Author: sHq_LoGiNz

Key Takeaways: EPA PFAS Regulations in 2026 

• EPA expanded PFAS monitoring, testing methods, and drinking water implementation efforts, including outreach to public water systems under the PFAS OUT Initiative. 
• The U.S. Court of Appeals upheld 2024 drinking water standards, maintaining 10 ppt MCLs for PFNA, HFPO-DA (GenX chemicals), PFHxS, and PFBS. 
• EPA reaffirmed use of existing authorities, including TSCA, CERCLA, and the Safe Drinking Water Act, to address PFAS contamination, reporting, and site cleanup. 
• The agency emphasized testing, remediation, and regulatory implementation, while broader consumer exposure reduction strategies and expanded toxicity research remain areas to watch.

The U.S. Environmental Protection Agency (EPA), under Administrator Lee Zeldin, has released a summary of actions taken during the first year of the Trump Administration to address risks associated with per and polyfluoroalkyl substances (PFAS). The update reflects an emphasis on testing and detection, drinking water protection, site cleanup, regulatory implementation, enforcement, and coordination with states, tribes, local governments, and federal partners. 

According to EPA, addressing PFAS contamination was identified as a priority at the outset of the Administration, with the agency focusing on identifying PFAS, preventing further contamination of drinking water, remediating impacted sites, and pursuing accountability where contamination has occurred. 

 

EPA’s PFAS Policy Priorities in 2026 

EPA characterizes its PFAS approach as relying upon: 

• Expanded monitoring and testing capabilities 
• Direct support to impacted communities 
• Use of existing statutory authorities, including TSCA, SDWA, CERCLA, and the Clean Water and Clean Air Acts 
• Continued development of treatment and disposal guidance 
• Coordination across EPA program offices and regions

EPA PFAS Actions in the First Year of the Trump Administration 

Since January 2025, EPA has reported the following actions related to PFAS: 

Drinking Water and Community Support 

• Launch of the PFAS OUTreach Initiative (PFAS OUT) to engage public water systems requiring upgrades to address PFAS, including PFOA and PFOS. 
• Release of $945 million to reduce PFAS exposure in drinking water. 
• Installation of point-of-entry treatment systems, private well sampling, and bottled water provision at several sites 
• Completion of PFAS treatment systems serving households in southern California water districts. 

Regulatory and Enforcement Developments 

• Advancement of science-based levels for PFOA and PFOS under the National Primary Drinking Water Regulations, with revised compliance timelines.   =
• Judicial denial of EPA’s request to vacate the 2024 PFAS drinking water rule, leaving in place 10 ppt MCLs for PFNA, HFPO-DA (GenX chemicals), PFHxS, and PFBS. 
• Affirmation of the CERCLA hazardous substance designation for PFOA and PFOS. 
• Proposal of revisions to TSCA PFAS reporting requirements intended to reduce duplicative reporting while maintaining access to use and safety information. 
• Finalization of a consent order requiring removal of PFAS firefighting foam and system cleaning at Brunswick Executive Airport in Maine. 

Expanded PFAS Testing, Research, and Methods Development 

• Development of a laboratory method capable of detecting 40 PFAS compounds across multiple media, including water, soil, sediment, landfill leachate, and fish tissue. 
• Expanded PFAS sampling of private wells, public water systems, and Tribal drinking water systems in multiple EPA Regions. 
• Provision of interim PFAS laboratory certification for Alaska’s Department of Environmental Conservation. 

Site-Specific and Federal Facility Actions: 

• PFAS sampling and response actions near military installations, including Joint Base Lewis McChord, Fort Bragg, and the McAlester Army Ammunition Plant. 
• Continued response actions at Superfund sites with PFAS impacts, including activities in New Jersey. 

PFAS Disposal and Treatment Guidance 

• Shift to annual updates of EPA’s PFAS Destruction and Disposal Guidance to reflect evolving treatment technologies and effectiveness data. 

EPA Coordination and Legal Authorities 

EPA has indicated it is establishing a cross agency coordinating group, supported by the Office of the Administrator and the Office of Water, to align PFAS research, regulatory actions, and cleanup efforts across program offices and regions. 

EPA’s PFAS response relies on existing statutory authorities to: 

• Regulate new and existing chemicals under TSCA 
• Establish and enforce drinking water standards under the Safe Drinking Water Act 
• Address contaminated sites under CERCLA and other cleanup authorities 
• Control industrial discharges and emissions under the Clean Water Act 

Testing Framework 

EPA emphasized continued reliance on validated laboratory methods, including both targeted and non-targeted PFAS testing, to guide regulatory and cleanup decisions. The agency currently employs multiple methods for testing PFAS in drinking water, surface water, wastewater, solids, and air, and is continuing to develop air testing methodologies.

PFAS Policy Outlook: What to Expect Next from EPA 

EPA framed these actions as building on PFAS initiatives undertaken during President Trump’s first term, including the 2019 PFAS Action Plan and related regulatory determinations for PFOA and PFOS. 

Looking ahead, EPA states it plans to further expand PFAS testing programs, support development of new treatment technologies, increase community outreach, and continue enforcement activities in coordination with state, tribal, and local partners. 

While the first-year summary highlights significant activity in testing, drinking water protection, and site response, it provides limited detail regarding broader strategies to reduce consumer exposure to PFAS in products or to expand federal funding for toxicity research beyond PFOA, PFOS, and their precursors. Continued evaluation of the health effects of additional PFAS compounds and pathways of exposure may influence future regulatory and risk management priorities.

Compliance Considerations for Regulated Entities 

EPA’s first year PFAS actions under the Trump Administration signal continued federal attention to PFAS across drinking water, site cleanup, chemical reporting, and disposal practices. While many initiatives build on existing authorities rather than creating new statutory requirements, regulated entities should consider the following compliance implications:  

Drinking Water Systems 

Public water systems should anticipate: 

• Increased EPA outreach and engagement through initiatives such as PFAS OUT, particularly for systems detecting PFOA or PFOS. 
• Continued focus on implementation of National Primary Drinking Water Regulations for PFOA and PFOS, including revised compliance timelines. 
• Greater scrutiny of monitoring data as EPA expands PFAS testing methods and sampling efforts. 

Systems identifying PFAS above applicable standards should be prepared for potential technical assistance discussions, treatment upgrades, or other corrective measures. 

Site Owners, Operators, and Potentially Responsible Parties 

Entities associated with PFAS impacted properties should note: 

• EPA’s affirmation of the CERCLA hazardous substance designation for PFOA and PFOS reinforces the agency’s ability to pursue response actions and cost recovery. 
• Increased use of site-specific enforcement tools, including consent orders, particularly where PFAS sources are identified. 
• Expanded testing methods may result in broader detection of PFAS across media, potentially affecting site characterization and remedial strategies. 

Property owners, developers, and operators should continue to evaluate PFAS risks in environmental due diligence and remediation planning.

Manufacturers, Importers, and Users of PFAS 

Companies subject to the Toxic Substances Control Act (TSCA) should monitor: 

• Proposed revisions to PFAS reporting requirements intended to reduce duplicative submissions while preserving EPA’s access to use and safety information. 
• Continued expectations that regulated entities provide accurate chemical use and exposure data when required. 

Even where reporting burdens are adjusted, EPA has emphasized maintaining visibility into PFAS manufacturing, processing, and use.

Industrial Facilities and Waste Handlers 

Facilities managing PFAS containing waste or discharges should be aware of:  

• More frequent updates to EPA’s PFAS Destruction and Disposal Guidance, now issued annually.
• Ongoing evaluation of treatment technologies, which may influence acceptable disposal practices over time.
• Potential implications for air, water, and waste permitting as EPA advances PFAS testing methods across environmental media.

Tribal, State, and Local Coordination 

Entities operating in coordination with states, tribes, or local governments may see: 

• Increased data sharing and sampling activity, particularly where EPA is supporting community or Tribal drinking water systems. 
• Greater alignment between federal and nonfederal authorities as EPA emphasizes cooperative federalism in PFAS response efforts. 

Steps to Stay Ahead on PFAS Compliance

Given EPA’s stated direction, regulated entities may wish to: 

• Review existing PFAS monitoring, reporting, and response practices for alignment with current EPA guidance. 
• Track evolving PFAS testing methodologies that could affect detection thresholds and compliance expectations. 
• Assess potential CERCLA exposure where historical or ongoing PFAS use may be implicated. 
• Incorporate PFAS considerations into environmental management systems, transactions, and long-term compliance planning.

Conclusion: Continued Regulatory Momentum and Growing Complexity 

EPA’s first-year PFAS actions reflect continued federal engagement using existing statutory authorities to address drinking water contamination, site cleanup, chemical reporting, and disposal practices. The agency’s emphasis on testing, implementation, and enforcement reinforces that PFAS remains a priority regulatory issue.

At the same time, ongoing litigation, evolving science, and expanding state-level requirements contribute to an increasingly complex compliance landscape. For regulated entities operating across jurisdictions, understanding where federal, state, and international PFAS obligations intersect is becoming essential to risk management and long-term planning.

Stay Ahead of Evolving PFAS Requirements 

PFAS regulations continue to expand across federal, state, and international jurisdictions, creating new compliance and risk management challenges for regulated entities. 

Stay ahead of global PFAS developments with our PFAS Regulatory Dashboard. This interactive tool consolidates more than 1,200 current PFAS requirements across 50 countries and 48 U.S. states, helping organizations understand where and how obligations apply. 

Explore the free version for broad regulatory visibility, or reach out to our team to get a subscription for deeper insights.  

By Chloé Broguet, Global Corporate & ESG Communications Manager, Lenovo

Every company developing AI technology should prioritize inclusive data sets, diverse user testing, and foundational ethics. This is part of Smarter AI for all at Lenovo, and it does not happen by accident. As the pace of innovation seems to somehow keep accelerating—and public trust in AI remains tenuous—this is especially important.

Our commitment to inclusive, responsible AI started years before the current generative AI boom, and it’s crucial to how we build trust in this era. While our efforts stretch back decades, the focus here is on inclusion and empowering women. It is, after all, Women’s History Month, and we’re right on the heels of International Women’s Day.

What began as an ambitious push from passionate employees evolved into a structured, company-wide approach to gender-fair AI. We’ve learned a lot along the way by critically examining how systems are being built, governed, tested, and consistently improved.

“Real transformation often starts with a few people who care deeply enough to act,” said Marine Rabeyrin, EMEA Education Director at Lenovo and an established leader in corporate citizenship. “One of the strongest lessons from this journey is that motivated individuals really can influence an entire organization—when they are proactive, persistent, and able to build a community of changemakers.”

From intention to action

Lenovo’s Women & AI initiative emerged from participation in Cercle InterL, a French tech inclusion network, beginning in 2019. And as momentum built, Lenovo joined InterL’s ‘Women and AI’ Charter in 2021. Those commitments helped Lenovo develop a comprehensive approach to inclusive AI, including how it should be evaluated.

We undertook rigorous self-assessments in 2021, 2023, and 2026. We’ve experienced meaningful progress from an early baseline that highlighted strong instincts to a much more consistent and holistic governance model today.

“You have to be honest, individually and as an organization,” Marine said. “Our internal assessments pull no punches, and we never sugarcoat the findings. That’s the only way to ensure the progress is real and measurable.”

The key parameters for those evaluations include governance, compliance by design, data selection and processing, team inclusion, awareness and accountability, and ethics of algorithms.

Governance

One of the clearest drivers of progress for Lenovo has been the strengthening of AI governance and internal awareness around bias risks in AI systems. As our governance structures and committees matured, they gave responsible AI work greater clarity, consistency, and longevity. Establishing and empowering a Responsible AI Committee to review our technology, define benchmarks, and overhaul processes was essential.

Compliance by design

Inclusion and fairness are most effective when they are built into AI systems from the beginning and not simply reviewed at the end. That means designing with bias mitigation in mind from the outset and aligning early with emerging regulatory expectations, including developments such as the EU AI Act. There’s a fundamental mindset shift that some organizations may need to demand. That initial lift may be difficult, but it pays off.

Team inclusion

Better AI comes from broader thinking. Our progress has been supported by collaboration across inclusion, legal, regulatory and technical teams, as well as by leaders who could bridge AI expertise with inclusion priorities. This kind of cross-functional effort helps surface blind spots earlier and makes decision-making stronger. AI systems are shaped by the people who build, guide, and govern them. The more perspectives brought into that process, the better the outcome is likely to be.

Awareness and accountability

Building inclusive AI cannot rest with a single team. It requires broader organizational awareness, shared ownership, external commitments, and visible support from leadership. At Lenovo, executive sponsorship gives this work essential momentum and credibility. Just as important, our company culture and employee resource group infrastructure helped employees turn ideas into action and scale their impact.

“Doing the right thing with AI takes more than good intentions,” said Ada Lopez, head of Lenovo’s Inclusive Product Design Office. “It requires institutional support, clear accountability and a company-wide appetite to ask the right questions early. When that support is in place, inclusion becomes something a company can genuinely operationalize and scale.”

Data and algorithms

Over time, our approach evolved from evaluating individual AI solutions to examining broader governance processes across data, algorithms, monitoring, HR, and awareness. The algorithms and training data powering AI can reflect unconscious bias that must be proactively and meticulously addressed. Responsible AI requires understanding systems, assumptions, and processes. Organizations that want to build more inclusive AI need to look at the full chain, from data inputs to design choices to oversight mechanisms.

Organizational transformation

Our experience also shows that this work can have positive effects beyond product development alone. Lenovo has applied AI in areas such as learning and upskilling, including using AI in our HR systems to recommend training based on employee interests. That helps create more equitable access to learning opportunities and broadens the impact of inclusive AI thinking across the company.

Taken together, these lessons form a practical roadmap for other organizations. Assess where you are. Build governance. Involve diverse voices. Embed compliance early. Educate widely. Keep improving.

That is what we have worked to do at Lenovo. And while the journey is ongoing, our progress shows what is possible when responsible AI is treated as a business imperative rather than a side discussion.

“One of the real privileges of leadership is empowering people and championing their vision,” said Calvin J. Crosslin, Lenovo VP and Chief Inclusion Officer. “The Women & AI initiative reflects what can happen when committed people are given the support to lead meaningful change. At Lenovo, we deliver smarter AI for all, which means it’s responsible, inclusive, and built to create trust.”

Our Women & AI journey has shown us that responsible, inclusive AI requires both conviction and structure. It takes people who care, leaders who listen and systems that hold us accountable. Most of all, it requires a belief that innovation is strongest when it works for everyone.

By Chloé Broguet, Global Corporate & ESG Communications Manager, Lenovo

Every company developing AI technology should prioritize inclusive data sets, diverse user testing, and foundational ethics. This is part of Smarter AI for all at Lenovo, and it does not happen by accident. As the pace of innovation seems to somehow keep accelerating—and public trust in AI remains tenuous—this is especially important.

Our commitment to inclusive, responsible AI started years before the current generative AI boom, and it’s crucial to how we build trust in this era. While our efforts stretch back decades, the focus here is on inclusion and empowering women. It is, after all, Women’s History Month, and we’re right on the heels of International Women’s Day.

What began as an ambitious push from passionate employees evolved into a structured, company-wide approach to gender-fair AI. We’ve learned a lot along the way by critically examining how systems are being built, governed, tested, and consistently improved.

“Real transformation often starts with a few people who care deeply enough to act,” said Marine Rabeyrin, EMEA Education Director at Lenovo and an established leader in corporate citizenship. “One of the strongest lessons from this journey is that motivated individuals really can influence an entire organization—when they are proactive, persistent, and able to build a community of changemakers.”

From intention to action

Lenovo’s Women & AI initiative emerged from participation in Cercle InterL, a French tech inclusion network, beginning in 2019. And as momentum built, Lenovo joined InterL’s ‘Women and AI’ Charter in 2021. Those commitments helped Lenovo develop a comprehensive approach to inclusive AI, including how it should be evaluated.

We undertook rigorous self-assessments in 2021, 2023, and 2026. We’ve experienced meaningful progress from an early baseline that highlighted strong instincts to a much more consistent and holistic governance model today.

“You have to be honest, individually and as an organization,” Marine said. “Our internal assessments pull no punches, and we never sugarcoat the findings. That’s the only way to ensure the progress is real and measurable.”

The key parameters for those evaluations include governance, compliance by design, data selection and processing, team inclusion, awareness and accountability, and ethics of algorithms.

Governance

One of the clearest drivers of progress for Lenovo has been the strengthening of AI governance and internal awareness around bias risks in AI systems. As our governance structures and committees matured, they gave responsible AI work greater clarity, consistency, and longevity. Establishing and empowering a Responsible AI Committee to review our technology, define benchmarks, and overhaul processes was essential.

Compliance by design

Inclusion and fairness are most effective when they are built into AI systems from the beginning and not simply reviewed at the end. That means designing with bias mitigation in mind from the outset and aligning early with emerging regulatory expectations, including developments such as the EU AI Act. There’s a fundamental mindset shift that some organizations may need to demand. That initial lift may be difficult, but it pays off.

Team inclusion

Better AI comes from broader thinking. Our progress has been supported by collaboration across inclusion, legal, regulatory and technical teams, as well as by leaders who could bridge AI expertise with inclusion priorities. This kind of cross-functional effort helps surface blind spots earlier and makes decision-making stronger. AI systems are shaped by the people who build, guide, and govern them. The more perspectives brought into that process, the better the outcome is likely to be.

Awareness and accountability

Building inclusive AI cannot rest with a single team. It requires broader organizational awareness, shared ownership, external commitments, and visible support from leadership. At Lenovo, executive sponsorship gives this work essential momentum and credibility. Just as important, our company culture and employee resource group infrastructure helped employees turn ideas into action and scale their impact.

“Doing the right thing with AI takes more than good intentions,” said Ada Lopez, head of Lenovo’s Inclusive Product Design Office. “It requires institutional support, clear accountability and a company-wide appetite to ask the right questions early. When that support is in place, inclusion becomes something a company can genuinely operationalize and scale.”

Data and algorithms

Over time, our approach evolved from evaluating individual AI solutions to examining broader governance processes across data, algorithms, monitoring, HR, and awareness. The algorithms and training data powering AI can reflect unconscious bias that must be proactively and meticulously addressed. Responsible AI requires understanding systems, assumptions, and processes. Organizations that want to build more inclusive AI need to look at the full chain, from data inputs to design choices to oversight mechanisms.

Organizational transformation

Our experience also shows that this work can have positive effects beyond product development alone. Lenovo has applied AI in areas such as learning and upskilling, including using AI in our HR systems to recommend training based on employee interests. That helps create more equitable access to learning opportunities and broadens the impact of inclusive AI thinking across the company.

Taken together, these lessons form a practical roadmap for other organizations. Assess where you are. Build governance. Involve diverse voices. Embed compliance early. Educate widely. Keep improving.

That is what we have worked to do at Lenovo. And while the journey is ongoing, our progress shows what is possible when responsible AI is treated as a business imperative rather than a side discussion.

“One of the real privileges of leadership is empowering people and championing their vision,” said Calvin J. Crosslin, Lenovo VP and Chief Inclusion Officer. “The Women & AI initiative reflects what can happen when committed people are given the support to lead meaningful change. At Lenovo, we deliver smarter AI for all, which means it’s responsible, inclusive, and built to create trust.”

Our Women & AI journey has shown us that responsible, inclusive AI requires both conviction and structure. It takes people who care, leaders who listen and systems that hold us accountable. Most of all, it requires a belief that innovation is strongest when it works for everyone.

By Chloé Broguet, Global Corporate & ESG Communications Manager, Lenovo

Every company developing AI technology should prioritize inclusive data sets, diverse user testing, and foundational ethics. This is part of Smarter AI for all at Lenovo, and it does not happen by accident. As the pace of innovation seems to somehow keep accelerating—and public trust in AI remains tenuous—this is especially important.

Our commitment to inclusive, responsible AI started years before the current generative AI boom, and it’s crucial to how we build trust in this era. While our efforts stretch back decades, the focus here is on inclusion and empowering women. It is, after all, Women’s History Month, and we’re right on the heels of International Women’s Day.

What began as an ambitious push from passionate employees evolved into a structured, company-wide approach to gender-fair AI. We’ve learned a lot along the way by critically examining how systems are being built, governed, tested, and consistently improved.

“Real transformation often starts with a few people who care deeply enough to act,” said Marine Rabeyrin, EMEA Education Director at Lenovo and an established leader in corporate citizenship. “One of the strongest lessons from this journey is that motivated individuals really can influence an entire organization—when they are proactive, persistent, and able to build a community of changemakers.”

From intention to action

Lenovo’s Women & AI initiative emerged from participation in Cercle InterL, a French tech inclusion network, beginning in 2019. And as momentum built, Lenovo joined InterL’s ‘Women and AI’ Charter in 2021. Those commitments helped Lenovo develop a comprehensive approach to inclusive AI, including how it should be evaluated.

We undertook rigorous self-assessments in 2021, 2023, and 2026. We’ve experienced meaningful progress from an early baseline that highlighted strong instincts to a much more consistent and holistic governance model today.

“You have to be honest, individually and as an organization,” Marine said. “Our internal assessments pull no punches, and we never sugarcoat the findings. That’s the only way to ensure the progress is real and measurable.”

The key parameters for those evaluations include governance, compliance by design, data selection and processing, team inclusion, awareness and accountability, and ethics of algorithms.

Governance

One of the clearest drivers of progress for Lenovo has been the strengthening of AI governance and internal awareness around bias risks in AI systems. As our governance structures and committees matured, they gave responsible AI work greater clarity, consistency, and longevity. Establishing and empowering a Responsible AI Committee to review our technology, define benchmarks, and overhaul processes was essential.

Compliance by design

Inclusion and fairness are most effective when they are built into AI systems from the beginning and not simply reviewed at the end. That means designing with bias mitigation in mind from the outset and aligning early with emerging regulatory expectations, including developments such as the EU AI Act. There’s a fundamental mindset shift that some organizations may need to demand. That initial lift may be difficult, but it pays off.

Team inclusion

Better AI comes from broader thinking. Our progress has been supported by collaboration across inclusion, legal, regulatory and technical teams, as well as by leaders who could bridge AI expertise with inclusion priorities. This kind of cross-functional effort helps surface blind spots earlier and makes decision-making stronger. AI systems are shaped by the people who build, guide, and govern them. The more perspectives brought into that process, the better the outcome is likely to be.

Awareness and accountability

Building inclusive AI cannot rest with a single team. It requires broader organizational awareness, shared ownership, external commitments, and visible support from leadership. At Lenovo, executive sponsorship gives this work essential momentum and credibility. Just as important, our company culture and employee resource group infrastructure helped employees turn ideas into action and scale their impact.

“Doing the right thing with AI takes more than good intentions,” said Ada Lopez, head of Lenovo’s Inclusive Product Design Office. “It requires institutional support, clear accountability and a company-wide appetite to ask the right questions early. When that support is in place, inclusion becomes something a company can genuinely operationalize and scale.”

Data and algorithms

Over time, our approach evolved from evaluating individual AI solutions to examining broader governance processes across data, algorithms, monitoring, HR, and awareness. The algorithms and training data powering AI can reflect unconscious bias that must be proactively and meticulously addressed. Responsible AI requires understanding systems, assumptions, and processes. Organizations that want to build more inclusive AI need to look at the full chain, from data inputs to design choices to oversight mechanisms.

Organizational transformation

Our experience also shows that this work can have positive effects beyond product development alone. Lenovo has applied AI in areas such as learning and upskilling, including using AI in our HR systems to recommend training based on employee interests. That helps create more equitable access to learning opportunities and broadens the impact of inclusive AI thinking across the company.

Taken together, these lessons form a practical roadmap for other organizations. Assess where you are. Build governance. Involve diverse voices. Embed compliance early. Educate widely. Keep improving.

That is what we have worked to do at Lenovo. And while the journey is ongoing, our progress shows what is possible when responsible AI is treated as a business imperative rather than a side discussion.

“One of the real privileges of leadership is empowering people and championing their vision,” said Calvin J. Crosslin, Lenovo VP and Chief Inclusion Officer. “The Women & AI initiative reflects what can happen when committed people are given the support to lead meaningful change. At Lenovo, we deliver smarter AI for all, which means it’s responsible, inclusive, and built to create trust.”

Our Women & AI journey has shown us that responsible, inclusive AI requires both conviction and structure. It takes people who care, leaders who listen and systems that hold us accountable. Most of all, it requires a belief that innovation is strongest when it works for everyone.

Home dialysis is transforming kidney care in the remote landscapes of the American Southwest. In this documentary, we explore how DaVita care teams are helping to address geographic barriers by serving patients living on the Navajo Nation and Hopi Reservation through life-sustaining dialysis treatment right from their own homes. 

In this video: 

• Hear powerful stories from patients like Lisa and Nobert, who share how home dialysis (including peritoneal dialysis) has given them their freedom back. Learn how treating at home can offer eligible patients more flexibility and potentially improve quality of life on dialysis, even in areas with limited infrastructure.
• See how culturally informed care and strong provider-patient relationships are bridging the gap in rural healthcare access. This story highlights the delivery of compassionate, high-quality end-stage kidney disease support to underserved communities. 

This is a new blueprint for Indigenous health: delivering personalized care by meeting patients exactly where they are. 

*Service provider and modality selection are choices made exclusively between the patient and nephrologist. DaVita defers to the nephrologist to prescribe treatment type, frequency, medications, and access placement on a patient-by-patient basis. 

Learn more about kidney care and home dialysis options.
Explore more DaVita stories and perspectives on kidney care.

Home dialysis is transforming kidney care in the remote landscapes of the American Southwest. In this documentary, we explore how DaVita care teams are helping to address geographic barriers by serving patients living on the Navajo Nation and Hopi Reservation through life-sustaining dialysis treatment right from their own homes. 

In this video: 

• Hear powerful stories from patients like Lisa and Nobert, who share how home dialysis (including peritoneal dialysis) has given them their freedom back. Learn how treating at home can offer eligible patients more flexibility and potentially improve quality of life on dialysis, even in areas with limited infrastructure.
• See how culturally informed care and strong provider-patient relationships are bridging the gap in rural healthcare access. This story highlights the delivery of compassionate, high-quality end-stage kidney disease support to underserved communities. 

This is a new blueprint for Indigenous health: delivering personalized care by meeting patients exactly where they are. 

*Service provider and modality selection are choices made exclusively between the patient and nephrologist. DaVita defers to the nephrologist to prescribe treatment type, frequency, medications, and access placement on a patient-by-patient basis. 

Learn more about kidney care and home dialysis options.
Explore more DaVita stories and perspectives on kidney care.

Home dialysis is transforming kidney care in the remote landscapes of the American Southwest. In this documentary, we explore how DaVita care teams are helping to address geographic barriers by serving patients living on the Navajo Nation and Hopi Reservation through life-sustaining dialysis treatment right from their own homes. 

In this video: 

• Hear powerful stories from patients like Lisa and Nobert, who share how home dialysis (including peritoneal dialysis) has given them their freedom back. Learn how treating at home can offer eligible patients more flexibility and potentially improve quality of life on dialysis, even in areas with limited infrastructure.
• See how culturally informed care and strong provider-patient relationships are bridging the gap in rural healthcare access. This story highlights the delivery of compassionate, high-quality end-stage kidney disease support to underserved communities. 

This is a new blueprint for Indigenous health: delivering personalized care by meeting patients exactly where they are. 

*Service provider and modality selection are choices made exclusively between the patient and nephrologist. DaVita defers to the nephrologist to prescribe treatment type, frequency, medications, and access placement on a patient-by-patient basis. 

Learn more about kidney care and home dialysis options.
Explore more DaVita stories and perspectives on kidney care.