Published by Action Against Hunger.

NEW YORK, August 26, 2025 /3BL/ – At least 150,000 people remain without running water across the South of Lebanon after Israeli attacks damaged and destroyed swathes of water sanitation and hygiene (WASH) facilities since the beginning of the conflict in Lebanon in October 2023, according to a report from Action Against Hunger and Insecurity Insight released today.

The report, When Bombs Turn the Taps Off: The Impact of Conflict on Water Infrastructure in Lebanon, found there had been devastating immediate and long-term impacts of repeated attacks by Israeli forces on Lebanese water infrastructure between October 2023 and April 2025. Six months after the fragile ceasefire, more than 30villages remain without any connection to running water.

These attacks have seen long term disruption to supplies of fresh water, dependence on water trucking that many people cannot afford and, according to the world bank, losses estimated at US$171 million across the water, wastewater and irrigation sectors.

In the Nabatieh and South governorates alone, at least 26 water pumping and 28 water pipeline networks have been moderately damaged since October 2023. While the majority of water infrastructure damage occurred in South Lebanon, Baalbeck’s Schmustar town in the Bekaa also remains without running water, with one well completely destroyed and five others partially damaged — leaving thousands of residents dependent on a water tank that fills to just 20% of its capacity.

“The attacks had devastating consequences for farmers, as water shortages impacted irrigation and food production,” said Insecurity Insight Director Christina Wille. “More than 82% of the farmers interviewed in South Lebanon during the research said they couldn’t get enough water to irrigate their crops or to give drinking water to their livestock.”

Action Against Hunger country director Suzanne Takkenberg said, as a scorching summer takes hold across the region, increased risks of an outbreak of waterborne diseases are also heightened. “The dry season, coupled with the lack of access to water caused by the attacks, forces vulnerable communities to resort to utilizing unsafe or contaminated water sources for their daily needs. This brings the very real risk of disease,” said Suzanne.

Dr. Wassim Daher, Director General of the Southern Lebanon Water Establishment said damages sustained by the Israeli attacks on water infrastructure have affected thousands of people closest to the border.

“The experts in our team estimated that 90% of the water services within 5km of the southern Lebanese border are disrupted. A further 92,000 people who used to live in these areas before October 2023 have not returned due to the destruction and lack of essential services,” Dr. Daher said.

The agencies recall that all parties to the conflict have clear obligations under IHL to protect objects indispensable to the survival of the civilian population, including water installations. The agencies call on urgent action to be taken to restore water connections to communities. The agencies also call for all parties to the conflict to comply with the ceasefire agreement.

***

Action Against Hunger supported over 190,000 people in Lebanon in 2023 through health and nutrition, food security, and water, sanitation, and hygiene (WASH) programs. Our WASH initiatives include hygiene kits, awareness programs, and critical infrastructure rehabilitation to address water and sanitation emergencies. Our health and nutrition services include counseling on child feeding, distributing micronutrient powder, and screening for malnutrition. To improve food security, we assist thousands of people through cash-for-work initiatives and cash-based food assistance.

Published by Las Vegas Sands on May 28, 2025

LAS VEGAS, August 26, 2025 /3BL/ – Las Vegas Sands (NYSE: LVS) has contributed $300,000 through the Sands Cares global community engagement program to Nevada Partnership for Homeless Youth (NPHY) in support of its mission to combat the critical issue of youth homelessness in Nevada.

Sands’ long-term partnership with NPHY, which began in 2014 and has encompassed $2.9 million in funding for the organization, is one of the company’s top community engagement priorities in its Las Vegas corporate headquarters.

The 2025 Sands Cares donation continues support for three core strategies: meeting the immediate needs of youth in crisis with funding for NPHY’s outreach efforts, emergency shelter and housing programs; building lasting solutions to address youth homelessness with a portion of the contribution earmarked to help NPHY strengthen organizational capacity; and fueling advocacy and awareness initiatives with funding designated for the Movement to End Youth Homelessness, including the annual Nevada Youth Homelessness Summit and a new Movement Youth Action Board.

According to the U.S. Department of Housing and Urban Development, youth homelessness in Clark County increased 34% from 2023 to 2024. Statewide, the number of young people experiencing homelessness increased by 27% from 2023 to 2024. In addition, homelessness risk factors have accelerated as Nevada is facing the most extreme shortage of affordable housing in the nation, with only 17 affordable rentals available for every 100 extremely low-income rental households, according to the National Low Income Housing Coalition.

“Over the past decade, Sands has been a key part of our growth and transformation by helping to nurture our objectives through both funding and involvement in strategic programs,” NPHY CEO Arash Ghafoori said. “Our vision has been to address the systems-level change that must happen to truly impact youth homelessness, while growing and enhancing our youth programs and the capabilities of our organization. Sands has been with us every step of the way, contributing to our efforts to become a more sophisticated organization that is well-equipped to work with the growing number of youth in Nevada facing homelessness, along with a formidable leader in the fight to address this serious crisis in our community.”

With Sands Cares’ support, NPHY served 681 youths across its programs in fiscal year 2023-2024, and the 2025 contribution continues underwriting for NPHY’s comprehensive continuum of care for young people experiencing homelessness, which includes outreach efforts, Safe Place mobile crisis intervention, family reunification, the drop-in center and housing programs spanning emergency shelter, transitional housing and rapid-re-housing.

The 2025 Sands Cares funding also is providing NPHY with capacity-building resources, enabling the organization to further its programmatic work with youth while adding new positions to support the growth of NPHY’s development, communications, systems-level and advocacy work.

Finally, the Sands Cares investment again is empowering NPHY’s leadership of the Movement to End Youth Homelessness centering on the Nevada Youth Homelessness Summit, which has been presented annually by NPHY and Sands since 2017. In addition, funding is supporting the development of NPHY’s Movement Youth Action Board, which aims to ensure young people with lived experience of homelessness can provide leadership on solutions and systemic change; the re-vamp of the Movement’s website to streamline advocacy learning; and NPHY’s advocacy goals for the 2025 Nevada legislative session.

“We have seen NPHY greatly accelerate the fight to end youth homelessness on numerous fronts – from helping define a pathway toward bright futures for youths in crisis to leading the statewide charge for responding to Nevada’s high incidence rates through collaboration, advocacy and policy change,” Ron Reese, senior vice president of global communications and corporate affairs, said. “Our continued support stems from our commitment to solving the youth homelessness crisis, and the confidence we have in NPHY’s vision and leadership.”

The Sands Cares partnership with NPHY and Sands’ dedication to addressing youth homelessness falls under the company’s priority on providing hardship relief for disadvantaged populations. To learn more about the Sands Cares community engagement program, visit https://www.sands.com/responsibility.

To learn more about Nevada Partnership for Homeless Youth, visit nphy.org.

# # #

About Sands (NYSE: LVS)

Sands is the leading global developer and operator of integrated resorts. The company’s iconic properties drive valuable leisure and business tourism and deliver significant economic benefits, sustained job creation, financial opportunities for local businesses and community investment to help make its host regions ideal places to live, work and visit.

Sands’ portfolio of properties includes Marina Bay Sands® in Singapore and The Venetian® Macao, The Londoner Macao®, The Parisian Macao®, The Plaza Macao and Four Seasons Hotel Macao, and Sands® Macao in Macao SAR, China, through majority ownership in Sands China Ltd.

Dedicated to being a leader in corporate responsibility, Sands is anchored by the core tenets of serving people, communities and the planet. The company’s ESG leadership has led to inclusion on the Dow Jones Sustainability Indices for World and North America. To learn more, visit www.sands.com.

About Nevada Partnership for Homeless Youth

NPHY is the most comprehensive service provider for the thousands of homeless youth in Southern Nevada, serving hundreds of youth through core programs and touching the lives of thousands more through outreach each year. NPHY’s programs stabilize homeless teens’ lives, meeting their immediate needs and providing a safe, supportive environment and a path to self-sufficiency. Through work with homeless youth, NPHY creates productive, healthy adults who contribute to society. Strengthening and complementing the high-quality direct services for homeless youth, NPHY is dedicated to advocating with and for the Las Vegas Valley’s homeless youth population and serves as a leader in systems-level efforts to eliminate homelessness among Nevada’s youth. For more information or to support our life-changing work for homeless youth, please visit www.nphy.org.

Contacts:

Kristin Koca
Sands
702.923.9142
Kristin.Koca@sands.com

Lanette Rivera
Nevada Partnership for Homeless Youth
702.688.1013
lanette@nphy.org

Cummins

First published by International Mining, April 2025

The mining industry is witnessing a pivotal shift in the way engine performance is managed. Through early detection of performance irregularities and potential faults, digital solutions now play a key role in preventing catastrophic failures and minimizing costly repairs. By keeping engines running at optimal levels, these evolving technologies underscore a new era of reliability in mining.

Connected diagnostics technology is not new, but it is evolving to create even greater benefits for the industry. Embracing these advancements will be crucial for miners looking to optimize their operations and stay ahead of the curve.

Why Digital Solutions?

Mining engines are large both in size and cost, yet many operators still rely on outdated IoT systems that offer little insight into efficiency or early warning signs of failure. Without access to real-time data, minor issues can go unnoticed until they become critical.

Modern digital platforms solve this problem by offering live insights into engine and systems performance. Cummins’ PrevenTech® takes this further with proprietary datasets, only interpretable by Cummins, providing detailed breakdowns of equipment health. This function enables precise, proactive intervention that maximizes uptime and cuts down on expensive breakdowns.

Unexpected engine failures in remote or harsh mining environments can not only be expensive, but increase exposure for miners to potential hazards; avoiding these breakdowns offers critical peace of mind. Early fault detection therefore helps operators address minor issues before they escalate, improving both equipment reliability, total cost of ownership (TCO) and on-site safety.

Building better

Beyond day-to-day monitoring, Cummins PrevenTech® also informs Cummins’ engineering design cycle. By integrating field data into the design process, Cummins can optimize product performance at scale and improve the reliability of vital components in products. The result is a wealth of targeted, secure insights that help build better, more efficient power solutions.

Mining smarter with advanced prognostics

Through the latest technology advancements, Cummins is enhancing the accuracy and interpretation of its collected information, allowing systems to learn from live data and dynamically adapt operationally to mining-specific conditions. This innovation ensures equipped applications can operate at peak performance, paving the way for a more intelligent, efficient, and sustainable mining industry.

In a recent, real world case study, Cummins used AI to analyze over 80 million data points from 50 trucks powered by the QSK60 engine. This in-depthanalysis of a large data set uncovered performance gaps due to system operational inefficiencies that might otherwise not have been detected, or at least over a much shorter timeframe than if not available.

In this case, advanced diagnostics pinpointed faulty components and, after replacing them, fleet speed improved by 0.3 km/h and productivity by 1%. Cummins also slashed injector tip failure downtime in engines by 97% through analysis of Connected Diagnostics data, reducing repair time dramatically from 120 hours to just four.

These results led to millions in cost savings for miners, clearly demonstrating how data-driven decision-making can boost efficiency.

Embracing future technologies now 

To keep mining safe, efficient, and profitable, fleets need today’s digital solutions. But it’s the forward-thinking adoption of cutting-edge advanced analytics that Cummins believes will distinguish tomorrow’s leading operators.

“Data-driven predictive maintenance isn’t the future — it’s the present, and those who embrace it will lead the industry forward.” says Arul Antony, Engineering Leader at Cummins. “We analyze billions of data points so you can focus on what matters – safety, efficiency, and profitable mining.”

Originally published in Principal Financial Group 2024 Sustainability Report

Our global sustainable investment products

We’re seeing institutional investors around the world become more interested in sustainable investment products—and we’re responding.

Our approach

As a global asset manager, we’ve focused on converting and launching new funds for clients whom sustainability is a key consideration and to comply with greater expectations of sustainability standards from regulators.

Our actions and performance in 2024

In 2024, we launched six new sustainable investing products, three we consider to have enhanced ESG integration features and three thematic strategies.

Of the six new products launched, two are Article 8 products under the EU’s Sustainable Finance Disclosure Regulation (SFDR). We also converted four existing products to Article 8 status and one existing product to Article 9 status under the EU’s Sustainable Finance Disclosure Regulation (SFDR).

We’ve launched products in 2024 that help us meet our clients’ preferences.

  • Spectrum Asset Management launched two SFDR Article 8 UCITS Funds, Principal High Grade Capital Securities Fund and Principal Capital Securities Fund, expanding our ESG Integration Enhanced Features product offering. Both of these funds consider greenhouse gas emissions reduction and transitioning to renewable sources of power. They exclude companies with significant revenue derived from the production of thermal coal and direct producers of controversial chemicals such as herbicides and pesticides deemed as health hazards.
     
  • In Malaysia, we launched the Principal Sustainable Conservative Bond Fund, which focuses on reducing carbon emissions by investing in a portfolio of low carbon intensity bonds, helping foster the transition to a net zero carbon economy in the long run. We’ve classified this fund as ESG Integration Enhanced Features.
     
  • The Global Climate and Environment strategy is a thematic product that invests in companies with net zero ambitions and a focus on decoupling economic growth from environmental degradation.
     
  • There are large and long-term structural investment opportunities that come from the transition, with innovations in green hydrogen, energy efficiency improvements, and deployment of renewable energy. Companies that will deliver these solutions are set to gain material opportunities to create value over the coming decades.
     
  • The Global Sustainable Food and Biodiversity Fund is an SFDR Article 9 thematic fund that invests in equity securities of companies that deliver the solutions to feeding the world sustainably. It aligns with Sustainable Development Goals (SDGs) focused on responsible consumption and production (SDG 12), good health and well-being (SDG 3), contributing to improved nutrition, reduced hunger (SDG 2) and clean water and sanitation (SDG 6), largely through irrigation.
     

As of the end of 2024, we offer 28 ESG Integration Enhanced Features strategies and six Thematic strategies.

As of December 31, 2024, Article 8/9 assets under the EU’s Sustainable Finance Disclosure Regulation (SFDR) totaled $17.63 billion.1

What’s next

As global regulations continue to focus on climate disclosures, we’ll keep our pulse on products that aim to mitigate and adapt to our changing climate. Energy and infrastructure resilience are key contributors to a low carbon transition. They also positively contribute to national security, a politically neutral theme to consider in this increasingly polarized political landscape. Aligned to the growing requirements of our clients, we continue to ideate on additional development of products with sustainability characteristics, especially in Europe and Asia.

Principal Asset Management was named a Best Place to Work in Money Management for the 13th consecutive year by Pensions & Investments (December 2024).2

To learn more, read the Principal Financial Group 2024 Sustainability Report.

Insurance products issued by Principal National Life Insurance Co (except in NY) and Principal Life Insurance Company®. Plan administrative services offered by Principal Life. Principal Funds, Inc. is distributed by Principal Funds Distributor, Inc. Securities offered through Principal Securities, Inc., member SIPC and/or independent broker/dealers. Referenced companies are members of the Principal Financial Group®, Des Moines, IA 50392.

1AUM representative of Principal Asset Management – Investment Management as of December 31, 2024. Principal Asset ManagementSM is the trade name of Principal Global Investors, LLC.

2The firm paid an application fee to be considered for the award.

SANTA ROSA, Calif., August 26, 2025 /3BL/ – Keysight Technologies, Inc. (NYSE: KEYS), has been recognized as one of the World’s Most Sustainable Companies of 2025, listed in the second edition rankings from TIME and Statista. This is Keysight’s second consecutive year of inclusion on the ranking of the top 500 most sustainable companies, and the company is proud to announce that it has significantly improved its position in this year’s rankings, rising from 247th in 2024 to 127th in 2025. Keysight is also proud to announce that it ranked 11th within the electronics, hardware, and equipment sector. This recognition highlights Keysight’s continued commitment to sustainability and responsible business practices.

The World’s Most Sustainable Companies of 2025 evaluates over 5,000 global enterprises across more than 30 countries. Companies were assessed using more than 20 key performance indicators, including:

  • Transparency and alignment with international reporting standards
  • Environmental impact, such as emissions reduction and renewable energy initiatives
  • Social responsibility metrics
  • External sustainability ratings and commitments from reputable organizations

Companies received a composite score through this multi-layered evaluation, and the top 500 — determined further by revenue, market capitalization, and public prominence — earned placement on this year’s rankings.

Based on the results, Keysight is pleased to be recognized on TIME’s list of the World’s Most Sustainable Companies of 2025.

Jodi Juskie, Senior Vice President and Chief People Officer, Keysight, said: “This honor from TIME and Statista underscores our commitment to operating with transparency, driving innovation with purpose, and delivering real — and measurable — benefits to our customers, stakeholders, and the planet. At Keysight, corporate social responsibility is a fundamental component of our strategy and company culture, guiding our actions as an organization.”

Resources:

About Keysight Technologies   

At Keysight (NYSE: KEYS), we inspire and empower innovators to bring world-changing technologies to life. As an S&P 500 company, we’re delivering market-leading design, emulation, and test solutions to help engineers develop and deploy faster, with less risk, throughout the entire product life cycle. We’re a global innovation partner enabling customers in communications, industrial automation, aerospace and defense, automotive, semiconductor, and general electronics markets to accelerate innovation to connect and secure the world. Learn more at Keysight Newsroom and www.keysight.com

Contacts 

Andrea Mueller
Americas / Europe
andrea.mueller@keysight.com

Fusako Dohi, Asia
+81 42 660–2162
fusako_dohi@keysight.com

Read the 2025 Wesco Sustainability Report here

Our Sustainability Approach

Wesco is recognized as a premier distribution and supply chain services company with a history of success in meeting our customer needs and integrating sustainability into our operations. Over the decades, we have been committed to operating responsibly with our customers, suppliers and the communities in which we operate. Our approach to sustainability is focused on reducing our own environmental impact and empowering our partners to make sustainable choices.

Our 2030 goals include reducing our greenhouse gas emissions (GHG) and reducing waste. We are continuously improving our data collection and aligning our efforts with the United Nations Sustainable Development Goals (UN SDGs), to help ensure our actions have a meaningful impact.

Lean process management and driving continual improvement are integral to Wesco’s corporate values. These principles are reinforced every day through daily management in our warehouses, to improvement of functional programs, to kaizen (a Japanese word for continuous improvement) events conducted by cross- functional teams. The Lean principles contribute to our Wesco sustainability programs as employees practice continuous improvement. This applies to operations at our own facilities, to the products and services we offer to our customers in support of their sustainability efforts and to our supplier relationships as we support them in addressing their sustainability challenges and opportunities.

Our Goals for 2030

  • Reduce U.S., U.K, and Canada absolute scope 1 and scope 2 greenhouse gas emissions by 30% from a 2021 baseline by 2030.
    • 2021 Baseline: 84,253 MTCO2e
  • Reduce landfill waste intensity by 15% across our U.S. and Canadian locations from a 2020 baseline by 2030.
    • 2020 Baseline: 0.64
  • Achieve a 15% reduction in Total Recordable Incident Rate (TRIR) by 2030 from 2020 baseline.
    • 2020 Baseline: 0.47
  • Provide 425,000 hours of safety training and development to our employees by 2030

To learn more, download the 2025 Wesco Sustainability Report here.

  • Grants will fund programs focused on protecting and improving natural environments, biodiversity and community resilience
  • Funds will benefit 19 environmental impact programs, including conservation groups and community-led initiatives
  • Over $6.6 million in environmental impact grants have been awarded over the past five years

CHARLOTTE, N.C., August 26, 2025 /3BL/ – Duke Energy today announced $550,000 in grants for environmental impact programs in North Carolina. The funding will support a variety of projects aimed at enhancing and preserving the state’s natural surroundings.

What’s happening: Nineteen programs are receiving Duke Energy Foundation grants to help bolster the natural environment of North Carolina communities through vegetation enhancement, cleanup initiatives and improvements to natural spaces.

Why it matters: Promoting a thriving natural environment is key to supporting the well-being of the communities Duke Energy serves. By uplifting community partners that are working to champion conservation efforts, Duke Energy Foundation is supporting those who know their communities best.

Zoom out: Duke Energy Foundation has provided grants totaling $6.6 million to support environmental impact programs across North Carolina over the past five years.

What they’re saying

  • Kendal Bowman, Duke Energy’s North Carolina president: “North Carolina’s natural surroundings are an asset to our communities, our residents and our economic growth. We’re proud to work alongside local nonprofits to promote our state’s natural resources and build communities that are great places to live, work and play.”
     
  • Kyle Prairie, CEO/Executive Director, Keep North Carolina Beautiful: “We are deeply grateful to Duke Energy for their generous support of the 2025 Greatest American Cleanup. Their investment in this statewide effort enables our affiliates and partners to roll up their sleeves and make a tangible impact in communities across North Carolina. Thanks to Duke Energy’s commitment, we’re not only providing the tools and resources needed to tackle litter and recycling – we’re also empowering thousands of volunteers to help create a cleaner, more beautiful North Carolina for everyone.”

Grant recipients

  • Alliance for Cape Fear Trees
     
  • Broad River Greenway
     
  • Carolina Raptor Center
     
  • Catawba County Historical Association
     
  • City of Greensboro
     
  • City of Lumberton
     
  • Daniel Jonathan Stowe Conservancy
     
  • Gateway Environmental Initiative
     
  • Happy Roots
     
  • Keep Durham Beautiful
     
  • Keep North Carolina Beautiful
     
  • North Carolina Arboretum Society
     
  • North Carolina Coastal Federation
     
  • North Carolina Wildlife Federation
     
  • Sturgeon City of Jacksonville
     
  • Town of Cary
     
  • Town of Sylva
     
  • TreesCharlotte
     
  • Wildlife & Outdoor Recreation Foundation

Duke Energy Foundation

Duke Energy Foundation provides more than $30 million annually in philanthropic support to meet the needs of communities where Duke Energy customers live and work. The Foundation is funded by Duke Energy shareholders.

Duke Energy

Duke Energy (NYSE: DUK), a Fortune 150 company headquartered in Charlotte, N.C., is one of America’s largest energy holding companies. The company’s electric utilities serve 8.6 million customers in North Carolina, South Carolina, Florida, Indiana, Ohio and Kentucky, and collectively own 55,100 megawatts of energy capacity. Its natural gas utilities serve 1.7 million customers in North Carolina, South Carolina, Tennessee, Ohio and Kentucky.

Duke Energy is executing an ambitious energy transition, keeping customer reliability and value at the forefront as it builds a smarter energy future. The company is investing in major electric grid upgrades and cleaner generation, including natural gas, nuclear, renewables and energy storage.

More information is available at duke-energy.com and the Duke Energy News Center. Follow Duke Energy on X, LinkedIn, Instagram and Facebook, and visit illumination for stories about the people and innovations powering our energy transition.

Contact: Garrett Poorman
X/Twitter: @DukeEnergyNC
24-Hour: 800.559.3853

View original content here.

Mastercard

Over the past several years, the circular economy — a system that repurposes rather than discards existing goods — has been gaining momentum, driven by a combination of powerful forces:

  • The environment: The circular model keeps waste out of landfills, captures value back into supply chains, and reduces the energy necessary to manufacture new products. As awareness of climate change and environmental risks rises, these product lifecycle considerations are coming to the forefront for consumers.
  • Regenerative: The inherent nature of the circular model means it thrives in various forms, from thrift shops, to reuse, to rentals. By connecting buyers and merchants around the world, the internet has expanded resellers’ options and extended their reach beyond local thrifters.
  • Economic resilience: For consumers, the upshot is a wider range of high-quality, affordable alternatives to brand-new merchandise. This is proving especially attractive amid turbulence from external factors like higher tariffs on certain imports.

Recently, the Mastercard Economics Institute explored the influence of these forces on the rise of circular fashion. Now, we are turning our focus to a subset of the circular economy: circular sports, or the resale of used equipment.

To isolate the impact of economic and behavioral factors on the circular sports market, we concentrated our analysis on merchants who specialize in used sports equipment, although it is also widely sold at general-purpose online marketplaces and second-hand stores.

Why circular sports makes sense

Sporting equipment is a natural candidate for circular models. For starters much of it is highly durable. With a quick refurbishment, used equipment can look — and perform — almost like new. Furthermore, many of the most avid participants, eager for an edge, will regularly trade up to the latest models, defraying the costs by selling their old equipment to buyers satisfied with last year’s technology.

Also, new athletic gear can be very expensive. For example, to take up golf, you need a set of clubs, golf balls, a bag and appropriate clothing — a significant investment. But what if you discover, after giving it your best shot, that golf just isn’t your game? You could move on with less regret if you’d opted for a set of used clubs instead of investing in brand-new gear.

The benefits of circular sports for children are even clearer. Kids cycle through sports quickly — and they grow fast, requiring frequent gear replacements. Circular options save parents money while allowing kids to experiment with new activities. This could expand opportunities for children in underrepresented economic environments, who currently face greater barriers to participating in sports compared to their more financially included peers: the National Survey of Children’s Health indicates that only 33% of children at or below the poverty line play on a sports team or take lessons, compared to 71% of those in households with incomes at least 400% above the poverty line (about $130k for a family of four).

Tariffs reshape the market

Broader economic factors are also pushing circular sports into the mainstream. The enactment of higher tariffs on many imported sporting goods has raised prices and reduced availability. Sports equipment imported to the U.S. in May were subject to an average tariff rate of 25.8%, compared to 5.5% in 2024, based on official figures (USAtrade.census.gov). While trade negotiations continue, it’s already clear that many sporting products will carry steeper price tags.

In 2024, according to the same source, 56.6% of U.S. sporting goods imports came from China. Taiwan supplied another 12.4%; Vietnam, 9.3%; Canada, 3.4%; Mexico, 3.3%; and Thailand, 2.8%; followed by Italy, South Korea, Czechia and Japan. Together, these countries account for about 92% of U.S. imports of sports and fitness gear. China’s share has steadily fallen from 68% a decade ago; Vietnam has filled in the gap.

As the chart below shows, tariff effects vary significantly depending on the type of sporting equipment. For example, racquet sports are taking a hit: tariffs rates on pickleball and table tennis gear jumped 37% from last year; they now carry tariffs higher than 40%, as do nets and squash racquets. Golf and winter activities like snowboarding and cross-country skiing are less exposed, with tariff rates at or below 20%.

Circular sports sales are picking up speed

Analyzing Mastercard’s aggregated and anonymized transaction data, the Mastercard Economics Institute identified spending trends on used sporting equipment over the past few years.

Key insights:

  • Momentum is already building: Circular sports sales are up 11% YTD; for comparison, the total sporting goods category grew 3% YTD. After rising 6% in 2024 and 10% in 2023, sales of used sporting equipment are now nearly 30% above 2022 levels.
  • Unique seasonal spending spikes: While spending at mainstream sporting goods retailers surges during the holidays, especially on Black Friday and Christmas Eve, activity in the resale sector is more staggered. Peak spending corresponds with the start of schools’ sports seasons in the spring (and fall, to a lesser degree), with baseball gear selling particularly well.
  • Demand is highest in Northern U.S.: In 2024–2025, households in Northern U.S. states spent the most on circular sporting goods, with Alaska, Minnesota, Massachusetts, New Hampshire, Maine, Missouri, North Dakota, Vermont and Montana topping the list. What’s driving the trend? High youth sports participation rates in these states fuel demand not only for circular options but for sporting goods overall. When it comes to total sporting goods spend per household, North Dakota, Wyoming, Montana, South Dakota and New Hampshire lead the way.

The final score

The circular sports market is on an exciting trajectory, driven by environmental concerns, economic incentives — particularly tariffs — and changing consumer behavior. Niche specialty platforms to major resale marketplaces are capitalizing on this momentum, offering consumers more affordable — and more environmentally conscious — choices.

As tariffs reshape the economics of new sporting goods, the Mastercard Economics Institute expects the circular share of the market to continue to expand. Within this fertile landscape, new entrants and innovative business models are poised to thrive.

Originally published by Mastercard

Follow along Mastercard’s journey to connect and power an inclusive, digital economy that benefits everyone, everywhere.

Businesses today are operating in an environment where a discussion about climate risk must be front and center. The question is: How do companies move from simply being aware of climate risks, to taking real, strategic action? In this episode, we discuss regional climate risks, data technology, and the forward-looking planning critical for building resilience. We hear from co-host for this episode, Laura Kirkvold, Sustainability Working Group Leader with Inogen Alliance and Consultant with Antea Group USA, James Hughes, Technical Director for Climate and Resilience and Strategic Consulting at Tonkin + Taylor, Audrey Beattie, Senior Manager in the Sustainability Practice at Antea Group USA, and Michalis Lellis, Water and Environmental Specialist at Baden Consulting.

Listen now on:

Apple Podcasts

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Rethinking EHS: Global Goals. Local Delivery.

The key to a sustainable future lies in our ability to coordinate global efforts built on the foundation of local expertise. So how can those of us passionate about protecting planet and people harness this knowledge and turn it into practical solutions on a worldwide scale?

On this podcast, we’ll traverse the globe to unearth the stories of EHS and sustainability communities making an impact on the ground. We’ll share compelling stories from biodiversity and energy transition to workplace safety and more; expert insights, on topics such as PFAS and CSRD, and diverse perspectives to highlight tangible solutions and share innovative strategies to drive change.

Whether you’re an EHS practitioner, a sustainability specialist, or a leader striving to improve your organization, join us, as we explore the path forward and Rethink EHS.

Brought to you by Inogen Alliance.

During the 2025 Georgia Forestry Association Conference on Jekyll Island, I participated in a panel discussion titled “Insights from Corporate Brands on Sustainability and Transparency“. What transpired during and after that session was an incredible dialog between some of our country’s largest and most sustainable brands and the landowners and loggers who have responsibly managed Georgia’s working forests for generations. Hundreds of landowners in the room had the opportunity to hear directly from Georgia-Pacific, Mary Tucker (Walmart), Chris Weber (Kimberly-Clark), and Maureen Kline (Pirelli Tire North America) about their sustainable forestry strategies. Those of us representing these brands, in turn, had the opportunity to hear landowners talk about their efforts to be good stewards of their land for future generations, as well as the economic challenges and realities they face as small business owners. These discussions went a long way towards improving knowledge and understanding across our value chain and we should have them more often.

Forests are essential to our society. They help protect air and water quality, support plant and wildlife biodiversity, sequester carbon, offer recreational opportunities, and provide economic value. Companies like Georgia-Pacific rely on forests to produce products and services that help people improve their lives, providing solutions that create shelter, improve hygiene, facilitate the convenient delivery of food, and protect goods as they move through the supply chain. As a company that doesn’t own forests but relies on them for the wood and wood fiber used to make the building and paper products society values, we are committed to using these resources efficiently and reducing waste and helping maintain healthy forests not only in the areas in which we operate, but also in other areas where forests are at risk.

Regardless of where one stands in the value chain, we are united in our recognition of the value that forests provide and the need to manage them responsibly. In the United States, we have been managing forests sustainably. Since 1920, the U.S. population has more than tripled, while per capita GDP rose tenfold. As our society built homes, diapered babies, printed schoolbooks, and shipped goods, forested acres in the United States have remained stable. Changes in land use have been common, as certain timberlands are converted for development, infrastructure, and agricultural use when they provide higher value to their owners. Other lands are reforested or afforested when forest ecosystems are more valuable. The primary cause of forest cover loss in the U.S. is the relative value of alternative use for the land, not timber production.

Strong markets for timber and related ecosystem services create economic incentives for landowners to keep forests as forests. The reason that a log truck is pulling up to the scales right now at Georgia-Pacific’s sawmill in Warrenton, Georgia, is that someone needs a house. And when the mill cuts those logs, the reason they’re going to ship the residual chips to our pulp mill in Brunswick, Georgia, is that there’s a baby that needs a diaper. After a harvest, if a landowner has confidence that they’ll be able to sell timber from thinnings to a pulp mill 15 years from now and saw timber to a lumber mill 25 years from now, they’re more likely to replant.

Our customers, consumers, and other constituents want to do business with ethical and responsible companies and ensure that their practices aren’t contributing to deforestation. The timber industry in the United States, where GP purchases more than 90% of our wood fiber, has materially different dynamics than Brazil, where a few large companies manage millions of hectares of land. Canada is materially different from both countries, as much of their timberland is owned by the Crown, who establishes forest management expectations. As we create policies to support these objectives, we need to ensure that these policies recognize the local markets and don’t create unnecessary costs or disadvantage small family landowners in a way that leads to more land use change instead of less – the exact opposite of the policy’s intended outcome.

Forestry certification is an important part of our stewardship strategy. Georgia-Pacific holds several sustainable forestry certifications, including FSC®, SFI®, and PEFC, and maintains them through regular third-party audits across all our operating areas. When I speak of certification, I’m referring to both chain of custody, which allows brands to track certified material through the supply chain and programs like SFI Certified Sourcing and FSC Controlled Wood, which ensure responsible forest procurement practices and screen out high-risk sources.

All of Georgia-Pacific’s fiber purchases comply with procurement certification standards, ensuring legal and sustainable sourcing practices. These certificates provide evidence that our practices are sustainable but cannot be the extent of our actions to be good stewards of the resources entrusted to our care. They also must make sense for the landowners. Here in Georgia, there are more than 24 million acres of forestland, of which roughly 115,000 have FSC Forest Management certification (Source: FSC Acreage by State – 2022). That’s less than one half of one percent. Clearly, landowners haven’t seen value in taking on the administrative burden of certification, particularly if they only plan on harvesting once or twice a generation.

Some recent traceability requirements, which seek to ensure that all parcels of land that are harvested to produce a specific product are replanted, are also problematic in the context of U.S. ownership patterns. As we looked at one of Georgia-Pacific’s large pulp mills, we determined that, in any given year, more than 10,000 different landowners are providing fiber to that mill. A bit over half of these landowners send fiber directly to the mill, primarily during thinning operations, and the balance comes from sawmills who send us residual chips from logs they’ve processed. The logs and chips are mixed at scores of different sites, both GP-owned and 3rd-party. The following year, it will also be more than 10,000, with little overlap. It is therefore impossible to know which specific plot of land grew the trees for an individual roll of pulp. As a result, the policies of a single customer or country create a de facto requirement for that mill’s entire purchasing practices, potentially excluding landowners who can’t commit to replanting due to their own personal incentives.

Forest landowners in the United States have been demonstrating that they’re good stewards of their property for over a century. Private property rights, a free market, and the rule of law create incentives for them to continue to be. We should be wary of imposing broad requirements that restrict market access and unintentionally make other uses of land more attractive. Increasing knowledge of their specific supply chain puts companies in a better position to conduct sourcing in a way that supports their stewardship priorities and those of their customers. As a large U.S. forest products company, Georgia-Pacific has over 100 foresters and wood buyers who live and work in our wood basins. We have developed strong relationships with the loggers and landowners who help us to ensure that our expectations are met. This knowledge informs our Statement on Forest Stewardship and helps us to build the tools that will help us meet our customers’ expectations and continue to support a thriving forest products industry for generations to come.

License numbers: FSC-C108208, SFI-00007, PEFC/29-31-221

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