Author: sHq_LoGiNz

AMSTERDAM and HONG KONG and OAKLAND, Calif., March 5, 2026 /3BL/ – Cascale today introduced its Technical Advisory Council (TAC), a new governance body designed to reinforce credible, inclusive decision-making across its technical work. By establishing a structured forum for strategic recommendations, the TAC strengthens how member and expert input informs the maintenance and evolution of Cascale’s Higg Index framework, modules, and methodologies, as well as its tool offerings from Better Buying and the Sustainable Furnishings Council.

The TAC comprises member representatives from CIEL Textiles, Columbia Sportswear, EILEEN FISHER, Elevate Textiles, Leadership & Sustainability, MAS Holdings, Patagonia, Primark, Sapphire Textile Mills, World Resource Institute (WRI), and World Wildlife Fund (WWF), alongside experts from organizations such as 2B Policy, United Nations Environmental Programme (UNEP), and Global Reporting Initiative (GRI). As part of a broader evolution of Cascale’s governance model, the TAC responds to member calls for greater transparency and more equitable opportunities to contribute to decision-making.

The TAC will provide structured, expert-driven guidance on frameworks, methodologies, and technical priorities, including those related to the Higg Index, which is delivered globally through Worldly’s technology platform. Through balanced representation across membership categories and independent expertise, the TAC will help ensure diverse perspectives inform Cascale’s decision-support structure. Recommendations from the Council will be documented and shared through Cascale’s governance processes, with outputs communicated to the Executive Team, Board of Directors, and broader membership for transparency and alignment.

Cascale’s governance is anchored in four core principles: collaboration, equity, inclusion, and transparency. These principles are embedded in the TAC’s design through open calls for participation, balanced representation, published outputs, and regular updates via Cascale member communications. The TAC is advisory; Cascale’s Board of Directors remains the cornerstone decision-making body, elected equally by affiliates, manufacturers, brands, and retailers, providing stability and continuity as the surrounding governance structure evolves.

“This evolution reflects what we’ve heard clearly from our members: they want structured, transparent pathways to contribute their expertise,” said Nikki Wood, director of governance, Cascale. “The Technical Advisory Council strengthens our foundation of governance and measurement, ensuring that the systems our industry relies on remain credible, inclusive, and responsive to emerging challenges.”

“The formation of a Technical Advisory Council is an exciting step in Cascale’s ongoing development of sustainability tools like the Higg Index, with the intent of ensuring they are the most applicable, accessible, widely adopted, and effective means for measurement and improvement of sustainability performance,” said Todd Copeland, founder and owner, Copeland Consultancy and chair of Cascale’s Technical Advisory Council. “Going forward, structured input from all perspectives will influence the future of sustainability tools, reflecting Cascale’s history of equal partnership and continuous improvement.”

​​”A core focus of the UNEP Textile Initiative is partnerships, including supporting the strengthening of tools that help increase industry ambition and alignment,” said Bettina Heller, Officer in charge, Textiles Unit, United Nations Environment Programme (UNEP). “Having structured and transparent mechanisms that can inform these tools are key, and UNEP is pleased to contribute to this through initiatives such as the TAC.”

“From a manufacturer perspective, it’s critical that sustainability methodologies work where data is collected and improvements are delivered – on the ground,” said Iqra Asghar, lead sustainability programmes & strategy, Sapphire Textile Mills. “The TAC provides an opportunity to bring manufacturing perspectives into strategic conversations, helping ensure that tools are technically sound, fair, and capable of driving meaningful progress across the full value chain.”

“The Technical Advisory Council creates a clear pathway for Cascale members and external experts to contribute practical experience across both environmental and social impact,” said Kim Drenner, Head of Environmental Impact at Patagonia. “I look forward to working with peers to help ensure the tools continue to evolve in ways that are rigorous and grounded in real-world application.”

“The Technical Advisory Council creates a clear pathway for Cascale members and external experts to contribute practical experience across both environmental and social impact,” said Raymond Yu, social responsibility program director, Columbia Sportswear. “I look forward to working with peers to help ensure the tools continue to evolve in ways that are rigorous, implementable, and grounded in real-world application.”

Measurement frameworks, including the Higg Index, as well as Better Buying and Sustainable Furnishing Council tools, are used by thousands of organizations globally to inform environmental and social efforts across supply chains. By strengthening governance and formalizing technical input pathways, Cascale aims to ensure that industry experience and expert perspectives directly inform credible data, aligned methodologies, and measurable progress — supporting industry transformation and collective action.

Throughout 2026, Cascale will continue implementing its governance evolution in phases, with clear communication and defined engagement pathways for members. Cascale members can follow governance updates and view related outputs through the Governance section of Cascale Connect.

Media Contact: Forster Communications, cascaleforster@forster.co.uk

Cascale is the global nonprofit alliance empowering collaboration to combat climate change and support decent work in the consumer goods industry. Formerly known as the Sustainable Apparel Coalition, Cascale stewards and governs the Higg Index frameworks, modules, and methodologies, while Worldly delivers the technology platform through which they are implemented globally. Cascale also recently acquired the Better Buying and Sustainable Furnishings Council tools. Cascale unites over 300 retailers, brands, manufacturers, governments, academics, and NGO/nonprofit affiliates around the globe through one singular vision: To catalyze impact at scale and give back more than we take to the planet and its people.

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“Relationship building is the key to having any kind of impact on young people,” says Teresa Scott, coach for The Legacy Project.

The Legacy Project is designed to meet underserved students where they are. Through individualized coaching, real-world career exploration and scholarship support, the holistic program empowers students to build the future they want.

This was easy to see when the fifth cohort visited the ScottsMiracle-Gro world headquarters in Marysville, Ohio. Whether they were planting basil seeds, discussing marketing with our associates or handling an African giant millipede for the first time, the goal was clear – to provide the foundation that allows students to forge their own paths to success.

The Scotts Miracle-Gro Foundation is dedicated to partnering with The Hagedorn Foundation this International Day of Education to nurture the potential of these students.

View original content here.

About ScottsMiracle-Gro
With approximately $3.4 billion in sales, the Company is the leading marketer of branded consumer lawn and garden products in North America. The Company’s brands are among the most recognized in the industry. The Company’s Scotts®, Miracle-Gro®, Ortho® and Tomcat® brands are market-leading in their categories. For additional information, visit us at www.scottsmiraclegro.com.

International Olympic Committee news

Many athletes have achieved groundbreaking results at the Milano Cortina 2026 Olympic Winter Games. Among them are 249 Olympic Solidarity scholarship-holders from 74 National Olympic Committees (NOCs) across six sports, who qualified for the Games with the support of the International Olympic Committee (IOC). Together, they have achieved everything from Olympic gold medals to historic firsts. In total, 17 medals (3 gold, 5 silver and 9 bronze) have been won by Olympic scholarship-holders.

© 2026 Getty Images

Key facts

• 17 medals (3 gold, 5 silver and 9 bronze) have been won by athletes amongst the 249 qualified scholarship-holders from 74 NOCs across six sports.
• 54 earned diplomas for placing between fourth and eighth in their event.
• Olympic Solidarity aims to level the playing field by redistributing IOC revenues to support athletes and NOCs most in need. It contributes essential funding towards equipment, training costs and travel to international competitions during athletes’ journeys to the Games.

© 2026 Getty Images

Powered by Olympic Solidarity

When ski mountaineer Oriol Cardona Coll crossed the line in first place in the final of the men’s sprint event in Bormio, he made history in a number of ways.

Not only did he become the first male Olympic champion in the sport, which made its debut at Milano Cortina 2026, but he also delivered Spain’s first gold medal at the Olympic Winter Games since 1972 – and only their second in Winter Games history. The significance of the achievement was not lost on the 31-year-old from the Pyrenees.

© 2026 Getty Images

Coll and his teammate Ana Alonso Rodriguez, who made some history of her own with bronze in the women’s sprint, are two of 249 athletes who qualified for Milano Cortina 2026 thanks to the support of Olympic Solidarity.

The two scholarship-holders teamed up to secure a brilliant bronze medal in the ski mountaineering mixed relay, delivering a strong performance and earning their second medal of the Games.

Among the other standout performances from Olympic scholarship-holders, Japan’s Taiga Hasegawa bounced back from big air disappointment to earn a silver medal in the men’s snowboard slopestyle, while New Zealand’s Luca Harrington won bronze in freestyle skiing slopestyle.

“I think that wave of emotion that hit, that I was actually the bronze medallist, came from so deep inside me,” reflected Harrington. “It’s come from my whole experience, my whole journey. I am so grateful for every opportunity that has led me here.”

© 2026 Getty Images

Historic medals for Georgia and Bulgaria

Before Milano Cortina 2026, Georgia had never won a medal at the Olympic Winter Games, but that all changed in the pairs figure skating event. After winning the European title in January, scholarship-holder Luka Berulava and his partner Anastasiia Metelkina kept up their strong form, placing second in the short programme at the Milano Ice Skating Arena before delivering a brilliant free skate to clinch the silver medal.

Over at Anterselva, 22-year-old biathlete Lora Hristova upstaged more decorated opponents in the women’s 15km individual event to finish third and win Bulgaria’s first Olympic medal in the sport since 2002, and one of only two for her country at Milano Cortina 2026.

© 2026 Getty Images

Olympic Winter Games debuts

For other athletes, just qualifying for Milano Cortina 2026 was their Olympic medal, and in many of those cases it would have been impossible for them to achieve their dream without the support they received to get there from Olympic Solidarity.

© 2026 Getty Images

Alpine skiers Alexander Astridge and Piera Hudson, from the United Arab Emirates, and Nathan Tchibizo from Benin made history as the first athletes from their countries to compete at the Olympic Winter Games – and both their NOCs were supported on their trailblazing journeys by Olympic Solidarity.

© 2026 Getty Images

Helping power the home team

Scholarship-holders Elisa Confortola and Thomas Nadalini helped the hosts get off to a flying start as part of the gold medal-winning short track mixed relay team, while in Livigno, Flora Tabanelli became the first Italian woman to win an Olympic medal in freestyle skiing, completing an unlikely comeback from an ACL injury that had put her Games participation in doubt.

© 2026 Getty Images

“It’s an honour and a unique feeling to be the first (Italian) woman to win an Olympic medal in freestyle,” said the 18-year-old, who won bronze in a thrilling big air final. “I think it’s also to inspire others, to inspire younger people to start this sport and to do sport in general, because it’s what makes me live every day to the fullest.”

© 2026 Getty Images

In all, 449 athletes from 90 NOCs received Olympic Solidarity scholarships during the Milano Cortina 2026 qualification period, which helped to cover essential training, equipment and competition costs. In addition to individual athlete scholarships, seven NOCs with larger delegations also benefitted from tailored support provided through Olympic Solidarity, giving them greater flexibility in allocating resources when preparing their athletes throughout the qualification period. In total, 97 NOCs benefitted from Olympic Solidarity support on the road to Milano Cortina 2026.

© 2026 Getty Images

Complementing this individual-focused assistance, Olympic Solidarity also provides Team Support Grants, enabling NOCs to select national teams for targeted technical and financial support as they prepare for Olympic qualification. For Milano Cortina 2026, curling and ice hockey teams from 10 NOCs benefitted from this support, with eight teams ultimately qualifying for the Games. Standout results include Team Sweden, who narrowly missed out on the bronze medal, finishing fourth in the women’s ice hockey tournament; Team Czechia, who finished fifth in the same tournament; and Team Germany, who placed seventh in the men’s curling competition.

Learn more about Olympic Solidarity and the range of support it offers athletes, teams, coaches and NOCs.

From the McDonald’s Golden Arches to the Nike Swoosh, these brands have loyal customer bases that often form emotional attachments to the brand. The same holds true for Chewy. That all-familiar blue Chewy box on your front porch is a symbol of convenience, care, and a deep connection to your pets. With more than 20 million active customers, Chewy is one of the most recognized brands for our pets.

Behind the blue box is an organization that remains curious and committed to understanding its customers at a deeply human level, supporting them through all stages of their pet’s life, and sometimes even beyond.

In this episode of Shared Table, I sat down with Sumit Singh, CEO of Chewy, who led the company from $2B in revenue in 2018 to a remarkable $12B today. Like the company’s relentless curiosity, Sumit is no different – his journey is a series of bold, pivotal decisions that kept him curious and led him to Chewy. Surrounded by customer letters and portraits of customers’ pets, Sumit and I discussed the company’s customer-obsessed mindset, the importance of curiosity, and Chewy’s latest venture in veterinarian care.

The Intersection of Opportunity, Self-Confidence and Naivete

Sumit’s career has been defined by a series of “moonshots” – three pivotal decisions made at the intersection of opportunity, self-confidence, and a touch of naivete. Moving from India to the U.S. to attend university, making the jump from Dell to Amazon – two companies significantly different in terms of company culture, and then his move from Amazon to Chewy.

Best Quote: “I’m a restless individual. Stasis really scares me. I’m claustrophobic in a static world.”

Sumit’s drive to continually evolve stems largely from his fear of stasis, noting that he’s claustrophobic in a static world. It’s why he’s still “dancing into work” at Chewy, with the opportunity to continue learning and growing, and to keep reinventing what’s next.

The Moat of Differentiation

Curiosity isn’t just a word tossed around at Chewy – it’s part of their strategy. Step into Chewy’s HQ and you’re surrounded by tangible expressions of the company’s philosophy around surprise and delight. Hand-drawn pet portraits from local artists adorn the walls and custom pet bags feature customers’ beloved cats. These aren’t for sale; they’re gifts, pulled out by care agents during meaningful moments in a customer’s life.

Moment to Remember: It’s a misunderstood concept that good service costs more. If you reorient your thinking to say good service costs less over the long term, that changes the mentality of service centers being cost centers to engagement and revenue centers. That mentality drives everything.

Over 30% of Chewy’s customer calls aren’t complaints; they’re pet parents seeking advice or simply wanting to talk. Rather than focus on call times, Chewy empowers their agents with autonomy, understanding that empathy can’t be scripted. Data proves that customers who experience the Chewy “surprise and delight” have a higher lifetime customer value. In a world of large e-commerce players, this deeply human approach creates a powerful “moat of differentiation” – memories that fuel long-term loyalty, drive repeat purchases, and ultimately, the revenue flywheel. This unique blend of emotional connection and rigorous analytics sets Chewy apart.

Going Beyond E-Commerce

Over the past couple of years, Chewy has expanded into the brick-and-mortar world with veterinary clinics, now operating 14 and more on the way. What started as a learning lab – a way to understand the challenges veterinarians face each day – became the foundation for Chewy’s Practice Hub software now used by nearly half of the country’s veterinarians to streamline the prescription management process.

Staggering Stat: 40% of a veterinarian’s time is spent on back-office tasks—managing data and entering information across multiple systems.

Sumit debunks the myth that e-commerce disintermediates vets, asserting that veterinarians remain central to pet care. The real need? Reducing administrative burden and integrating data pipelines, freeing veterinarians to focus on patient care and improving their work-life balance.

The Future of AI and Your Pets

As Chewy remains curious, they – like many others – are leveraging AI to improve processes and increase customer efficiency. Sumit’s vision? A pet avatar on your app, managing your pet’s entire care routine – tracking consumption, deliveries, medication, dosage, and compliance. The avatar would also interact with APIs, such as weather data, to proactively accelerate shipments in times of severe storms like hurricanes.

Rest assured, however Chewy approaches AI; it will be handled with care.

Big Takeaway: In a world of massive e-commerce players, the moat isn’t technology or logistics – it’s human connection at scale. Hand-drawn pet portraits, empathetic care agents with autonomy, and spontaneous moments of delight create memories customers can’t forget. When empathy is backed by data proving higher lifetime value, heart becomes the ultimate business strategy.

Sumit’s journey, marked by relentless curiosity and bold decisions, mirrors the very essence of Chewy’s success. Balancing data-driven strategies with a profoundly human touch has forged a moat of differentiation that few brands achieve, cultivating not just customers, but loyal advocates for life. I think Sumit summed up the conversation best: stay customer–obsessed, stay humble, keep learning.

Catch the full conversation on YouTube.

We expanded our long-standing partnership with Tecnológico de Monterrey, supporting closer connections and learning on advanced manufacturing technologies. Mexico’s top-ranked university and member of the International Association of Learning Factories uses Rockwell technologies and curriculum input to create the smart manufacturing environment in a college learning setting. Tec de Monterrey shares the experiences of this environment at the Conference of Learning Factories every year.

In July, a team from Tec de Monterrey met with instructors and administrators in Cleveland State University’s Rockwell Automation Connected Enterprise Laboratory. The Tec team also forged relationships and found new synergies at Rockwell’s 2025 Automation Fair® in Chicago.

In October, Tec’s mechatronics community, Rockwell experts, and manufacturers delved into digital engineering together at an international conference hosted at the university’s Toluca and Monterrey campuses, with more industry collaboration in Monterrey. “Manufacturers are looking for specialized talent in digital twin software,” said Oscar Lopez Suarez, Rockwell solution consultant lead. “We’re working with Tec de Monterrey to cover this gap and prepare students for smart manufacturing jobs in their region.”

Each semester, Tec engineering students participate in challenge-based learning. “Our objective is for students to develop not only technical skills, but also knowledge and ability in critical thinking, project management, safety, and international manufacturing standards,” said Dr. Raquel Tejada, a Department of Mechatronics professor in Tec’s School of Engineering and Sciences. “We want them to integrate all of these, to have the whole picture, so they are ready for real-world success.”

Developing digital twin talent

Demand for digital twin skills is skyrocketing as manufacturers adopt 3D emulation technology, which saves time and resources during automation systems design and implementation. At Tec de Monterrey, engineering students built cutting-edge 3D emulation skills in their final project when they integrated technologies from Rockwell Automation, Endress+Hauser Group, and our partner NVIDIA in emulations that connected virtual design with physical plant control systems and instrumentation, and created immersive virtual reality tours. Through the collaborative learning experience with Tec de Monterrey professors and industry experts, the students developed the tools and confidence to launch their careers in Industry 4.0.

Discover additional stories like this by reading the Rockwell Automation 2025 Sustainability Report.

We need to talk about corporate volunteering.
Not the glossy, camera-ready version.
Not the annual “day of service.”
Not the language we’ve lovingly used for decades — language that, if we’re honest, no longer matches reality.

I’m talking about the reality of employee volunteering. The one our data from The State of Corporate Volunteering 2026 report reveals with clarity and a little discomfort.

Despite record participation and surging corporate investment, it’s unclear if volunteering is delivering what we actually need. Participation is up (amazing and worthy of celebration!), but hours per volunteer are at a seven-year low (also worthy of taking a beat!).

Employees want purpose, and they’re choosing bite-sized acts as their preferred method.

Companies want engagement and community impact, but nonprofits need funding and reliable, skilled volunteers to help build their capacity and get AI-ready.

Many C-suite executives want proof of value, and we don’t always have it.

We’re growing, but are we aligning?

We’re doing more, but are we doing what matters?

We’re celebrating participation, but do we also know what the outcomes are?

If many of us were to share our inside voice, we’d admit that while we are celebrating our wins, we are also quietly asking ourselves whether our volunteering strategies are suited to the world we’re living in now. Our intuition is telling us it’s great, but maybe it’s not enough.

That’s the dissonance. And it’s time we confront it.

Employee volunteering isn’t sacred. It’s a system. And systems evolve.

For too long, we’ve treated corporate volunteering primarily as a moral good that gets connected to business outcomes like employee engagement, culture and belonging.

The language we use reinforces this. “Volunteer Time Off” (VTO) implies volunteering is time away from meaningful work, instead of time invested in something that delivers returns to the business. What if we treated VTO as a core component of our work by reframing it as “Skills Development Time,” for example?

• And what if we started acting like what we know is true — that volunteering is:
• A skill-building investment
• A training ground for empathy, adaptability and leadership
• A mechanism for trust, connection and community among distributed teams
• A way for people to grow personally while strengthening the business
• Time to innovate new solutions that generate business and social value

If these things are true for business — and we believe they are — then the biggest barrier to unlocking volunteering’s potential isn’t just money, time or interest. It’s our unwillingness to evolve our models. It’s our uncertainty of diving into uncharted territory. It’s a lack of time and energy to think differently (we all know how busy our jobs have been since 2020!). And frankly, it’s our outdated language.

Language shapes behaviour. Behaviour shapes culture. Culture shapes community.
Corporate volunteering doesn’t need to be protected. It needs to be unleashed.

The world is changing. Corporate volunteering needs to catch up.

The reality is that good volunteering requires more than what companies are dedicating to it now. Yes, there is investment. But there is also a growing amount of work and expectations being put on small, centralized CSR teams. Teams that are struggling to scale and tailor their programs to their employees and the nonprofits they want to support. Volunteering requires time, money and better technology, deployed in ways that serve the end goal.

Employees are navigating massive changes in life and work within a volatile economy, high cost of living, geopolitical disruptions and the rapid pace of AI transformation — all of which are affecting job certainty, mental health and wellbeing. The confluence of these changes is leading to competing priorities, higher rates of social isolation and loneliness, and very real financial pressure.

Meanwhile, nonprofits are under extraordinary strain, pushed beyond capacity by rising community needs and shrinking resources, exacerbated in the U.S. by an onslaught of regulatory and political changes that are demanding more investment in legal, marketing and branding. They need deeper support — not just more volunteers.
Despite all of this, we have enormous ambition for volunteering. It is expected to deliver:

• Employee engagement
• Community impact
• Culture and connection
• Skills development
• Wellbeing
• Business resilience

It’s an enormous burden to place on a strained system. This is an inflection point. And it’s also an invitation.

We need experiments, not elegance. Evidence, not assumptions.

If we want to successfully design the next era of workforce volunteering, we need to slow the theorizing and accelerate the experimentation — openly, humbly and collaboratively.

That’s why in 2026, Benevity is committing to a year of experimentation to build a body of evidence around what works. Real programs, with real data, tested hypotheses and shared learnings. And transparently, these insights are needed for us to help build the best practices and technology that delivers on the needs of tomorrow, while we solve for the strain of running corporate volunteering programs today.

Our suggested approach rests on three principles:
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1 – Be less precious
Let’s release our grip on the tactics that no longer serve us. We need to build ones that work with how the world works now and in the future.

2 – Invite experimentation
We need a robust body of evidence. Hard data. Comparative insights. In addition to anecdotal success stories, we need to discover how to be uncomfortable, challenge the status quo, test new models, new language and new definitions of value.
What happens if employee volunteering is framed as:

• Innovation time?
• Professional development?
• Skills deployment?
• A resilience strategy?
• Community co-design?

We don’t know yet. But we will one day if we start experimenting now.

3 – Learn together
This is not a Benevity job. Nor is it a nonprofit challenge. It’s a collective call to action.
We are already partnering across the ecosystem — with nonprofits, researchers, practitioners, impact leaders who are ready to explore new ideas. Together, we will spark conversation, pressure-test assumptions, test, learn and shape the path forward for the future of volunteering.
We’re prepared to share what we learn — even and especially — the uncomfortable parts. And together we will build the proof for what is next.
The sector doesn’t need more polish. It needs progress.

International Volunteer Year — a moment made for reinvention

2026 is the United Nation’s International Volunteer Year — a time to celebrate volunteers. It arrives at a time when corporate volunteering is both more essential and more strained than ever. We are being reminded to pay attention.

Employees are searching for meaning, purpose and connection.

Companies are doubling down on volunteering.

It’s time to embrace corporate volunteering as a business investment like any other. As an imperative and a strategic capability. As a lever for creativity, innovation, leadership development and resilience. Now’s our chance to re-invent it. A global moment to shift from intention to innovation.
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The invitation — let’s reimagine corporate volunteering

This moment calls for leadership. It calls for courage. And it calls for companies to move beyond what we already know toward a new era of experimentation, collaboration and shared learning.

For as long as I have been in this space, we have focused on driving participation. The good news is that average participation rates have increased 30% over the past six years. This is phenomenal. This proves that what we focus on is where we succeed. So what is our future definition of success?

The volunteering of today is not — and will not be — the volunteering of tomorrow.
To fully unlock the promise of corporate volunteering, we must co-create new models that meet the needs of all stakeholders:

• Nonprofits who require deeper, skilled and reliable support
• Employees seeking purpose, flexibility and connection
• Corporations striving to build resilient businesses with connected cultures
• Communities navigating increasing complexity and need

No single organization can solve this alone. Meaningful change requires cross-sector partnership and collective innovation. If you believe volunteering is one of the most powerful engines for human and organizational transformation, join us.

If you think the old models are no longer enough, help us build new ones.

If you want to co-design the future of corporate volunteering — one that is unequivocally a driver of business value and social impact — tell us! Share your commitments and experimentation ideas through this form (kind of old school, but it works!).

And if you disagree with this provocation? Even better. Tell us why. Add your voice. Help us shape what comes next.

Because the future of volunteering won’t emerge on its own. We have to create it together.

As a mechanic in the Army for eight years, Emily Hoffman-Szucs gained valuable transferable skills when she entered back into the civilian workforce. Today, she is a production operator for CertainTeed Roofing in California, putting these skills to use each day to provide vital building solutions for customers!

Saint-Gobain is an industry leader with thousands of talented team members who are dedicated to one unified purpose: Making the World a Better Home. With more than 160 manufacturing facilities throughout the United States and Canada, there are so many robust and fulfilling career opportunities available. You’ll have the opportunity to work with colleagues from a wide range of businesses, cultures, and experiences.

About Success in the Making

Anyone can be a manufacturer! Whether you are just starting out or transitioning your career path, the manufacturing industry presents opportunities for success. Saint-Gobain North America’s Success in the Making series features the stories of team members who built their careers in manufacturing and thrived!

Watch the full Success in the Making series on YouTube.

About Saint-Gobain

Worldwide leader in light and sustainable construction, Saint-Gobain designs, manufactures and distributes materials and services for the construction and industrial markets. Its integrated solutions for the renovation of public and private buildings, light construction and the decarbonization of construction and industry are developed through a continuous innovation process and provide sustainability and performance. The Group, celebrating its 360th anniversary in 2025, remains more committed than ever to its purpose “MAKING THE WORLD A BETTER HOME”.

€46.6 billion in sales in 2024
More than 161,000 employees, locations in 80 countries
Committed to achieving net zero carbon emissions by 2050