Author: sHq_LoGiNz

Over the past decade, employees at MilliporeSigma, the U.S. and Canada Life Science business of Merck KGaA, Darmstadt, Germany, have turned a global employee volunteer program into a real movement. As SPARK™ marks its 10^th anniversary, the “10 Years, 10 Stories” series reflects on a decade of impact and the employees, students, and organizations that have been at the heart of the program.

For the first article in this series, MilliporeSigma’s own employees will be in the spotlight. Employees around the world have volunteered nearly 200,000 hours over the past 10 years, participating in more than 6,500 events and bringing hands-on science learning to more than 600,000 students. From interacting with Curiosity programming and welcoming students into laboratories, to organizing food drives and community initiatives, these employees embody the company’s commitment to supporting and strengthening communities around the world.

Jennifer Bollinger, Associate Project Manager

 

For the past decade, Jennifer Bollinger has been helping inspire the next generation of scientists through SPARK™. Exceptional science teachers fueled her own love of the field and helped lead her to study biology and microbiology.  She has volunteered consistently since SPARK™ launched in 2016 because she believes all students should have hands-on access to science education. Whether teaching classroom lessons, supporting community events, or participating in initiatives like the Global Food Drive, Jennifer sees every volunteer opportunity as a chance to positively affect her community.

Eric Reyes, Belonging and Inclusion Relationship and Program Manager, Americas

 

Since SPARK™ launched in 2016, Eric Reyes has volunteered with a simple belief: everyone should have access to opportunities that spark curiosity and help them better understand the world around them. He is also passionate about representing the disability community in STEM and showing young people that a career in science is within reach. One of his favorite volunteer memories was helping host a Curiosity Labs™ event for deaf grade school students at the company’s Laclede, St. Louis facility, where volunteers and ASL interpreters guided students through a DNA experiment. 

Paula Fernandez, Quality Manager Commercial Subsidiaries

 

For 10 years, Paula has been an active SPARK™ volunteer, driven by a desire to contribute to initiatives that make a meaningful difference in her community. While she enjoys every opportunity to engage with students, her favorite moments come when she is presenting science experiments and seeing excitement from participants as they learn through hands-on discovery. Beyond volunteering, Paula appreciates how SPARK™ has become a community of its own at the company, bringing colleagues together across teams through a shared sense of purpose. Whether answering unexpected questions or watching students discover something new, she finds the greatest reward in the small moments that inspire curiosity and create lasting impact.

Palani Subramaniam, Senior Global Product Manager, DxRM – Production Materials

 

For Palani Subramaniam, volunteering through SPARK™ is deeply personal. Having grown up with limited access to science resources, he understands the impact that exposure and opportunity can have on a young person’s future. Since 2016, he has volunteered to help bring those opportunities to students in his community. One of his most memorable moments was leading a STEM outreach session for school children in Bangalore and watching their curiosity come alive through hands-on learning—a reminder that curiosity exists in everyone and simply requires a spark.

Learn more about SPARK™ and the company’s Curiosity Programs by visiting our Employee and Community Engagement website.

The AI Visibility Tracker shows you what ChatGPT, Claude, and Gemini are saying about your brand — and alongside your Visibility Score, it grades sentiment: favorable, critical, passing mention, or absent entirely.

Most sentiment tools are word counters. They tally positive and negative language and hand back a score. That works for tweets, not for brand mentions embedded in topics like climate, supply chains, or public health — where the subject matter reads negative on the surface even when the brand is part of the solution. A response about plastic pollution that credits a company’s cleanup commitment isn’t negative coverage. A word counter would score it that way anyway.

So we built sentiment grading around one question: how does this response portray your brand specifically — not the topic around it.

Every response captured from ChatGPT, Claude, Gemini, and Perplexity goes through a rubric-based evaluation landing on one label: positive, neutral, negative, mixed, or unknown. Four rules drive it: sentiment is attributed to your brand alone, not competitors or industry chatter; topic negativity doesn’t automatically transfer to company sentiment; “not mentioned” is flagged low-confidence rather than treated as a real neutral; and mixed coverage stays mixed instead of averaging out.

Your score is the starting point, not the finish line. Every sentiment call links back to the original AI response, so you can see exactly what drove it — and with AIVT Advanced, explore the prompt, confidence score, and full response side by side.

See it in action:

 

Below is a recap of an article published by TechRadar Pro

GoDaddy is expanding Airo, its suite of AI-powered tools for small businesses, to WordPress, giving customers a simpler way to create and manage their online presence while maintaining the flexibility of the WordPress platform.

Airo for WordPress helps customers get a website up and running quickly, using AI to support tasks that can otherwise require significant time or technical expertise. Beyond initial setup, customers can use AI assistance to make updates, manage website functionality and continue improving their site as their business evolves.

The experience brings AI into the WordPress environment, allowing customers to work within the platform while retaining access to its broad ecosystem of plugins and tools. This gives customers more flexibility in how they build and manage their websites, whether they prefer AI assistance for certain tasks or want to make changes themselves.

For small businesses and entrepreneurs, the goal is to make it easier to take advantage of WordPress without having to navigate every technical aspect on their own. Airo for WordPress can help reduce the time and effort involved in getting a site launched and keeping it up to date, allowing business owners to focus more on their customers and growth.

With Airo for WordPress, GoDaddy is helping customers combine the efficiency of AI with the capabilities of WordPress, creating a more approachable experience for building, managing and growing a professional online presence.

Click to read the full TechRadar Pro article.

To learn more about GoDaddy, visit www.godaddy.com.

Cisco

The following is an excerpt from Cisco’s FY25 Purpose Report. Explore the full report to learn more about how we Power an Inclusive Future for All.

We aim to build a future where ecosystems are stronger and communities are resilient. 

At Cisco, we’re investing in resilient ecosystems today to build a stronger future tomorrow. In fact, a study by the World Resources Institute found that every US$1 invested in climate adaptation and nature-based resilience will yield an average of US$10.50 in environmental and social benefits over the next decade. To support resilient ecosystems, Cisco helps communities to adapt to climate realities, cultivate skills for changing economies, and protect and restore ecosystems and biodiversity. 

Investing in Innovation

In 2021, the Cisco Foundation pledged US$100 million over 10 years to fund a diverse portfolio of innovative climate solutions. This work is accomplished through:  

• Cash Grants to Nonprofits: Our nonprofit grants focus on investing in the people and communities that rely most on resilient ecosystems, including smallholder farmers and indigenous communities. Technological innovations like Terraso’s landscape data collection tools and Digital Green’s AI-powered application for farmers are central to this work. 
• Impact Investments: The Regenerative Future Fund, an impact investing vehicle for startups and venture funds, allows the Foundation to support climate solutions across the innovation life cycle. This includes investing in AI-native solutions and AI-enabled operations, such as Miraterra, which analyzes soil health and nutrients with ML.  

In addition to this work, Cisco Investments, the company’s venture investment arm, announced a new focus: investing in emerging technology companies that can help further Cisco’s sustainability goals and those of our customers. The first two funding recipients — CorPower Ocean, a startup that harnesses clean wave energy, and DEScycle, an organization that addresses e-waste on a local scale — embody our efforts to build a more sustainable, inclusive future.

Spotlight | Saving Endangered Species, One Network at a Time 

Rhinos, elephants, gorillas, pangolins — some of the planet’s most endangered animals are running out of time.

Since 2015, Cisco has partnered with the Connected Conservation Foundation (CCF) to help change that, equipping 46 protected areas across 13 countries with IoT and connectivity tools that help rangers stop poaching and safeguard wildlife in real time.

But protecting animals is only part of the story. In 2025, we teamed up with CCF to launch the Protected Area Technician Training Program, a free global course through Cisco Networking Academy that helps kickstart local careers in conservation technology. 

Addressing Water Impacts  

Water is essential to healthy communities and ecosystems, and Cisco works to protect this shared resource.

We address our impact by managing water responsibly in our direct operations. In fiscal 2025, we reduced water withdrawals for our direct operations by 11%.

We also work to promote water stewardship across our supply chain. We’re a founding and active member of the Responsible Business Alliance (RBA) and have formally adopted the RBA Code of Conduct as our Supplier Code of Conduct, which explicitly addresses water stewardship requirements. In addition, our approach to water stewardship is aligned with the United Nations Sustainable Development Goal 6: Clean Water and Sanitation and the Alliance for Water Stewardship (AWS) framework.

In fiscal 2025, as an AWS member, we advanced our supply chain participation in the AWS Collective Action Accelerator. This collaborative, place-based approach to water stewardship brings multiple sites together to share costs and maximize impact.

Spotlight | Powering Belgium’s Smart Water Network

Our water conservation efforts extend beyond the walls of Cisco, with our customers leveraging Cisco products and services to achieve their goals. Compagnie Intercommunale Liégeoise des Eaux (CILE), a Belgian public utility company, supplies water to a half million people throughout the region. To enhance operational efficiency and improve decision making, CILE aimed to create a smart network of sensors across 3,500 kilometers of pipes.

With Cisco technology, we helped CILE build its own IoT telecom network. The resulting water system improves efficiency, cuts costs, and supports the region’s long-term sustainability goals.

Reducing Waste in Our Direct Operations

In fiscal 2025, as an AWS member, we advanced our supply chain participation in the AWS Collective Action Accelerator. This collaborative, place-based approach to water stewardship brings multiple sites together to share costs and maximize impact. 

Throughout our global facilities, we work to reduce operational waste and reuse and recycle materials. In fiscal 2025, we generated 5,250 metric tonnes of total waste and diverted approximately 85% of the waste generated at our facilities from landfills globally. We achieved this through a combination of reuse, recycling, composting, and donations. 

Read the full FY25 Purpose Report

At Cisco, our Purpose is core to who we are and what we do. Learn more about our goals and progress to date in our Purpose Reporting Hub. 

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Patrick O’Connell, CFA | Director—Responsible Investing Portfolio Solutions and Research
Sammy Suzuki, CFA | Head—Emerging Markets Equities; Deputy Head—Equities
Christian DiClementi | Head—Emerging Market Debt
Teresa Keane | Managing Director—Equities

The energy transition is powering EM, but not all countries and companies will benefit equally.

Emerging markets (EM) are using low-cost renewables to cut fuel imports, stabilize power costs and improve energy security—positioning EM as the growth engine of the energy transition. Countries and companies that leverage their dominance in critical minerals and green technology could pull ahead, creating dispersion in potential outcomes for investors.

After more than a decade of stagnation, demand for electricity is surging globally on the strength of artificial intelligence and its associated infrastructure buildout. Across many regions, per capita electricity consumption is expected to reach record highs by 2030. And with their population growth rates exceeding those of the developed world, emerging economies are a primary source of increased electricity demand.

Energy production is also evolving, with renewables making up a growing share of global capacity. Across the developing world, renewable energy is expected to comprise the majority of power capacity additions in the coming decades, with solar and wind leading the way. In our view, this isn’t a fleeting trend; it’s a structural change driven by population growth, urbanization and expanding electrification needs.

For EM, Renewables Enable Economic Growth and Energy Security 

Thanks to supportive grids and regulatory policies, deployment of renewables is expanding in EM. Moreover, renewable power is cheaper to build and operate in most major EM than in developed markets, supporting cost competitiveness and industrial strength (Display)

 

The combination of resource control—most critical minerals are concentrated in EM—and cost stabilization is helping to fuel EM’s role as the growth engine for the energy transition, allowing for broad-based economic resilience. For years, EM economies have been reducing reliance on energy imports, and recent geopolitical events are acting as a catalyst. The Middle East conflict is also creating renewed momentum for EM green bonds as governments look to mitigate energy-price volatility by funding renewable energy projects.

Value Creation Is Uneven, Creating Dispersion

But these advantages only go so far. Critical minerals must be mined, transported and processed for the clean-energy supply chain. And here the results have been uneven. Some countries have found success by scaling the production of critical minerals, with a small number dominating this part of the value chain (Display).

 

For the leaders, the result is geopolitical leverage, energy security and economic resilience, while the laggards are left with supply chain risk and limited economic benefits. In our view, the growing chasm between the haves and is creating dispersion in potential outcomes, increasing the importance of country and security selection.

Scaling Energy Production Is Key to Moving Up the Value Chain

Examples of scalable green-energy initiatives can be found in China and Southeast Asia.

China Hongqiao is one of the world’s largest producers of aluminium, which is among the most energy and carbon intensive industrial materials. Historically, much of aluminium’s production was powered by coal, resulting in high emissions. After years of operating in Shandong province, China Hongqiao moved production to Yunnan province, where the availability of water, wind and solar power make production cleaner.

This transition has been supported by significant capital investment, including RMB¥ 2–3 billion annually in grid maintenance and RMB¥ 6 billion in solar deployment. As a result, China Hongqiao has improved cost stability, mitigated carbon border risks and strengthened its long term positioning in a carbon constrained global market.

Elsewhere in China, companies have been able to scale renewables to increase volume while shoring up margins. For example, solar manufacturer Sungrow has combined the manufacture of solar and energy storage systems—both required for major utility projects—into a rising revenue base. Contemporary Amperex Technology (CATL), the world’s largest EV battery manufacturer, has used both scale and cost leadership to meet demand for grid scale battery energy storage systems. This has allowed CATL to grow unit volume while improving margins.

South Korea has found a different path to cost competitiveness. The country is still heavily dependent on imported coal and gas and subject to seasonal nuclear reliability constraints. But after adding renewable capacity in recent years, South Korea’s energy costs have fallen meaningfully, making renewables competitive relative to fossil fuels (Display).

 

Other regions are using creative financing to transition from fossil fuels to renewables. In Chile, the government has teamed up with the private sector to develop the country’s green and sustainability linked bond market, paving new pathways for the energy transition.

Similar examples can be found all over the developing world, but progress is uneven and investors must be selective.

Ultimately, scalability and execution are critical to moving up the value chain, in our analysis. In time, we expect to see a broader base of EM reap the economic benefits of renewable energy. For now, only select countries and companies are well-positioned. We think active management and careful credit selection will be essential to picking these winners of the energy transition.

The authors would like to thank Waseem Amin, ESG Strategy and Client Solutions Analyst, and Sourish Chatterjee, Research Analyst, for their contributions to this piece.

The views expressed herein do not constitute research, investment advice or trade recommendations, do not necessarily represent the views of all AB portfolio-management teams and are subject to change over time.

References to specific securities discussed are for illustrative purposes only and should not to be considered recommendations by AllianceBernstein L.P. It should not be assumed that investments in the securities mentioned have necessarily been or will necessarily be profitable.

Learn more about AB’s approach to responsibility here.

Responsible Supply ChainAt Griffith Foods, sustainability isn’t just a value, it’s a commitment we embed across our entire supply chain. We’re proud to announce a major milestone in our supplier sustainability journey: 80% of our spend with direct suppliers has achieved an EcoVadis assessment score of 50 or higher, reflecting strong performance in environmental, social, and ethical practices.

As we work to create a sustainable food system network, our suppliers are a critical part of our strategy. To understand each supplier’s progress and gaps across environmental, labor and human rights, ethics, and procurement topics, we use the EcoVadis assessment, which is a globally recognized platform that provides analyst-verified sustainability ratings for companies across 180 countries and 205 industries. In 2020, we set a goal to reach 80% of our spend with direct suppliers scoring 50 points (passing) or higher in the EcoVadis assessment by 2025 and are proud to have achieved our target.

Building a Resilient, Responsible Supply Chain

Assessing our suppliers helps us identify where we can support them to drive climate action, manage human rights, and improve governance. Our supplier program integrates EcoVadis assessments throughout the procurement lifecycle:

• Assessment: New and existing suppliers are required to complete an EcoVadis assessment as part of our sustainability commitment. Suppliers undergo reassessment semi-annually.
• Monitoring: We use the EcoVadis dashboards to inform our tracking of supplier progress and identify opportunities for improvement.
• Collaboration: Suppliers receive tailored scorecards and guidance tools to help them continuously improve their sustainability practices. Griffith Foods works with suppliers to address areas of concern and to drive continuous improvement with the suppliers’ EcoVadis score.

We’re driving the industry standard

Our impact on our suppliers is quantifiable – Griffith Foods suppliers score over 6 points higher than the average Food & Beverage company supplier and nearly 10 points higher than all rated companies in the EcoVadis network. Our purchasing team members work directly and advise suppliers to help improve their management practices and set targets.

What’s Next?

This milestone—80% of direct spend with suppliers scoring 50 points or higher—demonstrates the power of collaboration and shared responsibility. It also reflects our suppliers’ dedication to helping us create a sustainable food system and achieving our 2030 Aspirations.

We’re not stopping here. We’re continuing to deepen engagement with suppliers who are still progressing toward the 50-point threshold and to support them with resources from the EcoVadis Academy and corrective action plans. Building on our progress, we have launched a Net Zero Supplier Engagement Program that focuses on emissions reduction activities in partnership with our suppliers.

We believe that sustainability is a journey, and every step forward strengthens our collective impact towards our creating a sustainable food system.

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At the world’s largest washing machine factory, Whirlpool Corp. showcases the start of its $300 million Ohio investment and the licensed skilled trades professionals building the next generation of American-made appliances

Whirlpool Corp. highlighted its nearly 70-year-old apprenticeship program Monday during a visit from Acting U.S. Secretary of Labor Keith Sonderling to its Clyde facility, the largest washing machine factory in the world. Joined by state and local leaders, Sonderling took a firsthand look at how the only remaining major American-owned appliance manufacturer builds and maintains its skilled workforce.

The Clyde plant, in operation since 1952, employs approximately 2,600 people and has run a formal apprenticeship program since 1958. Sonderling met with current apprentices and journeymen in the plant’s tool room, walked a section of the facility being modernized through the company’s recent $300 million investment in its U.S. laundry operations and reviewed the training academy for new production employees.

The visit came the same day Sonderling convened a workforce roundtable with U.S. Senator Jon Husted and northwest Ohio business leaders at Owens Community College in Perrysburg, where Whirlpool was among the participating employers.

“Our apprenticeship and training programs run in partnership with career technology centers, high schools and community colleges drawing on homegrown talent, including second and third-generation employees, to build what comes next.” 

“Whirlpool believes in the future of U.S. manufacturing because we see what our people can do when we invest in them,” said Kristin Day, Whirlpool Corporation vice president of U.S. manufacturing. “Our apprenticeship and training programs run in partnership with career technology centers, high schools and community colleges drawing on homegrown talent, including second and third-generation employees, to build what comes next. We thank Acting Secretary Sonderling for visiting and the Administration’s focus on the skilled trades and creating a level playing field for domestic producers that helps American manufacturers keep investing and building here.”

“Whirlpool is a leader not just in American manufacturing but also in workforce development,” said Acting Labor Secretary Keith Sonderling. “Touring their facility, speaking with apprentices, and learning about the decades of experience the company has in training new hires and preparing them for long-term careers gave me invaluable insights. Under President Trump’s leadership, the Department of Labor is committed to fostering industry-driven innovation to bridge America’s skills gap.”

“For more than 70 years, generations of Clyde families have built careers inside the Whirlpool plant,” said Doug McCauley, Clyde Mayor. “Whirlpool’s apprenticeship and workforce programs are how the next generation gets the same shot of learning a trade, earning a paycheck and a future in Clyde. We’re grateful Secretary Sonderling came to see where American manufacturing is headed and the people taking it there.”

 

Whirlpool is investing $300 million in its Clyde and Marion laundry operations — work that includes new and modernized lines and a new generation of front-load washers and dryers launching later this year. In Perrysburg, construction is underway for the company’s newest manufacturing facility that will house a new parts and sub-assembly plant and employ up to 150 people.

 

Whirlpool is the only remaining major kitchen and laundry appliance company still based in America, building 80% of what it sells in the U.S., three times the industry average. Whirlpool has approximately 20,000 U.S. employees, including 14,000 manufacturing workers. Ninety-six percent of its steel is sourced from the U.S., and the vast majority of materials and components for its U.S. factories are produced in-house or sourced from domestic suppliers.

A skilled trades pipeline that begins in high school

Whirlpool is focused on attracting strong talent, creating defined career pathways and constantly focusing on how to make Whirlpool the best place to work. Whirlpool has expanded its apprenticeship and certification programs with some of the largest classes in its history, recognizing the growing need for skilled trades.

The Clyde apprenticeship at Whirlpool is a four-year, state-certified program that pairs classroom instruction with on-the-job training alongside working journeymen. Apprentices maintain and rebuild the dies, tools, molds and automated equipment that keep the plant running, and graduate into a variety of roles. The result is a debt-free alternative to a four-year degree for students who want to earn and build a career in Sandusky County.

The apprenticeship sits alongside other Whirlpool workforce pathways: 

• An on-site training academy where new production employees learn and certify on plant processes
• Expanded certification programs, with some of the largest classes in the company’s history
• Tuition reimbursement that allows hourly employees to earn degrees and move into engineering and plant leadership roles

The next class of apprentices starts this fall. Four years from now, they will be the journeymen showing the next class around.

Whirlpool Foundation
Since 1952, the Whirlpool Foundation has been making real, positive differences in local communities where Whirlpool Corporation families live and work. This is accomplished through two central pillars: House+Home. “House” supports a decent and affordable place to live and plan for the future, and “Home” focuses on creating thriving, resilient communities with the essential services, quality education, and job training needed to help people dream bigger and do better. The Foundation has an absolute commitment to equality and fairness and takes an innovative approach to social investing that prioritizes impact with measurable results.

View original content here.

Throughout DaVita’s 25+ year history, we’ve led the way in patient-centered kidney care. Our work has played a key role in reducing hospitalizations, extending lifespan and helping propel the kidney care community to adopt universally high standards.

Since day one, our commitment has never wavered: insistence on high quality and holistic care for every patient we serve.

A Decades-Long Legacy of Five-Star Quality 

As a comprehensive kidney care provider, DaVita has been a leader in clinical quality and innovation for over 25 years. For the ten most recently reported years, we have excelled under the Centers for Medicare & Medicaid Services’ (CMS) Five-Star Quality Rating system, which rates eligible dialysis centers based on the quality of outcomes. These rankings help patients, their families and caregivers make more informed decisions about where patients receive care.

Learn more about the CMS quality ratings here.

Commitments in Action

Building the Future of Value-Based Care
DaVita Integrated Kidney Care (DaVita IKC) is DaVita’s value-based care program. DaVita IKC provides integrated care management services to health plans and government programs for members and beneficiaries diagnosed with end stage kidney disease (ESKD) and chronic kidney disease (CKD). The program brings together a range of services including health monitoring, clinical coordination, predictive analytics and medical claims analysis to pioneer new models that will drive the future of kidney care. Together with our partners, we’re helping patients access superior kidney healthcare to help generate improved clinical outcomes while simultaneously helping to reduce overall medical costs.

Learn more about DaVita IKC and our commitment to value-based care here.

Champions for Home Dialysis
Home dialysis offers a flexible, patient-centered option for those who are medically eligible and prefer to receive care at home. Patients are supported every step of the way with training, education and ongoing care from DaVita clinical teams.

• In 2025, approximately 16% of our patients dialyzed in the comfort and convenience of their home.¹
• Through our Kidney Smart® education program, we offer a specialized Home Edition class with modality-specific education. Designed to help people determine if a home modality is right for them, this class provides information and hands-on learning, plus a chance to hear from other patients about their experience with home dialysis.

Learn more about our commitment to home dialysis and its benefits to patients here.

Helping to Bring Transplantation Within Reach
Kidney transplant is the preferred treatment for patients who are medically eligible. Grounded in our commitment to patient outcomes, we’re working across multiple dimensions of technology and programming innovation to expand transplantation access and education. We’re proud that more than 109,000 DaVita patients were referred for a transplant at least once by the end of 2025, representing another record-setting year for our referral rates.

Created in partnership with MedSleuth and the greater transplant community, our BREEZE technology platform streamlines and improves the transplant process for candidates, donors, and referring clinicians, helping more transplants happen, more efficiently. In 2025, BREEZE referral enabled bidirectional communication between transplant centers and referring providers, directly benefiting the approximately 40,000 DaVita patients who were referred to transplant specifically via BREEZE.

2025 marked the second year of a pilot program supporting patients through the transplant process with dedicated transplant liaisons.

These professionals are hired specifically to help guide patients through the referral and work-up phases while partnering closely with transplant centers. We look forward to growing this program further in 2026.

In addition, in 2025 the DaVita Giving Foundation invested in several nonprofit partners to address critical barriers across the kidney transplant ecosystem, supporting patients from initial listing through waitlist maintenance and transplant completion.

This support has helped enable the creation of personalized microsites and dedicated mentor connections for individuals pursuing a kidney transplant, as well as wrap-around services to help individuals interested in serving as a living donor achieve eligibility.

Earning Patient Trust
The Net Promoter Score (NPS) rating reflects patients’ likelihood to recommend DaVita to others. We track this metric as a key indicator of patient positivity and trust. Our most recent NPS of 63 for dialysis patients reflects our commitment to individualized, exceptional care and support.

8,000+ DaVita patients received a kidney transplant in 2025

Our Patient Population is Incredibly Diverse DaVita serves an incredibly diverse patient population. Approximately 20% of our patients have a primary language other than English. More than 50% of our patients identify as Black or Hispanic. Many of the patients we serve are dually eligible for Medicare and Medicaid, representing some of the lowest income and most medically vulnerable populations.

Sector-wide data demonstrates that racial and socioeconomic disparities continue as patients advance through end stage kidney disease. We’re proud that our patients largely achieve similar outcomes across race in core clinical metrics such as hospitalizations, readmissions and infection rates in our U.S. outpatient dialysis centers.

Kidney Smart® Education
We offer comprehensive kidney education at no cost to the community through Kidney Smart. Available in person, online and by phone, the program provides kidney health education and lifestyle recommendations to help at-risk individuals understand kidney disease and apply strategies to help prevent disease progression.

Expanding access to non-English language Kidney Smart resources remains an important priority. To date, we’ve delivered this essential education in over 13 different languages. Learn more about Kidney Smart here.

Read more in DaVita’s 2025 Community Care Report

^{[1] Modality selections and decisions related to a patient’s care are made by the attending nephrologist and patient, and provided pursuant to a physician’s order} 

Bladder leaks, frequent trips to the bathroom, and pelvic discomfort are often dismissed as a normal part of aging. But just because something is common doesn’t make it normal.

As part of our Health Tech Untapped series, Emily Elswick, President of Pelvic Health at Medtronic, and Dr. Tope Rude, a reconstructive urologist and Co-Medical Director of Urologic Specialties at Stanford University, explore what patients are really experiencing, why care is often delayed, and how new awareness — and new technology — are transforming the future of pelvic health.

This interview has been edited for length and clarity.

When it’s time to talk about overactive bladder

Elswick: What’s the most common question you hear when patients finally make it to your office?
Dr. Rude: It’s almost always, “Is this how it has to be forever?” By that point, they’ve been dealing with symptoms for years and have started to believe this is just their reality.
Elswick: That’s something we hear all the time — people adjusting their lives around symptoms instead of realizing there may be options.

Elswick: It often takes years for them to get to you — five, seven, even 10 years. What finally pushes them to seek care?
Dr. Rude: It’s when it starts interfering with life. When they can’t go to the movies with friends, travel comfortably, or even enjoy simple moments with family. That’s when it shifts from manageable to something they want to change.
Elswick: Right, and you hear that in clinic settings, too. Patients will say, “I’ve had this for years,” and you wonder why they waited so long. A lot of times they were told it was “normal” or just part of getting older.

Overactive bladder symptoms and the impact on day-to-day life

Elswick: What are some of those symptoms people tend to normalize?
Dr. Rude: Frequent urination and leakage are big ones. People think, “That’s just how it is.” But it’s not normal, it’s just common.
Elswick: Exactly, common doesn’t mean you have to live with it. That’s such an important distinction.

Elswick: Can you talk about the impact these symptoms have beyond the physical?
Dr. Rude: It’s quiet, but it’s profound. When people don’t feel comfortable leaving their homes or being themselves, it affects their mental health and social lives. There’s also a cycle where stress can worsen symptoms, and symptoms increase stress.
Elswick: And that’s something we don’t talk about enough, the emotional toll, and how isolating it can feel.

How can I improve pelvic health, and what is considered normal?

Elswick: If someone is just starting to think about their pelvic health, what’s one thing they can do today?
Dr. Rude: Start with awareness. Many people don’t think about their pelvic floor at all. Pay attention to your habits, how often you’re going, and whether you’re straining. Incorporate simple things like stretching or yoga.
Elswick: And from my perspective, don’t wait to seek care. Seeing a specialist earlier can help you understand what’s going on and what your options are.

Elswick: Let’s talk about what’s considered normal. How often should someone be using the bathroom?
Dr. Rude: About six to eight times a day. If it’s significantly more — or less — it can signal that something isn’t quite right.
Elswick: That’s always surprising to people. Many think going more frequently is just part of daily life.

How your brain may impact overactive bladder symptoms

Elswick: One of the more surprising connections is between the brain and the bladder. Can you explain that?
Dr. Rude: The bladder doesn’t function on its own — it’s controlled by signals from the brain. When there’s a disconnect in that communication, it can lead to urgency or leakage.
Elswick: That’s such an important point because people often assume it’s just a “bladder issue,” when it’s really a system working together.

The future of overactive bladder care

Elswick: At Medtronic, we talk a lot about how technology improves care. What are you seeing in pelvic health?
Dr. Rude: Technology is transforming the space. Beyond advanced therapies, we now have tools that help patients track habits, set reminders, and better understand their symptoms. It’s making care more personalized.
Elswick: And it empowers patients to take a more active role in their care, which is huge.

Elswick: Last question — if you had to describe the future of pelvic health in one word?
Dr. Rude: Change.
Elswick: I love that. And I think we’re already seeing it — more conversations, less stigma, and people realizing they don’t have to just accept these symptoms as part of life.

About the experts

Dr. Tope Rude is a reconstructive urologist and Co-Medical Director of Urologic Specialties at Stanford University. She specializes in pelvic health and is dedicated to improving patient care through advanced therapies, education, and breaking down stigma around bladder and bowel conditions.

Emily Elswick is President of Pelvic Health at Medtronic. She is passionate about advancing patient-centered innovation and increasing awareness around pelvic health through technology, education, and open dialogue.

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Overactive bladder getting in the way? You have options.

August 18, 2026 /3BL/ – Comcast announced $55,000 in grants supporting six community organizations that are advancing digital opportunity initiatives in Lake, La Porte, and Porter Counties. The funding is part of Project UP, the company’s $1 billion commitment to advance digital opportunity and help create a future of unlimited possibilities.

The grants have helped expand access to digital skills training and technology resources for residents in Northwest Indiana. Recipients include:

• Citizens Concerned for the Homeless (Michigan City)
• MAAC Foundation (Valparaiso)
• Opportunity Enterprises (Valparaiso)
• Purdue Extension (Valparaiso)
• Urban League of Northwest Indiana (Gary)
• La Porte Friends of the Library (La Porte)

Several initiatives focus on targeted community needs. Earlier this year, Purdue Extension announced the launch of a Comcast-supported mobile computer lab to provide free digital skills education for adults ages 60 and older in Porter County. The MAAC Foundation has enhanced its digital education program for first responders, equipping firefighters, police officers, and emergency medical service professionals with critical technology skills.

“With Comcast’s support, we have been able to grow our Digital Skills Education programming,” said Gina Avila, Community Development Educator in Porter County, Purdue Extension. “The Senior Planet lessons provide adults 60+ with a safe space to learn and build confidence to live in today’s digital world.”

“Comcast’s continued support has enabled us to expand our digital education programming and invest directly in those who keep our communities safe,” said Nicole Gladstone, CEO of the MAAC Foundation.

Comcast also supported Citizens Concerned for the Homeless with educational tools and digital programming at Grace Learning Center and Sand Castle Shelter, where the company continues to operate a Lift Zone providing free, high-capacity WiFi access.

“Access to technology is essential for individuals working to rebuild stability in their lives,” said Tammy Rosebaum, Operations Director at Citizens Concerned for the Homeless. “Comcast’s support is enabling us to provide digital training and reliable connectivity that helps people gain confidence and build new skills.”

Additional funding will support accessible and adaptable technology for people with intellectual and developmental disabilities through Opportunity Enterprises, as well as digital training for aspiring entrepreneurs through the Urban League of Northwest Indiana. Comcast’s support for La Porte Friends of the Library is further expanding access to technology and strengthening digital skills for local residents.

“From helping senior residents build confidence online to ensuring first responders have the latest tools and training needed to thrive, these partnerships are creating meaningful impact in advancing digital opportunity in Northwest Indiana,” said Brian Rockensuess, Comcast’s Executive Director of Government and Community Affairs in Indiana. “In today’s connected world, digital skills are essential at every stage of life.”

Over the past three years, Comcast has made a total of more than $3 million in cash and in-kind contribution to Indiana nonprofits.