August 18, 2026 /3BL/ – Comcast announced $55,000 in grants supporting six community organizations that are advancing digital opportunity initiatives in Lake, La Porte, and Porter Counties. The funding is part of Project UP, the company’s $1 billion commitment to advance digital opportunity and help create a future of unlimited possibilities.

The grants have helped expand access to digital skills training and technology resources for residents in Northwest Indiana. Recipients include:

Several initiatives focus on targeted community needs. Earlier this year, Purdue Extension announced the launch of a Comcast-supported mobile computer lab to provide free digital skills education for adults ages 60 and older in Porter County. The MAAC Foundation has enhanced its digital education program for first responders, equipping firefighters, police officers, and emergency medical service professionals with critical technology skills.

“With Comcast’s support, we have been able to grow our Digital Skills Education programming,” said Gina Avila, Community Development Educator in Porter County, Purdue Extension. “The Senior Planet lessons provide adults 60+ with a safe space to learn and build confidence to live in today’s digital world.”

“Comcast’s continued support has enabled us to expand our digital education programming and invest directly in those who keep our communities safe,” said Nicole Gladstone, CEO of the MAAC Foundation.

Comcast also supported Citizens Concerned for the Homeless with educational tools and digital programming at Grace Learning Center and Sand Castle Shelter, where the company continues to operate a Lift Zone providing free, high-capacity WiFi access.

“Access to technology is essential for individuals working to rebuild stability in their lives,” said Tammy Rosebaum, Operations Director at Citizens Concerned for the Homeless. “Comcast’s support is enabling us to provide digital training and reliable connectivity that helps people gain confidence and build new skills.”

Additional funding will support accessible and adaptable technology for people with intellectual and developmental disabilities through Opportunity Enterprises, as well as digital training for aspiring entrepreneurs through the Urban League of Northwest Indiana. Comcast’s support for La Porte Friends of the Library is further expanding access to technology and strengthening digital skills for local residents.

“From helping senior residents build confidence online to ensuring first responders have the latest tools and training needed to thrive, these partnerships are creating meaningful impact in advancing digital opportunity in Northwest Indiana,” said Brian Rockensuess, Comcast’s Executive Director of Government and Community Affairs in Indiana. “In today’s connected world, digital skills are essential at every stage of life.”

Over the past three years, Comcast has made a total of more than $3 million in cash and in-kind contribution to Indiana nonprofits.

Las Vegas Sands

One of Sands’ guiding principles is to make strategic investments that ensure its resorts deliver world-class service and the most desirable offerings to attract high-value leisure and business travelers. Closely related is another guiding principle – embracing innovation and design excellence to enhance the guest experience.

As the company’s chief hospitality officer for Asia, Tane Picken is the steward for the on-property experience at Sands’ resorts in Singapore and Macao – and, therefore, responsible for turning these principles into action.

A hospitality industry veteran, Picken brings a wealth of experience to this role with operational expertise gleaned at more than 40 properties in locations across Africa, the Middle East and Asia. He held a variety of leadership roles at Hilton and Shangri-La before joining Marina Bay Sands in 2021. Picken was elevated to chief hospitality officer overseeing hospitality functions for both Marina Bay Sands and Sands China in September 2025.

With delivering world-class service, the industry’s most desirable offerings and innovation in the guest experience as his mission, Picken breaks down Sands’ approach to setting its resorts apart and continually improving offerings to keep guests returning.

How are you working to ensure Sands resorts are known as the epitome of excellence and innovation?

“I currently oversee all of hospitality operations across our two regions, which encompass the entire customer journey beginning at pre-arrival and through their arrival and entire stay until departure. That’s everything from room accommodations for guests to their food and beverage experiences. It also includes their lifestyle – swimming pools, gym and spa, and everything around the lifestyle aspects of our resorts such as our museums and attractions. I’m also overseeing the customer experience in our meetings, incentives, conferences and exhibitions (MICE) venues.

“That is a large body of experiences across many different customer sets. To be successful, we must break it down and dig into the details. For example, sometimes hospitality companies forget that we’re in the business of sleep. What does a guest need when they sleep? What are their requirements? What do they touch? What gives them an ultimate hotel experience above others?

“We answer questions like these in all areas of the business – accommodations, dining, experiences, venues – and we build templates to inform every facet of our development and execution. We have guidelines and visions for product development, room and building design, guest service, technology assets and more, and they all reach for standards above and beyond the norm.

“Everything that goes into these guidelines and standards are to satisfy our requirements for excellence and innovation and keep customers wanting to return for more. Using this, my role is to replicate excellence across our portfolio – to build the same guest journey in Macao and Singapore and transfer things we do well in one region to the other.”

 

How does Sands stay abreast of emerging tastes and trends to develop or evolve offerings?

“First, we have to understand what’s happening in the world – who’s building what, what’s the latest in the industry, and what are the latest amenities and experiences the customer is expecting?

“The second approach is getting data from our customers – knowing what’s happening with our customers and how we can make changes to improve their experience. We have millions of guests passing through our casinos, meeting facilities and other venues. So, we have a huge potential pool of people daily to give feedback about what they’re looking for, what makes them happy and what makes them come back. Our goal is to tap into that tremendous wealth of data and find ways to deliver on their wants and needs.

“The third aspect is how do we incorporate new developments in technology such as robotics and AI to help in productivity and execution, without damaging the culture, service and ethos of what we deliver.

“Finally, and maybe most critically, is the understanding that every hospitality company can build a product, but how can we be creative and unique in our delivery? How are we developing our service, our culture and our experiences to differentiate us and be better than everyone else.”

 

What are a few examples of the guest experience enhancements you’re working on?

“I spoke about hospitality companies forgetting about sleep – but, we’re definitely thinking about sleep and digging into the core basics because it’s truly a foundational experience for guests. We’ve come up with what we call a 99.9% sleep program, which addresses comfort, light and noise disturbance, and fixability for needs. What we’re trying to do is incorporate technology and innovation that gives our guests that 99.9% experience.

“Do we have the right technology in the mattresses? How can we reduce light bleeding into the room to avoid sleep disruption? So, we’re experimenting with ways to create total blackout. Also, how do we make our lighting smarter so that when you get up at night for the bathroom, what’s the right amount of lighting to bring you back without fully waking you? We’re tackling the basic fundamentals of a hotel room in ways that deliver innovative features to elevate the guest experience.

“We’re looking at similar details to create excellence through the incorporation of technology in our food and beverage venues, and we look at each restaurant differently. For some restaurants, more technology, such as using iPads for ordering and checkout, is important. In our higher-end, higher-touch restaurants, we’re bringing in technology that is more about sound, lighting, entertainment, or food and cocktail making. If you’re going to a five-star restaurant, you don’t want a robot clearing your table. But, can technology enhance the cocktail you’re getting or the way your food is prepared?

“In the MICE arena, it’s really all about innovation and technology, and we have two separate lenses that inform our development. First, what conveniences and benefits can we bring customers – for example, having the best coffee machines, tea and snacks available, very fast?

“We also look at technology for audio-visual equipment, for example the incorporation of virtual reality. We have a product that enables someone in the United States to be filmed and his 3D projection can be shown on stage in Singapore. In our MICE business, we’re extremely focused on adding convenience for customers and massive technology development.

“The other lens in MICE is increasing productivity in our operations, and we’re doing that by adding technology such as employing robotics for night cleaning.”

For a snapshot of Sands’ world-class integrated resorts, visit https://www.sands.com/properties/, and to learn about the company’s journey in becoming a global integrated resort leader, visit https://www.sands.com/company/our-story/.

AI Can’t Quote Coverage You Never Generated

Most brands don’t realize they have an AI visibility problem — until they see the audit.

We recently reviewed a client’s presence in AI search results. What came back was thin: outdated coverage, a critical 2021 piece, a competitor comparison nobody on the marketing team had ever seen. The gap was obvious the moment it hit the screen.

Here’s the uncomfortable truth: AI assistants describe your brand with total confidence whether or not you’ve earned that description. Research shows citations increase trust even when they’re wrong — most people never check, and the ones who do only lose trust after the fact.

So how do generative AI systems actually decide who to cite? Not by who publishes most. By who’s most corroborated across credible third-party sources. One analysis of 21,000+ brand mentions across ChatGPT, Claude, and Perplexity found 85% of citations came from third-party sources — brands were 6.5x more likely to be cited through earned media than their own content. Separate research across industries found the same pattern: earned media dominates, owned content barely registers.

This isn’t an argument to abandon owned channels — blogs, social, press releases are still raw material. But they’re inputs, not credibility. What others say about you now carries far more weight than what you say about yourself.

The brands winning in AI search aren’t the ones with the biggest content teams. They’re the ones with the deepest independent coverage and the richest citation trails built over time.


More from 3BL

With MEES requirements set to tighten significantly by 2031, commercial landlords face mounting pressure to improve the energy performance of their properties. Understanding the coming changes—and how to prepare for them—will ease the path to compliance.

Commercial properties are facing energy efficiency problems on an enormous scale. Research shows that more than 13,000 commercial rental properties in England and Wales fail to meet the current Minimum Energy Efficiency Standards (MEES). This includes nearly 5% of total office stock.

With MEES set to increase to a requirement of a B rating or higher by 2031, an estimated 680,000 properties (75%) are not yet aligned. Findings suggest that it will take until at least 2040 for all commercial rented properties to achieve compliance based on current trajectories. The pressure is on to improve our building stock to meet current and future regulations.

What is MEES?

Minimum Energy Efficiency Standards (MEES) is the legal requirement that sets a minimum energy performance for privately rented property in England and Wales. It was introduced under the Energy Efficiency (Private Rented Property) (England and Wales) Regulations 2015, with the intent of making improvements to the least efficient stock.

MEES and Commercial Properties

For commercial property, landlords can only lawfully let their premises if they have an EPC rating of E or higher. This now applies to all existing leases unless a valid exemption is registered.

MEES also applies to domestic private rented property, although the rules and penalties differ from those for non‑domestic buildings. Domestic landlords face their own minimum EPC standards, exemption routes and enforcement processes, so the steps you take for commercial properties won’t always translate. If you manage both types of properties, it is important to treat domestic and non-domestic compliance separately.

MEES Changes on the Horizon

In 2021, the UK Government launched a public consultation on how to implement and enforce raised minimum EPC ratings of B by 2030. The government’s response to the consultations were finally published in June 2026. It set out the target for all commercial buildings to achieve a minimum EPC to B by 2031. Final policy details and timings are subject to the implementation of secondary legislation, but the direction of travel is clear: the next 5 years is a crucial period for building energy efficiency upgrades.

Quick Ways to Improve EPC Ratings

A property may not always need to have a heat pump, solar panels, or wind turbine installed to increase its EPC rating. Some small actions can have a significant effect on the rating:

  1. Add detail: Enter as much detail as possible into the EPC model, such as specific fan powers, HVAC efficiencies, and SEER and COP ratings. This will reduce reliance on default values, which are typically poor.
  2. Leverage existing data: Obtain existing data from the design or construction processes, such as U-values, G-values and air permeability, and input these into the EPC model.
  3. Share evidence: An EPC assessor has to provide evidence for all the information entered into the model. As an assessor will only conduct a visual, non-intrusive survey of the property, the evidence is usually a combination of their photographs plus any documentation the owner is able to provide. Providing all possible documentation will allow the assessor to tailor the model to the property, rather than relying on default values.
  4. Repeat: Even if no more data or evidence is available, repeating the EPC assessment may result in a different rating. It is not uncommon for an EPC to be inaccurate to some extent; repeating the assessment may highlight inaccuracies in the original.
  5. Consider a Level 5 Assessment: EPCs are categorised as either Level 3 (basic heating systems), Level 4 (complex HVAC systems) or Level 5 (buildings with significant glazing, atria, automated shading or ventilation systems). Dynamic Simulation Modelling (DSM) is only required for the most complex (Level 5) buildings. However, it can be done voluntarily for less complex buildings. Evidence shows that by performing DSM even on offices and warehouses, EPCs can score up to 20% more points as result.

How Can Antea Group UK Help with MEES?

We can highlight non-conformance or at-risk properties across portfolios or individual assets, whether we’re involved at the acquisition, divestment, refinancing, or redevelopment stage. We’ll review leases to determine whether they contain sufficient clauses to prevent tenants harming the energy efficiency, and whether other clauses may affect the energy efficiency. Our consultants can also create a new, detailed EPC based on better quality data than previous versions, which may easily improve your rating. We’ll collect this data by inspecting the property and reviewing existing documentation that supports the best possible EPC rating.

Where properties require more extensive actions to achieve a higher EPC rating, our assessors provide a high-level CAPEX summary of suggested improvements and the impact each of these would be expected to have on the rating. From controls optimisation and lighting to plant replacement and building fabric improvements, this summary presents the cumulative effect of all improvements and can be tailored to suit requirements.

Interested in learning more? Contact us:

Dan Ellis 
Dan.Ellis@Anteagroup.uk 
07586 113753

Your AI Visibility Score gives you one number to track how a major AI platform is talking about your brand. But a single score can hide a lot of nuance, so we wanted to open up the calculation and show exactly what feeds it. That score is built from real coverage, position, and share of voice signals pulled straight from actual AI platform responses, then weighted into a single 0–100 read with a leadership tier layered on top.

 

What’s in the score

A score is only useful if you can see what’s driving it. Ours is built from three main components:

  • Coverage — how often you come up across the prompt set
  • Position — where you land within the response
  • Share of voice — your presence relative to competitors
How each component is weighted in your overall score
Component What it measures Weight
Query coverage Is your brand part of the AI conversations that matter? 40%
Position score When AI mentions you, does it lead with you? 35%
Share of voice How much of the conversation is yours alongside target topics? 25%
Total   100%

How we calculate it

  1. Collect responses across ChatGPT, Claude, Gemini, and Perplexity
  2. Score each dimension independently
  3. Apply the weights above
  4. Normalize to a 0-100 scale

See it in action:

 

“We built the score to answer three questions our customers kept asking us directly: are we showing up at all, when we show up, is it fair, and how does that compare to our peers?

No single metric answers all three on its own, why is why the score is a blend rather than a raw mention count.” — The AI Visibility Product & Engineering team

Where the data comes from

94% of B2B buyers now use AI in purchasing decisions.1

Every score traces back to a real AI response — nothing here is estimated or extrapolated. If a stakeholder group is already leaning on AI for research and decisions, as covered in why AI visibility matters for brand reputation, the score needs to reflect exactly what that group is actually seeing, not a proxy for it. That’s also why how you’re syndicated affects earned media reach matters more than it used to.

The full methodology, including edge cases and how we handle low-confidence reads, is documented in our knowledge base.

If you want to see what AI platforms are already saying about your brand, try the AI Visibility Tracker for free.


More from 3BL

 

If you care to listen:

 


1Forrester

Covia is committed to reducing greenhouse gas (GHG) emissions and increasing energy efficiency across our operations. In recent years, we have integrated data-driven analysis into our strategy, utilizing comprehensive GHG emissions assessments to pinpoint significant climate-related opportunities and risks.

In 2025, we expanded our emissions accounting to include Scope 3 emissions for the first time. Working with an external consultant, we completed a comprehensive assessment of our value-chain footprint, identifying the categories most relevant to our business and the data sources needed to support ongoing reporting. This work provides a more complete understanding of our climate impact and helps us prioritize reduction opportunities beyond our direct operations. The Scope 3 assessment also strengthens our ability to engage suppliers, transportation partners, and customers on shared decarbonization goals. With this expanded inventory, we can now report on Scope 3 emissions and incorporate these insights into our long-term strategy. Because our Scope 3 emissions of just over 6M tCO₂e account for 95% of our total greenhouse gas emissions footprint, understanding the impact of our operations both upstream and downstream is critical. We are committed to working with our suppliers and our customers to measure and reduce emissions at every step in the supply chain.

 

For more information on our approach, roadmap, and governance of energy efficiency, please visit our Energy Efficiency & Emissions Statement.

Cisco
This is the second story in our Voices from the Field series. Read the first blog about farmers building resilient local economies across rural America.

This World Ocean Day, I chatted with ocean conservation nonprofit Blue Ventures about…people. Seems unusual, right? When I think of the ocean, I picture a chatty coral reef, bubbling with colorful parrotfish and angelfish. Or maybe a smiley pod of dolphins, or velvety seaweed tangling on the seafloor.

But London-based nonprofit Blue Ventures situates the conversation around oceans differently. Aligning with the Cisco Foundation’s $100M climate commitment to invest in tech-based nature preservation solutions, their approach to marine conservation has coastal communities at its center. Their goal is to support coastal communities to rebuild fisheries and restore ocean life, and with support from the Cisco Foundation, they’re bringing this vision to life on the coast of Belize, home to the world’s second largest coral reef.

“We are empowering people to take charge in ensuring that conservation efforts are achieved,” Belize Country Director Breanna Mossiah –Conorquie, says. Breanna, born and raised in Belize, says that Blue Ventures’ community-centered approach to systemic change drew her to work for the nonprofit for the past 5.5 years.

“At the end of the day, any decision we make that supports conservation efforts also affects people,” she says. “Conservation efforts exist because people exist.”

Fisherman and Treasurer of the San Esteban Fisherman Association, Ron Escobar, is one of the fishermen that Blue Ventures works closely with. Ron has seen the effects of a changing climate alter the ocean he’s spent his life fishing in. Warmer waters have caused fish and crustaceans like lobster to seek cooler temperatures. An unpredictable variation in rainfall has created murky water and poor fishing conditions.

 

“Production is getting scarcer and slower,” Ron says. “[The ocean] is our living. If we can’t depend on the sea and don’t mind the sea, we can’t … provide for our family and our community.”

Paula Jacobs Williams is the Chairlady of Southern Grassroots Fishers Association and caters traditional Belizean seafood. Paula says she’s been a “fisherwoman since I was in my mother’s belly!” Like Ron, she says the ocean has been central to her livelihood in Belize.

“The ocean is important to me in a lot of ways because from when I was young, it helped send me to … primary school and secondary school,” Paula says. “That’s our food. We do almost everything with the ocean, like lobster, conch, and fish.”

Spearheading conservation efforts through data ownership and accessibility

Community members like Paula and Ron lacked the systems to collect, visualize, and use their own fisheries data to inform management and support their interests. Blue Ventures is collaborating with communities to address this challenge.

By developing a Community Fisheries Data system, designed with and for small-scale fishing communities, Blue Ventures helps fishers make informed decisions that improve ocean health and local resilience. Staff train community members to collect data on fish, like weight, species, and quantity. Fishers then use this data to determine where and how much to fish, supporting strategic, data-based decision making that guides more sustainable management of fisheries.

 

Victor Jacobs has fished the waters of Belize for over 48 years. He prides himself on his deep involvement with his local fishing community, serving as Vice Chairman of the Southern Grassroots Fisherman Association. Like Ron and Paula, he’s passionate about protecting the oceans that have supported his entire life.

“We are smart fishers,” Victor says. “We want to catch stuff and catch again, [so] my kids can catch, my grandkids can catch, everybody can catch – but we have to start saving from now on to protect what is ours.”

Victor has worked with Blue Ventures staff in Belize for over a year and says they’ve helped his community learn to collect and interpret valuable data on fishery health.

“We have been trained by Blue Ventures, so some of the fishers that are in our group know how to handle the gadgets,” Victor says. “It’s a very good thing because at the end of the day, … we’re going to be able to represent ourselves with our own data.”

 

Data is power: bridging the divide between communities and policy

Blue Ventures’ Head of Global Development, Olivia Wordsworth, emphasizes that it’s essential that data lies in the hands of communities to maximize the global impact of conservation efforts.

“Coastal community members are best placed to restore our oceans. They’re the people that live by the sea, derive their food and income from the sea… so [supporting these communities] is the most sustainable way to steward the ocean. Our strategy was designed to address the systemic barriers that those coastal communities face in managing their fisheries and wider locally managed area.”

Paula agrees. She enjoys being directly engaged in conservation efforts.

“We are doing data collection so we can know the size and different kinds of fish,” Paula says. “We know our very own data, so we don’t have to go and ask somebody else how to do things.”

 

Accessible, local data allows small-scale fishers and fish workers to share evidence that backs their lived experiences and join conversations about conservation strategy.

Olivia emphasizes that the data that Blue Ventures helps communities collect and own is crucial to the global fabric of ocean conservation.

“… at a broader level, regionally and nationally, we’re building up this amazing picture that didn’t previously exist because it’s such a data poor sector,” she says. “[This shows] the value of small-scale fisheries for food security, local economies, and climate resilience. This data can then inform evidence-based advocacy on small-scale fisheries and community-led conservation. So, it helps us to make that case at a higher level once you aggregate data from all these sites.”

Blue Ventures has already seen proof of this approach in Indonesia, one of the 12 countries where they operate. Here, community-owned data informed the drafting of the national management plan for Octopus cyanea. Olivia hopes these efforts can be replicated in places like Belize, as communities continue to learn to utilize their dashboards.

With support from the Cisco Foundation, Blue Ventures will continue helping fishers like Ron, Victor, and Paula, charting a more inclusive and resilient future for our ocean, this World Ocean Day and beyond.

View original content here.

DENTON, Texas, August 17, 2026 /3BL/ – Tetra Pak U.S. and Canada today released its FY25 Sustainability Report Supplement, highlighting how the company is advancing more resilient food systems across the region through innovations in food production and technology, expanded recycling infrastructure, operational emissions reductions and community involvement.

The local supplement accompanies Tetra Pak’s 27th Sustainability Report, released globally on June 5, which reported a 34% reduction in greenhouse gas (GHG) emissions across the company’s value chain since 2019 and a 56% reduction across its own operations, while reaching 97% renewable energy consumption globally. The U.S. and Canada supplement provides a closer look at the local initiatives and achievements supporting those broader sustainability ambitions.

“Sustainability isn’t a separate initiative for us, it’s how we do business,” said Seth Teply, president and CEO, Tetra Pak U.S. and Canada. “Whether we’re helping customers operate more efficiently, expanding access to carton recycling or giving back to our local communities, we’re focused on delivering practical solutions that strengthen the security of food systems while reducing impact to the planet.”

Highlights from the FY25 U.S. and Canada Sustainability Report Supplement include:

Food systems

  • Commercializing the Tetra Pak® A3/Speed filling line for the Tetra Prisma® Aseptic 250 Edge with DreamCap™ 26 following a successful U.S. field test, producing 25,000 packages per hour—the equivalent output of nearly three Tetra Pak® A3/CompactFlex lines with a 50% smaller footprint and lower operating costs.
  • Supporting food access through employee volunteer efforts, including packing 18,000 pounds of potatoes, 23 pallets of fresh vegetables and more than 13,000 meals for food banks across North America.

Circularity

  • Supporting the expansion of carton recycling access to nearly 2.5 million additional U.S. households in 2025, bringing nationwide access to 63%.
  • Supporting ReCB LLC to begin operations in Iowa, where 6,000 tons of used cartons are being processed annually into roof coverboards.

Climate

  • Reducing operational emissions: Improvements at Tetra Pak’s Vernon Hills, Illinois, distribution center are expected to avoid approximately 50 metric tons of CO₂ emissions annually.
  • Tetra Pak U.S. and Canada continues to operate on 100% renewable electricity.

Nature

  • Supporting environmental stewardship through employee cleanup and restoration projects across the U.S. and Canada.
  • Building sustainability awareness for employees through Sustainability Week, featuring expert discussions on resilient food systems, responsible sourcing and carton recycling.

Social sustainability

  • Taking an active role in the community by sponsoring and volunteering at local events.
  • Continued growth in workplace equity and recognition. The company was named to U.S. News & World Report’s Best Companies to Work For list, including its Manufacturing and Agriculture category, placing it among the top 25% of more than 1,000 companies reviewed.

The FY25 Sustainability Report Supplement also highlights Tetra Pak U.S. and Canada’s continued collaboration with customers, municipalities, recyclers, nonprofit organizations and industry partners to help build more resilient, efficient and sustainable food systems across North America.

Explore the full report and the U.S. and Canada supplement.

About Tetra Pak

We’re here to make food safe and available. It’s why we provide advanced food production systems. In collaboration with our customers and suppliers, driven by more than 24,000 dedicated employees worldwide, we protect food sustainably every day for hundreds of millions of people in more than 160 countries. Because we’re here to fulfill a purpose: We commit to making food safe and available, everywhere, and we promise to protect what’s good: food, people and the planet.

More information about Tetra Pak is available at tetrapakusa.com.

Media contact 

Stephanie Ward
Communications Manager, Tetra Pak U.S. and Canada
stephanie.ward@tetrapak.com
940-380-4635

###

Originally published on CVS Health Company

Key points

  • Behavioral health and heart health are deeply interconnected.
  • Depression, anxiety and chronic stress can raise major cardiovascular event risk by ~35%, while cardiovascular patients face higher rates of depression and anxiety.
  • Heart conditions and mental health should be treated together for holistic patient care.

Heart disease remains the leading cause of death in the United States, claiming more lives annually than cancer and accidents combined, with more than 130 million adults living with some form of cardiovascular disease. Yet an equally urgent, and often overlooked, dimension of this crisis is the bidirectional relationship between behavioral health and heart health. Research from the American Heart Association (AHA) shows that depression, anxiety and chronic stress can raise the risk of a major cardiovascular event, such as a heart attack or stroke, by roughly 35 percent, with nearly 40 percent of that added risk driven by the accelerated onset of new cardiovascular risk factors.

The mental health, heart health connection

Research from the NIH shows that comorbidity runs in both directions. Heart-related and mental health disorders frequently co-occur: as many as one in three heart attack survivors experience depression, and up to half report anxiety or post-traumatic stress in the year following a cardiac event, compared with 8.4 percent of U.S. adults overall. Emerging AHA data further shows that people are 83 percent more likely to be diagnosed with a psychiatric condition in the first year after a cardiovascular hospitalization, while CDC research confirms that unmanaged stress and depression unmanaged stress and depression elevate blood pressure, cardiac reactivity and long-term metabolic risk.

An estimated 80 percent of cardiovascular disease is preventable when people have access to trusted clinicians, routine screening and sustained support. Treating the heart without addressing mental well-being, and treating mental health without accounting for the heart, leaves patients only partially cared for.

“We cannot separate heart health from mental health,” said Dr. Taft Parsons III, Chief Psychiatric Officer at CVS Health. “A patient managing depression or chronic stress after a cardiac event isn’t facing two unrelated conditions –that individual has both conditions and is facing one interconnected health journey, and care models should reflect that reality.”

Delivering whole-person care for heart health

A heart health care model that spans behavioral health specialists, primary care providers, pharmacy touchpoints and care management programs, helps ensure care is connected. By identifying psychiatric risk early in patients managing cardiovascular conditions, and vice versa, we’re progressing a coordinated, whole-person, comprehensive prevention ecosystem for patients and members.

“When we address stress, sleep, and emotional health early, we can meaningfully reduce long-term heart risk,” Dr. Parsons III said. “Whether it’s through screenings in the home, during an acute or primary care visit, or through ongoing therapy and support, connecting mental health back to cardiovascular care is essential to improving overall outcomes and lowering costs.”

Originally published on DICK’S Sporting Goods Sideline Report

TOGETHER, WE CHANGE LIVES

Today we’re bringing you the latest quarterly giving series from The DICK’S Sporting Goods Foundation to highlight the great work being done in support of our mission to help inspire and enable youth sports participation.

In our second quarter of 2026, we:

  • Launched the Most Valuable Coach (MVC) initiative to strengthen youth sports and invest in the people who lead them.
  • Welcomed nine new youth sports organizations to the Sports Matter Impact League.
  • Became a new partner of Children’s Miracle Network to support play beyond the sidelines.

Read on to learn more.

 

 

Introducing Most Valuable Coach

The DICK’S Sporting Goods Foundation and GameChanger, in partnership with the Center for Healing & Justice through Sports (CHJS), launched the Most Valuable Coach (MVC) initiative to elevate the people who shape youth sports.

The way a coach communicates, supports and leads can heavily influence whether a young person feels confident, connected and encouraged, on and off the field. MVC expands access to educational tools, coaching guidance and practical tips for coaches and parents navigating today’s youth sports landscape.

“Coaches play one of the most influential roles in a young person’s sports experience, and we believe they deserve the same level of support we expect them to give their athletes,” said Rick Jordan, VP of The DICK’S Sporting Goods Foundation.

You can read more about MVC here.

 

 

Meet the 2026 Sports Matter Impact League Grantees

The DICK’S Sporting Goods Foundation is excited to welcome nine new organizations to the Sports Matter Impact League.

Anchored in sport, these organizations use the power of play to surround kids with mentorship, tutoring and more to help them thrive. These organizations below will receive tiered grants over the duration of the partnership (each organization will receive $175,000 in total over three years) to continue to drive and support youth athletics in their communities.

Organization City
Soccer in the Streets Atlanta
Youth Enrichment Services (YES) Boston
Girls in the Game Chicago
SwingPals Durham
Boys & Girls Club Houston
Angel City Sports Los Angeles
Overtown Youth Center Miami
New Heights Youth New York
Pittsburgh Hardball Academy Pittsburgh

You can learn more about the Sports Matter Impact League here.

 

 

Second Annual Sports Matter Day of Play

June 11 was International Day of Play. To recognize the occasion, DICK’S and The DICK’S Sporting Goods Foundation hosted the second annual “Sports Matter Day of Play” at 36 DICK’S House of Sport locations.

“Sports Matter Day of Play” gives kids the chance to explore and experience new sports through inclusive, engaging activities. Nearly 1,600 children from over 45 youth organizations participated in this year’s event.

Additionally, each participating youth organization received a Sports Matter Grant of up to $20,000. Combined, Sports Matter supported the groups with over $500,000 in grants! These funds will ensure these organizations can continue to provide resources to the kids most in need.

You can learn more about “Sports Matter Day of Play” in our Sideline Report.

 

 

A Goal for the Future of the Game

Ahead of the FIFA World Cup, The DICK’S Sporting Goods Foundation partnered with DonorsChoose to expand access to soccer at historically underfunded schools nationwide. The initiative committed up to $250,000 toward youth soccer projects. In just 10 days, 255 soccer projects were funded, creating opportunities for nearly 16,000 kids to learn, play and fall in love with the game.

 

 

An MLB All-Star Week Celebration

The DICK’S Sporting Goods Foundation and Under Armour teamed up to welcome athletes from Urban Youth Kings & Queens to an exclusive baseball experience in Philadelphia.

The event included product gifting, skill-building activities and inspiring conversations about confidence and personal growth with a few Savannah Bananas! To cap off the day, we surprised the organization with a $20,000 Sports Matter Grant.

Watch a recap of the event here!

 

 

Play Beyond the Sidelines

The DICK’S Sporting Goods Foundation is proud to be a new national partner of Children’s Miracle Network. Through the partnership, the organizations will work together to help four children’s hospitals fund sports medicine programs, adaptive sports, rehabilitation services, access-to-play initiatives and other programs that help children recover and thrive throughout their medical journeys.

Click here to learn more about the new partnership.

 

 

Unlocking Ways to Play

Expanding access to play! The DICK’S Sporting Goods Foundation partnered with Equip Sport and the city of Miami Gardens, Florida to bring free sports equipment to the community.

Through the partnership, 30 equipment lockers stocked with a range of sports equipment like footballs, pickleball paddles and basketballs will be installed throughout the city. This is Equip Sport’s first launch of lockers in the U.S., following the installation of hundreds across Europe and Canada.

THESE MOMENTS ARE MADE POSSIBLE BY CONTRIBUTIONS TO THE SPORTS MATTER FUND. IF YOU’D LIKE TO DONATE, VISIT WWW.SPORTSMATTER.ORG.
 

Written by Hilary Totin 

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