Tag: 3BL

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.

As data center and AI usage surge, so does the need for cleaner, more efficient energy solutions.

Cisco has long believed that sustainability action can spur innovation and build a more resilient energy supply.

Since 2008, we’ve set ambitious five-year targets to cut our absolute Scope 1 and 2 emissions, paving the way to major milestones this year. In fiscal 2025, we proudly achieved our goal of reducing our Scope 1 and Scope 2 GHG emissions by 90%, compared to a fiscal 2019 base year.¹ In addition, for the first time in company history, we sourced renewable electricity to match 100% of global annual electricity needs at Cisco owned and leased facilities.²

Reaching these milestones reflects our long-standing commitment to energy and sustainability — and our momentum ahead. We intend to maintain at least a 90% reduction in absolute Scope 1 and 2 emissions as we work toward our goal to reach net-zero GHG emissions by 2040.

Sustainability across our direct operations

Cisco was able to achieve its ambitious Scope 1 and 2 GHG emissions reduction goal through a holistic approach across our global operations, from driving efficiency to sourcing renewable energy.

Driving Efficiency and Decarbonization 

In fiscal 2025, we implemented 78 energy efficiency projects that avoid approximately 11.5 gigawatt-hours of energy consumption and 27,200 metric tonne carbon dioxide equivalent (CO2e) each year through our:

• Buildings: Implemented AI and advanced analytics to monitor and optimize energy, airflow, and cooling in our labs
• Electrification: Completed our first building electrification projects in San Jose, California and Galway, Ireland, with more underway and planned globally
• Fleet: Increased electric vehicles in our fleet of leased company cars for our European employees from 11% in fiscal 2019 to 66% in fiscal 2025

As we look ahead to fiscal 2026 — the final year of our five-year energy efficiency investment plan — we intend to continue investing in renewable energy, energy efficiency, and building electrification projects that reduce our emissions.

Sourcing Renewable Energy 

In fiscal 2025, for the first time ever, Cisco sourced renewable electricity to match 100% of global annual electricity needs at Cisco owned and leased facilities² through a variety of methods, including new long-term power purchase agreements in:

• India: Cisco’s Bangalore campus, our largest outside the United States, began receiving power from a new 92 megawatt (MW) solar and wind generation facility. The system is projected to generate approximately 181,400 megawatt-hours (MWh) annually. We also established dual electrical feeds, enabling Cisco to reduce campus diesel fuel use by approximately 30%.
• Texas: Cisco served as the anchor buyer for two aggregated virtual power purchase agreements for 172 MW of solar. Of the 172 MW, Cisco will procure 100 MW from two new solar projects estimated to come online in 2027.

Together, these efforts will produce more than 500,000 MWh of renewable energy per year, or the energy needed to power approximately 72,000 U.S. homes annually. They are part of our larger strategy to add more renewable energy sources to the grid, while better matching renewable energy generation with our power consumption.

In fiscal 2025, we also piloted the use of renewable fuels in our operations. We began using biodiesel in Bangalore for approximately 10% of our backup power generation needs and sourced renewable natural gas for Cisco sites in the United States and United Kingdom.

Optimizing Our Real Estate Footprint 

By creating and renovating spaces with sustainability and employee well-being in mind, we aim to reduce both our environmental impact and operational costs while creating healthier spaces for employees.

At the end of fiscal 2025, 45 Cisco facilities had earned certifications like Leadership in Energy and Environmental Design (LEED®) and the WELL Building Standard, with 11 more underway. These spaces now account for 21% of our global real estate portfolio. For example, our Shanghai office achieved LEED® and WELL Platinum certification and is 18% more energy efficient than code.

We’re also bringing intelligence into the built environment. With Cisco Spaces, sensors and Webex endpoints automatically adjust room settings to improve comfort and save energy. This smart building technology is live in our San Francisco and New York offices.

Supporting Our Suppliers 

Reducing our own emissions is only the beginning; we’re helping our suppliers do the same. In fiscal 2025, we met and exceeded our goal that 80% of Cisco component, manufacturing, and logistics suppliers by spend have a public, absolute GHG emissions reduction target by fiscal 2025 — with 88% having emissions reduction targets.

We hosted a net-zero roundtable with suppliers in Thailand, convening business partners, suppliers, and local experts to tackle challenges like renewable energy adoption and product carbon footprint calculations.

In addition, we also teamed up with two consumer brands to help suppliers access clean electricity in Asia at more affordable rates. Already, four supplier sites representing three suppliers have committed to purchasing nearly 28 million kilowatt-hours of clean energy in 2025, avoiding an estimated 16,717 metric tonnes of CO2e of emissions.

Driving AI-Ready Infrastructure 

In the AI era, we are continually innovating to make our products more efficient while advancing performance and security. This fiscal 2025, we announced several new products in our switching portfolio that help bring this balance across data centers and campus networks.

Introducing the N9300 Series Smart Switches 

The N9300 Series Smart Switches combine intelligent networking silicon and data processing units, which help to simplify data center infrastructure and make it more efficient. The Smart Switches feature two processing engines that together intelligently steer traffic to drive enhanced capabilities, optimal performance, reduced energy consumption, and operational simplicity.

The N9300 series is powered by the Cisco Silicon One processing chip, our unified architecture for multiple network roles and devices. This innovation delivers switching and security products that are more efficient, lowering operational costs while increasing capacity. The Silicon One unified architecture has already supported the development of a broad portfolio of routing and switching devices, with more in progress.

Delivering Impact Through Our Products 

Several more products across our enterprise switching, enterprise routing, and data center networking portfolios received ENERGY STAR® certifications. This designation helps customers more easily factor energy efficiency into their purchasing decisions.

Learn more about how we are driving energy efficiency in our products on the Purpose Reporting Hub.

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. 

1. ^{Percentage is rounded from an 89.7% reduction. This rounding is for presentation purposes only and does not affect the underlying data.}
2. ^{Cisco achieved this milestone using a variety of methods, including on-site renewables, contractual arrangements such as power purchase agreements, and energy attribute certificates. See the Purpose Reporting Hub for our renewable energy strategy.}

PITTSBURGH, PA — Wesco has once again been named one of the best companies for Latinos to work by Latino Leaders magazine, marking another consecutive year of recognition in the publication’s 2026 rankings.

Featured in Latino Leaders’ January/February issue, the annual list recognizes organizations that demonstrate a sustained commitment to inclusive workplace practices and meaningful opportunities for Latino professionals. Wesco has earned a place on the list each year since 2022, reflecting the company’s long-term focus on equity, belonging and talent development.

“We are honored to receive this recognition again,” said Darryl Castellano, Vice President of Global Inclusion, Diversity & Engagement at Wesco. “It reflects our continued commitment to creating an environment where Latino employees — and all employees — feel valued, supported, and empowered to grow. The perspectives and experiences of our diverse workforce strengthen our culture and help drive better outcomes for our business.”

Latino Leaders evaluates companies based on criteria such as workforce representation, efforts to recruit, retain and advance Latino talent, the effectiveness of employee resource groups and representation at the executive and board levels. Wesco’s continued inclusion highlights its comprehensive approach to building an equitable workplace across its global operations.

Wesco remains focused on fostering a culture where employees can thrive through professional development opportunities, community engagement and initiatives that support connection and belonging.

This recognition reinforces Wesco’s broader commitment to advancing diversity and inclusion not only within its workforce, but also across its suppliers, partners and the communities it serves worldwide.

To learn more about Wesco’s inclusion and diversity efforts, visit the company’s website.

About Wesco
Wesco International (NYSE: WCC) builds, connects, powers and protects the world. Headquartered in Pittsburgh, Pennsylvania, Wesco is a FORTUNE 500® company with approximately $24 billion in annual sales in 2025 and a leading provider of business-to-business distribution, logistics services and supply chain solutions. Wesco offers a best-in-class product and services portfolio of Electrical and Electronic Solutions, Communications and Security Solutions, and Utility and Broadband Solutions. The Company employs approximately 21,000 people, partners with the industry’s premier suppliers, and serves thousands of customers around the world. With millions of products, end-to-end supply chain services, and significant digital capabilities, Wesco provides innovative solutions to meet customer needs across commercial and industrial businesses, technology companies, telecommunications providers, and utilities. Wesco operates more than 700 sites, including distribution centers, fulfillment centers, and sales offices in approximately 50 countries, providing a local presence for customers and a global network to serve multi-location businesses and global corporations.

Contact Information:

Jennifer Sniderman

Vice President, Corporate Communications
jennifer.sniderman@wescodist.com

 

I’ve been thinking about how Cascale began.

It started with a question from two fed-up sustainability outcasts at major companies.

How do we take responsibility for the impact we’re having in this industry?

For some of us, that question first showed up decades ago, in factories, in boardrooms, in places where the connection between business and the natural world was impossible to ignore. It wasn’t always clear what to do next. But it was clear that doing nothing was no longer an option.

That realization brought people together, and from it came the Higg Index as a way to unify the tides, yes – but still a myriad of other possibilities.

The Cascale today is a bridge of different companies, different roles, even different industries (with the acquisition of Sustainable Furnishings Council key assets signaling an expanding mission).

Why This Moment Feels Familiar

Now, as I look at the home furnishings sector, I see something familiar. There are a different set of materials and acronyms but many of the same challenges.

There’s the same complexity, nuance, and fragmentation. As with fast fashion, so with fast furniture. It’s an insane pressure crunch to move with lightning speed, while still promising the world a greater sense of transparency and accountability.

And yet, I revisit the same underlying question: how do we do this in a way that actually works?

Because we can’t afford to let another rotation go by without diving deeper. Through my engagement with Cascale, I still believe the answer is not going to come from any one organization or sector. It’s going to come from working together.

Extending the Work

The collaboration between Cascale and the Sustainable Furnishings Council is part of that next step. Not an attempt to replicate what’s been done before, but to build on it.

To take what we’ve learned and apply it in new contexts. To recognize that while every supply chain is different, the need for alignment, credible data, and shared responsibility is the same. This is how progress scales.

By creating a common foundation, we make it easier for companies to understand their impact, to act on it, and to improve over time. And by doing it together, we move faster than we would on our own.

What Earth Month Reminds Us

Earth Month has always been a moment to step back and reflect. But reflection only matters if it leads to action. The challenges we’re facing today — climate change, resource constraints, the need for decent work — are not new. What’s changed is the urgency. And, in many ways, the opportunity.

The work is far from finished. If anything, it’s just beginning again, in new sectors, with new partners, and with a clearer understanding of what it takes to make real progress.

For home furnishings, greening supply chains will require the same things that got us here: honesty about where we are, alignment on where we need to go, and a willingness to work together to get there.

That’s what Earth Month asks of us. Not perfection. Not quick wins. But commitment. And the understanding that the only way forward is together.

Rick Ridgeway is an outdoor adventurer, writer and advocate for sustainability and conservation initiatives.

I’ve been thinking about how Cascale began.

It started with a question from two fed-up sustainability outcasts at major companies.

How do we take responsibility for the impact we’re having in this industry?

For some of us, that question first showed up decades ago, in factories, in boardrooms, in places where the connection between business and the natural world was impossible to ignore. It wasn’t always clear what to do next. But it was clear that doing nothing was no longer an option.

That realization brought people together, and from it came the Higg Index as a way to unify the tides, yes – but still a myriad of other possibilities.

The Cascale today is a bridge of different companies, different roles, even different industries (with the acquisition of Sustainable Furnishings Council key assets signaling an expanding mission).

Why This Moment Feels Familiar

Now, as I look at the home furnishings sector, I see something familiar. There are a different set of materials and acronyms but many of the same challenges.

There’s the same complexity, nuance, and fragmentation. As with fast fashion, so with fast furniture. It’s an insane pressure crunch to move with lightning speed, while still promising the world a greater sense of transparency and accountability.

And yet, I revisit the same underlying question: how do we do this in a way that actually works?

Because we can’t afford to let another rotation go by without diving deeper. Through my engagement with Cascale, I still believe the answer is not going to come from any one organization or sector. It’s going to come from working together.

Extending the Work

The collaboration between Cascale and the Sustainable Furnishings Council is part of that next step. Not an attempt to replicate what’s been done before, but to build on it.

To take what we’ve learned and apply it in new contexts. To recognize that while every supply chain is different, the need for alignment, credible data, and shared responsibility is the same. This is how progress scales.

By creating a common foundation, we make it easier for companies to understand their impact, to act on it, and to improve over time. And by doing it together, we move faster than we would on our own.

What Earth Month Reminds Us

Earth Month has always been a moment to step back and reflect. But reflection only matters if it leads to action. The challenges we’re facing today — climate change, resource constraints, the need for decent work — are not new. What’s changed is the urgency. And, in many ways, the opportunity.

The work is far from finished. If anything, it’s just beginning again, in new sectors, with new partners, and with a clearer understanding of what it takes to make real progress.

For home furnishings, greening supply chains will require the same things that got us here: honesty about where we are, alignment on where we need to go, and a willingness to work together to get there.

That’s what Earth Month asks of us. Not perfection. Not quick wins. But commitment. And the understanding that the only way forward is together.

Rick Ridgeway is an outdoor adventurer, writer and advocate for sustainability and conservation initiatives.

Everpure employees in North America, Europe, Asia and Australia volunteered for various activities to help make a difference in their communities and beyond during the Pure Good Global Week of Service. 

From September 29 to October 3, 2025, Everpure employees came together for the Pure Good Global Week of Service, making powerful contributions across communities and celebrating the 10th anniversary of the Pure Good Foundation. The initiative brought together colleagues from offices spanning across North America, Europe, and Asia, along with remote participants worldwide, in a variety of volunteer activities that showcased the heart of Everpure culture.

Throughout the week, Everpure teams assembled hygiene kits for underserved youth in New York; put together baby care kits for new parents in Prague; packed dry food and produce for local community members in Tokyo and Dublin; built solar lights in Chicago and Santa Clara to be distributed to those impacted by disaster; and mentored college students across the United States. In Paris and Santa Clara, volunteers built skateboards for underserved youth. Volunteers in Bellevue, Washington, created DNA science kits to inspire a new generation in STEM. Globally, remote employees engaged in a citizen science project with the Great Barrier Reef Census, helping map coral reefs and contributing to environmental sustainability.

Participation soared, engaging over 10% of our employees worldwide. This momentum highlighted our core values of social impact, inclusion, and community growth—deepening bonds within teams and inspiring impactful change. 

Employees in Santa Clara, California assembled solar lamps to light a way forward for those recovering from disasters around the world.

Volunteers in Prague, Czech Republic assembled encouraging care kits for local young people.

Employees across Australia assembled beautifully packaged gift boxes for people experiencing homelessness in the local community.

Volunteers in Paris, France built skateboards for youth, promoting independence and expression.

Here’s what some of the volunteers had to say about their experience:

“I’m proud to be associated with such a team and company that values the real generosity of giving and making a real difference!”

–Altay, Melbourne, Australia

“I volunteered to support the Felix Project as part of Pure Good’s Global Week of Service. Picking and loading food onto crates was a bit of a workout, but time well spent! Thank you, Pure Good Foundation and Everpure, for the opportunity to volunteer for this worthwhile cause.”

–Frances, Staines, United Kingdom

“This activity wasn’t just about preparing food—it was about giving our time, energy, and heart to a cause that matters.”

–Anshuk, Singapore

“Pure Good Foundation’s Week of Service creates a powerful environment where we can make a broader impact together. Service not only benefits those we help, but it also builds a deeper sense of community, reminding us that we are all connected and stronger when we support one another.”

–Prakash, Santa Clara

As Everpure and Pure Good Foundation continue their commitment to making a difference, Global Week of Service stands as an enduring tradition—driving connection and positive impact for years to come.

By Don McGuire

What you should know:

• The next UI centers around you, with your AI agent seeing, hearing and acting on your behalf.
• We’re scaling AI to redefine the human experience—powering next-gen wearables and personal AI devices, and driving intelligence into robots, cars and smart homes.
• Our technologies enable extraordinary experiences that consumers and businesses depend on everyday—bringing personal and physical AI everywhere.

Think of AI like coffee. You don’t walk into a café and ask for “a beverage brewed from roasted beans” — that’s assumed. You order the experience. Latte, half-pump vanilla, extra shot against a soundtrack of acoustic 90s alternative. The perfect mix to fuel your day, making you more productive, more creative, more you. AI works the same way. It’s a given, not a feature — the foundation of every experience, making each truly yours.

You are at the center with your agent as your intelligent teammate. This is the next UI. Forget the seemingly endless scrolling and tedious tapping to complete one.single.thing only to do it again.and.again. Instead, your agent moves with you, learns from you and anticipates your needs. And thanks to AI processing on device, it remains private, contextual and always-on. Like your favorite barista, who knows your order as soon as you walk in, including your (secret) treat every Friday.

We’re leading the charge toward the future of intelligent computing — reimagining possibilities for not only consumers, but also enterprises and industries worldwide. We’re scaling intelligence from edge to cloud, bringing AI everywhere. Our Snapdragon and Qualcomm Dragonwing platforms enable the devices, vehicles and machines that define tomorrow’s world — and redefine the human experience.

And again, I can’t say this enough, it’s all about you. Or more precisely, an “ecosystem of you” where your agent can see, hear and act on your behalf across an emerging category of AI-first intelligent wearables, along with smartphones and AI PCs.

The newest entrant in our Snapdragon X Series Compute Platforms, Snapdragon X2 Plus, delivers agentic AI experiences to aspiring creators, professionals and everyday users — broadening the already-growing Windows PC community.

Your home, too, is transforming into a responsive, intuitive environment. Understanding you and your family, your home adapts to your needs, routines and comforts. Lights, climate, security and entertainment are now intelligent with Dragonwing Q-7790 and Q-8750 processors. The backbone of these AI-enabled experiences and home automation? Connectivity, brought to you by Qualcomm, the leading wireless innovator. 

But AI isn’t just personal. It’s also physical, acting alongside you.

Your car is transforming into an adaptive companion, driven by intelligence. Snapdragon is redefining automotive experiences, from enhancing safety and comfort to immersive entertainment. Private, contextual AI — sensing, processing, acting in real time — makes every drive smarter, more efficient and connected.

Advanced autonomous capabilities are also being used to power the next generation of personal service robots all the way through to industrial full-size humanoids. Thanks to our full-stack robotics system, they will deliver intuitive and impactful assistance with precision, enhancing daily life and industry. And I’m sure they’ll learn how to make your coffee perfectly. 

This is truly an exciting time in how technology is evolving around us and for us. Our innovations already power billions of devices, enabling the extraordinary experiences that consumers and businesses depend on every day. And we can’t wait to bring you more.

As global disruption becomes more persistent, companies are rethinking how supply chains are designed and operated.

In a recent Forbes Business Council article – “From Supply Chain to Performance Chain: How Fortune 500 Leaders Are Designing for Permanent Disruption” – Brittany Caskey, Chief Commercial Officer for DP World in the Americas, outlines how leading organizations are shifting from efficiency-driven models to more adaptive, integrated systems.

The premise is clear: disruption is no longer temporary. It is a constant condition shaping how businesses compete.

A Structural Shift in How Supply Chains Compete

The article highlights a fundamental change in operating assumptions.

Rather than optimizing for stability, companies are designing for volatility – recognizing that geopolitical tensions, trade restrictions, and shifting demand patterns are ongoing features of the global landscape.

Several dynamics are driving this shift:

• Rising geopolitical complexity and trade constraints are reshaping global flows
• Customer expectations for speed and reliability continue to increase
• Disruptions are becoming more frequent and less predictable

Together, these forces are pushing organizations to move beyond traditional supply chain models.

From Linear Supply Chains to Integrated Performance Systems

As Caskey outlines, leading companies are evolving toward what she describes as a “performance chain”, a more connected system that integrates data, decision-making, execution and partners.

This shift is changing how supply chains are structured and managed, with a growing focus on:

• Real-time visibility that supports faster, more informed decisions
• Flexible network design that enables rerouting and adaptation
• Closer coordination across suppliers, carriers and logistics partners

In this model, supply chains are no longer linear functions. They are dynamic systems designed to maintain performance under changing conditions.

Why It Matters for Business Leaders

For organizations operating in complex, global environments, the implications are significant.

As disruption becomes more persistent, leaders are placing greater emphasis on:

• The ability to anticipate and respond to disruptions early
• Network flexibility and optionality across regions and modes
• Collaboration across ecosystems to maintain continuity and service levels

At the same time, talent and technology are becoming critical enablers, particularly as AI and advanced analytics play a larger role in forecasting and decision-making.

In this environment, competitive advantage is increasingly defined by how effectively companies can adapt in real time.

Read the Full Perspective

As global supply chains continue to evolve, the shift toward integrated, performance-driven systems is expected to accelerate.

For a deeper look at how Fortune 500 leaders are approaching this transformation, read Brittany Caskey’s full Forbes Business Council article: “From Supply Chain to Performance Chain: How Fortune 500 Leaders Are Designing for Permanent Disruption.”

NEW YORK, April 28, 2026 /3BL/ – Governance & Accountability Institute (G&A), a leading sustainability consulting and research firm, has issued a new Resource Paper providing a practical guide to navigating the European Union’s Carbon Border Adjustment Mechanism (CBAM). The Resource Paper, available at link, explains the structure of the EU’s new carbon pricing policy for imported goods and outlines the reporting, verification, and financial obligations companies face when importing emissions-intensive goods to the EU.

“CBAM is a central component of the EU’s climate strategy and is reshaping how companies approach carbon pricing, trade compliance, and supply chain transparency,” said Louis Coppola, CEO & Co-Founder at Governance & Accountability Institute. “With the definitive phase of CBAM now underway, it is essential for companies exporting to the EU to understand how embedded emissions are calculated, what reporting obligations apply, and how CBAM certificates may affect the cost structure of their products.”

G&A’s new Resource Paper includes clear, actionable insights into CBAM compliance, including:

• Which companies and importers are covered, including emissions-intensive sectors such as cement, iron and steel, aluminum, fertilizers, electricity, and hydrogen.
• Key reporting obligations for direct and indirect emissions, including calculation methodologies required by the EU.
• Important timelines under the definitive phase, including CBAM declarant application deadlines and certificate surrender requirements.
• Financial and operational implications of CBAM certificates and carbon cost exposure.
• Risks of non-compliance, including penalties, corrective actions, and reputational considerations.

Coppola added, “G&A is available to help companies assess their exposure to CBAM, establish data collection and supplier engagement processes, and develop strategies to manage carbon costs while maintaining access to the EU market.”

Download this latest G&A resource here.

About G&A Institute, Inc.
Founded in 2006, Governance & Accountability Institute (G&A) is a New York–based sustainability consulting and research firm with deep advisory experience supporting corporate leaders and investors in integrating sustainability into governance, risk, enterprise performance, and evolving regulatory and stakeholder expectations. Backed by rigorous disclosure research and one of the industry’s most comprehensive benchmarking databases, we deliver insight that strengthens transparency, enhances competitiveness, and drives measurable return on investment.

More information is available on our website at ga-institute.com.

FOR MEDIA INQUIRIES & INTERVIEWS, CONTACT
Louis D. Coppola
CEO & Co-Founder 
Governance & Accountability Institute, Inc. 
Tel 646.430.8230 ext 14 
Email lcoppola@ga-institute.com

A first-of-its-kind home for adults with disabilities has opened in Miami – with support from Truist – bringing purpose to life and expanding what’s possible in care.

In March, Truist teammates joined civic leaders, partners, and residents to celebrate the grand opening of The Village of Casa Familia, an affordable housing community designed to help adults with intellectual, developmental, and other related disabilities transition into independent living.

Behind the scenes, the development came together through close coordination across multiple parties and funding sources, with Truist playing a key role in getting the project off the ground.

When the mission hits home

Kathy Farrell, head of Truist Asset Finance, spoke at the ribbon cutting in Miami. While her team supported the financing behind Casa Familia, the project’s mission also hit close to home for her.  Her youngest child, TJ, is on the autism spectrum. The 19-year-old loves music and football and can name every college mascot. But he can also experience sensory overload and benefits from consistent support when it comes to navigating day-to-day tasks.

“You’re always thinking about the future,” Farrell said. “What does independence look like? It’s not just about having a place to live. It’s also about having the right kind of support.” 

^{Kathy Farrell with her son, TJ, after his high school graduation in 2025.}

In May 2025, TJ graduated from a specialized high school and moved into a transition program in Central Florida, where he’s building skills for independent living. Options like that, however, are very limited and not always easy to find. Advocates say that’s what makes Casa Familia so important. It’s the only community of its kind in South Florida, at a time when the need is growing.

Nearly 75-percent of adults with a disability live with a parent or guardian, underscoring the lack of long-term housing solutions.

“Projects like Casa Familia go beyond housing; they’re about creating a true sense of home and belonging,” Farrell said. “Strong communities are built when everyone can live safely, independently, and with purpose. We’re proud to support efforts like this that don’t just provide shelter but create environments where people can truly thrive.”

A community designed with purpose

The Village of Casa Familia was built with that need in mind.

The development features 50 apartments across two three-story buildings, providing housing for 62 adults, along with an 11,000-square-foot community center designed for connection.

Residents have access to spaces for growth – from an art studio and demonstration kitchen to a fitness center, game room, movie theater, and a sensory “chill” room. Outdoor amenities include walking paths and a resort-style pool and spa.

Rent is capped at 30 percent of tenant income and staff are on site to connect residents with services.

More than housing, Casa Familia says it’s a model for what inclusive, community-centered living can look like.

With Autism Acceptance Month recognized in April, the timing of the ribbon cutting reinforces the broader need to expand access and inclusion for individuals with diverse needs.

Complex deal, clear impact

Bringing The Village of Casa Familia to life required careful collaboration and creativity.

Truist partnered with the nonprofit Casa Familia and developer Atlantic Pacific Companies to structure a financing package that brought together at least eight sources of funding, including from the state, county, city and Truist. Each came with its own requirements, timelines, and conditions.

Truist was the largest source, providing $24 million through a construction loan and Low-Income Housing Tax Credit equity.

Complex deals like this with a layered capital stack depend on alignment across public and private stakeholders.

“These are the kinds of transactions that take real coordination,” said Lesli Carroll, Commercial Real Estate Banker at Truist. “You’re aligning a lot of moving pieces. But when it comes together, it creates something that wouldn’t be possible otherwise.”

^{Truist teammates, Eric Rosen, David Kosmalski, Lester Gonzalez, Sharis DerAvakian, Kathy Farrell, Lesli Carroll, Ryan Ammann, at the ground opening of the Village of Casa Familia.}

This project is a strong example of how when teams from across the bank come together, complex deals turn into something simple: homes for people with few other places to go.

April 28, 2026 /3BL/ – Direct Relief and The Pfizer Foundation today announced the third cohort of the Innovation Awards in Community Health, supporting infectious disease prevention and management in underserved communities. Through $4.5 million in grants over two years, the program will support 16 U.S. safety-net community health organizations across 11 states, expanding access to prevention, education, screening, testing, treatment, and care.

Now in its fifth year, the program has funded efforts that reached more than 1.3 million people and delivered more than 519,000 vaccinations. This new cohort builds on that impact, supporting frontline health providers advancing locally driven solutions to address persistent public health challenges, including HIV, sexually transmitted infections (STIs), hepatitis, tuberculosis (TB), respiratory illness, and vaccine-preventable infectious diseases.

“Advancing community health depends on new, creative ideas and the trusted individuals who put them into action,” said Amy Weaver, CEO of Direct Relief. “Through our partnership with The Pfizer Foundation, we’re investing in innovation at the local level to expand care in ways that reflect community needs and strengthen the systems that sustain it over time.”

The awards, funded by The Pfizer Foundation and implemented by Direct Relief, aim to strengthen the capacity of safety-net providers serving communities facing the greatest barriers to care.

Applications were reviewed, with grantees selected based on community need, patient population, and ability to expand access to care—ensuring support reaches providers best positioned to deliver impact where it is needed most.

“Community health centers play a vital role in helping people stay healthy by bringing trusted health services closer to them,” said Darren Back, President, The Pfizer Foundation. “Through our ongoing partnership with Direct Relief, we are proud to support ​health centers across the country as they expand access to lifesaving vaccines and provide culturally responsive education and support, helping more people stay protected and strengthening the health of their communities.”

2026 Award Recipients include:

• Kachemak Bay Family Planning Clinic, Homer, AK, will expand access to STI prevention, testing, treatment, and human papillomavirus (HPV) vaccination for residents on the Kenai Peninsula — the region’s only dedicated provider for low-income, uninsured, and underinsured patients.
• Norton Sound Health Corporation, Nome, AK, will expand access to vaccinations and STI screenings across 16 remote Tribal communities in the Bering Strait Region, strengthening preventive care capacity and countering misinformation in communities with limited health infrastructure.
• Cahaba Medical Care Foundation, Centreville, AL, will expand vaccination and infectious disease screening across six central Alabama counties, providing free flu and COVID-19 vaccines for uninsured patients and increasing HIV, Hepatitis C, and STI testing through clinics, dental sites, and school-based centers.
• Amistad Y Salud Clínica Amistad, Tucson, AZ, will expand access to a wider range of adult vaccinations and integrate them into women’s health screenings and primary care visits, addressing critical preventive care gaps for uninsured patients.
• Adelante Healthcare Inc., Phoenix, AZ, will establish a permanent Sexual Health & HIV Care Center in West Phoenix offering comprehensive services — including HIV/STI testing and treatment, pre- and post-exposure prophylaxis (PrEP/PEP), behavioral health, and care coordination — to reach populations facing the greatest health disparities.
• Native Health, Phoenix, AZ, will expand an existing childhood and adult vaccination program to reach underserved and minority populations across Maricopa County, and launch a statewide, multi-modal education campaign to build vaccine confidence among American Indian and Alaska Native communities.
• Pocatello Free Clinic, Pocatello, ID, will launch a sustainable immunization program integrating routine vaccination into every clinic visit and outreach event for low-income adults, building a scalable workflow that supports future vaccine additions.
• Heartland Medical Clinic Inc., Lawrence, KS, will expand STI testing, treatment, and education to fill care gaps created by major Title X funding cuts, supporting testing and treatment for uninsured patients and ensuring continued, reliable services for vulnerable residents.
• Methodist Health System Foundation, Slidell, LA, will increase testing and treatment access for underserved adolescents and young adults by enhancing services at a community college health center and boosting education and awareness at local high school and college sites in St. Bernard Parish.
• Tunica Biloxi Tribe of Louisiana, Marksville, LA, will launch a community-driven rural health promoter model to expand access, outreach, and health education in Central Louisiana, integrating clinical care with community-based support to reduce barriers and advance health equity.
• Coastal Family Health Center, Gulfport, MS, will expand coordinated infectious disease prevention and care for uninsured, underinsured, and underserved Gulf Coast residents by strengthening the linkage between primary care and social service providers.
• North Mississippi Primary Health Care, Inc., Ashland, MS, will expand community-based infectious disease services through a mobile health unit delivering free STI screening, education, and treatment linkage to rural communities with rising syphilis and gonorrhea rates across North Mississippi.
• Fundación Manos Juntas, Oklahoma City, OK, will expand and modernize its vaccination program by adding HPV vaccines, upgrading vaccine management systems, developing bilingual education materials, and strengthening outreach to improve vaccine access and confidence for uninsured patients.
• The Free Medical Clinic, Oak Ridge, TN, will expand free, mobile infectious disease screening — including TB, STIs, and Hepatitis C — and health education across underserved Appalachian East Tennessee communities, with immediate counseling, referrals, and care navigation for those who test positive.
• Neighborhood Health, Nashville, TN, will expand access to integrated hepatitis testing and treatment by offering onsite viral hepatitis diagnosis and care, filling a gap no other safety-net provider in Nashville currently addresses, alongside expanded vaccination and harm reduction services.
• Cabell-Huntington Health Department, Huntington, WV, will expand free, community-based HIV, Hepatitis C, and STI testing alongside education, vaccinations, PrEP linkage, and prevention resources for people facing substance use, housing instability, or limited healthcare access.

The Innovation Awards in Community Health program launched in 2020 and has since supported more than 40 safety-net health organizations across the United States.

To read more about the Innovation in Care Awards, click here.