Tag: 3BL

Sofidel

The Group, which is celebrating the 60th anniversary of its founding this year, continues its innovation journey within its production facilities in Europe and the United States

PORCARI (Lucca), Italy, July 14, 2026 /3BL/ – Sofidel, among the global leaders in the production of paper for hygienic and household use, known particularly in Italy and across Europe for its Regina brand, continues its commitment to decarbonization by bringing a new biomass boiler into operation at its Sofidel France facility in Frouard, in the Grand Est region of France.

Supported by ADEME (Agence de la Transition Écologique) under the BCIAT 2022 program (Biomasse Chaleur Industrie, Agriculture et Tertiaire), the new boiler will generate steam currently generated using natural gas, enabling an estimated annual reduction of 9,100 metric tons of CO₂ emissions.

A biomass boiler has already been in operation at the Frouard site since 2014. Together, the two boiler units will cover 95% of the steam required to heat the drying cylinders of the plant’s two paper machines. Natural gas will be used only during peak demand periods and as backup, accounting for approximately 5% of the total demand.

“For Sofidel, the journey toward decarbonization is not only a regulatory requirement, but a clear industrial choice. In France, biomass represents a valuable resource, in which we have invested and will continue to invest,” said Luigi Lazzareschi, Sofidel Group CEO.

The activation of the new boiler comes just days after the finalization of an expansion plan for the Group’s facility in Inola, Oklahoma, in the U.S.

The investment in France is part of Sofidel’s broader decarbonization strategy, focused on increasing the use of energy from renewable sources through a multi-option approach tailored to the climate, infrastructure, and regulatory frameworks of the countries in which the Group operates.

For Sofidel, sustainability is a strategic development lever closely linked to the innovation of production processes, products and logistics, supporting new growth opportunities and continuous improvement while reducing the impact of business activities on natural capital.

This year, DaVita announced its 2030 Community Care commitments, a new set of long-term goals, focused on improving patient outcomes, supporting the expansion of economic opportunity for teammates, and strengthening community and environmental resilience. Guided by DaVita’s Trilogy of Care, the 2030 builds on more than 25 years of progress and reflects DaVita’s continued commitment to raising the standard for kidney care in the communities it serves. 

Poised for Impact Where it Matters Most

Our 2030 Community Care Goals

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Our Patients

Provide industry-leading care for all our patients.

• Improve patient quality of life: Reduce hospitalizations to extend lifespans
• Empower 150,000+ people to make more informed modality choices through kidney education
• Narrow the disparity: Increase home dialysis and transplants rates for underserved populations
• Support 40,000+ DaVita patients receiving a life-changing transplant

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Our Teammates

Differentiate our culture by Our World fostering purpose, connection, belonging and growth.

• Sustain market-leading teammate engagement scores of 80% or higher each year
• Grow our own talent: Graduate 2,000 new nurses through DaVita programs
• Build pathways to prosperity: 65,000 promotions to drive economic mobility for front-line teammates Doing What’s Right Acting with integrity is foundational to how we pursue our goals and measure our progress. As we set these commitments, we align them with evolving regulatory reporting expectations and ensure the data behind what we report is accurate and reliable.
• Mobilize our teammates for good: Complete 300,000 hours of community service

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Our World

Build a healthier, more resilient future for the communities we serve.

• Strengthen our communities with philanthropic investments benefiting 400,000 people
• Power all global operations with 100% renewable energy each year as part of our path to net zero by 2050
• Safeguard patient care by assessing risks from severe weather and building more resilient operations
• Scale water conservation best practices in each country in which we operate

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Doing What’s Right

Acting with integrity is foundational to how we pursue our goals and measure our progress. As we set these commitments, we align them with evolving regulatory reporting expectations and ensure the data behind what we report is accurate and reliable.

Responsibility for achieving these goals sits with leaders across DaVita, reflecting our longstanding belief that Community Care is not owned by any single team — it belongs to all of us.

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2030 Goals: Caring for Our Patients

Providing Industry-Leading Care for All Our Patients

Excellence in patient care is the beating heart of our work at DaVita. Ultimately, every decision we make reinforces our commitment to helping every patient achieve their own best possible health outcomes.

Improve patient quality of life:

Reduce hospitalizations to extend lifespans. For those living with kidney disease, avoiding the hospital is a potent indicator of improved quality of life, reflecting more sustained periods of stable well-being and more effective management of disease complications. Over the coming five years, we commit to reducing the average hospitalization rate among the patients we serve, as measured against a 2025 baseline.

Empower 150,000+ people to make informed modality choices through kidney education.

Our Kidney Smart® program provides kidney health education and lifestyle recommendations to help at-risk individuals understand kidney health, apply strategies to help prevent disease progression and make the modality choices that best meet their personal health goals. Today, the program is available in person, by phone and online in over 13 languages. We commit to building on this strong foundation to reach more than 150,000 people with expert, accessible kidney education by 2030.

Narrow health disparities: Increase home dialysis and transplant rates for underserved populations.

We are tackling head-on the persistent reality that underserved populations experience lower rates of home dialysis and transplantation. We commit to reducing these disparities, consistent with our goal of providing industry-leading care for every patient.

Applying methodology recommended by the Centers for Medicare and Medicaid Services (CMS) to identify patients considered “underserved,” we will track key metrics for underserved and the broader patient populations to assess and report on our progress in narrowing the gap.

Support 40,000+ DaVita patients receiving a life-changing transplant.

For patients for whom kidney transplant is a medically appropriate option, transplantation is the ideal treatment for end stage kidney disease. We commit to working with our transplantproviding partners in the broader kidney care community to support more than 40,000 DaVita patients on the transplant journey.

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2030 Goals: Caring for Each Other

Differentiating Our Culture to Foster Purpose, Connection, Belonging and Professional Growth

At DaVita, we put people at the center of everything we do, which supports our culture, empowers a shared purpose and drives our pursuit of a healthier tomorrow.

Sustain market-leading teammate engagement scores of 80% or higher each year.

Annual engagement surveys help us gauge teammate sentiment, recognize successes and identify areas for improvement. Through a comparative industry assessment, we established a benchmark leadership score of 80%, and set this as our annual goal for 2026–2030.

Grow our own talent: Graduate 2,000 new nurses through DaVita programs.

When we support a thriving pipeline of nursing talent, the entire healthcare sector benefits. By offering a wide range of sponsorship and mentorship programs, as well as tuition reimbursement options, we commit to helping 2,000 new nurses earn their credentials with support from DaVita programs by 2030.

Build pathways to prosperity: Promote 65,000 front-line teammates to help drive economic mobility.

We recognize the allimportant connection between career growth and economic mobility for the dedicated DaVita teammates who deliver front-line patient care. Our Clinical Ladders program provides the framework for career growth, offering clear and actionable pathways to advancement opportunities for clinical professionals. We commit to 65,000 promotions for our frontline teammates through the Clinical Ladders program by 2030.

Mobilize our teammates for good: Complete 300,000 hours of community service.

The same spirit of service that draws all of us to work at DaVita inspires us to give back beyond our walls. We encourage and support a vast range of volunteer activities, including both DaVitasponsored initiatives and those driven by teammates independently. In the coming five years, we commit to completing 300,000 hours of volunteerism — acting as a community first, a company second.

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2030 Goals: Caring for Our World

Building a Healthier, More Resilient Future for the Communities We Serve

Working to strengthen the communities and environment around us is a natural extension of our longstanding legacy of care. Through philanthropy, conservation initiatives and investments that help communities prepare for and respond to challenges, we aim to support health and safety today and into the future.

Strengthen our communities with philanthropic investments benefiting 400,000 people by 2030. In alignment with our caring ethos and wide-ranging platform of community initiatives, philanthropy is another way we work to extend the reach of DaVita’s positive influence on human health. Through the DaVita Giving Foundation we commit to sustained, high-impact philanthropic investment in the years ahead.^[1]

Power all global operations with 100% renewable energy each year as part of our path to net zero by 2050.

Having met our goal of powering 100% of our global operations with renewable energy in 2025, we’ve set the bar high. Moving forward, we commit to upholding this gold standard of environmental sustainability and maintaining our position as renewable energy leaders even as our operations grow in scale and impact.

Safeguard patient care by assessing risks from severe weather and building more resilient operations.

Protecting patients and teammates is our top priority during severe weather events. In the years ahead, we’ll perform a robust assessment of the physical risks from severe weather in each of the communities we serve. We’ll apply this data to develop capital improvement plans to safeguard patient care and support operational continuity in the event of weather emergencies.

Scale water conservation best practices in each country in which we operate.

Building on the success of our U.S. water conservation initiatives, we commit to pursuing water conservation on a global scale. In the coming years, we’ll develop tailored water-saving best practices for each country in which we operate, ensuring we manage this critical resource responsibly throughout our enterprise.
 

^{[1] Impact will be measured through attestations from the recipient organizations.}

Published by Las Vegas Sands on June 23, 2026

LAS VEGAS, July 14, 2026 /3BL/ – Las Vegas Sands (NYSE: LVS) has contributed $300,000 to Nevada Partnership for Homeless Youth (NPHY), bringing its total contributions for NPHY’s programs to address the growing population of youth experiencing homelessness in Clark County and the nonprofit’s role in spearheading the statewide Movement to End Youth Homelessness to $3.2 million since 2014.

In 2025, Nevada’s first statewide study on youth homelessness found that almost 3,000 unaccompanied youth across Nevada accessed homeless services in one year. The study also examined young people falling through the cracks of systems and determined that the true number of young people experiencing homelessness across the state could be as high as more than 33,000 in a single year. At the same time, NPHY also has experienced unprecedented levels of uncertainty regarding government funding at federal and local levels.

Sands’ focus on helping end youth homelessness is one of the company’s top community engagement priorities at corporate headquarters, and the 2026 Sands Cares investment supports three foundational areas: funding programs for youth in crisis; providing capacity-building support to facilitate NPHY’s growth; and continuing to underwrite NPHY’s leadership of Nevada’s Movement to End Youth Homelessness.

With Sands Cares’ support, NPHY served 726 individual youth in 2025 across its core programs, the most youth the organization has ever assisted in one year, and made more than 17,000 contacts with youth in need via outreach efforts. NPHY’s emergency shelter also is now one of the only privately funded emergency shelters in Southern Nevada and the only shelter that serves unaccompanied minors experiencing homelessness.

“Sands has been a transformational partner for more than 10 years, consistently supporting our vision to be Nevada’s leading advocate and service provider for youth experiencing homelessness,” Arash Ghafoori, CEO of NPHY, said. “The company has helped us give youth in crisis a pathway to stability while fueling our vision toward lasting solutions that overcome one of the most critical issues in our community and state. Our partnership is again leading us toward another milestone as we kick off development of the state’s first stand-alone plan to end youth homelessness this year and bring statewide stakeholders together to contribute to this work at the 10th annual Nevada Youth Homelessness Summit in November.”

The 2026 Sands Cares contribution to NPHY continues the company’s long-standing support for the following initiatives.

Providing Immediate Relief to Youth in Crisis: A portion of the Sands Cares funding is underwriting NPHY’s comprehensive continuum of care for young people experiencing homelessness, which includes outreach efforts, Safe Place mobile crisis intervention, family reunification, the drop-in center, and housing programs spanning emergency shelter, transitional housing and rapid-re-housing. This year’s Sands Cares funding is enabling NPHY to work on increasing emergency shelter beds by 50% without changing or increasing its shelter staffing model.

Capacity-Building to Strengthen NPHY: NPHY is restructuring functions previously housed under a central development department into three entities: a development department; an impact, systems and policy department; and an advocacy and communications department. Separating these functions will enable the organization to best capitalize on development and communication opportunities while focusing other staff on leading systems-level work. Sands Cares funding is empowering this transition through underwriting of staffing and other infrastructure needs.

Advocating for Lasting Solutions and Systemic Change: The third component of the Sands Cares donation is continued investment in NPHY’s leadership of the statewide Movement to End Youth Homelessness, including Sands’ co-presentation of the 2026 Nevada Youth Homelessness Summit with NPHY. Other NPHY activities supported through this funding include launching the statewide process to create Nevada’s first standalone plan to end youth homelessness, establishing the first statewide Movement Youth Action Board, establishing and supporting regional youth action boards across the state, bringing Movement Institute trainings to northern Nevada for the first time, and continuing advocacy to strengthen higher education access for vulnerable young people.

“Our commitment to ending youth homelessness remains strong – yet the challenges have only gotten stronger as incidence rates in our state continue to rise,” Ron Reese, senior vice president of global communications and corporate affairs, said. “We cannot rest on what has been done in the past if we are to ensure safety nets are in place for our most vulnerable youth. NPHY continues to evolve solutions to help youth in crisis move beyond their situations and has a sound vision for how our state can mobilize to end youth homelessness. That’s why we continue to invest in their mission.”

To learn more about Sands Cares, visit sands.com/responsibility/communities/.

To learn more about Nevada Partnership for Homeless Youth, visit https://nphy.org/.

About Nevada Partnership for Homeless Youth

NPHY is the most comprehensive service provider for the thousands of homeless youth in Southern Nevada, serving hundreds of youth through core programs and touching the lives of thousands more through outreach each year. NPHY’s programs stabilize homeless teens’ lives, meeting their immediate needs and providing a safe, supportive environment and a path to self-sufficiency. Through work with homeless youth, NPHY creates productive, healthy adults who contribute to society. Strengthening and complementing the high-quality direct services for homeless youth, NPHY is dedicated to advocating with and for the Las Vegas Valley’s homeless youth population and serves as a leader in systems-level efforts to eliminate homelessness among Nevada’s youth. For more information or to support our life-changing work for homeless youth, please visit www.nphy.org.

About Sands (NYSE: LVS)

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

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

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

Contacts:

Kristin Koca
Sands Nevada
702.923.9142
Kristin.Koca@sands.com

Lanette Rivera
Partnership for Homeless Youth
702-688-1013
lanette@nphy.org

CLEVELAND, July 14, 2026 /3BL/ – The Cleveland WNBA today announced KeyBank, Northeast Ohio’s hometown bank, as its first Founding Partner. The new, multiyear partnership establishes the financial institution as the team’s official and exclusive retail banking partner. As a founding partner, KeyBank will help shape the fan experience from the franchise’s earliest days through its inaugural 2028 season and beyond.

A cornerstone of the partnership is KeyBank’s sponsorship of the franchise’s membership platform, the home for the team’s most loyal fans. As the presenting partner of the platform, KeyBank will provide Cleveland WNBA fans who have made the initial $28 membership deposit with exclusive benefits, including exclusive seating area at the team’s brand unveil later this summer along with early access to the post-launch retail drop. Cleveland WNBA currently has nearly 9,000 initial payments as momentum continues to build ahead of the team’s debut at Rocket Arena in 2028.

“Establishing our first foundational partnership with KeyBank, with a focus on our membership platform, reflects how deeply committed we are to collectively investing in unforgettable experiences for our fans, whose passion and belief in the return of the WNBA to Ohio has been clear since day one,” said Allison Howard, Cleveland WNBA, President of Business Operations. “Partnering with this trusted hometown brand strengthens the momentum behind our shared mission to create opportunity, expand access and deliver moments that matter for communities across Ohio and the region.”

KeyBank and Cleveland WNBA will collaborate annually on a signature community impact program, extending the partnership beyond the arena and into neighborhoods across the region. This dedicated program will reinforce a shared commitment to deepening community connection and driving meaningful, long-term investment in Cleveland.

“I’ve long believed in the power of women’s sports, not only as a platform for incredible athletes, but as a force for bringing people together and strengthening communities,” said Trina Evans, Chief of Staff and Director of Corporate Center, KeyBank. “As a Founding Partner of Cleveland WNBA, KeyBank is proud to support the return of professional women’s basketball to our hometown and help create new opportunities for connection, economic vitality, and enduring pride across Northeast Ohio.”

Additionally, beginning with the team’s inaugural season in 2028, KeyBank will expand its presence with in-game moments that create memorable experiences for members and fans at Cleveland WNBA games at Rocket Arena. The marquee activation includes serving as presenting partner of the High-Five Tunnel, where lucky fans will get a close-up view of the team and court during warmups. KeyBank will also serve as presenting partner for one theme night and associated fan giveaway each season.

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ABOUT CLEVELAND WNBA

Cleveland WNBA is the 16th franchise in the Women’s National Basketball Association (WNBA). The team, operated by Rock Entertainment Group, will begin play in the 2028 season at Rocket Arena, downtown Cleveland’s premier 19,000-seat venue, which is also home to the NBA’s Cleveland Cavaliers and AHL’s Cleveland Monsters. Cleveland WNBA will train at their own dedicated and premier 52,000-square-foot performance center in Independence, Ohio. The Cleveland WNBA is a part of Rock Entertainment Group, the umbrella entity for the sports and entertainment properties under Chairman Dan Gilbert’s ROCK Family of Companies. Nic Barlage serves as the CEO of Cleveland WNBA, Rocket Arena and Rock Entertainment Group, and Allison Howard leads Cleveland WNBA as President of Business Operations.

ABOUT KEYBANK

KeyCorp’s roots trace back more than 200 years to Albany, New York. Headquartered in Cleveland, Ohio, Key is one of the nation’s largest bank-based financial services companies, with assets of approximately $189 billion at March 31, 2026.

Key provides deposit, lending, cash management, and investment services to individuals and businesses in 15 states under the name KeyBank National Association through a network of approximately 950 branches and approximately 1,100 ATMs. Key also provides a broad range of sophisticated corporate and investment banking products, such as merger and acquisition advice, public and private debt and equity, syndications and derivatives to middle market companies in selected industries throughout the United States under the KeyBanc Capital Markets trade name. For more information, visit https://www.key.com/. KeyBank Member FDIC.

Media Contact: 

Daijha Johnson 
Djohnson@cavs.com

Meg Lower
KeyBank, Regional Communications Manager
Meg_lower@keybank.com

260709-4710278

Originally published in Wesco’s 2026 Sustainability Report

At Wesco, sustainability is integral to how we operate, grow and create long-term value. It shapes our strategy, informs our decisions, and guides how we serve customers, support our people and engage with communities around the world. As global demand accelerates for more resilient, efficient and connected infrastructure and supply chains, our role — and our responsibility — has never been more important.

In 2025, Wesco continued to make meaningful progress amid powerful secular trends including digitalization, power generation and reliability, and supply chain resiliency. These forces are reshaping energy systems, industrial operations and data-driven environments worldwide. Wesco sits at the center of these ecosystems, enabling solutions that help customers build, connect, power and protect critical infrastructure more safely and sustainably.

Our portfolio of products, services and solutions supports customers as they modernize power grids, deploy data centers, advance automation and improve building intelligence. At the same time, we are transforming our own operations through a multi-year digital transformation to improve efficiency, strengthen supply chain resilience and reduce waste. By leveraging data, analytics and technology at scale, we are embedding sustainability into the way we operate every day.

Our people remain the foundation of our success. In 2025, we continued to invest in a safe, inclusive and engaging workplace – one that equips our teams with the skills needed to succeed in a rapidly evolving, digital-first environment. Recognition as a Great Place to Work® and continued external recognition for our culture reflect our commitment to supporting our employees and leading with integrity.

Beyond our operations, Wesco is committed to making a positive impact in the communities we serve. Through our Wesco Cares program, employees around the world support disaster relief, education, workforce development and housing initiatives. Their generosity, volunteerism and civic leadership demonstrate our values in action and reinforce our belief that strong communities are essential to long-term success.

Strong governance is our foundation. Our Board of Directors and Leadership team remain focused on ethical conduct, responsible capital allocation, effective enterprise risk management and transparent engagement with stakeholders. These principles are essential to maintaining trust and delivering sustainable performance over time.

As we look ahead, we recognize that sustainability is a continuous journey. The challenges facing our world – supply chain complexity, workforce transformation and technological changes — require focus, collaboration and accountability. Wesco has entered 2026 with positive momentum, a clear strategy and a steadfast commitment to responsible growth.

This report outlines our approach, priorities and progress. I thank our employees, customers, suppliers and partners for their continued trust as we work together to build a more sustainable future.

Read Wesco’s full 2026 Sustainability Report here

​​Your brain controls everything from how you move and speak to how you think, remember, and experience the world. But when blood flow is disrupted, the impact can be immediate and life changing. Conditions such as stroke and aneurysm affect millions of people each year, yet many still don’t recognize the warning signs, understand risk factors, or realize how dramatically technology is transforming treatment options.  

​In this conversation from our Health Care Untapped  series,  Linnea Burman, SVP and President of Neurovascular at Medtronic, joins neurosurgeon and Chief Medical Officer Dr. Adam Arthur to explore the future of neurovascular care. From minimally invasive procedures to advances in imaging and artificial intelligence, they explore how innovation is reshaping neurovascular treatment — and why faster diagnosis and treatment can make all the difference. 

​This interview has been edited for length and clarity. 

Linnea Burman: When you tell someone you’re a neurosurgeon, what’s the first question you’re typically asked?  
Dr. Adam Arthur : “Are you for real?” Seriously. I think a lot of people understand that the brain is fascinating and that we know so little about it. There’s fascination about what it’s like to operate on the brain. Specifically: How do you do that? How do you get there? 

​Burman: I think that would probably fascinate a lot of people. How do you access the brain?  
Dr. Arthur: We still do open brain surgery, which is at least 7,000 years old, where we make an incision and use a saw and drill to open the skull and operate with a microscope. But in neurovascular care today, we also have minimally invasive approaches that allow us to access the brain without opening the skull — through small punctures in the wrist or leg arteries using advanced imaging techniques. Patients often experience less pain, less inconvenience, and shorter hospital stays. 

​Burman: How has the transition from open surgery to minimally invasive procedures changed over your career?  
Dr. Arthur: It’s been massive. When I started training, neurovascular procedures were mainly used for imaging. Then they became important in treating aneurysms, and later there was a huge revolution in treating ischemic stroke by removing blood clots blocking blood flow to the brain. Now we’re exploring treatments for additional conditions like chronic subdural hematoma and potentially even refractory migraine. 

Burman: Most people have heard of stroke, but can you explain conditions like aneurysms and chronic subdural hematomas?  
Dr. Arthur: You can think of arteries as hoses that bring blood to the brain. An aneurysm is essentially a weak spot on that hose, like a water balloon forming on the side. Many aneurysms never rupture, but when they do, it can be devastating. A chronic subdural hematoma occurs when blood accumulates between the brain and skull, often related to aging and sometimes small trauma. 

​Burman: How do lifestyle factors impact brain and neurovascular health?  
Dr. Arthur: I like to call sleep, diet, and exercise the “holy trinity” of lifestyle. Those three things have a tremendous impact on the likelihood of stroke or aneurysm. Nicotine is certainly harmful as well. You can still experience these conditions while living a healthy lifestyle, but it’s important to prioritize rest, recovery, good nutrition, and staying active. 

​Burman: When someone is having a stroke, what is actually happening in the brain?  
Dr. Arthur: With ischemic stroke, there’s a blockage in an artery delivering oxygen and blood to the brain. Patients may experience facial drooping, slurred speech, or weakness in the arms. The key is restoring blood flow quickly because once brain tissue is lost, it doesn’t grow back. Patients may lose as many as 2 million neurons per minute during a stroke. 

​Burman: I think many people know that a stroke can be disabling. How much time do patients really have?  
Dr. Arthur: Time is critical. There’s an area of brain tissue that dies quickly, but there’s also surrounding tissue, what we call the penumbra, that’s still salvageable if blood flow is restored fast enough. If you notice problems with speech, movement, or facial drooping, it’s important to seek medical attention immediately. 

​Burman: Globally, how many people experience a stroke each year?  
Dr. Arthur: About 12 million people every year. Because stroke symptoms can vary and patients can’t always communicate what they’re experiencing, there’s a tremendous opportunity to reduce disability through awareness and faster intervention. 
Burman: Stroke is only the third leading cause of death, but it’s the leading cause of disability. The impact extends beyond the patient to families and caregivers who often need to step in and provide long-term support. 

​Burman: True or false: Stroke can affect women differently than men.  
Dr. Arthur: True. Women are less likely to receive timely care and more likely to experience poor outcomes. We still have work to do in understanding why and improving systems of care. 

​Burman: Can strokes only happen to older adults?  
Dr. Arthur: False. Stroke can affect people of all ages, including children. 

​Burman: What’s a symptom many people don’t realize is connected to the brain?  
Dr. Arthur: Whooshing sounds in the ear, medically known as pulsatile tinnitus. Some people experience it so severely that it interferes with daily life, and in some cases, it’s linked to neurovascular conditions that can be treated .

​Burman: There’s a lot of conversation around AI right now. How is AI impacting neurovascular care?  
Dr. Arthur: AI is helping us identify patients who need intervention faster and helping improve the safety and effectiveness of devices used in the brain. 

​Burman: As a health tech leader, where do you see technology taking neurovascular care?  
Dr. Arthur: I’m excited about how we’re using clinical study data, imaging, and machine learning to better understand device performance in patient anatomy over time. It’s helping us design better devices and predict performance with greater confidence. 

​Burman: How do you balance innovation with safety when working so closely to the brain?  
Dr. Arthur: Every innovation must be carefully tested through multiple models and ongoing clinical research to ensure solutions are as effective and safe as possible for patients. 

​Burman: If I were diagnosed with one of these conditions, what questions should I ask my physician?  
Dr. Arthur: Ask how the technology has been tested and whether your unique medical situation presents any specific considerations. I also think it’s valuable to ask your doctor: “If you were the patient, what option would you choose?”

Watch the Health Tech Untapped video here, and learn more here.

Linnea Burman is a leader in neurovascular health and healthcare technology at Medtronic.  Her work focuses on advancing innovation in stroke care, neurovascular therapies, and technologies that support better patient outcomes worldwide. 

​Dr. Adam Arthur has more than 20 years of experience specializing in neurovascular and minimally invasive brain procedures.  Arthur is Chief Medical Officer for Medtronic Neurovascular and a past chair of neurosurgery at University of Tennessee Health Science Center.  He currently practices at the Semmes Murphey Clinic in Memphis, Tennessee, and is the principal investigator on multiple multicenter international clinical trials. 

Published on June 16, 2026 

CAMDEN, N.J., July 13, 2026 /3BL/ – Subaru of America, Inc. (Subaru) today announced a $35,000 donation to The Cooper Foundation. This is Subaru’s fifth consecutive annual gift supporting Camden-based patients. The Subaru team also assembled 1,000 appreciation kits for nurses at Cooper University Health Care as part of its Subaru Loves to Care® initiative and its ongoing commitment to the automaker’s hometown of Camden.

More than 70 Subaru employees volunteered their time to assemble the appreciation kits, each filled with thoughtful items and handwritten notes recognizing the compassion, dedication, and exceptional care Cooper nurses provide every day. Representatives from Subaru personally delivered the kits during a special event honoring Cooper nurses for their unwavering commitment to patients and families.

In addition to the appreciation kits, Subaru presented a $35,000 check to The Cooper Foundation, increasing its annual contribution to help address rising costs and expand access to essential care for patients served by Cooper. The funding will provide durable medical equipment—including blood pressure monitors, glucometers, scales, wheelchairs, walkers, and canes—to patients managing chronic health conditions at home, while also supporting transportation assistance to help Camden residents get to and from medical appointments.

Subaru’s partnership with Cooper continues to transform access to care for Camden residents facing financial and transportation barriers. During the past year, Subaru’s support helped nearly 1,000 uninsured and underinsured residents receive essential health-related assistance, including more than 1,500 units of durable medical equipment, more than 37,300 individual medical supplies, and more than 1,100 rides to medical appointments. Together, Subaru and Cooper are helping ensure patients can safely recover at home, manage chronic conditions, and access the care they need—regardless of the barriers they face.

“Subaru has become one of The Cooper Foundation’s most valued community partners because they understand that improving individuals’ health extends far beyond the walls of a hospital. Their continued investment—and the generosity of their employees—helps ensure more patients can access the care they need while recognizing the extraordinary professionals who deliver it every day. Partnerships like this create lasting impact for the communities we are privileged to serve,” said Philip A. Norcross, Esq., chairman of The Cooper Foundation Board.

“At Subaru, we believe being a good neighbor means investing in the people and communities that surround us. Through Subaru Loves to Care, we’re proud to recognize the extraordinary compassion of Cooper’s nurses while continuing to help patients access care. Whether it’s providing transportation, essential medical equipment, or simply reminding health care workers how much they’re appreciated, we’re honored to stand alongside Cooper in making a meaningful difference throughout Camden,” said Erica McLeod, corporate social responsibility manager, Subaru of America, Inc.

“Our nurses represent the very best of Cooper, bringing exceptional skill and compassion to patients and families every day. We are grateful to Subaru for recognizing Cooper’s nurses’ dedication and for their team’s continued partnership in supporting the people who care for our community,” said Anthony J. Mazzarelli, MD, JD, MBE, co-CEO of Cooper University Health Care.

“Subaru’s generous support helps remove everyday barriers patients face by providing transportation assistance and essential medical equipment, helping more people get the care they need, when they need it,” said Kevin M. O’Dowd, JD, co-CEO of Cooper University Health Care.

Subaru has been a steadfast supporter of Cooper and the Camden community through charitable giving, volunteerism, and its Subaru Loves to Care® initiative. In addition to supporting patient transportation and durable medical equipment, Subaru has donated emergency vehicles to Cooper EMS, supported Children’s Regional Hospital at Cooper, partnered with The Cooper Foundation’s Pink Roses & Teal Magnolias event benefiting women’s cancer programs, and recognized Cooper team members through annual appreciation initiatives.

The continued partnership between Subaru and Cooper reflects a shared commitment to improving access to care, supporting health care professionals, and strengthening the health and well-being of the Camden community.

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About Subaru of America, Inc.

Subaru of America, Inc. (SOA) is an indirect wholly owned subsidiary of Subaru Corporation of Japan. Headquartered in Camden, N.J., the company markets and distributes Subaru vehicles, parts, and accessories through a network of about 640 retailers across the United States. All Subaru products are manufactured in zero-landfill plants, including Subaru of Indiana Automotive, Inc., the only U.S. automobile manufacturing plant designated a backyard wildlife habitat by the National Wildlife Federation. SOA is guided by the Subaru Love Promise®, which is the company’s vision to show love and respect to everyone and to support its communities and customers nationwide. Over the past 20 years, SOA and the SOA Foundation have donated more than $340 million to causes the Subaru family cares about, and its employees have logged over 115,000 volunteer hours. Subaru is dedicated to being More Than a Car Company® and to making the world a better place. For additional information, visit media.subaru.com. Follow us on Facebook, Instagram, LinkedIn, TikTok, and YouTube.

About The Cooper Foundation
The Cooper Foundation supports Cooper University Health Care by inspiring philanthropic investment to advance patient care, research, education, and community programs. Through the generosity of donors and partners, the Foundation is helping shape the future of health care in South Jersey.

Learn more by following The Cooper Foundation on social media. Facebook│Instagram│LinkedIn│X│TikTok│YouTube │Flickr│foundation.cooperhealth.org

About Cooper University Health Care
Cooper University Health Care is a leading academic health system affiliated with Cooper Medical School of Rowan University. Cooper, headquartered in Camden, New Jersey, has revenues of more than $3 billion and an A+ credit rating from both S&P and Fitch Ratings.

Cooper has nearly 14,000 team members, including more than 2,200 nurses, more than 1,200 employed physicians representing 95 specialties and subspecialties, and more than 700 advanced practice providers.

Cooper operates MD Anderson Cancer Center at Cooper as well as three hospitals – its 663-bed flagship Cooper University Hospital in Camden, its 229-bed Cooper University Hospital Cape Regional in Cape May Court House, and Children’s Regional Hospital in Camden.

Cooper University Hospital in Camden is the only Level 1 trauma center in South Jersey and the busiest in the region. The hospital has been recognized as a top-performing regional hospital by U.S. News & World Report’s Best Hospitals annual survey for six years.

More than 2.54 million patients visit Cooper’s facilities annually. Cooper’s ambulatory network encompasses three outpatient surgery centers, seven urgent care centers, a wound care center, and more than 130 physician, physical therapy, and radiology offices extending from the Delaware River to the New Jersey shore.

Cooper was named one of America’s Best Large Employers for 2026 by Forbes, ranking among the top 200 in the nation. Visit CooperHealth.org to learn more.

Contacts:

Diane Anton
Corporate Communications Manager
(856) 488-5093
danton@subaru.com

Adam Leiter
Corporate Communications Specialist
(856) 488-8668
aleiter@subaru.com

Wendy A. Marano
Cooper University Health Care
(856) 904-1688
marano-wendy@cooperhealth.edu

Alexie Constantinou
Cooper University Health Care
(609) 424-4102
constantinou-alexie@cooperhealth.edu

How does the former CEO of Ben & Jerry’s think about sustainability, profit, culture, trust… and the future of business? Probably not the way you’d expect. Because according to Matthew McCarthy, the biggest threat to most organizations isn’t always their competitors. It’s themselves. 

On It Shouldn’t Be This Hard, we talk to business leaders, sustainability professionals, and social impact entrepreneurs working at the intersection of purpose and performance—hosting lively, playful (and often provocative) discussions around why sometimes it’s so hard to do the right thing… and do the right things. 

In this two-part conversation, former CEO of Ben & Jerry’s Matthew McCarthy challenges some of business’s most deeply held assumptions, from the false choice between purpose and profit to why trust, culture, and leadership may matter more than most organizations realize.

Listen to Part 1 of the interview here.

Don’t miss Part 2… coming soon!

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About Grounded World

Grounded is a multi-award-winning, B Corp certified brand activation agency — thriving at the intersection of brand experience, commercial innovation, sustainability and social impact. They work with brands, retailers, startups and nonprofits all over the world, helping them transform purpose into profit, commercialize sustainability and drive positive behavior change at scale. Learn more.

Contact: paloma@grounded.world

COMPLIMENTARY WEBINAR

The Road to CSRD Assurance: How Companies Can Prepare Today

July 30, 2026

12PM PT | 3PM ET

REGISTER

In response to strong interest, SCS Global Services is offering an additional Introduction to CSRD session to address questions on getting started with audit readiness and to revisit key topics for those who missed the original broadcast.

As organizations prepare for CSRD reporting, understanding assurance expectations is critical. This complimentary webinar will provide an auditor’s perspective on what assurance providers will be looking for, including governance structures, controls, documentation, data quality, and evidence to support reported disclosures. Attendees will gain practical insights into common readiness gaps and actions they can take now to strengthen their reporting processes and prepare for assurance with greater confidence.

A live Q&A will follow the broadcast. 

REGISTER

Every chatbot query and every model trained runs on electricity. This prompts not just the desired query response, but also a familiar set of social and environmental impacts. In most industries, operational impacts like energy consumption and emissions, water stewardship, and community relations are the subject of corporate sustainability disclosures. This week’s news looks at both challenges and sources of hope related to AI’s ESG impacts and the related transparency.

First, the Environmental Integrity Project recently determined that 74 gas-fired plants have been proposed to power U.S. data centers. These “behind the meter” facilities – which would collectively emit approximately the same amount of greenhouse gas (GHG) a year as France or Australia – could bypass the usual permitting process that public plants face. Reporting on EIP’s findings, Reuters notes that only one in three Americans approves of the pace of data-center construction, which has given rise to a political dilemma heading into U.S. mid-term elections in November 2026.

This week, the United Nations set out to close the gap between the physical footprint of AI infrastructure, and expectations of transparency and good governance. As Fast Company reports, UN Secretary-General António Guterres just launched an AI Environmental Transparency Initiative calling on every major AI company to measure and disclose its full footprint — carbon, water, land — and to run its data centers on renewable energy sources by 2030. For a sense of the urgency of this demand, data centers drew about 1.5% of global electricity in 2025, headed toward nearly 3% by 2030. Given their role in global energy consumption, Guterres said “It is time to come clean.”

It’s important to remember that building AI infrastructure can also help drive growth in the green economy – as long as electrification is linked to renewable energy. As reported by ESG Dive, the London Stock Exchange Group (LSEG) found that for the first time, the global green economy has passed US$10 trillion in market capitalization, with electrification and AI infrastructure among the drivers. LSEG calculates that if the green economy is considered as a standalone industry, it “would now be the world’s third largest, surpassing Health Care, only behind Technology and Industrials.”

The supply chain is a specific area of the AI economy with crucial opportunities for greener infrastructure. TIME’s new Most Sustainable Companies list scores companies on transparency, and names several companies that help power the AI industry as disclosing well, including graphics processing unit (GPU) maker Nvidia (#31), chip-equipment maker ASML (#24), and data-center power specialist Delta Electronics (#34). The emissions impact of tech supply chains is the focus of a new G&A paper that maps what Microsoft, Apple, Google, and Meta now expect. G&A’s Scope 3 and SBTi target-setting teams help suppliers deliver on these ambitious expectations from their largest customers.

With the evolution of AI raising new questions about transparency, the Global Reporting Initiative (GRI), the world’s leading standard-setter in corporate ESG disclosure, has flagged AI and other aspects of digitalization as a research priority that could shape future guidance. This week, GRI named G&A co-founder Lou Coppola as the new Chair of its Stakeholder Council, a multistakeholder body that advises on the standards and helps shape its priorities. GRI’s standards are referenced by companies representing 62% of global market capitalization across 107 jurisdictions. Lou plans to bring meaningful stewardship at a moment of high stakes and substantial impacts for sustainability reporting.

Also in this issue: California moves to delay its first SB 253 emissions deadline from August to November; ESG Today covers the ISSB allowing metrics for nature disclosure as part of the Task Force on Nature-related Financial Disclosures (TNFD); Responsible Investor has investors backing SBTi’s net-zero revisions, with caveats; an EcoVadis study finds that 80% of Tier 1 suppliers still lack any process for managing supply-chain sustainability risk; and G&A’s new paper on extended producer responsibility in the EU hones in on steps to take by August 12 for companies that place packaging on the EU market.

This is just the introduction of G&A’s Sustainability Highlights newsletter this week. Click here to view the full issue.