ONE TEAM.
BOLD IDEAS. BIG IMPACT

For more than a century, Sutter Health has cared for millions of Californians. We’re proud of our extraordinary legacy and of how we are building on it to shape the future of healthcare.

Our aspiration for Sutter Health is clear. We’re creating a truly integrated, comprehensive and connected model of care. One that meets people where they are, surrounds them with the right expertise at the right time and supports them through every stage of life. Over the past year, we advanced the foundational elements that make Sutter a patient-centered, integrated healthcare system. Here’s how.

We’re partnering with physicians and care teams to expand access and bring care closer to home.

There are 3.6 million people who rely on Sutter for care. That’s one in every 100 Americans, and that number grows each and every day. Physicians and care teams are the engine that powers our system. They’re how we take care of patients and keep changing and saving lives. In 2025, we recruited more than 1,100 physicians and clinicians, including nearly 250 new primary care clinicians.

Great physicians and clinicians need great places to serve patients. In 2025, we opened and expanded 31 sites and broke ground on 15 more, with new major campuses announced in multiple California communities, including Emeryville, Santa Clara, Sacramento and more.

Our advancements are possible because we’re working even more closely with our aligned medical groups, independent and community physicians. We’re setting common goals, sharing best practices and making decisions together. That’s making a real difference for patients and for the people delivering care. Eighty nine percent of physicians and advanced practice clinicians say they are satisfied practicing within our system, and 86% of medical staff say they would recommend their hospital as a good place to practice medicine.

We’re investing in digital tools that make care easier to access and easier to deliver.

Our robust digital ecosystem is growing more connected and useful every day. And it has to. Patients’ expectations have changed. People increasingly expect healthcare to work the way other parts of their lives do: connected, intuitive and seamless across physical and digital settings. They want care that meets them where they are — whether that’s in the clinic, at home or on a mobile device.

We made significant strides in 2025. More than 62% of our patients are now digitally engaged, with about 1.2 million active monthly users of My Health Online. Also in 2025, nearly 28% of patients scheduled appointments digitally. That’s 1.1 million more than the year before.

Last year, we added on-demand video visits, a 24/7 nurse advice line and AI-supported voice assistance that screened more than 600,000 incoming calls during the year, with over 87% successfully routed to the right care teams. We also launched Sutter Sync, a digital care program to support patients with chronic conditions. It keeps patients and care teams connected between visits, using technology to monitor what’s happening day to day. We started with hypertension and enrolled more than 7,000 patients. Within six months, 76% of those with previously uncontrolled hypertension had it under control. We’re now expanding the program to support additional conditions, including cholesterol, pregnancy and Type 2 diabetes.

Across Sutter, we’re also using digital tools, automation and smarter workflows to better support our physicians and care teams. By shifting to new technologies and streamlined processes, we saved them more than 1.6 million hours last year alone. That’s time spent with patients instead of paperwork.

We’re building deep and comprehensive clinical programs that set Sutter apart.

We’re building destination programs and services that will define Sutter for years to come. Programs that combine deep clinical expertise, research and world-class facilities to deliver care patients can’t easily find elsewhere.

Our clinical service lines are the foundation. They unite teams across hospitals and specialties to coordinate care, share what’s working and elevate the standard for every patient. In 2025, the impact was clear. Our cancer specialists diagnosed 22,000 new cancer cases last year. Our orthopedic teams served more than 360,000 patients, up 10% from 2024. Our neuroscience teams served roughly 222,000 patients, and our behavioral health teams served more than 63,000 patients. Our women’s health teams served more than 337,000, up 12% from 2024.

We also continued to prioritize medical education and cutting-edge research to keep raising the bar of care quality and clinical excellence. We offer over 700 clinical trials of breakthrough drugs, diagnostic tests, medical devices and surgical approaches annually and had over 10,000 patients enrolled in clinical trials and research studies.

We’re also making the kind of investments that anchor care in communities for generations. In San Francisco, we broke ground on the Sutter Advanced Neuroscience and Spine Complex. In Modesto, we broke ground on our Advanced Cancer Center and Care Complex that will bring together multiple specialties under one roof. In Sacramento, we announced a new Advanced Orthopedics and Sports Medicine Care Complex that will serve approximately 45,000 patients a year. These are the places where world-class care will happen close to home.

Our people are our greatest asset, and we’re investing in them every day.

Across Sutter, 64,000 people come together to care for patients and support one another — on the front lines and behind the scenes. They are the heart of our mission and the reason patients trust Sutter. That’s why we’re committed to making our organization the best place to work, practice medicine and receive care. A place where physicians, clinicians, nurses and the teams who support them can grow throughout their careers, contribute their best ideas and feel proud of the work they do.

We made real progress in 2025. Sutter was named one of the Top Places to Work in Healthcare by Becker’s Hospital Review, one of America’s Greatest Workplaces by Newsweek, and Fast Company also named us a Top 5 Best Workplace for Innovators.

We connected with over 11,000 employees through six Power of ONE Employee Experience Events in 2025. We also invested $24 million in learning and development through our Sutter Health University, supporting 13,500 participants in more than 40,500 learning experiences last year. And we launched SHift Up, our first systemwide mentorship program, which engaged 1,500 employees in over 8,500 hours of mentorship.

Our focus on continuously improving our people’s work experience also resulted in a 90% employee retention rate, well above the national healthcare system average of 77%–82%.

Also, we’re bringing our people’s ideas to life. Our second annual Innovation Challenge drew 270 ideas from nearly 150 teams, and the winning team is now building a digital care companion tool that will help families navigate their care. It’s exactly the kind of thinking that happens when people feel trusted to lead.

We’re investing in the communities we serve, and they’re investing in us.

As a not-for-profit health system, we reinvest in initiatives to improve clinical excellence, train tomorrow’s healthcare talent and expand access within and beyond Sutter’s walls. Within these areas, we delivered over 6.2 million services — including for clinical and behavioral health — to support more than 353,000 people in 2025.

We’re also humbled by the generosity of our donors. Sutter saw its third consecutive year of record-breaking philanthropic giving in 2025, with more than 13,000 donors contributing $242 million, up 76% from 2024. This includes the two largest gifts in our history: a $110 million gift to expand access and innovation in Silicon Valley and a $30 million gift to bring comprehensive cancer services to Santa Cruz.

We are profoundly grateful for all our donors. Every gift, large or small, helps us care for more people with the kind of compassion every patient deserves.

The road ahead has real challenges and real opportunity.

Healthcare is in a period of significant change. There are major forces shaping the landscape. The rising cost of care and affordability pressures, continued challenges in access, economic uncertainty, an aging population, as well as the pace of AI and new technologies, just to name a few.

Many organizations are struggling to keep up. But progress isn’t made by waiting. It’s made by choosing a path and taking action. That’s exactly what we’re doing at Sutter. And we saw it in 2025.

We’re setting the direction. We’re building destination programs that anchor care for generations. Expanding access in our communities. Putting technology to work for patients and our care teams. And investing in our people who make this work possible.

We’re realistic about the headwinds coming at us. We’re also confident. Sutter has the talent, the focus and the discipline to lead in this next chapter of healthcare.

We’re making an impact. And together, with our patients, physicians, team members, donors and communities, we are shaping the future of healthcare.

Warm regards,