Tag: 3BL

NOTE: our original broadcast date for the webinar was August 26, 2026, but you can still watch the recording On-Demand – just click HERE or the button below to register and enjoy the webinar!

Key Takeaways

• Complex remediation often depends as much on planning, stakeholder alignment, and project management as it does on the technical remedy.
• Understanding the regulatory framework and the value a remedy is actually providing can uncover better paths forward and help avoid unnecessary costs.
• Strong conceptual site models, clear remediation roadmaps, and a willingness to reassess strategy are critical when site conditions, business goals, or timelines change.

Complex remediation projects are rarely complicated by the technical solution alone.

Redevelopment can change site access almost overnight. A remedy that has performed its intended function for decades may no longer provide enough value to justify its cost. Stakeholder priorities can shift. Regulatory requirements, schedules, budgets, and site conditions can all change the path forward.

That means successful remediation requires more than selecting the right technology. Complex projects require thoughtful decisions around business objectives, technical strategy, stakeholder alignment, and long-term planning.

In our recent webinar, Beyond the Remedy: An Expert Conversation on Complex Remediation Projects, Jack Sheldon, Molly Colby-Partridge and Bernadette Flehmer had a conversation exploring three very different remediation challenges and the practical decisions that helped move each project forward.

Below are four lessons from their conversation. For the complete stories, technical approaches, and project outcomes, watch the full webinar on demand.

Miss the Webinar? Watch it On-Demand.

1. Complex Remediation Requires More Than a Technical Solution

The webinar opened with a seven-step framework for approaching complex remediation projects:

1. Establish business goals
2. Build the right team
3. Develop a strong conceptual site model (CSM)
4. Understand the regulatory framework
5. Engage stakeholders early
6. Develop a clear remediation roadmap
7. Consider long-term business and financial impacts

These principles quickly came to life in the first project discussed: a former chemical distribution site undergoing active redevelopment.

Once the property was sold to a developer, everything changed. Remediation suddenly had to keep pace with demolition, construction, changing site access, health and safety considerations, weather, and numerous stakeholders.

The team was constantly updating the project schedule and looking for opportunities to fit remediation activities around redevelopment. As Jack described it, “good communication, and good planning were characteristics of it.”

The technical approach ultimately achieved approximately a 99% reduction in contaminants across an extremely large plume, but Jack repeatedly brought the result back to planning and remedy selection.

Key takeaway: Remediation success can depend as much on coordination, planning, and timing as it does on the technical solution itself.

2. Don’t Keep Doing Something Just Because It’s What You’ve Always Done

The second project involved a Superfund site where a pump-and-treat system had operated for more than 30 years and treated approximately 800 million gallons of impacted water.

The system had been effective at preventing contamination from migrating off-site. But decades of monitoring weren’t showing the decreasing trend needed to create a clear path forward.

Changing course, however, couldn’t simply begin with telling regulators, “I disagree with that.”

As Molly explained, “You really have to have data to support your opinion and support your ideas for what you think is best for the site.”

That meant gathering additional data, strengthening the CSM, evaluating current pathways and risks, and developing the technical evidence needed to reassess the existing strategy. The resulting data demonstrated that simply continuing to operate the system without changes wasn’t necessarily the best option.

There was also a business question: What value is the remedy actually providing?

As Molly noted, a system that continues to contain contamination but does not meaningfully reduce it can carry significant operation and maintenance costs over time.

Key takeaway: Understanding the regulatory framework can create opportunities not only to maintain compliance, but also to improve project outcomes and reduce unnecessary costs.

3. Innovation Doesn’t Always Mean Inventing a New Technology

The third project took the discussion in another direction: how thoughtful planning and execution can dramatically change a remediation timeline without compromising quality.

At a former retail petroleum facility in California, stakeholder goals had shifted to include potential future redevelopment. That meant the cleanup timeline needed to accelerate.

The selected approach involved a large diameter auger (LDA) soil excavation, but one of the project’s most interesting innovations wasn’t the remediation technology itself.

The field team had to account for drilling productivity, concrete cure times, spacing requirements, permit limitations, contamination levels, and other engineering constraints when determining the sequence of work. A sequencing algorithm helped the team account for those variables and minimize downtime.

That led Bernadette to one of the webinar’s broader lessons: engage stakeholders early, understand property needs and project goals, and make sure the right people are involved throughout the process.

Key takeaway: Innovation isn’t always about a new remediation technology. Sometimes it’s about applying existing tools in smarter, more strategic ways to improve project outcomes.

4. Know Where You’re Going—and Be Willing to Reassess How You’ll Get There

During the final roundtable, the speakers were asked which parts of the seven-step framework organizations most often underestimate.

Molly pointed to the remediation roadmap:

“You can’t just keep doing the same thing at a site forever.”

Bernadette emphasized maintaining a strong CSM—not simply collecting data, but returning to it, identifying gaps, and reassessing the model as conditions change. The panel also emphasized the importance of bringing the right people into complex projects early.

Their discussion also challenged the idea that remediation moves neatly from a “technical phase” into a “project management phase.” In practice, the two have to work together throughout the project. Technical expertise must be accompanied by management of schedules, finances, resources, logistics, and stakeholders.

So, before determining the next step on a difficult project, the panel suggested asking questions such as:

• What data are we missing?
• Where are the gaps or blind spots?
• Where are we trying to go next?
• Will this action actually move us toward that goal?
• Is it aligned with the regulatory framework and business objectives?
• How are we tracking financially?

Key takeaway: A remediation strategy shouldn’t become static simply because work is underway. Keep the end goal in view and continually assess whether today’s decisions are actually moving the project toward it.

Frequently Asked Questions

What makes a remediation project “complex”?

Technical conditions are only one source of complexity. Regulatory requirements, redevelopment, financial considerations, stakeholder priorities, site access, scheduling, and project management can all add additional layers to a remediation project. As the panel noted, all three projects discussed had challenges extending well beyond remediation itself.

When should an existing remediation strategy be reconsidered?

One signal is when continuing the existing approach is no longer producing enough progress or value. Before changing course, however, teams need sufficient data, an up-to-date CSM, an understanding of the regulatory framework, and clarity about what the next strategy is intended to accomplish.

How important is project management in complex remediation?

It is critical throughout the entire project. As Jack summarized, “Project management’s a thread that runs all the way through.” Even when the immediate challenge is technical, administrative, financial, logistical, and scheduling considerations still need to be managed.

Making Better Decisions Through Remediation Complexity

Every remediation project is different, but the underlying challenges can be surprisingly similar.

Whether complexity comes from redevelopment, regulatory expectations, stakeholder priorities, or project timelines, the panel’s closing message was simple: successful outcomes depend on making informed decisions early and adapting those decisions as projects evolve.

The three projects discussed in Beyond the Remedy show what that looks like in practice, from coordinating remediation alongside rapidly moving redevelopment to questioning a decades-old strategy and finding innovative ways to accelerate field execution.

For questions about a complex remediation project or support evaluating the path forward, connect with Antea Group’s Environmental Remediation team.

As consumers rethink their relationship with meat, hybrid food products are emerging as one of the most promising pathways for more sustainable, healthier diets—without compromising taste.

Recent consumer research and survey data from Science Direct and FMCG Gurus, highlights a powerful shift with European consumers:

• 65% of European consumers want to reduce their meat consumption.
• 80% cite environmental concerns as a motivator to reduce meat consumption.
• 76% believe reducing meat is healthier.
• 58% are driven to reduce meat consumption by animal welfare considerations.

To meet these evolving expectations, Griffith Foods identifies three routes to lowering meat intake:

1. Meat analogues that fully replicate meat using plant-based proteins.
2. Plant forward products that do not attempt to mimic meat, such as veggie patties, tofu or falafel.
3. Hybrid products that blend meat with plant-based ingredients like vegetables.

The Rise of Hybrid Foods

Research shows that nearly two in three European consumers are willing to try hybrid products—significantly higher than the adoption rates for fully plant-based alternatives. Hybrids solve two of the biggest barriers in the alternative protein market: taste and nutrition. By combining meat’s familiar flavor and texture with the environmental and nutritional benefits of plants, hybrids offer the best of both worlds. Additionally, with beef and poultry prices at all time highs, hybrid products are more affordable and tend to be less expensive for customers, offering value with great tasting food at a lower price point.

How Griffith Foods Enables Hybrid Innovation

Griffith Foods supports hybrid product development through seasoning blends, binders, coating systems, and sauces that deliver 20–60% meat reduction while maintaining the sensory experience consumers expect.

Depending on the ingredients and level of replacement, hybrid products can achieve up to a 60% lower carbon footprint at the ingredient level, helping companies reach their emissions reduction targets.

A Path Forward for Sustainable Food Systems

Hybrid foods represent more than a product trend—they’re a practical, consumer aligned solution for accelerating the transition toward a more sustainable food system. By lowering environmental impact, improving nutritional profiles, and preserving the taste experiences people love, hybrids help bridge the gap between current eating habits and a more sustainable future.

For companies striving to meet climate goals while responding to shifting consumer expectations, hybrid innovation offers a powerful and scalable opportunity. As our teams at Griffith Foods work to develop a more nutritious and sustainable product portfolio for our blends, coatings, sauces and more, we are also excited to partner with customers who share this mission.

View original content here.

About Griffith Foods

Griffith Foods is a global product development partner helping food companies meet the evolving needs of consumers with high-quality, culinary driven, customized products. Founded in 1919 and headquartered in Alsip, Illinois, USA, Griffith Foods is a family-owned business known for collaborative innovation guided by its purpose to “Blend Care and Creativity to Nourish the World.” Operating in over 40 countries across six continents, Griffith Foods employs more than 5,000 people, including over 40 chefs and 340 food scientists, who work together to create solutions that nourish people, planet, and communities. The company’s product capabilities include seasonings, sauces, dressings, coating systems, and alternative protein solutions. Griffith Foods’ primary areas of focus include Foodservice, Food Manufacturers, Protein Processors, and Retail.

As consumers rethink their relationship with meat, hybrid food products are emerging as one of the most promising pathways for more sustainable, healthier diets—without compromising taste.

Recent consumer research and survey data from Science Direct and FMCG Gurus, highlights a powerful shift with European consumers:

• 65% of European consumers want to reduce their meat consumption.
• 80% cite environmental concerns as a motivator to reduce meat consumption.
• 76% believe reducing meat is healthier.
• 58% are driven to reduce meat consumption by animal welfare considerations.

To meet these evolving expectations, Griffith Foods identifies three routes to lowering meat intake:

1. Meat analogues that fully replicate meat using plant-based proteins.
2. Plant forward products that do not attempt to mimic meat, such as veggie patties, tofu or falafel.
3. Hybrid products that blend meat with plant-based ingredients like vegetables.

The Rise of Hybrid Foods

Research shows that nearly two in three European consumers are willing to try hybrid products—significantly higher than the adoption rates for fully plant-based alternatives. Hybrids solve two of the biggest barriers in the alternative protein market: taste and nutrition. By combining meat’s familiar flavor and texture with the environmental and nutritional benefits of plants, hybrids offer the best of both worlds. Additionally, with beef and poultry prices at all time highs, hybrid products are more affordable and tend to be less expensive for customers, offering value with great tasting food at a lower price point.

How Griffith Foods Enables Hybrid Innovation

Griffith Foods supports hybrid product development through seasoning blends, binders, coating systems, and sauces that deliver 20–60% meat reduction while maintaining the sensory experience consumers expect.

Depending on the ingredients and level of replacement, hybrid products can achieve up to a 60% lower carbon footprint at the ingredient level, helping companies reach their emissions reduction targets.

A Path Forward for Sustainable Food Systems

Hybrid foods represent more than a product trend—they’re a practical, consumer aligned solution for accelerating the transition toward a more sustainable food system. By lowering environmental impact, improving nutritional profiles, and preserving the taste experiences people love, hybrids help bridge the gap between current eating habits and a more sustainable future.

For companies striving to meet climate goals while responding to shifting consumer expectations, hybrid innovation offers a powerful and scalable opportunity. As our teams at Griffith Foods work to develop a more nutritious and sustainable product portfolio for our blends, coatings, sauces and more, we are also excited to partner with customers who share this mission.

View original content here.

About Griffith Foods

Griffith Foods is a global product development partner helping food companies meet the evolving needs of consumers with high-quality, culinary driven, customized products. Founded in 1919 and headquartered in Alsip, Illinois, USA, Griffith Foods is a family-owned business known for collaborative innovation guided by its purpose to “Blend Care and Creativity to Nourish the World.” Operating in over 40 countries across six continents, Griffith Foods employs more than 5,000 people, including over 40 chefs and 340 food scientists, who work together to create solutions that nourish people, planet, and communities. The company’s product capabilities include seasonings, sauces, dressings, coating systems, and alternative protein solutions. Griffith Foods’ primary areas of focus include Foodservice, Food Manufacturers, Protein Processors, and Retail.

AMSTERDAM, HONG KONG, OAKLAND, Calif., September 2, 2026 /3BL/ – Cascale today announced Season 5 of its “Source of Good” podcast, which continues to bring together leaders from across the global consumer goods industry to explore how collaboration, credible data, and practical action can accelerate progress to combat climate change and support decent work for all.
Key Takeaways

• Cascale announced Season 5 of its “Source of Good” podcast, featuring conversations with leaders working to advance sustainability across global consumer goods supply chains, with its first episode on September 8.
• The season kicks off with Ying McGuire, Cascale’s chief executive officer; Hampus Starre Friberg, head of sustainability, strategy, and controlling at H&M Group, is also a guest.
• The new season examines how companies are responding to a rapidly changing business and sustainability landscape.
• Episodes explore the role of collaboration, data, innovation, and shared accountability in turning sustainability commitments into action.

Exploring Sustainability in a Changing Industry

Across the season, “Source of Good” will examine the interconnected challenges facing consumer goods companies and the opportunities for collective action across the value chain. Conversations will highlight how manufacturers, brands, retailers, investors, and other industry stakeholders are building new approaches to climate action, responsible business practices, supply chain resilience, and sustainability performance.

“Source of Good is about creating a space for honest conversations about what it takes to turn sustainability ambition into action,” said Ying McGuire, Cascale CEO, who kicks off the season on September 8. “By bringing together perspectives from across the value chain, we can learn from one another, challenge ourselves, and identify practical approaches that can help move the industry forward.”

The season continues Cascale’s focus on creating space for candid, practical conversations about what is working, where challenges remain, and what it will take to accelerate progress across the industry.

“We cannot look at sustainability — either if it is decarbonization or other sustainability topics — we can’t look at them as something that’s happening on the side. We’re seeing the world changing in so many different ways and faster than ever before,” said Hampus Starre Friberg, head of sustainability, strategy, and controlling, H&M Group, in an episode that airs September 22.

https://youtu.be/fdfOfKDAqM8 

Turning Ambition Into Action

“Source of Good” is a co-production of award-winning production company Hueman Group Media and Cascale. It reflects Cascale’s role as a convener, bringing together diverse perspectives to help the consumer goods industry tackle challenges that no company can solve alone. By sharing experiences, lessons learned, and practical approaches, the podcast aims to help listeners understand not only what needs to change, but how change can happen.

Listen to Season 5 of “Source of Good” on major podcast platforms and access episodes at https://lnk.to/sourceofgood.

ABOUT CASCALE

Cascale is the global nonprofit industry alliance where consumer goods organizations turn shared sustainability ambitions into measurable progress at scale to combat climate change and support decent work for all. We unite 300 Corporate and Affiliate members in pre-competitive collaboration, turning shared measurement and collective action into reduced risk, stronger credibility, and long-term resilience. Our work is anchored by Cascale’s stewardship of the Higg Index frameworks (accessed through the Worldly compliance and sustainability platform), along with the Better Buying and Sustainable Furnishings Council tools.

LinkedIn | Instagram | YouTube

AMSTERDAM, HONG KONG, OAKLAND, Calif., September 2, 2026 /3BL/ – Cascale today announced Season 5 of its “Source of Good” podcast, which continues to bring together leaders from across the global consumer goods industry to explore how collaboration, credible data, and practical action can accelerate progress to combat climate change and support decent work for all.
Key Takeaways

• Cascale announced Season 5 of its “Source of Good” podcast, featuring conversations with leaders working to advance sustainability across global consumer goods supply chains, with its first episode on September 8.
• The season kicks off with Ying McGuire, Cascale’s chief executive officer; Hampus Starre Friberg, head of sustainability, strategy, and controlling at H&M Group, is also a guest.
• The new season examines how companies are responding to a rapidly changing business and sustainability landscape.
• Episodes explore the role of collaboration, data, innovation, and shared accountability in turning sustainability commitments into action.

Exploring Sustainability in a Changing Industry

Across the season, “Source of Good” will examine the interconnected challenges facing consumer goods companies and the opportunities for collective action across the value chain. Conversations will highlight how manufacturers, brands, retailers, investors, and other industry stakeholders are building new approaches to climate action, responsible business practices, supply chain resilience, and sustainability performance.

“Source of Good is about creating a space for honest conversations about what it takes to turn sustainability ambition into action,” said Ying McGuire, Cascale CEO, who kicks off the season on September 8. “By bringing together perspectives from across the value chain, we can learn from one another, challenge ourselves, and identify practical approaches that can help move the industry forward.”

The season continues Cascale’s focus on creating space for candid, practical conversations about what is working, where challenges remain, and what it will take to accelerate progress across the industry.

“We cannot look at sustainability — either if it is decarbonization or other sustainability topics — we can’t look at them as something that’s happening on the side. We’re seeing the world changing in so many different ways and faster than ever before,” said Hampus Starre Friberg, head of sustainability, strategy, and controlling, H&M Group, in an episode that airs September 22.

https://youtu.be/fdfOfKDAqM8 

Turning Ambition Into Action

“Source of Good” is a co-production of award-winning production company Hueman Group Media and Cascale. It reflects Cascale’s role as a convener, bringing together diverse perspectives to help the consumer goods industry tackle challenges that no company can solve alone. By sharing experiences, lessons learned, and practical approaches, the podcast aims to help listeners understand not only what needs to change, but how change can happen.

Listen to Season 5 of “Source of Good” on major podcast platforms and access episodes at https://lnk.to/sourceofgood.

ABOUT CASCALE

Cascale is the global nonprofit industry alliance where consumer goods organizations turn shared sustainability ambitions into measurable progress at scale to combat climate change and support decent work for all. We unite 300 Corporate and Affiliate members in pre-competitive collaboration, turning shared measurement and collective action into reduced risk, stronger credibility, and long-term resilience. Our work is anchored by Cascale’s stewardship of the Higg Index frameworks (accessed through the Worldly compliance and sustainability platform), along with the Better Buying and Sustainable Furnishings Council tools.

LinkedIn | Instagram | YouTube

Originally published in Elanco’s 2025 Impact Report

For 70 years, a simple belief has guided Elanco: Food and Companionship Enriching Life. Today, that vision is more than a goal. It is our reality. Around the world, society is asking more from animals than ever before. More nutritious food for a growing and aging population. More sustainable ways to produce protein. More companionship in an increasingly connected world. More innovation to improve health and well-being. At the same time, expectations for our industry continue to rise.

Consumers are actively increasing their protein consumption.

With 61% of Americans reporting they are eating more protein today than in previous years. Protein consumption has become critical for GLP-1 users, with their growth expected to further accelerate protein demand. Meanwhile, in the aging population, protein consumption is booming to support muscle retention, and the over age 60 population is projected to increase by 25% by 2030. As a result, protein is increasingly viewed not simply as food, but as a critical component of long-term health and wellness.

At home, pets continue to become more integrated into our families and daily lives.

Pet owners are seeking greater convenience, more personalized care and higher standards of treatment. A generation of pets adopted during the pandemic is now entering middle age, creating increased demand for care. Around the world, emerging markets are expected to drive nearly 70% of future pet ownership growth. Together, these trends are transforming animal health into one of society’s most essential industries. The global animal health industry is expected to grow from approximately $40 billion today to $60 billion over the next decade. Yet for us, growth is not the goal. Growth is the outcome of creating meaningful value for society.

At Elanco, we believe healthy animals are essential to healthier people, stronger communities and a more sustainable future. When farmers have access to innovative animal health solutions, they can produce safe, affordable protein while using resources more efficiently. When veterinarians have the tools they need to improve animal care, they strengthen the humananimal bond that enriches millions of lives. When pets live longer, healthier lives, families benefit from the companionship, comfort and connection that our four-legged family members provide.

This is why impact is not separate from our business strategy; it is our business strategy.

We do not view environmental, social and governance (ESG) priorities as programs that sit alongside our business. They are embedded in how we innovate, how we operate and how we create long-term value. Whether helping producers improve sustainability outcomes, expanding access to care, strengthening nutrition security, supporting veterinary well-being or empowering our employees to act with integrity and ownership, our impact is directly connected to our purpose and performance.

That commitment is reflected in our four impact pillars:

• For Animals, we address critical health needs through innovation and increase access to products and services that improve animal well-being.
• For Customers, we unlock economic value for producers, support veterinarians and help strengthen the resilience of the global food system.
• For Society, we contribute to food security, nutrition security, public health and stronger communities by supporting access to safe, affordable protein and healthy companion animals.
• For Our People, we foster a culture of ownership, ethics and accountability that enables our team to create lasting impact around the world.

Throughout this report, you will see how these commitments come to life, from delivering breakthrough innovations for pets and livestock, to helping farmers meet growing protein demand, to investing in nutrition security and community partnerships that improve lives.

The future of animal health is bigger than our industry. It is about helping society meet some of its most important needs.

As those needs continue to grow, Elanco will continue to Go Beyond—because making life better for animals, makes life better.

Thank you for joining us on this journey.

Real Elanco’s full 2025 Impact Report here

Originally published in Elanco’s 2025 Impact Report

For 70 years, a simple belief has guided Elanco: Food and Companionship Enriching Life. Today, that vision is more than a goal. It is our reality. Around the world, society is asking more from animals than ever before. More nutritious food for a growing and aging population. More sustainable ways to produce protein. More companionship in an increasingly connected world. More innovation to improve health and well-being. At the same time, expectations for our industry continue to rise.

Consumers are actively increasing their protein consumption.

With 61% of Americans reporting they are eating more protein today than in previous years. Protein consumption has become critical for GLP-1 users, with their growth expected to further accelerate protein demand. Meanwhile, in the aging population, protein consumption is booming to support muscle retention, and the over age 60 population is projected to increase by 25% by 2030. As a result, protein is increasingly viewed not simply as food, but as a critical component of long-term health and wellness.

At home, pets continue to become more integrated into our families and daily lives.

Pet owners are seeking greater convenience, more personalized care and higher standards of treatment. A generation of pets adopted during the pandemic is now entering middle age, creating increased demand for care. Around the world, emerging markets are expected to drive nearly 70% of future pet ownership growth. Together, these trends are transforming animal health into one of society’s most essential industries. The global animal health industry is expected to grow from approximately $40 billion today to $60 billion over the next decade. Yet for us, growth is not the goal. Growth is the outcome of creating meaningful value for society.

At Elanco, we believe healthy animals are essential to healthier people, stronger communities and a more sustainable future. When farmers have access to innovative animal health solutions, they can produce safe, affordable protein while using resources more efficiently. When veterinarians have the tools they need to improve animal care, they strengthen the humananimal bond that enriches millions of lives. When pets live longer, healthier lives, families benefit from the companionship, comfort and connection that our four-legged family members provide.

This is why impact is not separate from our business strategy; it is our business strategy.

We do not view environmental, social and governance (ESG) priorities as programs that sit alongside our business. They are embedded in how we innovate, how we operate and how we create long-term value. Whether helping producers improve sustainability outcomes, expanding access to care, strengthening nutrition security, supporting veterinary well-being or empowering our employees to act with integrity and ownership, our impact is directly connected to our purpose and performance.

That commitment is reflected in our four impact pillars:

• For Animals, we address critical health needs through innovation and increase access to products and services that improve animal well-being.
• For Customers, we unlock economic value for producers, support veterinarians and help strengthen the resilience of the global food system.
• For Society, we contribute to food security, nutrition security, public health and stronger communities by supporting access to safe, affordable protein and healthy companion animals.
• For Our People, we foster a culture of ownership, ethics and accountability that enables our team to create lasting impact around the world.

Throughout this report, you will see how these commitments come to life, from delivering breakthrough innovations for pets and livestock, to helping farmers meet growing protein demand, to investing in nutrition security and community partnerships that improve lives.

The future of animal health is bigger than our industry. It is about helping society meet some of its most important needs.

As those needs continue to grow, Elanco will continue to Go Beyond—because making life better for animals, makes life better.

Thank you for joining us on this journey.

Real Elanco’s full 2025 Impact Report here

The KeyBank Foundation is committing $300,000 to People’s Equal Action and Community Effort (PEACE) Inc. to strengthen family stability in Syracuse through the new Department of Community Programs initiative.

Expanding Pathways to Stability and Opportunity

Funds from the grant will be used by PEACE, Inc. to develop, pilot, and implement the Department of Community Programs, an innovative whole-family, intergenerational service model designed to strengthen family stability, economic security, and community resilience for low-income families in Syracuse. Along with a focus on tackling underlying barriers that impact family stability and economic well-being, the initiative aims to ensure that more low-income families are prepared to benefit from the unprecedented economic opportunities reshaping Central New York.

“For decades, PEACE, Inc. has been a beacon of hope in Syracuse, helping people navigate challenges and create new opportunities for themselves and their loved ones. As our region continues to grow, it’s critical that everyone has access to the resources and support needed to share in that prosperity,” said Stephen Fournier, KeyBank Central New York Market President. “We’re proud to support this effort to ensure more individuals and families have a pathway to greater stability, self-sufficiency, and lasting success.”

Connecting Services to Better Support Families

PEACE, Inc.’s mission is to help people in the community realize their potential for becoming self-sufficient by providing programs that equip low-income individuals and families with the skills and self-confidence to move forward in their lives. Some of these programs include Free Tax Preparation, Family Services, Big Brothers Big Sisters of Onondaga County, AmeriCorps Seniors Foster Grandparent, the Frank DeFrancisco Eastwood Community Center, Senior Nutrition, and Senior Support Services. The new Department of Community Programs initiative will connect these programs to break down internal silos and increase efficiencies within the services offered to support community members with a more holistic approach.

“We at PEACE, Inc. are extremely grateful for KeyBank’s generous support of our whole-family, intergenerational work focusing on strengthening family stability, economic security, and community resilience for low-income families in Syracuse,” said Carolyn D. Brown, PEACE Inc. Executive Director. “Collaborating with KeyBank will allow us to prepare families and individuals to benefit from the positive changes in our local economy.”

“PEACE, Inc. has earned the trust of Syracuse families by showing up for them year after year, in moments both challenging and hopeful. Their ability to connect people with the support they need while recognizing the dignity and potential in every individual is what makes their work so meaningful,” said Tamika Otis, KeyBank Central New York Corporate Responsibility and Community Relations Officer. “We’re proud to invest in an approach that will help even more families create brighter futures for themselves and future generations.”

Shaping the Future of Central New York

This latest investment builds on KeyBank’s broader history of community-driven philanthropy, economic mobility initiatives, and inclusive banking investments. Since 2017, KeyBank has invested more than $821.8 million in Syracuse and Central New York, supporting affordable housing, small business and home lending, and transformational philanthropic initiatives.

Learn more about how KeyBank helps clients, teammates, and communities thrive by making meaningful investments in the places it’s proud to call home.

The KeyBank Foundation is committing $300,000 to People’s Equal Action and Community Effort (PEACE) Inc. to strengthen family stability in Syracuse through the new Department of Community Programs initiative.

Expanding Pathways to Stability and Opportunity

Funds from the grant will be used by PEACE, Inc. to develop, pilot, and implement the Department of Community Programs, an innovative whole-family, intergenerational service model designed to strengthen family stability, economic security, and community resilience for low-income families in Syracuse. Along with a focus on tackling underlying barriers that impact family stability and economic well-being, the initiative aims to ensure that more low-income families are prepared to benefit from the unprecedented economic opportunities reshaping Central New York.

“For decades, PEACE, Inc. has been a beacon of hope in Syracuse, helping people navigate challenges and create new opportunities for themselves and their loved ones. As our region continues to grow, it’s critical that everyone has access to the resources and support needed to share in that prosperity,” said Stephen Fournier, KeyBank Central New York Market President. “We’re proud to support this effort to ensure more individuals and families have a pathway to greater stability, self-sufficiency, and lasting success.”

Connecting Services to Better Support Families

PEACE, Inc.’s mission is to help people in the community realize their potential for becoming self-sufficient by providing programs that equip low-income individuals and families with the skills and self-confidence to move forward in their lives. Some of these programs include Free Tax Preparation, Family Services, Big Brothers Big Sisters of Onondaga County, AmeriCorps Seniors Foster Grandparent, the Frank DeFrancisco Eastwood Community Center, Senior Nutrition, and Senior Support Services. The new Department of Community Programs initiative will connect these programs to break down internal silos and increase efficiencies within the services offered to support community members with a more holistic approach.

“We at PEACE, Inc. are extremely grateful for KeyBank’s generous support of our whole-family, intergenerational work focusing on strengthening family stability, economic security, and community resilience for low-income families in Syracuse,” said Carolyn D. Brown, PEACE Inc. Executive Director. “Collaborating with KeyBank will allow us to prepare families and individuals to benefit from the positive changes in our local economy.”

“PEACE, Inc. has earned the trust of Syracuse families by showing up for them year after year, in moments both challenging and hopeful. Their ability to connect people with the support they need while recognizing the dignity and potential in every individual is what makes their work so meaningful,” said Tamika Otis, KeyBank Central New York Corporate Responsibility and Community Relations Officer. “We’re proud to invest in an approach that will help even more families create brighter futures for themselves and future generations.”

Shaping the Future of Central New York

This latest investment builds on KeyBank’s broader history of community-driven philanthropy, economic mobility initiatives, and inclusive banking investments. Since 2017, KeyBank has invested more than $821.8 million in Syracuse and Central New York, supporting affordable housing, small business and home lending, and transformational philanthropic initiatives.

Learn more about how KeyBank helps clients, teammates, and communities thrive by making meaningful investments in the places it’s proud to call home.

Originally published on CVS Health Company Newsroom

LOS ANGELES, September 2, 2026 /3BL/ – League One Volleyball (LOVB), the largest community in youth volleyball and the nation’s first youth-to-pro professional league, today announced CVS Pharmacy, the retail division of CVS Health, as an Official Health & Wellness Partner. Through the multi-year sponsorship, CVS will support athletes, families, and communities across both LOVB Pro and LOVB Club through health-focused programming, community engagement, and fan experiences.

Central to the sponsorship, CVS will become LOVB’s inaugural league-wide jersey patch sponsor, with the CVS logo featured on the front of jerseys across every LOVB Pro team beginning with the upcoming season. This marks the first time LOVB has offered this placement for on-uniform sponsorship, and the first time CVS has sponsored a league-wide jersey patch, creating a highly visible platform across one of the nation’s fastest-growing professional sports leagues.

“Volleyball is about more than what happens on the court. It’s about building healthy communities, supporting athletes through every stage of their journey, and creating connections that last beyond the game,” said Michelle McGoldrick, Chief Business Officer of League One Volleyball. “CVS shares our belief that strong communities create stronger futures and we couldn’t think of a better brand to proudly display on our hearts. This sponsorship allows us to empower athletes, support families, and make a lasting impact both on and off the court.”

Bringing the sponsorship to life, CVS and LOVB will collaborate on programs designed to connect professional athletes, club players, and fans through health-focused storytelling and community engagement. 

“LOVB’s unique approach to combining sport, wellness, and community engagement reflects the values that drive CVS Pharmacy’s commitment to supporting healthier communities,” said Sid Tenneti, Senior Vice President and Interim President, Pharmacy and Consumer Wellness, CVS Health. “Together, we can help inspire and support athletes and families nationwide by investing in programs that strengthen physical and mental well-being, build community, and create opportunities for young people to thrive. As women’s volleyball continues to grow, we’re proud to partner with LOVB to create meaningful opportunities and lasting positive impact for the next generation.”

The jersey patch sponsorship represents a significant milestone for LOVB as the league continues to build a connected ecosystem spanning youth volleyball and the professional game. The announcement comes as jersey patch sponsorships continue to command increasing attention from brands seeking premium, high-visibility opportunities that create meaningful connections with fans. For LOVB, the sponsorship establishes a new flagship commercial platform spanning every professional team, future expansion franchises, and the league’s nationwide club ecosystem, providing a unique opportunity for CVS to engage more than 30,000 athletes and families from youth volleyball through the professional game.

Through LOVB Notes presented by CVS, professional athletes will share advice, lessons, and personal stories with the next generation of volleyball players, creating mentorship opportunities that extend beyond competition. At select LOVB Club tournaments, CVS Pharmacy Convenience Corner activations will provide athletes, families, and coaches with access to everyday essentials and support while traveling and competing. CVS will also support LOVB Cares, the league’s community initiative focused on creating opportunities for service and colleague engagement across LOVB communities.

The sponsorship includes integrated brand presence across LOVB’s professional and club platforms, including the league-wide jersey patch placement, in-venue experiences, digital content, broadcast integrations, and community programming.

For more information about League One Volleyball, visit www.lovb.com.

About LOVB

Founded in 2020, LOVB’s mission is to reimagine the future of volleyball. With a unique community-up approach, LOVB is one holistic ecosystem—from club to pro. The largest community of youth volleyball clubs in the country, LOVB launched the first serve of its professional league in January 2025, featuring many of the world’s best players, including American Olympic silver medalists and athletes from around the world. Entering its third season, LOVB includes professional teams in Atlanta, Austin, Houston, Los Angeles, Madison, Miami, Minnesota, Nebraska, Salt Lake City, and San Francisco. For more information, visit www.lovb.com.

About CVS Health

CVS Health is a leading health solutions company simplifying health care one person, one family and one community at a time. As of June 30, 2026, the Company had approximately 9,000 retail pharmacy locations, more than 1,000 walk-in and primary care medical clinics and a leading pharmacy benefits manager with approximately 87 million plan members. The Company also serves an estimated 37 million people through a broad range of health insurance products and related services. The Company’s integrated model uses personalized, technology driven services to connect people to simply better health, increasing access to quality care, delivering better outcomes, and lowering overall costs.