Tag: 3BL

FedEx has deepened its long-standing support for Historically Black Colleges and Universities (HBCUs) with a four-year, $500,000 commitment to the business schools of Tennessee State University, Jackson State University, Mississippi Valley State University, and LeMoyne‑Owen College.

This strategic investment marks a significant step in the company’s more than 20‑year legacy of advancing opportunities for HBCU students, reaffirming the company’s belief that these historic institutions are essential engines of talent, innovation, and community empowerment.

The collaboration with FedEx is designed to meet the unique needs and strategic priorities of each HBCU partner and will enhance student success, empower faculty, and modernize business education through innovation‑focused initiatives. The overarching program goals aim to:

• Increase Access & Support: Award scholarships and expand mentorship participation
• Accelerate Career Outcomes: Improve internship, co‑op, and full‑time job placements
• Strengthen Talent Pipelines: Grow enrollment in targeted academic programs that align with industry and future workforce needs.
• Fuel Faculty Growth: Build faculty expertise in emerging business disciplines and support research that delivers innovative solutions to real-world challenges

The investment from FedEx is more than a financial contribution; it serves as a catalyst for progress, a pathway to opportunity, and a powerful affirmation of the role HBCUs play in shaping economic futures.  This commitment ensures that talented students—regardless of background—have access to the tools and experiences needed to compete in the global marketplace.

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

FedEx has deepened its long-standing support for Historically Black Colleges and Universities (HBCUs) with a four-year, $500,000 commitment to the business schools of Tennessee State University, Jackson State University, Mississippi Valley State University, and LeMoyne‑Owen College.

This strategic investment marks a significant step in the company’s more than 20‑year legacy of advancing opportunities for HBCU students, reaffirming the company’s belief that these historic institutions are essential engines of talent, innovation, and community empowerment.

The collaboration with FedEx is designed to meet the unique needs and strategic priorities of each HBCU partner and will enhance student success, empower faculty, and modernize business education through innovation‑focused initiatives. The overarching program goals aim to:

• Increase Access & Support: Award scholarships and expand mentorship participation
• Accelerate Career Outcomes: Improve internship, co‑op, and full‑time job placements
• Strengthen Talent Pipelines: Grow enrollment in targeted academic programs that align with industry and future workforce needs.
• Fuel Faculty Growth: Build faculty expertise in emerging business disciplines and support research that delivers innovative solutions to real-world challenges

The investment from FedEx is more than a financial contribution; it serves as a catalyst for progress, a pathway to opportunity, and a powerful affirmation of the role HBCUs play in shaping economic futures.  This commitment ensures that talented students—regardless of background—have access to the tools and experiences needed to compete in the global marketplace.

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

State and local governments have different needs than private companies when implementing enterprise resource planning (ERP) systems. They work with tighter budgets, face more regulatory oversight, deal with aging workforces and operate under constant public scrutiny. ERP implementation success needs a real understanding of government accounting, treasury management and how public finance departments actually work.  At Baker Tilly, we bring this unique combination: depth of expertise in government accounting, coupled with deep Oracle Cloud know-how. From our experiences with state and local clients, we have consolidated the following insights to inform prospective organizations as they embark on their Oracle Cloud ERP journey.   

How local government organizations are different

Government does not pursue profit. They manage risk, meet compliance and respond to constant pressures from nature to politics. Technology decisions in this sector are often reactive rather than strategic. A failed audit, key staff departures, an inability to close the books – any of these factors can trigger urgent modernization efforts with compressed timelines and inadequate planning.

Government technology projects also involve competing stakeholder interests. Elected officials focus on public perception. Finance directors prioritize audit compliance. Information technology (IT) departments care about stability and security. On top of that, the public visibility of major technology investments slows down decisions.

Achieving buy-in: Three critical stakeholder to address

1. Treasury management: Treasury management is where government ERP implementations most often fail. The complexity of fund accounting, cash pooling, investment tracking and bank reconciliations creates significant configuration challenges. Common failures include late or failed bank reconciliations, fund balance calculation errors, investment tracking deficiencies and intergovernmental transactions that process incorrectly. Therefore, treasury management requires dedicated focus during requirements gathering, configuration and testing, with subject matter experts actively involved throughout.
2. Controller’s office and front-line users: When IT departments drive implementations without meaningful finance department input, systems get configured in ways that do not reflect how work actually gets done. The consequences of these decisions surface after go-live, when they are far more expensive to fix. Finance staff face pressures that make engagement difficult:they cannot pause operations to meet statutory deadlines, they have limited time for training and they can often view system changes as threats to their roles and established routines. Successful implementations bring finance leadership into project governance from the start, ensuring decisions reflect operational realities.
3. Project management: Generic project management experience is insufficient in this sector. Effective project managers in this space must simultaneously understand ERP systems, governmental accounting, as well as the pressures influencing decisions within the organization. Key areas of government accounting knowledge include fund accounting structures, intergovernmental revenue recognition, modified accrual accounting and the reporting requirements of annual financial reports and single audits.

The priorities of government finance departments

1. Daily operations: Finance staff want to complete their work reliably and on time. Transformation is successful when it addresses workload and stress reduction, not just capability expansion.
2. Audit compliance: Audit findings carry serious consequences in government, like media coverage, potential impacts on credit ratings and legislative scrutiny. Any system that jeopardizes audit readiness escalates immediately to the executive level.
3. Annual financial reporting: Governments typically have six months from fiscal year-end to close books, compile financial statements and notes, complete an external audit and submit their Annual Comprehensive Financial Report (ACFR). Complexity far exceeds commercial reporting requirements and failure to meet deadlines carries bond rating and reputational consequences.
4. Grant compliance: Federal grant funds come with strict reporting requirements and recapture risk. Proper reporting, project-based accounting and single audit compliance capabilities are essential, not optional.
5. Budgeting and forecasting: Executives and legislative leadership need dynamic planning tools to account for the rigor and complexity of state and local planning and budgeting cycles. Many organizations currently manage this through spreadsheets or external consultants.

Common post go-live challenges

It’s worth noting that the most persistent post-implementation problems have little to do with the software itself. They stem from how the project was structured, managed and executed.

1. Change adoption: Employees who have performed the same function for a long tenure need to understand how new systems make their work easier, not just different. Effective change management treats adoption as a core project workstream, not an afterthought.
2. Data quality and conversion: Poor data conversion is a damaging post-implementation issue. Financial data errors prevent organizations from key tasks, such as managing treasury, completing annual reports, tracking grants and maintaining budgets. These errors can ultimately snowball and disable finance operations.
3. Skills and training: Key resources often lack the technical sophistication that is common in large commercial organizations. Role-specific, hands-on training that is reflective of real job tasks and supported by clear process documentation (and often accompanied by sustained post-go-live assistance) outperforms standard training approaches.

Oracle Cloud capabilities that address government needs

1. EPM Narrative Reporting: Oracle enterprise performance management (EPM) can automate ACFR production, replacing the time-intensive process of assembling reports from spreadsheets and disparate systems. Organizations can generate financial statements, note disclosures and supplementary information directly from the platform.
2. Grant management and project accounting: Oracle Cloud supports project-based cost accounting, effort reporting for personnel on multiple funding sources, indirect cost allocation and federal reporting formats. These capabilities convert grant administration from a manual, high-risk process into an automated workflow with built-in compliance controls.
3. Risk management and internal control: Oracle’s Fusion Data Intelligence (FDI) and enterprise risk management tools provide automated segregation of duties monitoring, continuous control testing, fraud detection and audit trail documentation.

How we can help

Baker Tilly is a premier Oracle PartnerNetwork Member, with global capabilities across Oracle’s Cloud platforms, including Analytics, EPM, ERP, HCM and SCM. We help public sector entities achieve their digital transformation initiatives with a unique approach: Government Accounting united with Oracle Cloud, to create a tailored team based on client challenges, skills and capabilities.

Learn what a successful Oracle Cloud ERP implementation looks like for government agencies by connecting with a Baker Tilly specialist. 

State and local governments have different needs than private companies when implementing enterprise resource planning (ERP) systems. They work with tighter budgets, face more regulatory oversight, deal with aging workforces and operate under constant public scrutiny. ERP implementation success needs a real understanding of government accounting, treasury management and how public finance departments actually work.  At Baker Tilly, we bring this unique combination: depth of expertise in government accounting, coupled with deep Oracle Cloud know-how. From our experiences with state and local clients, we have consolidated the following insights to inform prospective organizations as they embark on their Oracle Cloud ERP journey.   

How local government organizations are different

Government does not pursue profit. They manage risk, meet compliance and respond to constant pressures from nature to politics. Technology decisions in this sector are often reactive rather than strategic. A failed audit, key staff departures, an inability to close the books – any of these factors can trigger urgent modernization efforts with compressed timelines and inadequate planning.

Government technology projects also involve competing stakeholder interests. Elected officials focus on public perception. Finance directors prioritize audit compliance. Information technology (IT) departments care about stability and security. On top of that, the public visibility of major technology investments slows down decisions.

Achieving buy-in: Three critical stakeholder to address

1. Treasury management: Treasury management is where government ERP implementations most often fail. The complexity of fund accounting, cash pooling, investment tracking and bank reconciliations creates significant configuration challenges. Common failures include late or failed bank reconciliations, fund balance calculation errors, investment tracking deficiencies and intergovernmental transactions that process incorrectly. Therefore, treasury management requires dedicated focus during requirements gathering, configuration and testing, with subject matter experts actively involved throughout.
2. Controller’s office and front-line users: When IT departments drive implementations without meaningful finance department input, systems get configured in ways that do not reflect how work actually gets done. The consequences of these decisions surface after go-live, when they are far more expensive to fix. Finance staff face pressures that make engagement difficult:they cannot pause operations to meet statutory deadlines, they have limited time for training and they can often view system changes as threats to their roles and established routines. Successful implementations bring finance leadership into project governance from the start, ensuring decisions reflect operational realities.
3. Project management: Generic project management experience is insufficient in this sector. Effective project managers in this space must simultaneously understand ERP systems, governmental accounting, as well as the pressures influencing decisions within the organization. Key areas of government accounting knowledge include fund accounting structures, intergovernmental revenue recognition, modified accrual accounting and the reporting requirements of annual financial reports and single audits.

The priorities of government finance departments

1. Daily operations: Finance staff want to complete their work reliably and on time. Transformation is successful when it addresses workload and stress reduction, not just capability expansion.
2. Audit compliance: Audit findings carry serious consequences in government, like media coverage, potential impacts on credit ratings and legislative scrutiny. Any system that jeopardizes audit readiness escalates immediately to the executive level.
3. Annual financial reporting: Governments typically have six months from fiscal year-end to close books, compile financial statements and notes, complete an external audit and submit their Annual Comprehensive Financial Report (ACFR). Complexity far exceeds commercial reporting requirements and failure to meet deadlines carries bond rating and reputational consequences.
4. Grant compliance: Federal grant funds come with strict reporting requirements and recapture risk. Proper reporting, project-based accounting and single audit compliance capabilities are essential, not optional.
5. Budgeting and forecasting: Executives and legislative leadership need dynamic planning tools to account for the rigor and complexity of state and local planning and budgeting cycles. Many organizations currently manage this through spreadsheets or external consultants.

Common post go-live challenges

It’s worth noting that the most persistent post-implementation problems have little to do with the software itself. They stem from how the project was structured, managed and executed.

1. Change adoption: Employees who have performed the same function for a long tenure need to understand how new systems make their work easier, not just different. Effective change management treats adoption as a core project workstream, not an afterthought.
2. Data quality and conversion: Poor data conversion is a damaging post-implementation issue. Financial data errors prevent organizations from key tasks, such as managing treasury, completing annual reports, tracking grants and maintaining budgets. These errors can ultimately snowball and disable finance operations.
3. Skills and training: Key resources often lack the technical sophistication that is common in large commercial organizations. Role-specific, hands-on training that is reflective of real job tasks and supported by clear process documentation (and often accompanied by sustained post-go-live assistance) outperforms standard training approaches.

Oracle Cloud capabilities that address government needs

1. EPM Narrative Reporting: Oracle enterprise performance management (EPM) can automate ACFR production, replacing the time-intensive process of assembling reports from spreadsheets and disparate systems. Organizations can generate financial statements, note disclosures and supplementary information directly from the platform.
2. Grant management and project accounting: Oracle Cloud supports project-based cost accounting, effort reporting for personnel on multiple funding sources, indirect cost allocation and federal reporting formats. These capabilities convert grant administration from a manual, high-risk process into an automated workflow with built-in compliance controls.
3. Risk management and internal control: Oracle’s Fusion Data Intelligence (FDI) and enterprise risk management tools provide automated segregation of duties monitoring, continuous control testing, fraud detection and audit trail documentation.

How we can help

Baker Tilly is a premier Oracle PartnerNetwork Member, with global capabilities across Oracle’s Cloud platforms, including Analytics, EPM, ERP, HCM and SCM. We help public sector entities achieve their digital transformation initiatives with a unique approach: Government Accounting united with Oracle Cloud, to create a tailored team based on client challenges, skills and capabilities.

Learn what a successful Oracle Cloud ERP implementation looks like for government agencies by connecting with a Baker Tilly specialist. 

Landfill methane capture may not always make headlines, yet it represents a high-impact, market-ready climate solution that delivers measurable emissions reductions while improving air quality, supporting economic development, and strengthening community resilience. For Georgia’s policymakers and local leaders, it is a practical tool that turns a long-standing waste challenge into an opportunity. In the latest Georgia Climate Digest video interview, host Eriqah Vincent sits down with Garry Harris, Managing Director of the Center for Sustainable Communities, to explore why landfill methane capture deserves more attention and how it benefits communities across Georgia.

March 19, 2026 /3BL/ – Trane Technologies (NYSE:TT), a global climate innovator, has been recognized for excellence in both ethical leadership and stakeholder engagement, earning designation as one of the World’s Most Ethical Companies® by Ethisphere for the third consecutive year and recognition as the top-performing company in the Construction & Materials industry in Just Capital’s Best of American Business rankings.

“We are honored to once again be recognized by Ethisphere and Just Capital and included among these prestigious lists of companies that lead by example,” said Dave Regnery, chair and CEO of Trane Technologies. “These awards reflect the outstanding work of our teams around the world, who lead with integrity, champion sustainability and uphold trust as a foundational element of our culture. As we continue to innovate for a more sustainable future, doing what is right for our people, customers and planet remains central to who we are.”

Ethisphere’s World’s Most Ethical Companies® list is based on the organization’s proprietary Ethics Quotient®, which requires companies to provide more than 240 documented proof points demonstrating ethics and compliance practices. This comprehensive methodology identifies, evaluates and codifies leading global standards in ethics and compliance. This year, 138 honorees were recognized, representing 17 countries and 40 distinct industries.

“Congratulations to Trane Technologies for achieving recognition as one of the World’s Most Ethical Companies®,” said Erica Salmon Byrne, Ethisphere’s Chief Strategy Officer and Executive Chair. “As we mark the 20^th class of honorees, this group continues to raise the bar for business integrity by embedding ethics into everyday decision-making and long-term strategy. Companies with strong ethics, compliance and governance programs are built for better long-term performance.”

Just Capital’s rankings evaluate U.S. companies on performance across issues most important to stakeholders, including workers, customers, communities, the environment and governance. The 2026 Industry Leaders ranking exemplifies how fostering trust among employees, customers, communities and shareholders creates both competitive differentiation and societal value.

“Trane Technologies and all 2026 Industry Leaders are proving that smart stakeholder investments don’t require a trade-off with strong financial performance. Rather, they’re a pathway for America’s leading companies to compete and win in an AI-driven marketplace,” said Just Capital CEO Martin Whittaker.

Trane Technologies is known for transparency, credibility and accountability, and these awards further recognize the company’s strong ethical performance and reputation. Earlier this year, the company was named to Fortune’s World’s Most Admired Companies list for the 14^th consecutive year and CDP’s A List for the fourth straight year.

###

About Trane Technologies
Trane Technologies is a global climate innovator. Through our strategic brands Trane® and Thermo King®, and our portfolio of environmentally responsible products and services, we bring efficient and sustainable climate solutions to buildings, homes and transportation. For more on Trane Technologies, visit tranetechnologies.com.

About Just Capital
Just Capital is the foremost independent organization advancing responsible business leadership. We translate insights from public polling, performance data, and financial analysis into actionable intelligence leaders can use to drive long-term business success and shared prosperity for people across America. Our flagship product Just Intelligence is designed to offer a comprehensive view of public expectations, stakeholder performance, and sector realities in order to drive responsible decision-making. When companies make better decisions, they can create lasting value for shareholders, contribute to stronger communities, and help drive broader economic and societal progress. For more information, visit justcapital.com.

About Ethisphere
Ethisphere is the global leader in defining and advancing the standards of ethical business practices that strengthen corporate brands, build trust in the marketplace, and deliver business success. Companies turn ethics, compliance, and culture into a business advantage by leveraging Ethisphere’s data-driven program and culture assessments featuring the latest guidance and the practices of hundreds of global organizations across the 8 pillars of an ethical culture, and 240+ ethics, compliance, social, and governance data points delivered through a proprietary software platform. Ethisphere also honors superior integrity programs through World’s Most Ethical Companies® recognition, brings together a community of industry experts with the Business Ethics Leadership Alliance (BELA), and advances ethical business practices through the Global Ethics Summit, Ethisphere Magazine and the Ethicast podcast. For more information, visit https://ethisphere.com.

Case IH, a CNH brand, announces a partnership with the National Rural Learning Service (Senar) of Rio Grande do Sul, for the entity’s new Rural Professional Training Center that will be inaugurated in the city of Hulha Negra, in the state of Rio Grande do Sul, Brazil.

The new Rural Vocational Training Center will offer more than 7,000 annual slots for certifications in free agricultural machinery operation courses.

Case IH will have an exclusive space in the new center, which will have a total area of almost 36 hectares. The area will be used for the operation and management of the brand’s machines and technologies, including a structure for theoretical and practical training. Expected to be inaugurated in the first semester of this year, students will be entitled to a complete structure, with transportation, food, lodging and all the necessary pedagogical organization. The forecast is to serve 7 thousand students per year.

“We understand the challenges our customers face in finding skilled labor. That’s why we continue to expand our professional training initiatives, and Senar has been a key partner in this effort. Strengthening high-quality education is essential to ensuring productivity, operational safety, and high performance in today’s environment,” said Denny Perez, Case IH Brazil Commercial Director, during the event.

Read the full story here.

Disclaimer: The statements contained in this document are solely those of the authors and do not necessarily reflect the views or policies of CMS. The authors assume responsibility for the accuracy and completeness of the information contained in this document.

DENVER, March 19, 2026 /3BL/ – DaVita today highlighted continued progress in value-based kidney care, underscoring how sustained investment in coordinated care models is translating into improved outcomes for people living with kidney disease. That progress is evident across both industry partnerships with major insurers and scaled programs sponsored by the Center for Medicare & Medicaid Innovation (CMMI).

For more than two decades, DaVita has invested in care innovation to address the complex, fragmented experience faced by people living with kidney disease. Value-based models enable whole-person, longitudinal care rather than episodic treatment.

CKCC Results Show Momentum as the Model Matures

DaVita’s progress is reflected in results from the Comprehensive Kidney Care Contracting (CKCC) option within CMMI’s Kidney Care Choices model. As the largest ongoing federal value-based kidney care demonstration, CKCC enables providers and physicians to test and refine coordinated care approaches at scale.

Recently published performance results through 2024 show continued year-over-year improvements as the model matures.

• Stronger quality outcomes: DaVita achieved a 9% improvement in its Total Quality Score, driven by gains in optimal treatment starts, patient activation and behavioral health support.
• Greater shared savings: DaVita entities have delivered more than $200 million in shared savings since the program’s inception.
• High Performers recognition: DaVita and its physician partners drove an outsized impact, accounting for 34% of the program’s High Performers Pool while representing just 28% of participants.

Beyond program metrics alone, these improvements are associated with meaningful downstream effects on clinical quality and long-term population health.

Patients with access to CKCC and related value-based care programs are more likely to:

• Begin kidney replacement therapy with a planned or optimal start, including increased use of home-based treatment options.
• Experience lower rates of central venous catheter (CVC) use, supporting safer treatment initiation.
• Have fewer missed treatments, reflecting stronger engagement and care coordination.

“People living with kidney disease often manage multiple chronic conditions, and strong outcomes depend on close collaboration across the care team,” said Dr. Jeff Giullian, chief medical officer for DaVita. “Through value-based models like CKCC, DaVita works alongside partner physicians and care teams to better coordinate care beyond kidney disease and across settings. That shared approach supports earlier intervention, more prepared treatment starts, and better-informed decisions about dialysis, transplantation and care at home.”

A Significant and Growing Commitment to Value-Based Care

DaVita has been engaged in value-based care arrangements for more than two decades and now manages more than $5 billion in medical costs under management. Across these models, value-based kidney care is linked to higher transplant rates and greater patient understanding of their condition, enabling more informed, proactive health decisions.

“Value-based kidney care is showing what’s possible when providers are given the time and stability to invest in coordinated care,” said Misha Palecek, chief transformation officer for DaVita. “We’re seeing better-prepared patients, improved experiences and encouraging economics. The lessons emerging from kidney care can help inform how other complex, chronic conditions are managed across the healthcare system — if we stay the course.”

Supporting Long-Term Innovation in Kidney Care

DaVita is encouraged that its integrated kidney care programs are demonstrating early signs of financial sustainability alongside improved outcomes. These results reinforce that continued focus on kidney care can drive meaningful gains in healthcare innovation more broadly, with coordinated, accountable care models offering a blueprint for transformation across the healthcare system.

To learn more about DaVita’s approach to value-based kidney care, visit DaVita.com/IKC.

About DaVita Inc.
DaVita (NYSE: DVA) is a health care provider focused on transforming care delivery to improve quality of life for patients globally. As a comprehensive kidney care provider, DaVita has been a leader in clinical quality and innovation for more than 25 years. DaVita cares for patients at every stage and setting along their kidney health journey— from slowing the progression of kidney disease to helping support transplantation. This includes ensuring they are supported at home, in dialysis centers, in the hospital and in skilled nursing facilities. As of December 31, 2025, DaVita served approximately 295,000 patients at 3,242 outpatient dialysis centers, of which 2,657 centers were located in the United States and 585 centers were located in 14 other countries worldwide. DaVita has reduced hospitalizations, improved mortality, helped improve health access and worked collaboratively to propel the kidney care community to adopt a higher quality standard of care for all patients, everywhere. To learn more, visit DaVita.com/About.

Forward-Looking Statements
Certain statements in this press release are forward-looking statements that are subject to risks and uncertainties. These forward-looking statements are based on management’s current expectations. Various important factors could cause actual results to differ materially from these forward-looking statements, including the risks identified in our U.S. Securities and Exchange Commission filings. DaVita disclaims any obligation to update any forward-looking statement contained in this press release, except as may be otherwise required by law.

Media Contact:
DaVita Newsroom
newsroom@davita.com

Disclaimer: The statements contained in this document are solely those of the authors and do not necessarily reflect the views or policies of CMS. The authors assume responsibility for the accuracy and completeness of the information contained in this document.

DENVER, March 19, 2026 /3BL/ – DaVita today highlighted continued progress in value-based kidney care, underscoring how sustained investment in coordinated care models is translating into improved outcomes for people living with kidney disease. That progress is evident across both industry partnerships with major insurers and scaled programs sponsored by the Center for Medicare & Medicaid Innovation (CMMI).

For more than two decades, DaVita has invested in care innovation to address the complex, fragmented experience faced by people living with kidney disease. Value-based models enable whole-person, longitudinal care rather than episodic treatment.

CKCC Results Show Momentum as the Model Matures

DaVita’s progress is reflected in results from the Comprehensive Kidney Care Contracting (CKCC) option within CMMI’s Kidney Care Choices model. As the largest ongoing federal value-based kidney care demonstration, CKCC enables providers and physicians to test and refine coordinated care approaches at scale.

Recently published performance results through 2024 show continued year-over-year improvements as the model matures.

• Stronger quality outcomes: DaVita achieved a 9% improvement in its Total Quality Score, driven by gains in optimal treatment starts, patient activation and behavioral health support.
• Greater shared savings: DaVita entities have delivered more than $200 million in shared savings since the program’s inception.
• High Performers recognition: DaVita and its physician partners drove an outsized impact, accounting for 34% of the program’s High Performers Pool while representing just 28% of participants.

Beyond program metrics alone, these improvements are associated with meaningful downstream effects on clinical quality and long-term population health.

Patients with access to CKCC and related value-based care programs are more likely to:

• Begin kidney replacement therapy with a planned or optimal start, including increased use of home-based treatment options.
• Experience lower rates of central venous catheter (CVC) use, supporting safer treatment initiation.
• Have fewer missed treatments, reflecting stronger engagement and care coordination.

“People living with kidney disease often manage multiple chronic conditions, and strong outcomes depend on close collaboration across the care team,” said Dr. Jeff Giullian, chief medical officer for DaVita. “Through value-based models like CKCC, DaVita works alongside partner physicians and care teams to better coordinate care beyond kidney disease and across settings. That shared approach supports earlier intervention, more prepared treatment starts, and better-informed decisions about dialysis, transplantation and care at home.”

A Significant and Growing Commitment to Value-Based Care

DaVita has been engaged in value-based care arrangements for more than two decades and now manages more than $5 billion in medical costs under management. Across these models, value-based kidney care is linked to higher transplant rates and greater patient understanding of their condition, enabling more informed, proactive health decisions.

“Value-based kidney care is showing what’s possible when providers are given the time and stability to invest in coordinated care,” said Misha Palecek, chief transformation officer for DaVita. “We’re seeing better-prepared patients, improved experiences and encouraging economics. The lessons emerging from kidney care can help inform how other complex, chronic conditions are managed across the healthcare system — if we stay the course.”

Supporting Long-Term Innovation in Kidney Care

DaVita is encouraged that its integrated kidney care programs are demonstrating early signs of financial sustainability alongside improved outcomes. These results reinforce that continued focus on kidney care can drive meaningful gains in healthcare innovation more broadly, with coordinated, accountable care models offering a blueprint for transformation across the healthcare system.

To learn more about DaVita’s approach to value-based kidney care, visit DaVita.com/IKC.

About DaVita Inc.
DaVita (NYSE: DVA) is a health care provider focused on transforming care delivery to improve quality of life for patients globally. As a comprehensive kidney care provider, DaVita has been a leader in clinical quality and innovation for more than 25 years. DaVita cares for patients at every stage and setting along their kidney health journey— from slowing the progression of kidney disease to helping support transplantation. This includes ensuring they are supported at home, in dialysis centers, in the hospital and in skilled nursing facilities. As of December 31, 2025, DaVita served approximately 295,000 patients at 3,242 outpatient dialysis centers, of which 2,657 centers were located in the United States and 585 centers were located in 14 other countries worldwide. DaVita has reduced hospitalizations, improved mortality, helped improve health access and worked collaboratively to propel the kidney care community to adopt a higher quality standard of care for all patients, everywhere. To learn more, visit DaVita.com/About.

Forward-Looking Statements
Certain statements in this press release are forward-looking statements that are subject to risks and uncertainties. These forward-looking statements are based on management’s current expectations. Various important factors could cause actual results to differ materially from these forward-looking statements, including the risks identified in our U.S. Securities and Exchange Commission filings. DaVita disclaims any obligation to update any forward-looking statement contained in this press release, except as may be otherwise required by law.

Media Contact:
DaVita Newsroom
newsroom@davita.com

Key Points

• Through multiple efforts in the fall of 2025, the St. Paul Park refinery supported career exploration with students from nearby Humboldt High School through email-based mentoring and in-person learning.
   
• One effort included a collaboration with Minnesota-based nonprofit BestPrep, pairing 20 refinery employees with 20 Humboldt High School students for an eight-week mentoring experience.
   
• Separately, the refinery welcomed Humboldt High School welding students for a second year in a row for an onsite visit, offering hands-on exposure to skilled trades and refinery operations.

---

Not far from Marathon Petroleum’s St. Paul Park refinery sits Humboldt High School, where school leaders are focused on opening the door to new career ideas and real-world opportunities for their students. That mission is one the team at the St. Paul Park refinery has long supported.

In the fall of 2025, that shared focus came to life through a mix of mentoring and in-person career exposure, including a collaboration with BestPrep, a Minnesota-based nonprofit that helps students in grades 4 through 12 become college-prepared, work-ready and career-bound. Through BestPrep’s eMentors program, 20 refinery employees were paired with 20 students for an eight-week online mentoring experience.

Each week, students connected with their Marathon mentors via email, talking through career interests, personal well-being and what it really takes to build strong, collaborative relationships. Those conversations offered practical, real-world insight and helped students better understand the skills they will need to be successful on the job and beyond.

“This program gives us a meaningful way to support students in our community and help them see what is possible for their future,” said Eric Bohnert, Vice President of Refining at the St. Paul Park refinery. “Our employees are proud to share their experiences and help young people build the skills they need to succeed.”

Midway through the eight-week program, students visited the refinery and met their mentors in person. BestPrep leaders say Marathon Petroleum’s involvement helps extend the impact of the experience beyond the mentoring exchange.

^{Students from Humboldt High School visit with their Marathon Petroleum mentors during an on-site refinery visit as part of the BestPrep program.}

“Partnerships like this help students develop confidence and communication skills while introducing them to real-world opportunities,” said Jason Sanders, President and CEO at BestPrep. “When caring professionals take the time to guide them, it broadens their sense of what is possible.”

The refinery also welcomed students from the school’s welding program for a separate onsite visit focused on skilled trades. The day began with a safety overview before employees guided students through the Maintenance Shops, where students got an up-close look at welding, electrical work, rotating equipment, instrumentation and heavy equipment.

“This program gives us a meaningful way to support students in our community and help them see what is possible for their future.”

“The best part of this experience for me was the energy these students brought with them this year. It was unbelievable,” said Mason Bahl, a welder at the St. Paul Park refinery who helped support the visit. “You could feel their enthusiasm from the moment they walked in. Their curiosity and the questions they asked made it clear they were really imagining what their future could look like.”

That excitement, Bahl said, has continued to grow since the refinery first welcomed the school’s welding students the previous year. More students expressed interest in taking part in the 2025 visit than the refinery could accommodate.

“That tells us something powerful. What we’re doing matters,” Bahl added. “These students aren’t just curious about welding or similar trades. They’re curious about what we do and the wide range of careers we offer at Marathon. We had the chance to show them what’s possible, and you could see it click. They realized, ‘I could do this. I could be here.’”

The visit concluded with a stop at the refinery firehall, where students learned about emergency response equipment, followed by lunch and a question-and-answer session. During the discussion, students asked employees about their roles, training and career paths.