Author: sHq_LoGiNz

by Lindsay Wright, Cascale director, affiliate and partner communications

The Blessing in Disguise (BiD) Hypothesis encourages us to see challenges as opportunities in disguise and reframe perceived threats as chances for growth, innovation, transformation, and change.

Cascale’s 2025 Better Buying Purchasing Practices Index (BBPPI), published earlier this month, suggests that this may indeed be the case, and that even amid the toughest of geopolitical and trading contexts, brands and supplier companies can work together across the value chain to adopt purchasing practices that ensure fairness, resilience, and shared success.

The Ultimate Stress Test

Data collected for the BBPPI back in 2021 — just as suppliers were emerging, shell-shocked and bruised from the COVID-19 pandemic — revealed some interesting insights. We had expected the scores to take a real beating. But that wasn’t what happened. In fact, the data revealed that companies that had subscribed with Better Buying for two or more rating cycles had continued to improve their purchasing practices, despite the unprecedented shock of COVID.

Buyers who had begun improving their purchasing practices before the pandemic could draw on critical building blocks that helped them weather the storm. They talked to their suppliers. They knew their strengths and weaknesses thanks to the data and insights they had collected through the Better Buying surveys. And they were using that data to partner with their suppliers to co-create solutions to the challenges of COVID, making resilience a joint achievement.

At the time, Better Buying predicted that in the event of any future shocks and disruptions, it would be those companies, with inbuilt business resilience and strong supplier partnerships, that emerged competitively afterwards.

So were we right? Fast forward five years, to the 2025 BBPPI rating cycle, and we see new patterns emerging. Under the BBPPI, we confidentially collected data and insights from suppliers during a period of unprecedented geopolitical tension and uncertainty — much of it stemming from U.S.-imposed tariffs.

A New Kind of Resilience

As in 2021, this new stress-test environment for purchasing exposed weaknesses where resilient practices are not yet institutionalized. The overall industry score was down one point, and most category scores edged lower. This was especially true in the critical area of Planning & Forecasting, down three points from last year — highlighting ongoing challenges in forecast timeliness and accuracy. (Planning & Forecasting is one of seven responsible purchasing practices Better Buying identifies in its ratings cycle). Overall, buyers’ efforts to improve have been limited, and global tensions and tariffs may have further weakened performance.

And yet, as before, that’s not the whole story. Just as we saw during COVID, there are still some buyers – those with stronger processes in place – who have either sustained or improved their performance, indicating that when it comes to responsible purchasing, it’s the quality of buyers’ practices, rather than macro shocks alone, that determines outcomes.

Three Better Buying subscribers in particular were selected for closer analysis this year. Each has participated in the last three BBPPI rating cycles (2023-2025). Not only did they all outperform the soft goods industry average — despite industry-wide declines in almost all purchasing practices categories this year — one company even achieved an impressive 10 percent improvement in its overall score over the period. All three also demonstrated consistent year-on-year performance improvements.

So what did they do right?

One common feature was relatively high performance in Planning and Forecasting — a key driver of decent work, and the category consistently cited by suppliers as the most important area for buyers to focus their improvement efforts. Another was above-the-benchmark performance in relation to sample adoption rates. Suppliers underscored how good practices in these areas enabled them to manage capacity, invest in their workforce, and reduce waste.

Taken individually, each company had particular strengths. Almost all of one company’s suppliers reported that all orders were placed for fully compliant production. Another excelled at providing consistent, predictable monthly order volumes. The third was praised by suppliers for using fair financials, including advance payments and favorable terms.

Transformation Happens Together

These insights prove improvement can be achieved. But for lasting, transformational change, it can’t be just a few companies doing this in isolation. In the seven years since Better Buying began collecting supplier data, the number of participating companies has not grown enough to drive industry-wide change. But Better Buying is now part of Cascale, with 300+ members, presenting a once-in-a-generation opportunity to move the needle.

But how do we make that happen?

One barrier to progress has been fragmented leadership across the value chain. Brand and retailer CEOs must step forward with clear commitments, while suppliers must have meaningful opportunities to shape strategy and show how fairer practices deliver stronger business results.

At a recent panel of C-suite executives from both big brands and leading manufacturers held at Cascale’s Annual Meeting in Hong Kong, calls were made for tangible benchmarks to secure C-suite commitment, and for more opportunities for brand CEOs to actually visit the factory floors and engage directly with manufacturers who make their goods.

It’s highly likely that we will see more tariffs introduced next year, with suppliers facing heightened risks. If we are to survive these urgent threats and realize the opportunities amid the turmoil, CEOs and C-suite executives must recognize and act on the priority role their suppliers play in driving responsible purchasing, as both a mutual business imperative and a shared responsibility across the value chain.

Companies interested in onboarding for the BBPPI 2026 rating cycle should contact Leonie Abraham, director of business development, Better Buying.

PHILADELPHIA, November 26, 2025 /3BL/ – Comcast today announced $2.5 million in total grant funding to Lead for America (LFA) and Partners for Rural Impact (PRI), two nonprofit organizations working to open doors to economic mobility and strengthen communities across the United States. The partnerships are part of Project UP, Comcast’s $1 billion initiative to connect people to the internet, create digital opportunity, and build a future of unlimited possibilities.

Comcast funding will enable LFA’s American Connection Corps (ACC) program and PRI to expand digital opportunities across rural communities in Arkansas, Maryland, Ohio, Oregon, Pennsylvania, Tennessee, Utah, Vermont, and West Virginia. Through these combined efforts, the organizations will place more than 24 ACC Members in local communities to serve as digital navigators, trusted community members trained to help people get online, use devices, and build digital skills.

$2.5M in total grant funding from Comcast to Lead for America (LFA) and Partners for Rural Impact (PRI)

“Access and skills are essential in today’s digital economy,” said Dalila Wilson Scott, EVP and Chief Impact & Inclusion Officer, Comcast Corporation and President, Comcast NBCUniversal Foundation. “When communities lack the resources and training to gain and develop digital skills, entire regions are held back.”

By deepening the connection between the work of American Connection Corps to the communities served by Partners for Rural Impact, we are advancing our longstanding commitment to ensuring that opportunity reaches every part of America.

Dalila Wilson Scott
EVP and Chief Impact & Inclusion Officer, Comcast Corporation and President
Comcast NBCUniversal Foundation

“American Connection Corps Members are locally-sourced leaders and often serve as the bridge between technology and opportunity,” said Taylor Stuckert, CEO, Lead for America. “By partnering with Comcast and PRI, we can launch more digital opportunity projects, spearhead crucial digital literacy initiatives and connect community members to new opportunities.”

ACC, which focuses on placing service-minded leaders in their home communities to expand digital opportunity and advance economic mobility, will increase the number of digital navigators in rural communities.

PRI strengthens rural communities by advocating for investment, strengthening civic infrastructure, and increasing access to quality training programs across all stages of learning. In addition to employing more members of ACC in Maryland, Tennessee and Utah, PRI will also create a new, comprehensive digital portal for community leaders to access training materials, funding opportunities, data, and coaching––making vital resources available to all rural communities.

“Too often, rural communities are left out of conversations about opportunity and growth,” said Dreama Gentry, CEO of Partners for Rural Impact. “Comcast recognizes that without the tools, digital skills, and services to connect to the internet, rural Americans can’t fully participate in the digital economy. This investment allows PRI to meaningfully expand our work and provide training, jobs, and opportunity.”

Currently, Xfinity’s high-speed network reaches over 5.2 million rural households in 952 counties.

About Comcast

Comcast Corporation (Nasdaq: CMCSA) is a global media and technology company. From the connectivity and platforms we provide, to the content and experiences we create, our businesses reach hundreds of millions of customers, viewers, and guests worldwide. We deliver world-class broadband, wireless, and video through Xfinity, Comcast Business, and Sky; produce, distribute, and stream leading entertainment, sports, and news through brands including NBC, Telemundo, Universal, Peacock, and Sky; and bring incredible theme parks and attractions to life through Universal Destinations & Experiences. Visit www.comcastcorporation.com for more information.

November 26, 2025 /3BL/ – Trane Technologies has completed its second Annual Global Time of Service, an employee-driven initiative that brings our global workforce together to make a positive, collective impact in communities worldwide.

Held from October 20 – November 14, Global Time of Service saw remarkable growth in participation and volunteerism:

• 15,918 volunteer hours recorded during the event—an 18% increase over 2024.
• 2,100 unique employees contributed their time and talents, supporting 311 causes through 133 events worldwide.
• Participation extended across all regions, with significant growth in EMEA engagement.
• Employees at seven EMEA locations—including in the UK, Ireland, Belgium, France, New Zealand and Australia—joined the effort, a sixfold increase in site participation from the previous year.
• With these contributions, Trane Technologies employees have logged 67,945 volunteer hours year-to-date in 2025, moving closer to our goal of donating 500,000 hours of employee volunteer time by 2030.

During Global Time of Service, our employees were encouraged to participate in ways that best suited their teams and business priorities, whether through full-day events, shorter projects, or individual volunteering efforts. The initiative was designed to be accessible for all employees, including remote and hybrid team members—offering virtual and in-person prepaid volunteer options, as well as support from local leaders.

From assembling student kits and hosting career explorations to leading sustainability-focused workshops and upcycling textiles, teams worldwide chose community causes that resonated with their values. Events were held at company sites, throughout local communities, and virtually, ensuring everyone had an opportunity to give back.

Through initiatives like Global Time of Service, Trane Technologies continues to advance Sustainable Futures—our corporate citizenship strategy—and make significant strides toward achieving our 2030 Sustainability Commitments. As part of these efforts, we are investing $100 million and dedicating 500,000 employee volunteer hours over the next decade to empower a new generation of learners.

COP30, the first COP held in the Amazon (and perhaps the first featuring a small fire…), ended November 22 in Belém, Brazil.

As a business leader, you might ask: “Should we be paying attention to what emerged from COP30?”

First, it’s a good question. The answer? I am reminded of the biologist and author EO Wilson’s wonderful line:

“The real problem of humanity is we have Paleolithic emotions, medieval institutions and godlike technology. It is terrifically dangerous, and it is now approaching a point of crisis.”

These three elements certainly come crashing together at COP meetings. These gatherings are wonky institutionalized mash-ups of tens of thousands of humans trying to act rationally while enacting primal, tribal drives for safety, security and status. Meanwhile, the nations represented have “godlike” technology that is changing the chemistry of the atmosphere and oceans.

It is messy, slow, and hypocritical. And so it’s easy to dismiss.

After all, the gap between international climate negotiations and the daily realities of running a business is real. The UN convenes. Delegates negotiate through the night. A “package” emerges. Headlines follow. And then Monday morning arrives and the same spreadsheets need the same attention they needed on Friday.

There are important things here for business leaders. We’ll look at both sides: a case for paying attention and a word of caution about not looking too closely.

 

The Case for Paying Attention

First, nearly 60,000 delegates registered—the second-highest turnout ever (COP28 had 80,000)—which tells you something about continued global momentum despite political headwinds and geopolitical issues abounding in the world, gaming for our attention. Here’s what emerged that matters for business:

The regulatory floor is rising. Over 100 countries have submitted updated Nationally Determined Contributions with 2035 targets. The EU committed to 66-72% emissions reductions by 2035. The UK set a target of 81% below 1990 levels. These national commitments cascade into corporate requirements—stricter emissions standards, expanded carbon pricing, enhanced disclosure mandates. Read: your operating environment in 2030 is being shaped now.

Disclosure frameworks are hardening. The conference reinforced momentum toward stricter disclosure rules aligned with ISSB and CSRD. For companies still treating sustainability reporting as a nice-to-have, the compliance window is narrowing. The question is no longer whether to build robust GHG inventories and reporting processes, but how quickly.

The economics are becoming undeniable. The COP30 Circle of Finance Ministers released a striking projection: Under current climate policies, global GDP could be 15% lower by 2050 compared to a world without climate change. Their work referenced long-term scenarios from Network for Greening the Financial System (NGFS). Meanwhile, Munich Re reported that climate-related disasters caused $320 billion in economic losses in 2024 alone. This is the language of CFOs, enterprise risk management, and the board, not just regulators or researchers.

Carbon markets are maturing. Parties advanced the technical work on Article 6.4 rules (adopted at COP29), including methodologies for carbon removal and requirements for addressing non-permanence (the risk that carbon storage won’t be permanently realized). Companies with carbon credit strategies need to understand these evolving standards to ensure their approaches remain credible.

We can capture this in a principle: COP outcomes matter to your business to the extent that they signal where regulation, capital, and risk are heading—even when the outcomes themselves aren’t binding. 

 

The Case for Looking Elsewhere

And yet… there is a reasonable caution for looking too closely at COP30 outcomes for binding, stable guidance.

The core outcomes were voluntary. The much-anticipated fossil fuel phase-out roadmap (which appeared again in earlier drafts) was stripped from formal outcomes. Oil-producing nations blocked binding language, and the COP president announced voluntary “roadmaps” outside the formal UN process instead. Commentators called the overall outcome weak. If you’re looking for regulatory certainty, Belém didn’t provide it.

The ambition gap remains enormous. The NDCs submitted so far achieve less than 14% of the emissions reductions needed by 2035 to stay within 1.5°C. The UN Secretary-General noted that current commitments would deliver about 12% reductions when 55% is needed. The gap between rhetoric and action remains wide. Based on the 70,000 protesters, Indigenous peoples’ interruption of proceedings, and all the saltiness on social media, companies would be very wise to narrow the gap between saying and doing. The atmosphere is cleaned up by less pollution, not more words.

The U.S. was absent. For the first time in COP history, the United States sent no official representatives, after the Trump administration closed its climate diplomacy office. With the world’s second-largest emitter withdrawing from the Paris Agreement effective January 2026, that framework’s ability to drive coordinated global action is compromised. For companies with significant U.S. operations, this creates a fragmented regulatory landscape. The choice is between avoiding costs in the short term by navigating towards the lowest standards, or aligning with the highest reasonable standards to avoid unnecessary costs in the future.

Private sector momentum already exceeds COP progress. The World Economic Forum’s Alliance of CEO Climate Leaders demonstrated that member companies reduced aggregate emissions by 12% between 2019 and 2023 while growing revenues by 20%. Companies are moving on climate action driven by investor pressure, customer expectations, and competitive positioning—not waiting for international negotiations. The market is setting the pace.

Your real regulatory environment is domestic. The regulations that actually bind your company were enacted through domestic legislative processes, not COP agreements. Parsing the nuances of international negotiating text may be less valuable than monitoring and preparing for these concrete requirements.

Here’s a second principle: COP outcomes matter less to your business than the domestic regulations they eventually inspire—and those regulations are already arriving.

 

So What’s the Takeaway?

I think about this the way I think about reading the news: There’s signal and there’s noise. The skill is learning to distinguish between them.

COP30 is signal in the sense that it reveals directional trends. Climate finance is scaling. Disclosure expectations are converging globally. Physical climate risk is moving from theoretical concern to balance sheet reality. Adaptation is finally getting serious attention. These aren’t fads—they’re structural shifts that are shaping business forever.

COP30 is noise in the sense that waiting for international consensus to drive (or even inform) your sustainability strategy is a futile effort. The companies that thrive will be those that read the direction of travel and move—not those that wait for binding international agreements that may never come with sufficient ambition.

Here’s my advice to business leaders: track what happens at COP because it can inform your view of where things are heading, but don’t let COP outcomes dictate the pace of your work. True leaders will build capabilities, manage risks, and capture opportunities based on what they can see coming—not what the UN has formally agreed upon.

 

The Deeper Point

There’s something almost quaint about 195 nations gathering in the Amazon to negotiate the future of the planet. In an age of political fragmentation and institutional distrust, the fact that they still show up—60,000 strong—is itself meaningful. It represents a collective acknowledgment that the problems we face are real, even when the solutions remain elusive.

Returning to EO Wilson, we are all engaged in an epic turning point in human history to align our “godlike” technology with the limits and lessons of a living planet.

Does COP work? Imperfectly. Frustratingly. Incrementally.

Should your company care? Yes—but not because COP will tell you what to do. Care because the trends COP reflects are coming whether the negotiations succeed or not. Care because your customers, investors, and employees increasingly do. Care because the physical and transition risks are real, and managing them well is just good business.

And care because, in the end, the companies that will matter in 2035 and beyond are those that looked at the trajectory of things and decided to lead rather than wait.

That’s not a COP outcome. That’s a choice. 

 

Have any questions?

Contact us to discuss your environment, health, safety, and sustainability needs today.

Tapestry recently partnered with The Fashion Pact, a global, CEO-led sustainability initiative bringing together some of the world’s largest fashion and textile companies to work collectively on environmental challenges, to share how the company is taking early, meaningful action to reduce its environmental impact. Tapestry is working toward goals validated by the Science Based Targets initiative (SBTi), a global program that helps companies set climate commitments based on what scientists say is needed to protect the planet. As part of this work, the company is targeting emissions connected to the land and natural resources used to make fashion materials, known as Forest, Land and Agriculture (FLAG) emissions.

As one of the first fashion companies to set official FLAG targets, Tapestry is aiming to reduce these emissions 30% by FY2030.

Because much of Tapestry’s FLAG impact comes from leather, the company is also investing in new and environmentally preferred materials, and is working toward sourcing 10% of its leather from regenerative, recycled or next-generation materials by 2030. Tapestry has also strengthened sustainability practices across its supply chain and has already achieved its goal of 95% traceability by the end of 2025, giving greater visibility into where materials come from.

While this work is complex, Tapestry remains committed to identifying new solutions and helping move the fashion industry toward a more responsible future.

Read the full case study by The Fashion Pact here: https://www.thefashionpact.org/member-case-study-tapestry/