Month: May 2026

The global apparel industry is entering a defining policy moment.

Governments are introducing new sustainability disclosure requirements, evolving labor standards, and climate-related regulations at a pace that reflects growing ambition. This momentum matters.

And it’s why Cascale recently released its “2026 Global Due Diligence and Sustainability Reporting Legislation” that examines 21 critical pieces of legislation across Europe, the United States, the broader Americas, and Asia-Pacific. This region-by-region picture of current and upcoming obligations also shows the relevance of the Higg Index suite of tools in helping companies meet today’s data demands.

With the right governance systems, performance measurement practices, and policy guidance, companies can be proactive in evolving business landscapes.

Download the Report Today

The APAC Advantage

Based in Hong Kong, I am privileged to be close to the action. APAC sits squarely at the center of global apparel and footwear manufacturing, and the policies adopted across the region will determine whether the industry can meaningfully deliver on global climate and decent work goals.

But ambition alone is not enough. The current trajectory risks creating a fragmented compliance landscape that overwhelms manufacturers, sidelines small and medium-sized enterprises, and prioritizes paperwork over actual progress. As Europe and the United States continue to shape many of the global sustainability rules, APAC is increasingly the region responsible for implementing them at scale. If global systems cannot work together, supply chains will slow under the weight of duplication, complexity, and competing standards.

To bridge the gap, Cascale’s APAC Policy Member Expert Team (MET) successfully launched the APAC Policy Priorities Paper. We highlighted four core regional priorities of harmonization, interoperability, climate incentives, and overlooked decent work challenges, serving as the essential “policy bridge” that turns high-level global policy into operational manufacturing reality.

Top Takeaways:

• From policy takers to action makers: APAC is no longer just passively absorbing sustainability rules; through initiatives like our report and the policy priorities paper, it is defining how goals are operationalized on the factory floor.
• The fragmentation threat: Overlapping requirements risk shifting focus from carbon reduction and fair labor practices to passive compliance management.
• The isolation cost: Without harmonized data systems, global supply chains could face costly inefficiencies and operational bottlenecks.
• The SME safeguard: SMEs are disproportionately impacted as brands consolidate sourcing with suppliers that can absorb rising compliance costs.
• Unified implementation: The industry needs a standardized implementation layer that enables companies to measure once and report many.

Bridging the Regional Data Divide

The industry’s biggest challenge is no longer whether sustainability data exists — it is whether digital data systems can communicate across borders. Europe’s Digital Product Passport requirements, China’s Social Compliance 9000 for Textile and Apparel Industry (CSC9000T) framework, India’s environmental and social corporate governance (ESG) disclosure rules, and other national systems are evolving independently. Without technical interoperability, manufacturers serving multiple markets will face duplicative reporting obligations and conflicting methodologies. This creates operational inefficiencies that slow implementation and increase costs across supply chains.Manufacturers already manage overlapping audits, customer questionnaires, emissions reporting requests, and due diligence assessments. Facilities producing for multiple brands are often asked to provide nearly identical information in different formats and under slightly different criteria. The result is an administrative burden that diverts resources away from emissions reduction, worker wellbeing, and operational improvements.

The SME Paradox

As enforcement deadlines for regulations such as the EU Corporate Sustainability Due Diligence Directive (CSDDD) and Corporate Sustainability Reporting Directive (CSRD) approach, many brands are responding with what could be described as a “flight to compliance.” Orders increasingly consolidate around large suppliers with dedicated compliance teams and sophisticated reporting capabilities. While this may reduce short-term risk for brands, it creates long-term risks for the industry. We captured some of this SME nuance in the report. SMEs form the backbone of APAC’s manufacturing economy, supporting employment, entrepreneurship, and regional development. If smaller suppliers are pushed out because they cannot absorb the growing complexity of fragmented compliance systems, the industry risks weakening the very supply chain ecosystem it depends on.

From More Laws to Coordinated Implementation

The solution is not to slow ambition or reduce accountability. The industry needs stronger coordination between policymakers, manufacturers, brands, and solution providers to create greater alignment across systems and requirements.What the sector lacks is not regulation, but a unified implementation layer. Harmonized measurement frameworks and interoperable data systems can reduce duplication while maintaining transparency and enforcement. This is where industry collaboration becomes critical. Shared approaches – and frameworks such as the Higg Index – can help manufacturers measure once and report many, reducing administrative burden while improving consistency and comparability across markets.

Turning Policy Momentum into Measurable Progress

APAC has a historic opportunity to lead the next phase of sustainable supply chain transformation. The region is no longer simply reacting to policies developed elsewhere. It is increasingly defining how sustainability goals are operationalized in practice.Success will depend on whether governments, brands, and manufacturers can align around practical implementation. Predictable policy signals, interoperable reporting systems, and coordinated standards will enable facilities to invest confidently in decarbonization, energy transition, workforce resilience, and operational improvements.If the industry can move beyond fragmented compliance toward coordinated implementation, APAC can become the model for how global supply chains translate ambition into measurable impact.

And in this policy state of play, Cascale is uniquely positioned to support brands, retailers, and manufacturers in preparing for, and adapting to, this fast-evolving regulatory landscape. And where noted in the report, the Higg Index provides support and a foundation for mobilizing key social and environmental data points.

Download Cascale’s Report

Howard Kwong is senior manager of public affairs, APAC, at Cascale.

The global apparel industry is entering a defining policy moment.

Governments are introducing new sustainability disclosure requirements, evolving labor standards, and climate-related regulations at a pace that reflects growing ambition. This momentum matters.

And it’s why Cascale recently released its “2026 Global Due Diligence and Sustainability Reporting Legislation” that examines 21 critical pieces of legislation across Europe, the United States, the broader Americas, and Asia-Pacific. This region-by-region picture of current and upcoming obligations also shows the relevance of the Higg Index suite of tools in helping companies meet today’s data demands.

With the right governance systems, performance measurement practices, and policy guidance, companies can be proactive in evolving business landscapes.

Download the Report Today

The APAC Advantage

Based in Hong Kong, I am privileged to be close to the action. APAC sits squarely at the center of global apparel and footwear manufacturing, and the policies adopted across the region will determine whether the industry can meaningfully deliver on global climate and decent work goals.

But ambition alone is not enough. The current trajectory risks creating a fragmented compliance landscape that overwhelms manufacturers, sidelines small and medium-sized enterprises, and prioritizes paperwork over actual progress. As Europe and the United States continue to shape many of the global sustainability rules, APAC is increasingly the region responsible for implementing them at scale. If global systems cannot work together, supply chains will slow under the weight of duplication, complexity, and competing standards.

To bridge the gap, Cascale’s APAC Policy Member Expert Team (MET) successfully launched the APAC Policy Priorities Paper. We highlighted four core regional priorities of harmonization, interoperability, climate incentives, and overlooked decent work challenges, serving as the essential “policy bridge” that turns high-level global policy into operational manufacturing reality.

Top Takeaways:

• From policy takers to action makers: APAC is no longer just passively absorbing sustainability rules; through initiatives like our report and the policy priorities paper, it is defining how goals are operationalized on the factory floor.
• The fragmentation threat: Overlapping requirements risk shifting focus from carbon reduction and fair labor practices to passive compliance management.
• The isolation cost: Without harmonized data systems, global supply chains could face costly inefficiencies and operational bottlenecks.
• The SME safeguard: SMEs are disproportionately impacted as brands consolidate sourcing with suppliers that can absorb rising compliance costs.
• Unified implementation: The industry needs a standardized implementation layer that enables companies to measure once and report many.

Bridging the Regional Data Divide

The industry’s biggest challenge is no longer whether sustainability data exists — it is whether digital data systems can communicate across borders. Europe’s Digital Product Passport requirements, China’s Social Compliance 9000 for Textile and Apparel Industry (CSC9000T) framework, India’s environmental and social corporate governance (ESG) disclosure rules, and other national systems are evolving independently. Without technical interoperability, manufacturers serving multiple markets will face duplicative reporting obligations and conflicting methodologies. This creates operational inefficiencies that slow implementation and increase costs across supply chains.Manufacturers already manage overlapping audits, customer questionnaires, emissions reporting requests, and due diligence assessments. Facilities producing for multiple brands are often asked to provide nearly identical information in different formats and under slightly different criteria. The result is an administrative burden that diverts resources away from emissions reduction, worker wellbeing, and operational improvements.

The SME Paradox

As enforcement deadlines for regulations such as the EU Corporate Sustainability Due Diligence Directive (CSDDD) and Corporate Sustainability Reporting Directive (CSRD) approach, many brands are responding with what could be described as a “flight to compliance.” Orders increasingly consolidate around large suppliers with dedicated compliance teams and sophisticated reporting capabilities. While this may reduce short-term risk for brands, it creates long-term risks for the industry. We captured some of this SME nuance in the report. SMEs form the backbone of APAC’s manufacturing economy, supporting employment, entrepreneurship, and regional development. If smaller suppliers are pushed out because they cannot absorb the growing complexity of fragmented compliance systems, the industry risks weakening the very supply chain ecosystem it depends on.

From More Laws to Coordinated Implementation

The solution is not to slow ambition or reduce accountability. The industry needs stronger coordination between policymakers, manufacturers, brands, and solution providers to create greater alignment across systems and requirements.What the sector lacks is not regulation, but a unified implementation layer. Harmonized measurement frameworks and interoperable data systems can reduce duplication while maintaining transparency and enforcement. This is where industry collaboration becomes critical. Shared approaches – and frameworks such as the Higg Index – can help manufacturers measure once and report many, reducing administrative burden while improving consistency and comparability across markets.

Turning Policy Momentum into Measurable Progress

APAC has a historic opportunity to lead the next phase of sustainable supply chain transformation. The region is no longer simply reacting to policies developed elsewhere. It is increasingly defining how sustainability goals are operationalized in practice.Success will depend on whether governments, brands, and manufacturers can align around practical implementation. Predictable policy signals, interoperable reporting systems, and coordinated standards will enable facilities to invest confidently in decarbonization, energy transition, workforce resilience, and operational improvements.If the industry can move beyond fragmented compliance toward coordinated implementation, APAC can become the model for how global supply chains translate ambition into measurable impact.

And in this policy state of play, Cascale is uniquely positioned to support brands, retailers, and manufacturers in preparing for, and adapting to, this fast-evolving regulatory landscape. And where noted in the report, the Higg Index provides support and a foundation for mobilizing key social and environmental data points.

Download Cascale’s Report

Howard Kwong is senior manager of public affairs, APAC, at Cascale.

The global apparel industry is entering a defining policy moment.

Governments are introducing new sustainability disclosure requirements, evolving labor standards, and climate-related regulations at a pace that reflects growing ambition. This momentum matters.

And it’s why Cascale recently released its “2026 Global Due Diligence and Sustainability Reporting Legislation” that examines 21 critical pieces of legislation across Europe, the United States, the broader Americas, and Asia-Pacific. This region-by-region picture of current and upcoming obligations also shows the relevance of the Higg Index suite of tools in helping companies meet today’s data demands.

With the right governance systems, performance measurement practices, and policy guidance, companies can be proactive in evolving business landscapes.

Download the Report Today

The APAC Advantage

Based in Hong Kong, I am privileged to be close to the action. APAC sits squarely at the center of global apparel and footwear manufacturing, and the policies adopted across the region will determine whether the industry can meaningfully deliver on global climate and decent work goals.

But ambition alone is not enough. The current trajectory risks creating a fragmented compliance landscape that overwhelms manufacturers, sidelines small and medium-sized enterprises, and prioritizes paperwork over actual progress. As Europe and the United States continue to shape many of the global sustainability rules, APAC is increasingly the region responsible for implementing them at scale. If global systems cannot work together, supply chains will slow under the weight of duplication, complexity, and competing standards.

To bridge the gap, Cascale’s APAC Policy Member Expert Team (MET) successfully launched the APAC Policy Priorities Paper. We highlighted four core regional priorities of harmonization, interoperability, climate incentives, and overlooked decent work challenges, serving as the essential “policy bridge” that turns high-level global policy into operational manufacturing reality.

Top Takeaways:

• From policy takers to action makers: APAC is no longer just passively absorbing sustainability rules; through initiatives like our report and the policy priorities paper, it is defining how goals are operationalized on the factory floor.
• The fragmentation threat: Overlapping requirements risk shifting focus from carbon reduction and fair labor practices to passive compliance management.
• The isolation cost: Without harmonized data systems, global supply chains could face costly inefficiencies and operational bottlenecks.
• The SME safeguard: SMEs are disproportionately impacted as brands consolidate sourcing with suppliers that can absorb rising compliance costs.
• Unified implementation: The industry needs a standardized implementation layer that enables companies to measure once and report many.

Bridging the Regional Data Divide

The industry’s biggest challenge is no longer whether sustainability data exists — it is whether digital data systems can communicate across borders. Europe’s Digital Product Passport requirements, China’s Social Compliance 9000 for Textile and Apparel Industry (CSC9000T) framework, India’s environmental and social corporate governance (ESG) disclosure rules, and other national systems are evolving independently. Without technical interoperability, manufacturers serving multiple markets will face duplicative reporting obligations and conflicting methodologies. This creates operational inefficiencies that slow implementation and increase costs across supply chains.Manufacturers already manage overlapping audits, customer questionnaires, emissions reporting requests, and due diligence assessments. Facilities producing for multiple brands are often asked to provide nearly identical information in different formats and under slightly different criteria. The result is an administrative burden that diverts resources away from emissions reduction, worker wellbeing, and operational improvements.

The SME Paradox

As enforcement deadlines for regulations such as the EU Corporate Sustainability Due Diligence Directive (CSDDD) and Corporate Sustainability Reporting Directive (CSRD) approach, many brands are responding with what could be described as a “flight to compliance.” Orders increasingly consolidate around large suppliers with dedicated compliance teams and sophisticated reporting capabilities. While this may reduce short-term risk for brands, it creates long-term risks for the industry. We captured some of this SME nuance in the report. SMEs form the backbone of APAC’s manufacturing economy, supporting employment, entrepreneurship, and regional development. If smaller suppliers are pushed out because they cannot absorb the growing complexity of fragmented compliance systems, the industry risks weakening the very supply chain ecosystem it depends on.

From More Laws to Coordinated Implementation

The solution is not to slow ambition or reduce accountability. The industry needs stronger coordination between policymakers, manufacturers, brands, and solution providers to create greater alignment across systems and requirements.What the sector lacks is not regulation, but a unified implementation layer. Harmonized measurement frameworks and interoperable data systems can reduce duplication while maintaining transparency and enforcement. This is where industry collaboration becomes critical. Shared approaches – and frameworks such as the Higg Index – can help manufacturers measure once and report many, reducing administrative burden while improving consistency and comparability across markets.

Turning Policy Momentum into Measurable Progress

APAC has a historic opportunity to lead the next phase of sustainable supply chain transformation. The region is no longer simply reacting to policies developed elsewhere. It is increasingly defining how sustainability goals are operationalized in practice.Success will depend on whether governments, brands, and manufacturers can align around practical implementation. Predictable policy signals, interoperable reporting systems, and coordinated standards will enable facilities to invest confidently in decarbonization, energy transition, workforce resilience, and operational improvements.If the industry can move beyond fragmented compliance toward coordinated implementation, APAC can become the model for how global supply chains translate ambition into measurable impact.

And in this policy state of play, Cascale is uniquely positioned to support brands, retailers, and manufacturers in preparing for, and adapting to, this fast-evolving regulatory landscape. And where noted in the report, the Higg Index provides support and a foundation for mobilizing key social and environmental data points.

Download Cascale’s Report

Howard Kwong is senior manager of public affairs, APAC, at Cascale.

KeyBank is partnering with Buffalo GoGreen and Providence Farm Collective for the fifth consecutive year to launch a weekly farmers market in the city’s Delavan-Grider neighborhood. The market helps address food insecurity by bringing fresh fruits and vegetables to neighborhoods with few options.

The market will be held at the Delavan-Grider Community Center located at 877 East Delavan Avenue. It will take place from 4:00 p.m.-6:30 p.m. each Thursday from May 28 through fall. The market is planned to run rain or shine, with the facility gymnasium designated as an alternate location in the case of inclement weather.

“At its core, this market is about meeting people where they are and making healthy food more accessible for our community,” said Chiwuike “Chi-Chi” Owunwanne, Corporate Responsibility Officer for KeyBank in Buffalo. “Five seasons in, we’ve seen what’s possible when partners show up consistently, and we’re proud to keep building on that momentum with Buffalo Go Green, Providence Farm Collective, and the Delavan Grider Community Center.”

“The return of the farmers market for its fifth year, supported by ongoing partnerships with KeyBank, Buffalo GoGreen and Providence Farms at the Delavan Grider Community Center, brings invaluable options to our community,” said Delavan-Grider Community Center Executive Director Candace Moppins. “This initiative not only allows residents to purchase fresh produce but also introduces them to a variety of new and less familiar choices. As our neighborhoods grow in diversity, our palates have the chance to expand, leading to healthier eating habits. This is truly a win for everyone involved. Together, we are fostering a vibrant, healthier community.”

“The Delavan Grider Farmers Market supports not only me as a farmer but also Providence Farm Collective and the community,” said Osman Chivala, Owner of Kwachinyika Farm and Providence Farm Collective Incubator Farm Program graduate. “The coupons provided by the market helps me earn money as a small scale farmer and also helps bring food to the neighborhood.”

“We are very excited to be back partnering with KeyBank, the Delavan-Grider Community Center and Providence Farm Collective for the 2026 Farmers Market,” said Buffalo GoGreen CEO and Executive Director Allison DeHonney. “It is our honor to again serve the community by providing locally grown nutrient dense fruits and vegetables. We have been working to bring more partners to the market to educate and offer services to the loyal patrons that have been shopping with us over the past four years.”

In addition to produce vendors, other merchants from around Western New York will take part in the market. Accepted forms of payment are cash, checks, Mastercard, Visa, SNAP, Double Up Food Bucks, WIC and Senior Farmers checks. In addition, those who sign up on site for the Double Up Food Bucks program will receive a $10 food voucher to the market courtesy of KeyBank.

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

KeyBank is partnering with Buffalo GoGreen and Providence Farm Collective for the fifth consecutive year to launch a weekly farmers market in the city’s Delavan-Grider neighborhood. The market helps address food insecurity by bringing fresh fruits and vegetables to neighborhoods with few options.

The market will be held at the Delavan-Grider Community Center located at 877 East Delavan Avenue. It will take place from 4:00 p.m.-6:30 p.m. each Thursday from May 28 through fall. The market is planned to run rain or shine, with the facility gymnasium designated as an alternate location in the case of inclement weather.

“At its core, this market is about meeting people where they are and making healthy food more accessible for our community,” said Chiwuike “Chi-Chi” Owunwanne, Corporate Responsibility Officer for KeyBank in Buffalo. “Five seasons in, we’ve seen what’s possible when partners show up consistently, and we’re proud to keep building on that momentum with Buffalo Go Green, Providence Farm Collective, and the Delavan Grider Community Center.”

“The return of the farmers market for its fifth year, supported by ongoing partnerships with KeyBank, Buffalo GoGreen and Providence Farms at the Delavan Grider Community Center, brings invaluable options to our community,” said Delavan-Grider Community Center Executive Director Candace Moppins. “This initiative not only allows residents to purchase fresh produce but also introduces them to a variety of new and less familiar choices. As our neighborhoods grow in diversity, our palates have the chance to expand, leading to healthier eating habits. This is truly a win for everyone involved. Together, we are fostering a vibrant, healthier community.”

“The Delavan Grider Farmers Market supports not only me as a farmer but also Providence Farm Collective and the community,” said Osman Chivala, Owner of Kwachinyika Farm and Providence Farm Collective Incubator Farm Program graduate. “The coupons provided by the market helps me earn money as a small scale farmer and also helps bring food to the neighborhood.”

“We are very excited to be back partnering with KeyBank, the Delavan-Grider Community Center and Providence Farm Collective for the 2026 Farmers Market,” said Buffalo GoGreen CEO and Executive Director Allison DeHonney. “It is our honor to again serve the community by providing locally grown nutrient dense fruits and vegetables. We have been working to bring more partners to the market to educate and offer services to the loyal patrons that have been shopping with us over the past four years.”

In addition to produce vendors, other merchants from around Western New York will take part in the market. Accepted forms of payment are cash, checks, Mastercard, Visa, SNAP, Double Up Food Bucks, WIC and Senior Farmers checks. In addition, those who sign up on site for the Double Up Food Bucks program will receive a $10 food voucher to the market courtesy of KeyBank.

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

KeyBank is partnering with Buffalo GoGreen and Providence Farm Collective for the fifth consecutive year to launch a weekly farmers market in the city’s Delavan-Grider neighborhood. The market helps address food insecurity by bringing fresh fruits and vegetables to neighborhoods with few options.

The market will be held at the Delavan-Grider Community Center located at 877 East Delavan Avenue. It will take place from 4:00 p.m.-6:30 p.m. each Thursday from May 28 through fall. The market is planned to run rain or shine, with the facility gymnasium designated as an alternate location in the case of inclement weather.

“At its core, this market is about meeting people where they are and making healthy food more accessible for our community,” said Chiwuike “Chi-Chi” Owunwanne, Corporate Responsibility Officer for KeyBank in Buffalo. “Five seasons in, we’ve seen what’s possible when partners show up consistently, and we’re proud to keep building on that momentum with Buffalo Go Green, Providence Farm Collective, and the Delavan Grider Community Center.”

“The return of the farmers market for its fifth year, supported by ongoing partnerships with KeyBank, Buffalo GoGreen and Providence Farms at the Delavan Grider Community Center, brings invaluable options to our community,” said Delavan-Grider Community Center Executive Director Candace Moppins. “This initiative not only allows residents to purchase fresh produce but also introduces them to a variety of new and less familiar choices. As our neighborhoods grow in diversity, our palates have the chance to expand, leading to healthier eating habits. This is truly a win for everyone involved. Together, we are fostering a vibrant, healthier community.”

“The Delavan Grider Farmers Market supports not only me as a farmer but also Providence Farm Collective and the community,” said Osman Chivala, Owner of Kwachinyika Farm and Providence Farm Collective Incubator Farm Program graduate. “The coupons provided by the market helps me earn money as a small scale farmer and also helps bring food to the neighborhood.”

“We are very excited to be back partnering with KeyBank, the Delavan-Grider Community Center and Providence Farm Collective for the 2026 Farmers Market,” said Buffalo GoGreen CEO and Executive Director Allison DeHonney. “It is our honor to again serve the community by providing locally grown nutrient dense fruits and vegetables. We have been working to bring more partners to the market to educate and offer services to the loyal patrons that have been shopping with us over the past four years.”

In addition to produce vendors, other merchants from around Western New York will take part in the market. Accepted forms of payment are cash, checks, Mastercard, Visa, SNAP, Double Up Food Bucks, WIC and Senior Farmers checks. In addition, those who sign up on site for the Double Up Food Bucks program will receive a $10 food voucher to the market courtesy of KeyBank.

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

Key points

• GLP 1 medications can support weight loss, but long term success often requires more than medication alone.
• Pairing medical therapy with nutrition, behavioral, and lifestyle support helps people—like Mistie Mace, a licensed practical nurse and thyroid cancer survivor—build sustainable habits and maintain progress.
• The CVS Weight Management program combines personalized coaching and accountability to support better health outcomes and optimize the use of GLP 1s.

Originally published on CVS Health Company News

Like millions of Americans, Mistie Mace spent years trying to manage her weight with limited success. A licensed practical nurse and thyroid cancer survivor, she had lived with obesity since childhood, despite repeated efforts and ongoing medical care. At her heaviest, she weighed 416 pounds.

What made the difference wasn’t just a prescription—it was a more comprehensive approach. After enrolling in the CVS Weight Management program for employers and health plans, Mistie began combining medical therapy with behavioral coaching, nutrition guidance, and consistent accountability. Within a few months, she lost more than 50 pounds and saw meaningful improvements in her health, including increased mobility, higher energy levels, and normalized blood sugar.

“This is the easiest it’s ever been for me to lose weight,” Mistie said. “A doctor who listens, a structured program, and the right support made all the difference. For the first time, I feel hopeful.”

Through the program, she established new routines, adopted a high protein, lower carb nutrition plan with portion control, increased physical activity, and relied on accountability from both her care team and her family.

The big picture

Mistie’s experience reflects a broader shift in medical weight loss. GLP 1 medications have reshaped obesity treatment, helping many people manage weight more effectively than ever before. But experts increasingly agree that medication alone is rarely enough to drive significant, sustained change.

That’s why CVS Health offers a more comprehensive approach—pairing GLP 1 medications with structured nutrition, behavioral, and lifestyle support through the CVS Weight Management program.

Why medication alone often falls short

GLP 1 medications are FDA approved for use alongside diet and physical activity. Yet many people begin treatment without guidance on how to build habits that support ongoing progress. Before enrolling in the CVS Weight Management program, 70% of participants were using a weight management medication without any lifestyle or nutrition support.

Without a clear plan, some people struggle to achieve their goals—or see weight return after stopping medication. Real world experience, including journeys like Mistie’s, shows that successful weight loss depends on addressing daily routines, mindset, and behavior—not just biology.

A whole-person approach to weight management

The CVS Weight Management program is designed to support people beyond the prescription, helping participants translate medication use into real, lasting change.

Program features include:

• One on one virtual support from a dedicated registered dietitian.
• Personalized nutrition planning tailored to individual health needs, preferences, and culture.
• Ongoing coaching and accountability to help participants reinforce healthy habits over time.

This integrated approach helps optimize the effectiveness of GLP 1 medications and supports people working toward better health—with or without medication.

Results reinforce the value of weight-management support

After six months in the CVS Weight Management program, 92% of participants reported satisfaction. Employers and health plans that adopted the program also reported up to 26% lower spending on GLP 1 weight loss medications compared with those without the program.

“Medication alone isn’t enough to achieve meaningful change,” said Dr. Michelle Gourdine, chief medical officer at CVS Caremark and SVP at CVS Health. “Combining medical therapy with behavioral support and sustainable routines is key to long term wellness.”

Before starting any weight management program, individuals should discuss their medical history, goals, and readiness for change with their health care provider.

Key points

• GLP 1 medications can support weight loss, but long term success often requires more than medication alone.
• Pairing medical therapy with nutrition, behavioral, and lifestyle support helps people—like Mistie Mace, a licensed practical nurse and thyroid cancer survivor—build sustainable habits and maintain progress.
• The CVS Weight Management program combines personalized coaching and accountability to support better health outcomes and optimize the use of GLP 1s.

Originally published on CVS Health Company News

Like millions of Americans, Mistie Mace spent years trying to manage her weight with limited success. A licensed practical nurse and thyroid cancer survivor, she had lived with obesity since childhood, despite repeated efforts and ongoing medical care. At her heaviest, she weighed 416 pounds.

What made the difference wasn’t just a prescription—it was a more comprehensive approach. After enrolling in the CVS Weight Management program for employers and health plans, Mistie began combining medical therapy with behavioral coaching, nutrition guidance, and consistent accountability. Within a few months, she lost more than 50 pounds and saw meaningful improvements in her health, including increased mobility, higher energy levels, and normalized blood sugar.

“This is the easiest it’s ever been for me to lose weight,” Mistie said. “A doctor who listens, a structured program, and the right support made all the difference. For the first time, I feel hopeful.”

Through the program, she established new routines, adopted a high protein, lower carb nutrition plan with portion control, increased physical activity, and relied on accountability from both her care team and her family.

The big picture

Mistie’s experience reflects a broader shift in medical weight loss. GLP 1 medications have reshaped obesity treatment, helping many people manage weight more effectively than ever before. But experts increasingly agree that medication alone is rarely enough to drive significant, sustained change.

That’s why CVS Health offers a more comprehensive approach—pairing GLP 1 medications with structured nutrition, behavioral, and lifestyle support through the CVS Weight Management program.

Why medication alone often falls short

GLP 1 medications are FDA approved for use alongside diet and physical activity. Yet many people begin treatment without guidance on how to build habits that support ongoing progress. Before enrolling in the CVS Weight Management program, 70% of participants were using a weight management medication without any lifestyle or nutrition support.

Without a clear plan, some people struggle to achieve their goals—or see weight return after stopping medication. Real world experience, including journeys like Mistie’s, shows that successful weight loss depends on addressing daily routines, mindset, and behavior—not just biology.

A whole-person approach to weight management

The CVS Weight Management program is designed to support people beyond the prescription, helping participants translate medication use into real, lasting change.

Program features include:

• One on one virtual support from a dedicated registered dietitian.
• Personalized nutrition planning tailored to individual health needs, preferences, and culture.
• Ongoing coaching and accountability to help participants reinforce healthy habits over time.

This integrated approach helps optimize the effectiveness of GLP 1 medications and supports people working toward better health—with or without medication.

Results reinforce the value of weight-management support

After six months in the CVS Weight Management program, 92% of participants reported satisfaction. Employers and health plans that adopted the program also reported up to 26% lower spending on GLP 1 weight loss medications compared with those without the program.

“Medication alone isn’t enough to achieve meaningful change,” said Dr. Michelle Gourdine, chief medical officer at CVS Caremark and SVP at CVS Health. “Combining medical therapy with behavioral support and sustainable routines is key to long term wellness.”

Before starting any weight management program, individuals should discuss their medical history, goals, and readiness for change with their health care provider.

Setting up an Employee Assistance Fund (EAF) is one of the most practical ways to support employees during times of crisis. One of the first questions that comes up is simple: how much should we budget?

The answer is more straightforward than most expect.

Start with a simple formula

At its core, EAF budgeting comes down to two variables: how many employees will need support and the average size of each grant.

Consider a real-world example. If your company has 10,000 employees, historical data shows that fewer than 1%, say 0.75%, will apply for assistance in a given year. If you approve roughly 85% of applications and the average grant is $2,000, your annual grant spend comes out to about $127,500.

That gives you a clear, plannable starting point.

But your workforce is unique, and your budget should reflect that.

That baseline will not hold true for every organization. A few key factors can significantly shift your numbers.

First, workforce composition matters. Companies with a higher percentage of hourly employees, especially in industries like retail, hospitality, or manufacturing, often see higher application rates. In some cases, this can reach 3% or more, which materially increases total funding needs.

Second, geography plays a role. If your employees are concentrated in regions prone to hurricanes, wildfires, or flooding, demand can spike quickly. A single event can drive a surge in applications within days.

Third, your maximum grant amount directly impacts your total budget. A $5,000 cap may result in an average grant around $2,000, while a $1,000 cap will bring your average closer to that lower limit. This is one of the most effective levers you have to balance cost control with meaningful employee support.

The takeaway is to align your budget with your workforce profile, geographic risk, and the level of support you can sustain over time.

Don’t forget the full picture.

Grant funding is only part of the equation. Implementation and program administration costs should also be factored in from the start.

As you evaluate partners, pay attention to pricing models. Organizations that charge a flat percentage of funds distributed can become expensive as your program scales. Models based on activity and program complexity are often more predictable and cost-effective.

You don’t have to figure this out alone

Budgeting an EAF can feel daunting, but you don’t have to start from scratch. America’s Charities can help model funding levels based on your workforce, goals, and expected demand so you can move forward with confidence.

Ready to build a fund your employees can count on? Let’s talk.

We are Rewriting The Energy Equation™

Baker Hughes¹ is an energy technology company that provides innovative solutions to the challenges of energy and industrial customers worldwide. Backed by more than a century of experience and deep domain expertise, today’s Baker Hughes team of approximately 56,000 professionals work in more than 120 countries to help customers operate more efficiently, reduce emissions and build secure and resilient energy and industrial systems the world needs. This is who we are: a company built to deliver reliable energy today while accelerating the transition to a lower-carbon future. 

One company, one purpose 

We operate as one enterprise, with two complementary business units, to deliver on our purpose of making energy cleaner, safer and more efficient for people and the planet. 

The Oilfield Services & Equipment (OFSE) business unit delivers the energy sources that industry relies on to meet the world’s needs. We believe that technology innovation, enabled by digital and AI capabilities, is the bedrock of making those sources more sustainable, affordable and secure. Working across a spectrum that includes traditional, new and emerging energy, OFSE develops and deploys efficient field development solutions, optimized production and recovery solutions and fit-for-purpose solutions for energy sources. We offer a portfolio that includes solutions not only for oil and gas, but also for new energy. 

IET delivers powerful solutions for industrial emissions reduction and builds the lower-carbon infrastructure of the future. This includes gas turbines and modular power generation for efficient, lower-emission energy, hydrogen production and compression systems, electrification and grid solutions and digital asset management platforms for predictive maintenance and emissions monitoring. 

In combination, OFSE and IET represent a portfolio that is unique in its ability to sustainably move the world forward.

We are not just solving the challenges of today. We are shaping the energy landscape of tomorrow. 

The world is asking more of industry and energy than ever before. 

And that means that The Energy Equation™ – the relentless, interdependent cycle between industrial outcomes and energy sources – must change. Baker Hughes is rewriting The Energy Equation™ by capitalizing on our unique position within and across, both of its sides. We simplify complexity, modernize systems and integrate capabilities to sustainably deliver radical new industrial outcomes, to rethink how energy is sourced and to deliver on the world’s aspirations.

Our roadmap: Three horizons for growth

Our strategy comes to life through a clear, forward-looking roadmap built around three horizons. Together, they define how we can deliver value today, scale new opportunities tomorrow and lead the future of energy for decades to come.

1. Horizon One (2023 – 2025): Transforming the core
   We refined our core business, enhancing efficiency and dependability across our
   operations and technologies. This foundation ensures we deliver consistent value
   and reliability for customers while improving our own environmental performance
    
2. Horizon Two (2026 – 2028): Investing in profitable growth and
   expanding solutions
   We are now accelerating into Horizon Two, scaling new growth opportunities in new
   energy, industrial asset management and digital optimization. These investments
   expand our capabilities and position us to meet evolving customer needs across
   both energy and industry
    
3. Horizon Three (2028+): Leading the future of energy in new
   frontiers
   Horizon Three focuses on breakthrough technologies that will define the next era of
   energy: advanced emissions management, next-generation clean power and
   emerging climate technologies. This is where we can help shape a cleaner, more
   sustainable global energy system

Read the full Baker Hughes 2025 Corporate Sustainability Report

 

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