical technologies from early-stage research to global manufacturing. With more than 26 U.S. patents, his work spans reaction engineering, purification, and sustainable process design. Krause is known for translating complex science into practical, actionable processes supported by clear documentation, enabling teams to operate safely and consistently across sites.

Karl Krause receiving award

Xuehui Sun, Senior Technical Fellow, is one of Chemours’ most prolific innovators, contributing to more than 90 patent families supporting next-generation refrigerants, specialty materials, and emerging applications. Her work is distinguished not only by scientific depth, but also by a rigorous approach to capturing and sharing insights—ensuring that knowledge can be leveraged safely and efficiently across the organization.

Xuehui Sun receiving award

Across their careers, this year’s recipients demonstrate that their contributions reinforce the idea that innovation is not only about discovery but about enabling others to succeed and scale impact safely.

The Catalyst for Scientific Excellence Award underscores Chemours’ commitment to fostering a culture where scientific rigor, safety, and collaboration drive meaningful progress. Learn more at Chemours.com

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