Given a paragraph, generate a claim that is supported by the given paragraph. 1) The claim must contain information from within the paragraph. 2) A sentence within the paragraph can be used as a claim. 3) The claim should not have contradictions within the paragraph. 4) The claim should be at most one sentence long.
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Question: At a hearing in Miami federal court, U.S. District Judge Patricia Seitz said she expects more concrete action and fewer promises from Carnival. "We're not there. And we should be," Seitz said. The cruise company is about halfway through a five-year probation sentence for a 2016 criminal pollution conviction. Chairman Micky Arison, who also owns the Miami Heat, and CEO Arnold Donald both insisted the company is doing a lot, but that it takes time to implement real changes at a company with 120,000 employees, more than 100 cruise ships and nine different brands. "We strive to be perfect," Arison told the judge. "We won't ever be perfect, but we are going to work toward that." Earlier this year, Carnival admitted violating probation from the 2016 criminal case as its ships continued to cause environmental harm around the world since then. It was hit with a $20 million penalty, on top of a $40 million fine imposed in the original case. The environmental problems included allowing plastic to be discharged along with food into water; dumping "gray water" in prohibited places such as Alaska's Glacier Bay National Park; and permitting a corporate culture to persist that does not value compliance with environmental laws. Richard Udell, a Justice Department lawyer specializing in environmental enforcement, cited the recent inability of Carnival to detail what happens to the estimated 50 million plastic bottles used on its ships each year. Carnival, he said, simply told the government they don't keep track of that because they are all supposedly recycled at some of its 700 destinations. Prosecutors want to know if that is really the case, or if often the bottles simply get dumped in the ocean or in landfills by other entities where Carnival ships dock. "If we don't look, we won't know, and if we don't know, we don't care," Udell said. "We hope that we can get past this." Carnival outlined many steps it is taking to phase out use of plastics on its ships, including the bottles, and that it would look deeper into the recycling issue. And Donald, the CEO, said the company's leadership is making every effort to value environmental compliance just as much as ship safety and guest hospitality. "Compliance, environmental protection, safety _ it's the first thing," Donald said. "Without it, we don't have a business." Another status hearing is set for December. _____ Follow Curt Anderson on Twitter: http://twitter.com/Miamicurt

Answer: Judge: Carnival must fix ocean pollution issues faster.

Question: Alexis Shapiro suffered damage to her pituitary gland, which helps regulate weight, as a result of the brain disease. She has gained about 140 pounds (63.5 kgs) in less than two years because of the problem, her mother said. Her extreme excess of body fat is clinically defined as morbid obesity. "It has been heartbreaking for her and for us. She cannot do the things she used to love," Jennifer Shapiro, her mother, said on the fundraising site GoFundMe. The mother said she is seeking about $50,000 for life-saving surgery to reduce the size of her daughter's stomach because the family's insurance company will not pay for the procedure unless the patient is at least 18 or has achieved full bone growth. Dr. Thomas Inge, a specialist in pediatric obesity at the Cincinnati Children's Hospital Medical Center, told NBC News that Alexis could receive the surgery at the hospital where he works within six weeks now that the funding appears to be in place. "Alexis will be seen this week in Cincinnati, and the preparations for surgery will be made at that time," Inge told Reuters by email.

Answer: Donors pitch in to pay for surgery for extremely obese Texas girl.

Question: In the middle of the Depression, Sylvan Goldman, an Oklahoma grocer, acquired several Humpty Dumpty stores (a bankrupt chain of retail grocers in the South) and tried to make them profitable. His 1934 acquisition didn't originally look to have been a wise decision the economy was shot, and although it's true that even in bad times people have to eat, what they choose to buy is influenced by the economic climate. During downturns, folks gravitate towards cheaper, more basic foodstuffs that have smaller markups built into the price. Lowered markups can mean the difference between an outlet's thriving or failing, because the profit margin in the grocery business is razor-thin. Even a busy grocery store can be losing money if the markup on what it is selling is too small to cover the expenses of running the business. Goldman's chain was in trouble. He studied his shoppers, looking for clues in their actions that would help him restore profitability to his enterprise. He began to notice they generally terminated their activity when their hand-carried baskets became uncomfortably heavy and would then head for the checker rather than start a new basket. This observation led to his 1936 instructions to employee Fred Young to affix an undercarriage (made from a folding chair with wheels added to it) to pairs of metal, over-the-arm baskets. If weight were taken out of the equation, would customers buy more? Would they shop longer? The answer was a resounding no folks preferred to stick with what they knew rather than play around with an unusual-looking contraption, and customers continued to use the heavy arm-borne baskets to carry all their goods to the checkers. Goldman did not give up he hired decoy shoppers to wheel the new carts through the store, so providing a visual demonstration of what this innovation could do. He also stationed someone at the front door to greet patrons and offer them carts as they entered. The strategy paid off. Folks began using the wheeled baskets, and they quickly established a lasting preference for them. Shopping carts became an ordinary part of the shopping experience in other retail outlets. The shopping cart thus rolled its way into marketing history. Upon his death in 1984, Goldman left behind an estate worth more than $400 million, a lot of it earned thanks to a wheeled folding chair affixed to the underside of two baskets. The invention of a once-struggling businessman revolutionized the shopping experience in terms of how shoppers make their purchasing decisions. The average shopper, pushing a cart, goes into a store with a list, but also leisurely perambulates down aisles and past displays, filling the cart not only with intended buys but also impulse items whose displays or prices strike his fancy. The maneuverability and ease of shopping with a cart freed the consumer to roam the length of the store, thus putting him in the way of retail temptation that the heavy arm-borne basket cocooned him from.

Answer:
The shopping cart was not a resounding success when first introduced.