Author: sHq_LoGiNz

Originally published on newsroom.marykay.com

DALLAS, TX, May 14, 2026 /3BL/ – Mary Kay Inc., a global leader in beauty and entrepreneurship, announces the launch of its Global Social Squad (GSS) Pilot Program – a groundbreaking initiative designed to empower Mary Kay Independent Beauty Consultants (IBCs) as dynamic digital brand advocates and next-generation social media storytellers.

Launching in select markets worldwide in 2026, the Global Social Squad Pilot Program represents a strategic evolution in how Mary Kay connects with consumers and amplifies brand and product awareness, while positioning the Mary Kay business opportunity in a social-first business environment, across digital platforms, timelines, and geographies.

Empowering Independent Beauty Consultants to Shape a New Era of Digital Leadership

The Global Social Squad ignites a diverse and talented group of Mary Kay Independent Beauty Consultants who exemplify authenticity, creativity, and social media expertise. These digital leaders create engaging, high-quality content, participate in global campaign activations, and share practical social media strategies with their communities and other Independent Beauty Consultants, fuelling both brand relevance and business growth.

“At Mary Kay, our influencers are our Independent Beauty Consultants,” said Tara Eustace, Chief Opportunity & Sales Officer at Mary Kay. “In a social-first business environment, the potential to connect has never been greater. The Mary Kay Global Social Squad Program is empowering our Independent Beauty Consultants to lead in the digital space by unlocking the power of authentic storytelling and building meaningful connections with beauty lovers and budding entrepreneurs around the world.”

Why This Matters

The Global Social Squad Pilot Program is designed to energize and expand the Mary Kay community through the influence of a pipeline of social-first leaders. Mary Kay’s Global Social Squad aims to:

• Elevate brand awareness and perception through fresh, on-trend content.
• Drive product discovery with authentic user-generated content.
• Power social storytelling and engagement with consumers across global markets.
• Strengthen peer-to-peer education through real-world social media insights.
• Inspire others by showcasing the Mary Kay business opportunity.

How the Pilot Program Works

• The 73 Global Social Squad members were revealed on Friday, March 13, with representation across 15 markets in four regions: North America, Asia Pacific, Latin America, and Europe.
• Members receive exclusive merchandise, participate in content challenges, and access ongoing education and development opportunities throughout the year.

This focused pilot approach enables Mary Kay to test, learn, and scale effectively, with expansion opportunities for full-scale rollout in 2027 and beyond.

By investing in digital leadership and empowering its global community of Independent Beauty Consultants to embrace a new era where opportunities expand with social reach, Mary Kay is building a scalable, future-ready model that blends entrepreneurship, creativity, and personal connection.

Discover the Mary Kay Global Social Squad here.

***

About Mary Kay

One of the original glass ceiling breakers, Mary Kay Ash founded her dream beauty brand in Texas in 1963 with one goal: to enrich women’s lives. That dream has blossomed into a global company with millions of independent sales force members in 40 markets. For over 60 years, the Mary Kay opportunity has empowered women to define their own futures through education, mentorship, advocacy, and innovation. Mary Kay is dedicated to investing in the science behind beauty and manufacturing cutting-edge skincare, color cosmetics, nutritional supplements, and fragrances. Mary Kay believes in preserving our planet for future generations, protecting women impacted by cancer and domestic abuse, and encouraging youth to follow their dreams. Learn more at marykayglobal.com. Find us on Facebook, Instagram, and LinkedIn, or follow us on X.

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Rockwell’s net-zero science-based greenhouse gas (GHG) emissions reduction targets have been validated by the Science Based Targets initiative (SBTi), a globally recognized authority on corporate climate action.

Rockwell’s net-zero commitment

Rockwell is committed to achieving net-zero greenhouse gas emissions across its value chain by FY2050.

Near-term target:

Rockwell is committed to reduce absolute scope 1 and 2 GHG emissions by 55% by FY2033 from the FY2024 base year. The company also commits to reducing absolute scope 3 GHG emissions by 33% within the same timeframe.

Long-term target:

Rockwell is committed to reduce absolute scope 1 and 2 GHG emissions by 90% by FY2050 from a FY2024 base year. The company also commits to reducing absolute scope 3 GHG emissions by 90% within the same timeframe.

About the SBTi and Rockwell’s journey

The SBTi is a corporate climate action organization that develops standards, tools, and guidance that allow companies to set GHG emissions reductions targets in line with what is needed to reach net-zero by 2050. With this guidance, Rockwell is taking meaningful steps to reduce its environmental impact and contribute to a more sustainable future.

Rockwell’s decision to commit to the SBTi reflects the belief that sustainability and business performance go hand in hand.

Operating responsibly strengthens the business, and strong performance allows Rockwell to continue investing in sustainable practices, creating long‑term value for its customers, company, and communities.

Rockwell committed to the SBTi in December 2023. The company’s inventory and targets were submitted for validation in December 2025 and officially approved in April 2026.

“Achieving the SBTi validation demonstrates our commitment to transparency and credibility at a time when customers and investors are increasingly focused on sustainability,” said Emmanuel Guilhamon, vice president, Sustainability, Rockwell Automation. “It positions us to lead responsibly while supporting long‑term growth and contributing to a more sustainable future for our customers, our company, and our communities.”

To learn more about Rockwell’s sustainability efforts, read pages 42-61 of its 2025 Sustainability Report.

Rockwell’s net-zero science-based greenhouse gas (GHG) emissions reduction targets have been validated by the Science Based Targets initiative (SBTi), a globally recognized authority on corporate climate action.

Rockwell’s net-zero commitment

Rockwell is committed to achieving net-zero greenhouse gas emissions across its value chain by FY2050.

Near-term target:

Rockwell is committed to reduce absolute scope 1 and 2 GHG emissions by 55% by FY2033 from the FY2024 base year. The company also commits to reducing absolute scope 3 GHG emissions by 33% within the same timeframe.

Long-term target:

Rockwell is committed to reduce absolute scope 1 and 2 GHG emissions by 90% by FY2050 from a FY2024 base year. The company also commits to reducing absolute scope 3 GHG emissions by 90% within the same timeframe.

About the SBTi and Rockwell’s journey

The SBTi is a corporate climate action organization that develops standards, tools, and guidance that allow companies to set GHG emissions reductions targets in line with what is needed to reach net-zero by 2050. With this guidance, Rockwell is taking meaningful steps to reduce its environmental impact and contribute to a more sustainable future.

Rockwell’s decision to commit to the SBTi reflects the belief that sustainability and business performance go hand in hand.

Operating responsibly strengthens the business, and strong performance allows Rockwell to continue investing in sustainable practices, creating long‑term value for its customers, company, and communities.

Rockwell committed to the SBTi in December 2023. The company’s inventory and targets were submitted for validation in December 2025 and officially approved in April 2026.

“Achieving the SBTi validation demonstrates our commitment to transparency and credibility at a time when customers and investors are increasingly focused on sustainability,” said Emmanuel Guilhamon, vice president, Sustainability, Rockwell Automation. “It positions us to lead responsibly while supporting long‑term growth and contributing to a more sustainable future for our customers, our company, and our communities.”

To learn more about Rockwell’s sustainability efforts, read pages 42-61 of its 2025 Sustainability Report.

Rockwell’s net-zero science-based greenhouse gas (GHG) emissions reduction targets have been validated by the Science Based Targets initiative (SBTi), a globally recognized authority on corporate climate action.

Rockwell’s net-zero commitment

Rockwell is committed to achieving net-zero greenhouse gas emissions across its value chain by FY2050.

Near-term target:

Rockwell is committed to reduce absolute scope 1 and 2 GHG emissions by 55% by FY2033 from the FY2024 base year. The company also commits to reducing absolute scope 3 GHG emissions by 33% within the same timeframe.

Long-term target:

Rockwell is committed to reduce absolute scope 1 and 2 GHG emissions by 90% by FY2050 from a FY2024 base year. The company also commits to reducing absolute scope 3 GHG emissions by 90% within the same timeframe.

About the SBTi and Rockwell’s journey

The SBTi is a corporate climate action organization that develops standards, tools, and guidance that allow companies to set GHG emissions reductions targets in line with what is needed to reach net-zero by 2050. With this guidance, Rockwell is taking meaningful steps to reduce its environmental impact and contribute to a more sustainable future.

Rockwell’s decision to commit to the SBTi reflects the belief that sustainability and business performance go hand in hand.

Operating responsibly strengthens the business, and strong performance allows Rockwell to continue investing in sustainable practices, creating long‑term value for its customers, company, and communities.

Rockwell committed to the SBTi in December 2023. The company’s inventory and targets were submitted for validation in December 2025 and officially approved in April 2026.

“Achieving the SBTi validation demonstrates our commitment to transparency and credibility at a time when customers and investors are increasingly focused on sustainability,” said Emmanuel Guilhamon, vice president, Sustainability, Rockwell Automation. “It positions us to lead responsibly while supporting long‑term growth and contributing to a more sustainable future for our customers, our company, and our communities.”

To learn more about Rockwell’s sustainability efforts, read pages 42-61 of its 2025 Sustainability Report.

KHARTOUM, Sudan, and NEW YORK, May 14, 2026 /3BL/ – New data from the IPC — one of the main global tools for measuring hunger developed by UN agencies — warns that nearly 20 million people in Sudan face high levels of acute food insecurity. Furthermore, it is projected that, by 2026, 825,000 children under the age of five will suffer from severe acute malnutrition, a condition carrying a real risk of death. This represents a 7% increase compared to 2025 and 25% more than before the conflict.

Meanwhile, the report notes that 14 areas of the country are at risk of famine in the coming months. Although this figure is lower than the 20 areas identified in November 2025, the reduction does not reflect an improvement in conditions, but rather a shift in the concentration of risk and limitations in data availability.

“In daily life, countless families have nothing to eat and survive as best they can, resorting to leaves, grass or animal feed, skipping meals or prioritizing some family members over others,” says Samy Guessabi, director of Action Against Hunger in Sudan. This reflects a context of chronic hunger exacerbated by more than three years of conflict, adverse weather, the collapse of basic services (37% of health services have been destroyed) and the world’s largest displacement crisis (13.5 million displaced people). Almost 34 million people (two-thirds of the population) will need humanitarian aid this year, the highest figure globally and an increase of 3.3 million compared to 2025.

Fertilizers and Medicines Stranded in the Middle of the Rainy Season

The new IPC data comes at a particularly worrying time: the rainy season – from May to September – which also coincides with the annual period of food scarcity. This is a particularly critical phase, marked by insecurity and heavy rainfall, which disrupts markets, reduces agricultural production and hinders access to food and essential services.

Compounding this situation is the geopolitical context in the Middle East and tensions in the Strait of Hormuz, which are already having an impact on Sudan:

The Gulf accounts for around 54% of the country’s fertilizer imports, and disruptions in the Strait of Hormuz are further limiting the production of sorghum, a staple of the national diet. It will be essential to closely monitor how this situation develops over the coming months.

Vital supplies in limbo: essential medicines from Action Against Hunger have been stranded in logistics warehouses in Dubai due to a lack of flights and the high cost of fuel resulting from the geopolitical tension.

Action Against Hunger’s Humanitarian Response

To ensure we can continue our response during the rainy season amidst a complex geopolitical context, our teams have identified alternative routes to keep supplying basic goods despite the tensions in the Strait of Hormuz. Furthermore, we continue to deliver food, medicines and basic healthcare through our mobile clinics to isolated communities unable to access essential services. Last year, the organization helped more than 600,000 people through nutrition, water, health and food security programs.

Action Against Hunger warns that, unless urgent measures are taken, the coming months could be even harder for the people of Sudan. “Without immediate diplomatic action and increased funding, the rainy season and geopolitical tensions could leave even more people caught between hunger and violence,” warns Guessabi. It is imperative to ensure humanitarian access to the affected areas and to strengthen the protection of the civilian population, humanitarian staff and essential infrastructure damaged by the armed conflict.

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Action Against Hunger leads the global movement to end hunger. We innovate solutions, advocate for change, and reach 26.5 million people every year with proven hunger prevention and treatment programs. As a nonprofit that works across over 55 countries, our 8,500+ dedicated staff members partner with communities to address the root causes of hunger, including climate change, conflict, inequity, and emergencies. We strive to create a world free from hunger, for everyone, for good.

As summer begins, it brings a season of energy, growth, and opportunity, a perfect time to celebrate the meaningful environmental stewardship taking place across our operations. We are proud to share that multiple sites have been recognized by the Wildlife Habitat Council for efforts demonstrating a long-term commitment to habitat conservation, environmental education, and biodiversity.
 

Emmett Plant Achieves Gold Certification for Wildlife
 

We begin in Idaho where the Emmett Plant earned Gold Certification from the Wildlife Habitat Council (WHC). Gold Certification is the highest designation under the WHC’s Conservation Certification program, recognizing the most advanced and impactful biodiversity enhancement and conservation education activities on corporate lands. This recognition highlights the team’s dedication not only to wildlife stewardship, but also to environmental education. A standout moment from the certification effort included hosting more than 100 local fifth graders for tours of the site’s inactive mine, where students learned about native plants, reclamation, geology, and responsible land stewardship. In addition, the site supports a range of wildlife initiatives, including an active osprey nest, kestrel nest boxes, and goose nesting platforms.
 

Roff Plant’s Journey to Gold WHC Certification
 

Through consistent, proactive stewardship practices and ongoing improvements to reduce environmental impact, our Roff, Oklahoma Plant grew from three managed pollinator gardens to six acres of thriving habitat, increasing monitoring and creating hands-on conservation learning opportunities. Beyond pollinators, their nesting box program earned national recognition with a 2025 Nest Box Challenge win. They have also removed nearly 2,000 invasive Eastern Red Cedars, and continued reclamation efforts by planting 27 acres of pollinator and grassland species to support long-term ecosystem health. This progress led to the Roff Plant receiving Gold WHC Certification. 
 

Pollinator Garden Success at Guion Plant
 

That same spirit of stewardship can be found at our Guion, Arkansas, Plant, where their Pollinator Garden was successfully recertified through the WHC. From healthy plant growth and reliable bloom cycles to expanded habitat coverage and consistent maintenance, this project reflects how ongoing care and attention can drive lasting environmental impact and support biodiversity year after year.
 

Covia Mexico’s Commitment to Forest Conservation
 

Our highlights also include the long-standing forest projects in Mexico. These continue to demonstrate the power of sustained habitat management. The Tlaxcala Plant Forest Project recently earned 2026 WHC Certification, recognizing nearly two decades of work preserving forest habitat across more than 8.7 acres. The site supports 81 monitored species, including 64 native plant species.

Similarly, the Jáltipan Plant Forest Project was awarded 2026 WHC Certification for its continued efforts to improve wildlife habitat in reclaimed areas and monitor native species in alignment with national and state restoration initiatives. What stands out at Jáltipan is the scale of impact and the important role reclaimed land plays in supporting habitat recovery over time.

The Ahuazotepec Plant’s Forest Project further reinforces Covia Mexico’s commitment to forest projects. Covering approximately 39 acres, their project focuses on monitoring and improving reclaimed forest habitat to strengthen the diversity of native species, enhance ecosystem connections, and provide additional resources for local wildlife. The longevity of this project has resulted in increasingly diverse plant life, making it a strong example of how steady stewardship builds momentum year after year.
 

Best Sand Plant in Chardon Achieves WHC Silver Certification
 

 

Finally, our Best Sand Plant in Chardon, Ohio, has earned WHC Silver Certification. Silver certification is the second-highest designation in the Wildlife Habitat Conservation Certification program, recognizing ongoing, measurable biodiversity enhancement and conservation education activities. This plant’s projects support wildlife through a wide range of site-specific efforts, including maintained reptile basking areas, birdhouses throughout the property, monitoring of reforested areas at Orchard Hills Park, and upkeep of an onsite osprey nesting area. The variety of habitat underscores the thoughtful and comprehensive approach taken at this site.

Together, these projects reflect Covia’s shared commitment to environmental stewardship in action. From education and conservation to habitat restoration and long-term monitoring, each site plays an important role in protecting natural resources and supporting wildlife for generations to come.

Find out more information about Covia’s Environmental Stewardship

AMSTERDAM, HONG KONG, and OAKLAND, Calif., May 14, 2026 /3BL/ – Cascale’s 2026 Annual Meeting will take place September 15–17 in Athens, Greece. Marking the 15th flagship gathering, the hybrid event will convene more than 700 leaders from across the global consumer goods value chain to tackle the real cost of supply chain transformation — and how it is shared.

Key Takeaways

• Cascale’s 2026 Annual Meeting: September 15–17 in Athens, Greece
• Over 700 global leaders from across the consumer goods supply chain
• Curated C-suite engagement: roundtables, confidential discussions, and dedicated networking opportunities
• Four dynamic stages, plus virtual access
• 80+ speakers, including incoming CEO Ying McGuire
• Program focus on aligning investment, incentives, and responsibility for climate and social progress
• Insights powered by standardized methodologies and tools, including the Higg Index and Better Buying
• Early bird registration through May 30; sponsorship opportunities

Overview

Held at the InterContinental Athenaeum Athens, the 2026 Annual Meeting will convene brands, retailers, manufacturers, policymakers, NGOs, and service providers to focus on a critical industry challenge: how responsibility, investment, risk, and value are distributed across the value chain, and what must change to make transformation commercially viable, operationally achievable, and scalable.

Speakers will include Cascale’s incoming CEO, Ying McGuire, who will assume the role in June 2026, bringing extensive global leadership experience in supply chains and nonprofit transformation. Curated C-suite engagement will include roundtables, confidential discussions, dedicated networking opportunities, and more.

“The next phase of transformation requires more than ambition — it demands clear decisions on how costs, responsibilities, and value are shared across the supply chain,” said Harsh Saini, interim CEO at Cascale. “This year’s Annual Meeting is focused on bringing the industry together to align on smarter investment models, stronger partnerships, and practical ways to turn sustainability into a driver of business performance, resilience, and long-term growth.”

Program Development & Sponsorship

The Cascale Annual Meeting program is shaped by the guidance and expertise of an Advisory Group that includes:

• Monica Buchan-Ng, industry activation lead, Textile Exchange
• Rick Horwitch, chief of supply chain & sustainability strategy & global retail lead, Bureau Veritas
• Liz Lipton-McCombie, head of ESG and sustainability, Nordstrom
• Mark Newbold, environmental sustainability programme lead, Primark
• Ana Rodes, head of sustainability, Recover Textiles
• Jonathan Salmon, head of sustainability, Li & Fung (Trading) Limited

This dedicated group supports the development of a solution-focused, high-impact agenda that reflects diverse perspectives and deep industry insight.

Worldly, the sustainability and supply chain intelligence platform for consumer goods, is the event’s lead sponsor and will host a stage, sharing deep expertise on the Higg Index frameworks, modules, and methodologies. These standards, stewarded and governed by Cascale and powered globally by Worldly, are reshaping how companies measure and manage their impact. Worldly will also highlight its latest innovations to help consumer goods businesses use data to make strategic decisions, uncover hidden risks, surface new opportunities, and build resilient supply chains.

Event Details

• Dates: September 15–17, 2026
• Location: Athens, Greece (InterContinental Athenaeum Athens)
• Format: Hybrid (in-person and virtual)
• Attendance: 700+ global leaders
• Speakers: 80+ industry experts, including incoming CEO Ying McGuire

Registration is now open and early bird pricing is available through May 30, offering discounted rates for members who register in advance.

Learn more and register for Cascale Annual Meeting 2026!

Organizations interested in elevating their presence and engaging directly with industry leaders are invited to explore sponsorship opportunities. To learn more about sponsorship packages or to express interest, please contact Cascale’s events team through this page.

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

ABOUT CASCALE

Cascale is the global nonprofit alliance empowering pre-competitive 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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At the latest bi-annual Inogen Alliance Associates Meeting, hosted by Antea Group UK, one message came through clearly from global leadership: uncertainty is no longer a disruption, it’s the operating environment.

For multinational organizations, that shift is actively reshaping investment decisions, operational priorities, and the way environmental, health, safety, and sustainability (EHS&S) functions deliver value.

Across the Alliance’s global network, leaders are seeing this play out in real time. While macroeconomic volatility continues, demand for EHS and sustainability expertise remains strong—something reinforced by data shared during the meeting by Ross Griffiths of Environment Analyst, who noted the global E&S consulting market reached approximately $58.8 billion in 2024, with projected growth of over 8% in 2025.

The implication for business leaders is clear: as uncertainty rises, so does the demand for EHS and sustainability expertise.

 

Uncertainty Is Now Built Into Business Strategy

Rather than waiting for stability, organizations are adapting in real time to tariffs, trade negotiations, energy volatility, and geopolitical conflict.

Across regions, Inogen Alliance leaders described a consistent client response:

• Delayed or phased investments, not widespread cancellations
• Increased scrutiny on capital allocation and ROI
• A shift toward strategic EHS and sustainability advisory, beyond compliance

As one Inogen Alliance board member noted, “clients aren’t stepping away from investment, they’re adjusting how and when they commit, and looking for more certainty in how those decisions are supported.”

This reflects a broader shift already underway, one also highlighted by Environment Analyst data, where the market is moving from high-level strategy into implementation, particularly in decarbonization and infrastructure.

At the same time, expectations from investors and lenders are evolving. A representative from the European Bank for Reconstruction and Development emphasized that projects must now align with updated environmental and social performance requirements introduced in 2024, including more rigorous expectations around impact assessment, stakeholder engagement, and ongoing monitoring.

Previous cycles of disruption were often buffered by government intervention. Today, that safety net is less certain, placing greater emphasis on internal resilience, strong management systems, and trusted local expertise.

 

What We’re Seeing Across Key Markets

Insights from across the Alliance highlight how global pressures are playing out differently at the regional level:

North America is entering a period of regulatory recalibration. While federal-level ESG requirements face headwinds in some jurisdictions, state-level compliance remains strong and is driving steady demand for EHS services. The picture is mixed for sustainability reporting. Some organizations are stepping back from ESG commitments as a business decision, while others, particularly large multinationals with deeply embedded sustainability cultures, are pressing forward with even greater intent. Canada, meanwhile, is actively positioning itself as an investment destination for European capital, with mining and energy infrastructure among the key sectors drawing attention.

Latin America is accustomed to instability, and in many ways that cultural familiarity with economic volatility has become a source of resilience. High interest rates and political uncertainty are not new phenomena for this region, and investment in privatization, mining, agriculture, and commodities remains relatively stable. Manufacturing, however, is feeling the pressure of external tariff dynamics, a reminder that global trade policy reverberates deeply into regional supply chains.

Europe brings a posture of caution, particularly around energy uncertainty. That said, demand for services in water infrastructure, defense, PFAS and emerging contaminants, nuclear energy, and the broader energy transition remains strong. European organizations continue to invest in adaptability, and companies with deep regulatory and cultural fluency across international markets are gaining a distinct advantage.

Asia-Pacific presents a study in contrasts. In China, growth has slowed considerably and client behavior has turned conservative, with programs neither cancelled nor advancing with urgency. Scope 3 reporting, however, is emerging as a new area of opportunity as supply chain sustainability requirements increase. In Australia, energy prices and deindustrialization are reshaping demand and increasing pressure on private sector clients, while investment in technology, services, and renewable energy infrastructure is opening new avenues for growth. Southeast Asian markets largely shrugged off early tariff concerns by expanding intra-regional trade, though the cancellation of at least one significant energy project signals that energy costs remain a real vulnerability for some markets. While coal-dependent economies may be insulated in certain areas, others face significantly greater exposure.

India is navigating the pressures of a region in conflict while maintaining remarkable momentum. Despite a revision to growth projections from over 7% to approximately 5.5–6%, the country remains a magnet for shifting global supply chains, with significant investment announced in semiconductors, data centers, drones, and shipbuilding. The energy transition is also taking shape, with alternatives to liquefied petroleum gas (LPG) for cooking emerging as a tangible near-term opportunity. Beyond energy, India’s leadership in pharma and IT services continues to strengthen its position in the global economy.

The Middle East and broader international markets are seeing public sector and multilateral-funded infrastructure projects continue to build in the pipeline. Although some projects face delays, overall momentum remains strong. The funding is available, and deployment is largely a matter of timing. Sustainability services continue to grow faster than GDP in many of these markets, signaling that even in uncertain times, the direction of travel is clear.

Across all regions, one pattern is clear: investment is not stopping—it is shifting.

 

Where Demand Is Holding Strong

Even in a volatile environment, several EHS and sustainability priorities continue to drive consistent global demand. This is reinforced by both panel insights and market data:

• Energy transition and decarbonization (the fastest-growing service area globally, rising significantly in recent years)
• Water management and infrastructure
• PFAS and emerging contaminants
• ESG strategy, reporting, and due diligence
• Scope 3 and supply chain transparency

Environment Analyst data shows that climate change and energy-related services have seen some of the most significant growth across the consulting market, while water and waste management remain foundational.

For EHS and sustainability leaders within multinational organizations, these are not niche concerns; they represent the core of where regulatory pressure, investor expectation, and operational risk are converging.

 

From Compliance to Strategic Enablement

One of the most important shifts highlighted in the discussion is the evolving role of EHS and sustainability.

Organizations are increasingly looking for:

• Forward-looking risk identification, not just compliance tracking
• Integration into enterprise strategy and capital planning
• Globally consistent approaches that still reflect local realities

This aligns with a broader market shift: mandatory regulation is replacing voluntary sustainability efforts, driven by frameworks such as CSRD, ISSB, and evolving climate disclosure rules.

For leadership teams, EHS and sustainability have moved beyond standalone functions and now serve as critical enablers of resilience, operational continuity, and long-term value creation.

As one Inogen Alliance board member summarized, “EHS is no longer a downstream function—it’s part of how investment decisions are being made from the start.”

 

Managing Complexity Across Regions

For multinational organizations, the challenge has expanded beyond managing risk to managing complexity at scale.

A successful approach requires:

• Global consistency in governance, reporting, and standards
• Local expertise to navigate regulatory and cultural differences
• The ability to adapt quickly as conditions evolve

Organizations that can align global strategy with local execution are better positioned to maintain momentum even in uncertain conditions.

 

Adapting Through Collaboration and Innovation

Against this backdrop, the panel discussion also reflected on what organizations and global networks must do to stay relevant.

Key themes included:

• Incremental innovation: Small, continuous improvements can drive meaningful impact
• Diverse expertise: Expanding capabilities strengthens problem-solving
• Stronger communication: Maintaining collaboration beyond in-person meetings
• Proactive adaptation: Anticipating change rather than reacting to it

As one Inogen Alliance leader noted, “not every innovation needs to be a big shift—small improvements, consistently applied, are what keep organizations moving forward.”

Above all, the message was pragmatic: embrace uncertainty without slowing progress.

 

A Global Perspective, Grounded in Local Reality

This discussion reinforced what continues to matter most to clients: the ability to translate global challenges into practical, local solutions.

While uncertainty is global, its impact is always specific to a facility, a supply chain, or an investment decision.

And increasingly, that impact is shaped not only by regulation and markets, but by how organizations position themselves to respond; operationally, strategically, and financially. For EHS and sustainability leaders, the path forward is not about waiting for clarity.

 

What the Alliance Takes from This

Beyond the regional intelligence, the leadership panel surfaced a set of principles that Inogen Alliance is taking to heart as we navigate this period alongside our clients.

Diversity is a genuine strategic asset not just in the makeup of our global network, but in how we approach problem-solving; bring in new capabilities, and resist the comfort of staying within familiar territory. Incremental innovation matters as much as transformational change. The tendency to wait for conditions to stabilize before investing in improvement is a form of organizational risk in itself.

Communication and collaboration across the Alliance and within client organizations sustain momentum through cycles of disruption. In this context, the real question is whether the structures, relationships, and systems are in place to respond to change effectively.

As Inogen Alliance marks 25 years of connecting global expertise with local knowledge, this meeting was a reminder that longevity alone is not the measure of relevance. What keeps any network valuable is its willingness to evolve, to listen closely to what clients are experiencing on the ground, and to apply the full depth of its global perspective to challenges that are ultimately local in their impact.

The world is navigating a genuinely complex moment. But across every region of the world, our Inogen Associates working in EHS and sustainability are continuing to lead by adapting strategies, maintaining commitments, and finding new pathways to resilient performance.

 

Inogen Alliance is a global network made up of over 70 of independent local businesses and over 6,000 consultants around the world who can help make your project a success. Our Associates collaborate closely to serve multinational corporations, government agencies, and nonprofit organizations, and we share knowledge and industry experience to provide the highest quality service to our clients. If you want to learn more about how you can work with Inogen Alliance, you can explore our Associates or Contact Us. Watch for more News & Blog updates, listen to our podcast and follow us on LinkedIn.

Originally published on DICK’S Sporting Goods Sideline Report

This summer, DICK’S Sporting Goods will open a rotational pop-up store in East Hampton Village at 34 Park Place, featuring four of the company’s in-house brands: Walter Hagen, Maxfli, CALIA and DSG. Opening May 14 and running through October 18, this marks the first-time DICK’S exclusive brands are showing up in this format.

A departure from the traditional DICK’S Sporting Goods footprint, this boutique-style pop-up will serve as a standalone expression of our in-house brands. Through interchanging product collections and brand activations – ranging from exclusive capsule launches to pro-led masterclasses – the shop will offer curated experiences to the local East Hampton community.

“We are really excited to debut this pop-up store in East Hampton Village and showcase our in-house apparel brands in a more curated and immersive way,” said Aimee Watters, VP of Vertical Brand Marketing. “With a rotating assortment of product all season long, we hope the store becomes a gathering place for the community, with weekly events and partnerships with local businesses that make each visit feel unique.”

The space launches on May 14 with a focus on golf, featuring Walter Hagen, which offers men’s and women’s golf apparel, and Maxfli, the company’s tour golf ball brand. On July 2, the shop will transition to DICK’S women’s lifestyle apparel brand, CALIA, before concluding with a ‘Back to Sport’ takeover from DSG, the company’s full-family brand.

• Walter Hagen + Maxfli Golf
  • Dates: May 14 – June 28
  • About the Shop: A golf-focused assortment of apparel and accessories, timed to the 126th U.S. Open Championship at Shinnecock Hills Golf Club. Visitors can explore premium men’s and women’s styles from Walter Hagen, including limited-release U.S. Open licensed merch, and accessories from Maxfli such as tour-quality golf balls, bags, and gloves – along with curated pieces from VRST, DICK’S men’s apparel brand, and CALIA’s golf collections. This store will also be the first place to sell Maxfli’s newest golf ball model, the Tour X-LS, which is a lower-spin evolution of the Maxfli Tour X.
• CALIA Women’s Apparel
  • Dates: July 2 – August 23
  • About the Shop: A coastal, summer-inspired space featuring must-have seasonal products, including CALIA’s latest lifestyle pieces, swim collection, fitness apparel, and accessories.
• DSG Full Family “Back to Sport”
  • Dates: August 27 – October 18
  • About the Shop: “Back to Sporthood” from DSG is a family-focused, value assortment that celebrates school spirit —from the halls to the field to the sidelines—through bright colors, high energy, and timely apparel for the back-to-school season.

Our May-June programming for the Walter Hagen and Maxfli rotation includes:

• (May 14) Grand Opening: Guests can expect an elevated, interactive experience featuring gifting opportunities, live PGA Championship viewing, and a signature Happy Hour complete with local spirits from Sagaponack Farm Distillery and a live DJ. Walter Hagen’s limited-release U.S. Open apparel will also be available in-store.
• (May 14 – June 28) Ball Customization: Maxfli will be offering ball customization, free with purchase of twelve or more Maxfli golf balls, giving guests the opportunity to select from over 200 pre-loaded designs.
• (June 5) Meet and Greet with Sean Foley: Guests will experience an elite golf masterclass with world-renowned instructor and Maxfli brand ambassador Sean Foley, featuring live demonstrations, personalized Q&A, and refreshments
• (June 15) Live Podcast Taping: Leading up to the U.S. Open, the store will host a live taping of The Fried Egg podcast with Maxfli brand ambassador and current 14th world ranked golfer, Ben Griffin.
• (June 17) Finnegan’s Foursome Screening: Get a first-look screening of new film Finnegan’s Foursome at Guild Hall, culminating in a fireside chat with director Ed Burns
• Ball Customization: Maxfli will be offering ball customization, free with purchase of twelve or more Maxfli golf balls, giving guests the opportunity to select from over 200 pre-loaded designs.

Programming for future brand rotations will be revealed as each new phase approaches. To learn more about the DICK’S East Hampton Village pop-up, RSVP for events on a first-come, first-served basis, or view the full community schedule, please visit Eventbrite.

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