Tag: 3BL

KeyBank’s East Ohio market has been named the bank’s 2025 Market of the Year. This award recognizes the service teammates provide to clients and acknowledges the East Ohio market as the top performer among the 27 markets in the company’s footprint.

The East Ohio market includes Akron, Canton and Youngstown.

East Ohio is consistently a top performer throughout the bank’s footprint. In 2025, the work done by teammates in the market helped clients meet their financial goals while growing revenue in several lines of business, including:

• Consumer
• Commercial Banking
• Business Banking
• Investment Services

This award was bestowed at KeyBank’s annual Chairman’s Awards celebration in Cleveland on February 25^th. It was presented to KeyBank East Ohio Market President Joe Daleiden and other members of market leadership by KeyCorp Chairman & CEO Chris Gorman, KeyBank Head of Consumer Banking Victor Alexander and KeyBank Head of Commercial Banking Ken Gavrity.

“This recognition is a testament to the tremendous work our East Ohio teammates deliver day in and day out,” said Daleiden, East Ohio Market President. “Their dedication to our clients, commitment to collaboration, and passion for strengthening our communities are what set this market apart. I’m incredibly proud of this team and all we’ve accomplished together.”

With the award comes a traveling crystal trophy that will spend the next year at the East Ohio offices on White Pond Dr.

“East Ohio’s performance in 2025 reflects a team that not only puts our clients first but consistently finds ways to grow the business,” said Gorman. “Their results speak to a market that embraces opportunity, supports one another and delivers the full strength of KeyBank to the communities we serve. I’m grateful for their leadership and proud to see East Ohio earn this recognition.”

ABOUT KEYCORP

KeyCorp’s roots trace back more than 200 years to Albany, New York. Headquartered in Cleveland, Ohio, Key is one of the nation’s largest bank-based financial services companies, with assets of approximately $184 billion at December 31, 2025.

Key provides deposit, lending, cash management, and investment services to individuals and businesses in 15 states under the name KeyBank National Association through a network of approximately 950 branches and approximately 1,200 ATMs. Key also provides a broad range of sophisticated corporate and investment banking products, such as merger and acquisition advice, public and private debt and equity, syndications and derivatives to middle market companies in selected industries throughout the United States under the KeyBanc Capital Markets trade name. For more information, visit https://www.key.com/. KeyBank Member FDIC.

###

Originally published on CVS Health Company News

At CVS Health® we know that housing is health care. That’s why we’ve invested $2.1 billion to create, preserve and renovate 118,000 affordable housing units in more than 1,400 neighborhoods nationwide. By addressing social determinants of health and providing families with safe, stable homes, we’re making it possible for thousands of people to succeed in life. Keli Savage, AVP of Impact Investment Strategy, is at the heart of it as she works to ensure our philanthropic and business commitments come to life in the communities we serve.

Press play: Watch as we visit a beautiful New Orleans apartment complex, a CVS Health investment, and meet an 80-year-old grandmother and former nurse, to learn firsthand how her new home has brought her security and joy after a lifetime of public service.

Every member of #TeamCVS contributes to a greater sense of purpose. If you’re looking for a workplace that values patient care, embraces mentorship, and champions your professional development, then CVS Health may be the right place for you.

AEG’s Ontario Reign reinforced its commitment to inclusion, leadership, and community engagement during its annual Women in Sports Hockey Game on March 1, 2026, at Toyota Arena. The event celebrated the growing influence of women across athletics while creating meaningful opportunities for the next generation of players and leaders.

The day began with a Women in Sports Clinic and Panel hosted by the Hope Reigns Foundation. Designed to expand access to the sport, the program invited girls and women from across the community to engage with hockey both on and off the ice through skill development and career-focused conversations.

Participants first took part in a Learn to Skate session focused on building confidence and accessibility for newcomers. The clinic was followed by a panel discussion featuring LA Kings Scout and Community & Hockey Development Specialist Blake Bolden, Minnesota Frost forward Dominique Petrie of the Professional Women’s Hockey League (PWHL), and former NWHL player Paige Capistran. Panelists shared insights from their career journeys across professional hockey, scouting, broadcasting, and leadership, emphasizing the importance of mentorship, perseverance, and expanding opportunities for women in sports.

“This event is about creating access and showing girls and women that there is a place for them in hockey—whether that’s on the ice, behind the scenes, or in leadership roles,” said Madelyn Morgan, Community Relations and Events Coordinator for the Ontario Reign.

The celebration continued throughout the evening with ceremonial puck drops and in-game interviews featuring the panelists. The Reign also hosted a Diaper Drive in partnership with the Child Care Resource Center, extending the event’s impact beyond the arena to support local families.

Through its Women in Sports Game, the Ontario Reign demonstrated how sports can serve as a platform for empowerment, community connection, and meaningful social impact—on the ice and beyond.

BATTLE CREEK, Mich., March 5, 2026 /3BL/ – Fiber is finally having its moment and just in time, as nearly 95 percent of Americans fall short of the daily fiber recommendations^1. Now, after decades of being misunderstood by many, fiber is driving consumer and industry trends.

One of the biggest challenges people face in meeting the goal of 25-28 grams a day is the belief that fiber doesn’t taste good.² That’s where cereal comes in. It’s one of the easiest, tastiest, versatile ways to get fiber throughout the day.

That’s why for National Cereal Day (Saturday, March 7), WK Kellogg Co teamed up with registered dietitians Amy Shapiro and Mandy Enright to create “fiber hacks” – simple ideas using iconic Kellogg’s® cereals to boost fiber in fun, delicious ways.

“Cereal has been a familiar, convenient breakfast tradition for over a century – but most people don’t realize it is a nutrition powerhouse, especially when it comes to fiber,” says WK Kellogg’s Chief Wellbeing and Sustainable Business Officer and registered dietitian Sarah Ludmer. “This year we are putting a lot of effort behind re-introducing iconic cereals like Kellogg’s Raisin Bran and Frosted Mini-Wheats as favorites that can fulfill fiber needs throughout the day, and beyond the bowl.”

Ludmer adds an important distinction – that fiber in most cereals comes naturally from whole grains which helps promote digestive health. Some of the most popular Kellogg’s cereals that are good or excellent sources of fiber include All-Bran Original (12g per serving), Kashi Go Original (12g per serving), Kellogg’s Raisin Bran (7g per serving) and Frosted Mini-Wheats (6g per serving).

Here are a few ways simply adding these cereals to a snack can be a great “fiber hack.”

No-Bake 5-Minute Kellogg’s Raisin Bran “Oatmeal” Cookies (Amy Shapiro, MS, RD)

3-4g fiber per 2 piece serving

• 1 cup slightly crushed Kellogg’s Raisin Bran®
• ¼ cup peanut, almond or sunflower seed butter
• 1 tablespoon honey
• 1 tablespoon ground flaxseed
• 1 tablespoon hemp seeds

Mix well. Scoop into 2-tablespoon balls and refrigerate for 20 minutes. Enjoy immediately or store in the freezer for later.

Fiber Fueled Trail Mix (Amy Shapiro, MS, RD)

~5g fiber per ½ cup

• ¼ cup your favorite nuts
• 2 tablespoons shredded coconut
• ⅔ cup Kellogg’s® All-Bran® Original Cereal
• 1 cup air-popped popcorn

Mix to your preference and store in large container to share or individual grab and go option.

Press ‘N Crunch Bites (Mandy Enright, MS, RDN)

~10g fiber

• 2 tbsp peanut butter
• 1 apple cut into slices
• ¼ cup Kashi GO® Chocolate Crunch

Spread peanut butter on fruit like prunes, dates or apple slices and then press the peanut butter side into a small bowl filled with 1/4 cup of cereal like Kashi GO® Chocolate Crunch clusters. This crunchy layer adds up to 3 additional grams of fiber plus a little extra protein.

Crunchy Crouton Swap (Mandy Enright, MS, RDN)

10g fiber

• 1 cup mixed greens topped with ½ cup mandarin oranges and your favorite protein
• 1/4-cup Kellogg’s® All-Bran® Original Cereal (in place of croutons or crunchy noodles)

Click here for more recipes using Kellogg’s cereals and visit www.wkkellogg.com for more information on the complete portfolio and new ‘SPOONS’ navigation tool created to make eating well easy.

¹ US Department of Agriculture; Agricultural Research Service. What We Eat in America: Nutrient intakes from food by gender and age. National Health and Nutrition Examination Survey (NHANES) 2009-10 http://www.ars.usda.gov/Sp2userfiles/Place/12355000/Pdf/0910/Table_1_Nin_Gen_09.Pdf
²Quagliani, D., & Felt-Gunderson, P. (2017). Closing America’s fiber intake gap: Communication strategies from a food and fiber summit. American Journal of Lifestyle Medicine, 11(1), 80–85. https://doi.org/10.1177/1559827615588079

ABOUT WK KELLOGG CO
At WK Kellogg Co, we bring our best to everyone, every day through our trusted foods and brands. Our journey began in 1894, when our founder W.K. Kellogg reimagined the future of food with the creation of Corn Flakes, changing breakfast forever. Our iconic brand portfolio includes Kellogg’s Frosted Flakes®, Rice Krispies®, Froot Loops®, Kashi®, Special K®, Kellogg’s Raisin Bran®, and Bear Naked®. With a presence in the majority of households across North America, our brands play a key role in enhancing the lives of millions of consumers every day, promoting a strong sense of physical, emotional and societal wellbeing. Our beloved brand characters, including Tony the Tiger® and Toucan Sam®, represent our deep connections with the consumers and communities we serve. Through our sustainable business strategy – Feeding Happiness® – we aim to build healthier and happier futures for families, kids and communities. We are making a positive impact, while creating foods that bring joy and nourishment to consumers. For more information about WK Kellogg Co and Feeding Happiness, visit www.wkkellogg.com.

SOURCE WK Kellogg Co

For further information: WK Kellogg Co Media Hotline, media.hotline@wkkellogg.com, (269) 401-3002

2026 is shaping up to be a pivotal year for CDP disclosures, with major updates, new scoring opportunities, and tighter expectations across the climate, nature, and water sectors. Whether you’re a corporate responder or a small and medium-sized enterprise (SME), early preparation is key to achieving top scores in this year’s cycle. Below are five key insights every company should know about CDP submissions this year.

1. CDP is deepening alignment with global frameworks.

   This year, CDP is continuing alignment with frameworks like the Taskforce on Nature-related Financial Disclosures (TNFD) and International Financial Reporting Standards (IFRS). On a relevant note, A-level scores will increasingly emphasize demonstrable action, not just commitments, toward sustainable practices and goals, such as Science Based Targets for Nature (SBTN). Additionally, the minimum disclosure requirements (Essential Criteria) will be enhanced and still be mandatory to increase scoring levels.

2. Several significant dates will happen this year.

   These key milestones are important for companies preparing their CDP disclosures and aiming to achieve high scores in 2026 and beyond.

   • April: Guidance and scoring methodology will be released in April, offering companies clarity on what is expected for this year’s submissions. This release will help organizations understand how their responses will be evaluated and allow them to prepare accordingly.
   • Week of June 15: The response window for CDP submissions opens the week of June 15, marking the official start for organizations to submit their disclosures. It is advisable to begin drafting and compiling information early so that responses can be submitted promptly once the window opens.
   • Week of September 14: Scored responses are due the week of September 14, which means companies seeking to be formally evaluated must ensure their submissions are completed by this deadline. Meeting this cutoff is critical for those aiming for A-level scores under the new CDP criteria.
   • Week of October 26: Unscored responses must be submitted by the week of October 26, providing a final opportunity for organizations to disclose their environmental impacts even if they are not seeking a formal score. This deadline is important for companies that want their data included in CDP’s public records but are not competing for scored recognition.

3. Updates for corporate responders

   We’ve identified five main themes influencing the most significant CDP updates for corporate responders in 2026.

   • The integrated CDP disclosure framework will introduce ocean-related questions.
     • In 2026, the integrated CDP disclosure framework will add ocean-related questions, highlighting the global ocean’s importance in climate, biodiversity, and supply chains. Companies must disclose their impacts, dependencies, and strategies regarding ocean resources, including marine pollution, sustainable sourcing, and ecosystem protection. This change encourages organizations to address ocean health in their environmental reporting.
   • Cocoa, coffee, and rubber are now scored commodities.
     • Beginning in 2026, cocoa, coffee, and rubber will be added to CDP’s scored commodities, alongside cattle, palm oil, soy, and timber. Companies handling these materials will be assessed for deforestation risk, supply chain transparency, and sustainability. This expansion aims to improve coverage of major land-use drivers and motivate action on more high-impact products.
   • Forest reporters should expect reporting on deforestation and no-conversion targets.
     • Forest reporters will face stricter disclosure requirements on deforestation and no-conversion (also called “conversion-free”) targets in 2026. Organizations must clearly report their commitments and outcomes related to stopping deforestation and converting natural ecosystems. These disclosures support accountability and bolster global climate and biodiversity goals.
   • Plastics disclosures will continue to be improved.
     • Plastics disclosures in the 2026 CDP cycle will include expanded questions and criteria on plastic production, use, and waste. Companies will need to share more detailed data about packaging, recycled content, reduction efforts, and pollution strategies.
   • CDP is asking broader adaptation and resilience questions.
     • CDP disclosures for 2026 will require organizations to outline their strategies for managing climate risks and boosting resilience. Topics will include risk assessment, business continuity, infrastructure investment, and community engagement. The goal is to ensure companies address both environmental impacts and adaptation to climate-related risks.

4. Specific updates for SME responders

   CDP launched a dedicated SME questionnaire in 2024 for more tailored disclosures. In 2026, CDP will update a few key reporting categories, including SME Forests and Water Security and SME Climate Change scoring, while also providing overall improved SME guidance.

   • Expect enhanced questions about forest and water security.
     • The SME questionnaire will expand to cover nature-related topics alongside climate change, adding specific questions on Forests and Water Security. Previously, these areas were only addressed in integrated questions. This update aims to enhance supply chain transparency and equip SMEs with tools for responding to increasing nature-related data requests. SMEs can choose which environmental issues to disclose during questionnaire setup.
   • SMEs are now eligible for SME A scores.
     • SMEs can now earn an “SME A score” for climate change, whereas previously, the highest score was SME B. This update gives SMEs a chance to showcase their progress in tackling climate issues and sets out a straightforward path for improvement over time. Best practice actions are those considered achievable and realistic for SMEs, based on input from CDP external consultations, analysis of previous disclosures, along with climate standards, frameworks, and initiatives relevant to SMEs.
5. Preparation steps to start now
   • Focus on annual GHG inventory updates.
     • CDP requests emissions inventory data in accordance with the GHG Protocol Corporate Standard, Scope 2 Guidance, and Corporate Value Chain (Scope 3) Standard. Providing emissions data to CDP is becoming essential if trying to keep up with higher level scoring through CDP. This will only gain complexity over time as CDP is actively observing the ongoing updates to the GHG Protocol’s corporate standards and guidance documentation year over year. Companies that have a solid handle on their GHG inventory will be better able to respond to and report on emissions per CDP requirements.
   • Leverage target-setting activities, such as SBTN, for freshwater, land, biodiversity, and ocean commitments.
     • Global standards are influencing expectations for corporate climate and nature reporting. CDP’s questionnaires adapt to regulatory changes, and the 2026 updates will enhance alignment with Science-based Targets initiative (SBTi), SBTN, TNFD, Ellen MacArthur Foundation’s plastics commitment, and GRI standards.
     • Many organizations are adopting the SBTN five-step approach to assess, prioritize, set targets, act, and track. CDP aims to encourage adoption of this framework in organizations and so has integrated questions within Module 2 (Identification, Assessment and Management of Dependencies, Impacts, Risks, and Opportunities) of the CDP questionnaire that align with the SBTN Assess step. Additional alignment for water specific targets can also be reported this year within Module 9 (Environmental Performance – Water Security).  
   • Start understanding how to integrate data requirements in 2026 for GHG Land Sector and Removals.
     • The GHG Protocol’s Agriculture Guidance will be replaced by the new Land Sector & Removals Standard (LSRS). LSRS outlines requirements for reporting and tracking GHG emissions, CO2 removals, and related metrics from land sector activities and removal technologies. CDP will not require organizations to submit quantitative data under LSRS in 2026 but will help them prepare for future reporting aligned with the standard.
   • Track deforestation or non-conversion activities and commitments in your value chain.
     • Organizations reporting on forest-related matters should prepare for forthcoming revisions to their no-deforestation and no-conversion targets to remain aligned with leading standards and frameworks, such as SBTN. Currently, corporate entities disclose commodity-specific objectives for deforestation- and conversion-free production and sourcing within Module 8 (Environmental Performance – Forests). In 2026, reporting requirements for no-deforestation and no-conversion targets will undergo modifications to ensure consistency with updated standards and frameworks, which will impact reporting across the entire value chain.

Final Notes

The 2026 CDP reporting cycle brings more significant change since the initial shift to the integrated questionnaire, with expanded scope across climate, nature, water, forests, oceans, and plastics. Companies that begin preparing now — with a special focus on data quality, standards alignment, and target setting — will be best positioned to secure top scores and demonstrate true environmental leadership.

READ MORE

Author

Stephanie Ellis, Senior Project Manager

 

About SCS Consulting Services

SCS Consulting Services helps companies implement transformative sustainability solutions that drive meaningful change. SCS Consulting Services is the independent sustainability consulting arm of the Scientific Certification Systems (SCS) organization. Our experts leverage four decades of deep experience in sustainability and an unwavering commitment to scientific rigor, credibility, and transparency. We specialize in working closely with clients to build and execute on a sustainability strategy that both drives positive impacts and builds business resiliency in the face of a rapidly changing climate and business environment. Services include climate strategy, accounting and reporting, sustainability reporting, supply chain solutions, ESG management, due diligence and regulatory compliance services.

2026 is shaping up to be a pivotal year for CDP disclosures, with major updates, new scoring opportunities, and tighter expectations across the climate, nature, and water sectors. Whether you’re a corporate responder or a small and medium-sized enterprise (SME), early preparation is key to achieving top scores in this year’s cycle. Below are five key insights every company should know about CDP submissions this year.

1. CDP is deepening alignment with global frameworks.

   This year, CDP is continuing alignment with frameworks like the Taskforce on Nature-related Financial Disclosures (TNFD) and International Financial Reporting Standards (IFRS). On a relevant note, A-level scores will increasingly emphasize demonstrable action, not just commitments, toward sustainable practices and goals, such as Science Based Targets for Nature (SBTN). Additionally, the minimum disclosure requirements (Essential Criteria) will be enhanced and still be mandatory to increase scoring levels.

2. Several significant dates will happen this year.

   These key milestones are important for companies preparing their CDP disclosures and aiming to achieve high scores in 2026 and beyond.

   • April: Guidance and scoring methodology will be released in April, offering companies clarity on what is expected for this year’s submissions. This release will help organizations understand how their responses will be evaluated and allow them to prepare accordingly.
   • Week of June 15: The response window for CDP submissions opens the week of June 15, marking the official start for organizations to submit their disclosures. It is advisable to begin drafting and compiling information early so that responses can be submitted promptly once the window opens.
   • Week of September 14: Scored responses are due the week of September 14, which means companies seeking to be formally evaluated must ensure their submissions are completed by this deadline. Meeting this cutoff is critical for those aiming for A-level scores under the new CDP criteria.
   • Week of October 26: Unscored responses must be submitted by the week of October 26, providing a final opportunity for organizations to disclose their environmental impacts even if they are not seeking a formal score. This deadline is important for companies that want their data included in CDP’s public records but are not competing for scored recognition.

3. Updates for corporate responders

   We’ve identified five main themes influencing the most significant CDP updates for corporate responders in 2026.

   • The integrated CDP disclosure framework will introduce ocean-related questions.
     • In 2026, the integrated CDP disclosure framework will add ocean-related questions, highlighting the global ocean’s importance in climate, biodiversity, and supply chains. Companies must disclose their impacts, dependencies, and strategies regarding ocean resources, including marine pollution, sustainable sourcing, and ecosystem protection. This change encourages organizations to address ocean health in their environmental reporting.
   • Cocoa, coffee, and rubber are now scored commodities.
     • Beginning in 2026, cocoa, coffee, and rubber will be added to CDP’s scored commodities, alongside cattle, palm oil, soy, and timber. Companies handling these materials will be assessed for deforestation risk, supply chain transparency, and sustainability. This expansion aims to improve coverage of major land-use drivers and motivate action on more high-impact products.
   • Forest reporters should expect reporting on deforestation and no-conversion targets.
     • Forest reporters will face stricter disclosure requirements on deforestation and no-conversion (also called “conversion-free”) targets in 2026. Organizations must clearly report their commitments and outcomes related to stopping deforestation and converting natural ecosystems. These disclosures support accountability and bolster global climate and biodiversity goals.
   • Plastics disclosures will continue to be improved.
     • Plastics disclosures in the 2026 CDP cycle will include expanded questions and criteria on plastic production, use, and waste. Companies will need to share more detailed data about packaging, recycled content, reduction efforts, and pollution strategies.
   • CDP is asking broader adaptation and resilience questions.
     • CDP disclosures for 2026 will require organizations to outline their strategies for managing climate risks and boosting resilience. Topics will include risk assessment, business continuity, infrastructure investment, and community engagement. The goal is to ensure companies address both environmental impacts and adaptation to climate-related risks.

4. Specific updates for SME responders

   CDP launched a dedicated SME questionnaire in 2024 for more tailored disclosures. In 2026, CDP will update a few key reporting categories, including SME Forests and Water Security and SME Climate Change scoring, while also providing overall improved SME guidance.

   • Expect enhanced questions about forest and water security.
     • The SME questionnaire will expand to cover nature-related topics alongside climate change, adding specific questions on Forests and Water Security. Previously, these areas were only addressed in integrated questions. This update aims to enhance supply chain transparency and equip SMEs with tools for responding to increasing nature-related data requests. SMEs can choose which environmental issues to disclose during questionnaire setup.
   • SMEs are now eligible for SME A scores.
     • SMEs can now earn an “SME A score” for climate change, whereas previously, the highest score was SME B. This update gives SMEs a chance to showcase their progress in tackling climate issues and sets out a straightforward path for improvement over time. Best practice actions are those considered achievable and realistic for SMEs, based on input from CDP external consultations, analysis of previous disclosures, along with climate standards, frameworks, and initiatives relevant to SMEs.
5. Preparation steps to start now
   • Focus on annual GHG inventory updates.
     • CDP requests emissions inventory data in accordance with the GHG Protocol Corporate Standard, Scope 2 Guidance, and Corporate Value Chain (Scope 3) Standard. Providing emissions data to CDP is becoming essential if trying to keep up with higher level scoring through CDP. This will only gain complexity over time as CDP is actively observing the ongoing updates to the GHG Protocol’s corporate standards and guidance documentation year over year. Companies that have a solid handle on their GHG inventory will be better able to respond to and report on emissions per CDP requirements.
   • Leverage target-setting activities, such as SBTN, for freshwater, land, biodiversity, and ocean commitments.
     • Global standards are influencing expectations for corporate climate and nature reporting. CDP’s questionnaires adapt to regulatory changes, and the 2026 updates will enhance alignment with Science-based Targets initiative (SBTi), SBTN, TNFD, Ellen MacArthur Foundation’s plastics commitment, and GRI standards.
     • Many organizations are adopting the SBTN five-step approach to assess, prioritize, set targets, act, and track. CDP aims to encourage adoption of this framework in organizations and so has integrated questions within Module 2 (Identification, Assessment and Management of Dependencies, Impacts, Risks, and Opportunities) of the CDP questionnaire that align with the SBTN Assess step. Additional alignment for water specific targets can also be reported this year within Module 9 (Environmental Performance – Water Security).  
   • Start understanding how to integrate data requirements in 2026 for GHG Land Sector and Removals.
     • The GHG Protocol’s Agriculture Guidance will be replaced by the new Land Sector & Removals Standard (LSRS). LSRS outlines requirements for reporting and tracking GHG emissions, CO2 removals, and related metrics from land sector activities and removal technologies. CDP will not require organizations to submit quantitative data under LSRS in 2026 but will help them prepare for future reporting aligned with the standard.
   • Track deforestation or non-conversion activities and commitments in your value chain.
     • Organizations reporting on forest-related matters should prepare for forthcoming revisions to their no-deforestation and no-conversion targets to remain aligned with leading standards and frameworks, such as SBTN. Currently, corporate entities disclose commodity-specific objectives for deforestation- and conversion-free production and sourcing within Module 8 (Environmental Performance – Forests). In 2026, reporting requirements for no-deforestation and no-conversion targets will undergo modifications to ensure consistency with updated standards and frameworks, which will impact reporting across the entire value chain.

Final Notes

The 2026 CDP reporting cycle brings more significant change since the initial shift to the integrated questionnaire, with expanded scope across climate, nature, water, forests, oceans, and plastics. Companies that begin preparing now — with a special focus on data quality, standards alignment, and target setting — will be best positioned to secure top scores and demonstrate true environmental leadership.

READ MORE

Author

Stephanie Ellis, Senior Project Manager

 

About SCS Consulting Services

SCS Consulting Services helps companies implement transformative sustainability solutions that drive meaningful change. SCS Consulting Services is the independent sustainability consulting arm of the Scientific Certification Systems (SCS) organization. Our experts leverage four decades of deep experience in sustainability and an unwavering commitment to scientific rigor, credibility, and transparency. We specialize in working closely with clients to build and execute on a sustainability strategy that both drives positive impacts and builds business resiliency in the face of a rapidly changing climate and business environment. Services include climate strategy, accounting and reporting, sustainability reporting, supply chain solutions, ESG management, due diligence and regulatory compliance services.

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.

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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.

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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.

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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.”

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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.

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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.

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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.

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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.

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“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.”

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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.

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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.