Author: sHq_LoGiNz

In an evolutionary step toward intelligent, autonomous business decision-making, SAP announced this week that it will make new sustainability AI agents generally available by the end of 2026.

SAP Sapphire in 2026: Advancing the Autonomous Enterprise

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Currently in beta, the agents help organizations deliver measurable results: a greater than 50% reduction in packaging compliance review hours, scenario simulation time cut from a day to 20 minutes, up to 80% reduction in manual GHS classification effort, and over 20% fewer packaging compliance errors.

The agents handle multi-step workflows that previously required hand-offs between teams and systems, including sustainability reporting preparation, packaging and product compliance assessments, carbon footprint simulation, and workplace safety documentation. They address mounting pressure across the enterprise: giving finance teams visibility into how carbon exposure affects forecasts; helping procurement teams manage regulatory risk without slowing down innovation; enabling supply chain teams to spot emission hotspots while maintaining service levels; and supporting operations in connecting safety observations to proactive, audit-ready actions.

New AI sustainability agents

The Sustainability Regulatory Readiness Agent helps organizations prepare for upcoming sustainability regulations such as the Corporate Sustainability Reporting Directive (CSRD) by translating materiality assessments into a defensible reporting scope and mapping the right data and metrics to each disclosure requirement. This enables sustainability teams to capture, validate, track, and ultimately disclose ESG information with far less manual effort.

For finance teams that need to manage carbon costs and disclosure risk while balancing the financial implications of sustainability performance, the agent automates financial-grade data mapping between material topics, regulatory requirements, and SAP finance data, improving audit readiness and turning an existing materiality assessment into a clear, defensible reporting scope. Unlike a standalone sustainability point solution that only surfaces issues or a generic AI model that drafts narrative text, this agent works inside SAP Sustainability Control Tower and the broader SAP landscape to keep reporting scopes aligned to policy and keep underlying data structured and traceable.

The Footprint Optimization Agent brings together carbon, energy, and waste data from across Scope 1, 2, and 3 sources and pinpoints where emissions and other environmental impacts are highest across products, plants, and supply chains. It then runs side‑by‑side simulations of different reduction levers and turns the results into reports, supplier requests, and targeted initiatives that support decarbonization projects and ESG goal tracking. For operations, the agent makes it easy to test “what‑if” operational changes and see their projected impact on carbon and other environmental footprints. It reduces scenario simulation time from approximately one day to about 20 minutes, making operational decisions based on real impact projections available at workers’ fingertips. This directly addresses the financial implications of carbon exposure: with ESG data often derived from industry averages that can vary by 30 to 40% or more from actual values, the ability to simulate and act on granular, accurate data carries significant margin protection value.

The Packaging Compliance Agent reads and interprets evolving packaging regulations starting with the Packaging and Packaging Waste Regulation (PPWR), maps supplier and product documentation to a structured data model, infers and flags missing information, and checks product designs for conformity at scale. It turns scattered, often unstructured packaging data into an auditable compliance record for each SKU, shipment, and product run, reducing manual review effort and error rates in the process.

Procurement and sourcing teams facing growing pressure to ensure supplier eligibility, material compliance, and traceability while managing cost and availability now have an agent that helps protect revenue by catching packaging issues before they block orders or trigger fines. This equates to a greater than 50% reduction in manual compliance review hours and over 20% reduction of packaging compliance assessment errors. As sustainability moves to the transaction level—compliance per SKU, per shipment, per product run—this kind of automated, embedded compliance capability becomes an operational necessity.

The GHS Classification and Labeling Agent collects the required input data, applies the relevant Globally Harmonized System (GHS) rules, and proposes classifications and label elements that can be used directly in downstream product compliance processes.

By automating these steps, it delivers up to an 80% reduction in manual efforts and a 60% reduction in GHS labeling and classification errors. For product and compliance teams that must keep launches on schedule and avoid shipment holds or market access denials, the agent embeds GHS product compliance into everyday workflows, turning a historically expert‑driven, error‑prone process into a consistent, auditable control point across the portfolio.

The Workplace Safety Agent supports workplace safety by analyzing reported observations and proposing follow-up tasks, risk assessments, and controls. It generates updated, approved safety instructions based on those observations to help organizations strengthen safety governance. With operations under increased pressure to ensure safe work environments without compromising service and speed of production, the agent delivers proactive, standardized safety management at scale, reducing the risk of incidents and unplanned downtime. At the same time, HR and EHS leaders can point to a clear trail of actions and updated instructions to demonstrate continuous improvement in safety culture to employees, regulators, and boards.

Only AI can deliver sustainability at scale

To ensure compliance and enhance strategic decision-making, sustainability data needs to become granular. It should move beyond a record of what happened and become a driver of future outcomes. To reach this level of insight, sustainability data needs to be analyzed at transaction level. Getting transaction-level data at scale is not something that can be done manually.

Granular sustainability data allows businesses to ensure compliance, control carbon and cost exposure, safeguard product marketability, and strengthen supply chain transparency and resilience. Perhaps most important is the ability to embed sustainability into business performance and across all business functions. This final point is the key to unlocking sustainable business autonomy.

In the sustainability context, becoming an Autonomous Enterprise means that sustainability policies are executed automatically inside enterprise workflows. This includes connecting financial and sustainability data for trusted steering, automating disclosure and performance insights, and blocking non-compliant shipments. Ultimately, sustainability becomes a governing factor in enterprise decisions, as opposed to a reporting or compliance activity.

Enterprise autonomy entails gradual AI maturation:

• Intelligence: Faster visibility into reporting and materials compliance risks across the enterprise
• Optimization: Data-driven decisions that balance cost, risk, and sustainability impact
• Autonomy: Actions executed directly within operational workflows, eliminating manual coordination

The choices enterprises make now—how data is structured, how decisions are supported, and how sustainability is integrated—will determine whether they can safely scale automation later or whether complexity and risk increase as systems evolve.

With the Autonomous Enterprise, leaders can deliver sustainable outcomes at scale.

Why SAP?

AI needs three things to successfully run autonomously: business and process context, data connection and integration, and a reliable governance structure.

Generic models can read data, but without business context they cannot reason how a business actually runs. They see tables, not operations, and provide recommendations that may be commercially or operationally unviable. Without data that is integrated and connected across all business departments, AI has to perform in siloes, unaware of how sustainability decisions might impact financial targets, or how procurement decisions affect supply chain risk. SAP’s rich ERP data foundation ensures that enterprise AI has the full business picture, not just fragments of it.

Finally, AI that lacks governance and cannot be audited or controlled can be more harmful than helpful to a business. SAP’s more than five decades of business process expertise anchored in governance, risk, and compliance, mean that AI for enterprise deployment can be managed safely and reliably. Sustainability agents operate within defined parameters, ensuring that automation scales without sacrificing control or compliance.

This is the foundation that makes everything possible. Without it, an enterprise has AI experiments. With it, it has an operating model.

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Sophia Mendelsohn is chief sustainability and commercial officer at SAP.
Gunther Rothermel is chief product officer of SAP Sustainability.

SAP Sapphire in 2026: Discover our bold new vision for how businesses will run from now on
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Access to basic medical care remains out of reach for many people across the United States due to cost, transportation challenges, and limited time away from work. Through a collaboration with Heart to Heart International (HHI), FedEx is helping remove those barriers by supporting the delivery of critical medical laboratory supplies, bringing faster testing and earlier treatment directly to patients.

Since 2007, HHI’s Point‑of‑Care (POC) Laboratory Program has worked to equip free and charitable clinics with modern diagnostic tools. These on‑site labs allow healthcare providers to perform tests and receive results during a single visit, enabling quicker diagnoses and more timely treatment decisions for patients who might otherwise delay or forego care.

Making an Immediate Impact

In 2025, HHI installed nine point‑of‑care labs in free and charitable clinics, supporting an estimated 5,054 tests and reaching more than 4,100 patients. Clinics participating in the program can select from 14 different point‑of‑care lab tests, ensuring testing capabilities align with the needs of the communities they serve.

Clinical data from participating clinics indicate clinically significant improvements in patient outcomes, including declines in average hemoglobin A1c levels among diabetic patients—an important marker for managing chronic disease. Just as importantly, on‑site testing helps patients receive answers and begin care without the delays that can come from off‑site lab referrals.

FedEx Support Behind the Scenes

FedEx plays a critical role in enabling this work through in‑kind shipping support, which is used to deliver laboratory equipment, testing supplies, and temperature‑sensitive products to clinics nationwide. This includes hundreds of shipments reaching dozens of clinics across multiple states, with FedEx Priority Overnight® services used to support urgent and cold‑chain deliveries.

By ensuring supplies arrive safely and on time, FedEx helps clinics remain ready to serve patients the moment they arrive—whether at a fixed clinic or a mobile care site.

Looking Ahead

Heart to Heart International projects continued growth for the Point‑of‑Care Laboratory Program over the next five years, with plans to expand to additional clinics, deliver tens of thousands of tests, and reach thousands more patients nationwide.

Together, FedEx and Heart to Heart International are helping strengthen access to care—demonstrating how logistics, when paired with purpose, can make a lasting difference in communities across the country. 
 

Click here to learn about FedEx Cares, our global community engagement program. 

At KeyBank, being a hometown bank means investing in the people and neighborhoods we serve. Our partnership with The MetroHealth Foundation brings that commitment to life across Cuyahoga County.

In April, the KeyBank Foundation announced a $1.5 million investment to support MetroHealth’s Opportunity Centers in the Buckeye and Clark-Fulton neighborhoods, bringing our total support to $3.4 million over more than two decades.

Through MetroHealth’s Institute for H.O.P.E.™, these centers connect individuals and families to financial coaching, workforce training, health navigation, and community resources — helping expand opportunity and strengthen neighborhoods.

This investment will grow services, deepen community partnerships, and support more residents on their path to financial stability and well-being.

See the Impact in Action

Watch how this partnership is helping build stronger communities across Cleveland.

by Craig Wichner, Farmland LP

Long before private equity firms raised their first fund or real estate investment trusts filed their first prospectus, land was wealth. Farmland is the oldest store of value in human history and the foundation of every economy that followed.

Yet today, institutions own less than 2% of U.S. farmland. The entire institutional farmland market, roughly $50 billion, would barely register as a line item against the $33 trillion alternatives industry. Private equity, private credit, and commercial real estate dominate the conversation. Farmland, the original alternative asset, barely gets a seat at the table. That is now starting to change, and the reasons go well beyond nostalgia for a simpler asset class.

The Numbers That Got Their Attention

In 2025, Nuveen launched a $3 billion private farmland REIT, the first of its kind from a major institutional manager. PGIM Real Estate now manages over $10 billion in agriculture. Pension funds, endowments, and sovereign wealth funds are building dedicated farmland allocations for the first time.

The performance data explains why. Since 1992, the NCREIF Farmland Index has returned 10.49% annualized, comparable to the S&P 500 which returned 10.65% and commercial real estate 8.33%. And with much less volatility…

Read more about all of this and the growing $70+ billion Organic marketplace in Craig’s full article here – https://greenmoney.com/farmland-as-the-original-alternative-asset

 

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At IWBI’s Social Sustainability Summit in Singapore, our APAC ESG Lead, Tim Simopoulos, hosted a panel about regulatory changes, investor expectations and global norms that are reshaping social sustainability in regional supply chains. Maximillian Pottler, Head of Labour Mobility and Social Inclusion at IOM Thailand | International Organization for Migration (IOM); Ar. Benjamin Towell, Executive Director, Global Wholesale Banking Sustainability Office, OCBC; and Joy Gai, Regional Head, Asia Pacific, Singapore, World Green Building Council, joined the panel. Highlights are captured below:

What does true social sustainability look like in a supply chain? Think of Nepal in 2015, when it was hit by a 7.8 magnitude earthquake killing nearly 9,000 people, injuring over 21,000 and causing massive destruction. At any given time, about one-quarter of Nepalis – or 2.5 million people – are working abroad and sending money home to support their families’ education and access to food and health care. At the time of this natural disaster, Maximillian Pottler’s organization, IOM worked with IKEA to map out IKEA’s supply chain in Malaysia, which entailed tracing back the journeys of workers to their communities of origin.

Many of the workers were from Nepal, and faced a difficult decision: continue working and request more overtime so they can send more money back home to their families at home? Or request release with the option of returning after they’d gone home to rebuild their home? One of the employers participating in the project had the sense to extend compassion and choice to their workers so that they could make the best decision for their families and exercise maximum agency and resilience during a crisis. Some workers stayed while others returned home to rebuild, returning a few months later to resume work. Everyone benefited. In this way, business is positioned to thrive while its workers are supported so they could best weather life’s unexpected disasters.

The Key Word to Unlocking Successful Social Sustainability
This is what social sustainability in the supply chain should look like – if the full supply chain of workers is valued by a business. But it’s often not.

Basic human rights are frequently overlooked for a host of reasons – the task is too complex to practice well, too global to regulate, too onerous to operate. This panel addressed regulation and inadequate capacity to enforce rules, enormous data inputs for accurately tracing supply chains, technical solutions and financial support for making social sustainability in supply chains a reality across larger swaths of industry. But the common denominator panelists found to be most significant to social sustainability’s success was a company’s mindset on the topic.

Tracing supply chains so that companies can ensure equity throughout is complex and difficult work. The rules of the road are detailed and many. The amount of labor to see it through can feel tremendous. But if preventing forced labor, child labor, and ensuring favorable environmental conditions in a workplace are things a company highly values, then the work is more than doable.

“If you believe in certain ways, you will make a right decision. If your perspective allows you to see a certain angle, then you will see where the problem is and what the possible solution can be. If your values hold human rights in high regard, you will fight for adjustments and bring this into policy,” said Joy Gai, Regional Head, Asia Pacific, Singapore, World Green Building Council.

While no business in its right mind sets out to cause harm, many wind up doing so by not caring sufficiently for workers. Instead of focusing on the number of green ticks to check in the making of a building or a product, companies need to think about “the number of deaths that its building or product is contributing to. That framing would really help companies to make the right decisions quite quickly,” said Ar. Benjamin Towell, Executive Director, Global Wholesale Banking Sustainability Office, OCBC.

Executive leadership and their human resources personnel possessing basic respect and compassion for other people can go a long way to overcoming obstacles in creating the human resources procedures for properly recruiting migrant workers, and company best practice guidelines for both environmental and human right policies, along with steps for how businesses can implement them effectively.

A company needs to have modern slavery defined and spelled out for them in a language they can understand, it’s not an anti-business compliance requirement, “This allows a business to really process what they should be doing, with the guidance to do it meaningfully,” said Mr. Towell. “This allows a business to really process what they should be doing, with the guidance to do it.”

Where Companies Need to Focus to Improve
There’s much work to be done by companies of all sizes in order to improve on social sustainability in supply chains. Often, companies place less value on workers further down the supply chain. “That segregation of labor needs to change,” said Mr. Towell. All people on a supply chain add value to the end-product, thus all people are owed care and safety at work

“We need to become smarter,” added Mr. Pottler. “Think longer term about our policies bringing in a migrant worker to do a particular job for a certain amount of time, then sending them back to their country of origin. They’ve acquired skills and knowledge on the job that are an asset to the employer. There must be greater interest in sustainable development.”

As for resilience after human-made or natural disasters? Those have “the biggest negative impact on workers and business both in the shortest period of time,” said Ms. Gai. However, this is often the last potential risk companies consider in terms of how they’ll respond, she noted. “In order for businesses to become more aware and know how to deal with extreme situations, companies need to step up, hold a mindset of connection between individual workers and business success, and be responsible for how they take care of their employees.”

View original content here.

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Resources from IWBI
A Pathway for Change: Collaboration, Clarity and Action

Resources from the International Organization for Migration (IOM)

• Migrant Worker Guidelines for Employers
• Handbook for Businesses on Remediation of Migrant Worker Grievances
• Migration, Business and Human Rights Programme in Asia

Taco Bell Blog

IRVINE, Calif., May 18, 2026 /3BL/ – The Taco Bell Foundation announced its Live Más Scholarship winners, awarding a record $14.5 million to its largest class of scholars to date. The passion-driven scholarship supports Taco Bell fans and Team Members alike, recognizing ambition beyond grades and resumes to help fuel a new generation of trailblazers.

As the Live Más Scholarship enters its second decade, momentum is at an all-time high: more than 41,000 applications were received — the most in program history — driven in part by a new dual-format application. For the first time, students could apply via video or essay, resulting in explosive growth as applications nearly tripled year over year.

From that unprecedented wave of applicants, the Taco Bell Foundation awarded over 1,500 scholarships. Notably, about 60% of scholarships were renewals, reinforcing a core belief: backing the next generation means showing up year after year to support them as they grow in careers they love.

“Growth like this tells us we’re building something that resonates far beyond a traditional scholarship,” said Morgan Tabor, Executive Director of the Taco Bell Foundation. “We see students for who they are and invest in what they care about. Taco Bell has always been about doing things differently, and this scholarship is an example of this mindset in action.”

A NEW ERA OF SCHOLARS

Today’s Live Más Scholars are pursuing paths as dynamic as their ambitions. Their passions span a wide range of fields, including healthcare, entrepreneurship, public service, skilled trades like welding and construction, and creative pursuits such as digital art, music production, and fashion. Check out how three inspiring 2026 Live Más Scholars are making an impact:

• Mariah C.:

  Inspired by her father, a carpenter whose work ethic shaped her own, Mariah developed a passion for architecture and is determined to break barriers in a male-dominated field. She’s already taking action — earning architecture certifications and using her skills to support her community, including building a bench for a local hospital. A Taco Bell Team Member, her standout attitude earned her a 2025 “Smile Maker of the Year” honor. She was surprised with a $25,000 scholarship at her restaurant, surrounded by friends and family.

• Leslie D. and Ashley D.:

  Raised by their adoptive single mother, twin sisters Leslie and Ashley drew their ambition and resilience from her unwavering support. Leslie turned her passion for golf into action by founding Birdie Club Golf Shop, a nonprofit providing equipment and apparel to youth golfers, making the sport more accessible. Ashley, who developed hearing loss at a young age, discovered a love for aviation through Civil Air Patrol and continues to pursue flight despite being told her hearing would hold her back. Together, they’re forging their own paths, taking big swings and reaching new heights. Leslie and Ashley were each surprised with $25,000 scholarship while at school, surrounded by classmates.

OPENING DOORS

The Taco Bell Foundation is known for bringing scholarship announcements to life with IRL surprises. Think classroom pop-ins, on-shift restaurant reveals for Team Members, surprises from Heisman-winning, National Champion quarterback Fernando Mendoza and surprises at star wide receiver Davante Adams’ football camp, and even a reveal by Taco Bell’s CEO himself.

That same energy showed up at Live Más Lab — a Taco Bell Foundation first-of-its-kind pitch experience at Taco Bell HQ — where six Live Más Scholarship applicants presented passion-driven solutions to real brand challenges, pitching their ideas directly to Taco Bell executives. Each walked away with a surprise scholarship reveal, totaling $150,000 in support and an unforgettable experience.

More than financial support, the scholarship opens the door to a community of like-minded, ambitious individuals from diverse backgrounds. Scholars gain access to mentorship, career-building resources, and unique opportunities that extend far beyond the classroom. These experiences are tailored to each scholar’s passion, from aspiring filmmakers selected to direct Taco Bell commercials to four scholars invited to serve as official content creators at exclusive events like Live Más LIVE.

“The community, connection, and opportunities to network have given me a lot of advantages as I pursue a career in medicine,” said Caitlyn H., a 2025 & 2026 Live Más Scholar. “It’s also exposed me to a whole different way of navigating life and meeting people who give me a lot of wisdom and guidance.”

FUELING WHAT’S NEXT

Alongside the Live Más Scholarship, the Foundation supports the next generation through its Community Grants program, awarding $28 million in 2025 and planning another record-breaking investment later this year. Together, these efforts are made possible by the generosity of Taco Bell fans and franchisees. Through the Round Up program, fans donate an average of 43 cents per order — small contributions that add up to fund scholarships, Community Grants, and opportunities that scale well beyond the counter. This collective impact helped Taco Bell Foundation earn recognition as the #1 point-of-sale fundraiser in the 2025 American Checkout Champions Report.

About Taco Bell Foundation Taco Bell Foundation, Inc. is a 501(c)(3) public charity that empowers the next generation to pursue their passions by breaking down barriers to education and providing resources to help young people chase their boldest ambitions. Since 1992, the Taco Bell Foundation has reached more than 13 million young people across the country and has awarded more than $246 million in grants and scholarships, focused on education and career readiness. For more information about the Taco Bell Foundation, visit www.tacobellfoundation.org.

DP World is accelerating the decarbonization of its marine terminal operations in the Americas with the deployment of 12 fully electric internal transfer vehicles (ITVs) at the Port of Caucedo in the Dominican Republic, bringing the total to 24 currently in operation. This marks the completion of the first phase of the company’s ongoing fleet electrification initiative at the port.

ITVs play a critical role in port operations, transporting containers between the quay and container yards. Historically powered by diesel engines, these vehicles are a significant source of emissions within terminal operations.

Once fully operational, the new electric vehicles are expected to reduce diesel consumption by approximately 100,000 gallons annually — a 4.6% reduction in fuel use — while cutting more than 7,500 tons of CO₂ emissions over the next decade. The transition will also lower repair and maintenance costs by roughly 25%, demonstrating how sustainability initiatives can deliver both environmental and operational benefits.

The milestone represents a major step in transitioning the terminal’s diesel-powered internal transport fleet to electric models, strengthening the sustainability and operational efficiency of one of the Caribbean’s most important logistics gateways.

Manuel Martínez, CEO of DP World in the Dominican Republic, said: “Electrifying internal fleets increases port competitiveness and accelerates logistics decarbonization. In our Dominican Republic operations, this milestone enables more efficient and predictable operations, attracts higher-value investment, and supports our customers in meeting increasingly ambitious ESG goals.”

Phase Two: Charging Infrastructure and Fleet Expansion

With the first phase now complete, DP World is moving forward with the second phase of the electrification project, which focuses on expanding charging infrastructure and further growing the electric fleet.

The company is currently installing a dedicated on-site charging station consisting of five new chargers, representing an investment of approximately $3.2 million. Construction is underway, with temporary chargers supporting the vehicles until the permanent system is completed later this year.

This next phase will also include the addition of more electric ITVs, with an expected electric fleet total of 41 units by years end, further advancing the transition away from diesel-powered equipment.

This advancement is part of DP World’s broader efforts to electrify equipment across its Latin America operations. In 2024, DP World unveiled the first charging station for electric trucks at the Port of Callao, Peru. This made Callao the first port terminal in Latin America to adopt such infrastructure, showcasing DP World’s commitment to decarbonization. The site features 10 fast chargers (200 KW each) for 20 electric internal transport trucks (ITVs), supported by Latam Mobility report Enel X Way technology.

Building a Low-Carbon Logistics Ecosystem

The electrification project is part of DP World’s broader sustainability roadmap in the Dominican Republic, where the company has already achieved a 13% reduction in emissions since 2022 and is working toward reducing Scope 1 and 2 emissions by 42% by 2030, aligned with its global commitment to reach net-zero emissions by 2050.

Across its global network, DP World is investing in electric equipment, renewable energy infrastructure, and alternative fuels to reduce emissions from port and logistics operations — a core pillar of its “Our World, Our Future” sustainability strategy.

These investments demonstrate how ports can play a central role in enabling cleaner global trade.

Long-Term Investment in Sustainable Trade

DP World’s electrification initiative is part of a broader commitment to strengthening the Dominican Republic’s logistics ecosystem.

Over the past two decades, the company has invested more than $800 million in infrastructure, technology, and operational safety in the country — helping position the Dominican Republic as a strategic hub connecting the Caribbean, North America, and South America.

Alongside equipment electrification, DP World continues to invest in sustainable infrastructure, ecosystem restoration initiatives, and next-generation logistics capabilities designed to support the future of global trade.

Driving the Future of Sustainable Port Operations

As global supply chains evolve, ports are under increasing pressure to reduce emissions while maintaining the speed and efficiency that global commerce demands.

DP World’s electrification milestone in the Dominican Republic demonstrates how ports can achieve both — combining technological innovation with environmental responsibility to build the next generation of sustainable logistics hubs.

Learn more about DP World’s sustainability impact across Latin America

Originally published on CVS Health Company Newsroom

Key points

• After smoking for decades and surviving two heart attacks, Bill Allison learned that he needed a heart transplant — and that making immediate, lasting life changes was essential.
• Beyond dispensing medications, Bill’s CVS Specialty pharmacist, Amy Guard, has supported him throughout his post transplant journey with ongoing medication counseling and encouragement.
• “Listen to your doctors, pharmacists and care team,” Bill says. “It’s never too late to change and turn your life around. I would do it again in a heartbeat.”

After surviving two heart attacks, Bill Allison received news that stopped him in his tracks.

Unless he made immediate, lasting lifestyle changes and received a heart transplant, his doctor told him, he had little time left to live.

At age 65, Bill — a military veteran and retired truck driver from Waxhaw, North Carolina — made a decision that would change the course of his life. A longtime smoker, he quit cold turkey and stopped drinking alcohol.

“I realized I wanted to be around longer for my family and continue doing the things I love,” Bill says. “I knew I needed to change.”

While waiting for a donor heart, Bill focused on staying healthy and strong enough for surgery, knowing each day mattered.

Several months later, that opportunity arrived. In 2009, Bill underwent a successful heart transplant.

Today, at 81, Bill says he feels better than ever. He spends his days working on his more than two acre property, caring for his animals, and — most importantly — enjoying time with his wife of nearly 50 years, their children, and grandchildren.

“It’s never too late for a second chance at life,” he says.

The importance of long-term care

Bill is grateful to his organ donor and credits the many members of his health care team — physicians, surgeons, nurses, and pharmacists — who have supported him throughout his journey.

“I take a handful of prescription pills in the morning and a handful at night,” Bill says. “And I go for regular checkups and monitoring with my doctor.”

Those medications, including immunosuppressants, play a critical role in preventing organ rejection. For heart transplant recipients, medication adherence and ongoing monitoring are lifelong commitments essential to protecting the donated heart.

To help manage his ongoing care, Bill receives his specialty medications through CVS Specialty, with the option for convenient pickup at a nearby CVS Pharmacy—helping ensure dependable access to the life sustaining medications he has relied on over the years.

As part of that support, his CVS Specialty pharmacist, Amy Guard, PharmD, has been a consistent member of his care team, providing medication counseling and guidance to help him stay on track.

“Bill is remarkably resilient and motivated,” Amy says. “Adhering to his medication regimen and maintaining a healthy lifestyle have been major factors in his long term success.”

A message of hope – and the power of organ donation

Looking back, Bill says building a strong care support team — and listening to them — made all the difference.

He also hopes his story inspires others to consider organ donation.

“Organ donors are heroes,” he says. “They can save lives and give people like me a future.”

For anyone facing major health challenges, his advice is simple:

“Listen to your doctors, pharmacists, and care team,” Bill says. “It’s never too late to change and turn your life around. I would do it again in a heartbeat.”

LINCOLN, Neb., May 18, 2026 /3BL/ – Tom Schultz, Chief of the U.S. Forest Service, joins the Arbor Day Foundation in episode five of its new podcast, “Unearthing Optimism.”

In a conversation with CEO and host Dan Lambe, Chief Schultz talks about tackling some of the toughest challenges in forestry today, like replanting after wildfires. Together, they also explore the power of partnership in the effort to care for America’s landscapes.

“Not only is Chief Schultz incredibly knowledgeable, he’s also deeply committed to service, stewardship and teamwork. Listeners are going to come away from this episode with a new appreciation for the people and principles shaping our country’s forestlands,” said Lambe. “In a time when it’s easy to feel overcome by challenges, this podcast is a way for people to embrace hope. We’re grateful for the many listeners who are joining us on this journey.”

“Unearthing Optimism” is a new kind of conversation, featuring a series of influential and trusted voices shaping culture, science, and how we understand our changing world. It’s available to stream or download on all major podcasting platforms including Spotify, Apple Podcasts, and Amazon Music.

The podcast is produced in part by the Arbor Day Foundation, the world’s largest tree planting nonprofit. Since its founding in 1972, the Arbor Day Foundation has helped to plant more than 500 million trees.

About the Arbor Day Foundation 

The Arbor Day Foundation is a global nonprofit inspiring people to plant, nurture, and celebrate trees. They foster a growing community of more than 1 million leaders, innovators, planters, and supporters united by their bold belief that a more hopeful future can be shaped through the power of trees. For more than 50 years, they’ve answered critical need with action, planting more than half a billion trees alongside their partners.

And this is only the beginning.  

The Arbor Day Foundation is a 501(c)(3) nonprofit pursuing a future where all life flourishes through the power of trees. Learn more at arborday.org.

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