There’s another storm brewing around sustainability and for those who have been tracking the topic for years, it’s a surprising one that’s dividing opinion. In the US, there’s a movement from some organizations to minimize environmental considerations for financial investments, with some states enacting regulation to keep Sustainability off the agenda. Over in Europe, the opposite is happening with companies being taken to court in the Netherlands for not being green enough, fast enough. As a result of the Energy Efficiency Act, in Germany, all organizations must report on their goals and plan to be carbon neutral, (in line with EU regulations) by 2045. As part of this, by 2030, German organizations need to have made real progress to achieving these goals.

This contrast is striking because of the amount of awareness there is for the importance of sustainability. People should be doing their bit to reduce carbon emissions and holding their organizations and governments accountable to act sustainably too. It impacts all areas; from the small-scale decisions such as buying a new laptop; to the large scale, such as what’s in an organization’s tech stack; and then macro decisions of governments and industry.

While many organizations have embraced the need to be more sustainable, here are five reasons for anyone that still needs a nudge.

Look at Existing Frameworks for Guidance

The pace of change can seem slow and cumbersome as there are so many paths to choose and many different methodologies to adhere to. Start with measurement – Scope 1, 2 and 3 to understand an organization’s individual starting point. Once there’s understanding of the situation, look at external frameworks to help reduce emissions and map progress.

There are the GRI and SASB reporting frameworks as well as the United Nations Sustainable Development Goals (UN SDGs) and the EU’s Corporate Sustainability Reporting Directive (CSRD). The CSRD strengthens the rules concerning the social and environmental information that companies have to report. These new rules aim to help investors when assessing the impact that companies have on society and the environment as well as guiding organizations before making purchasing decisions . These are a good thing to ensure both companies and governments are acting in a responsible manner and working to reduce overall emissions. These frameworks also level the playing field and mean it’s largely possible to compare apples with apples.

Customers Want This

This is no longer a box ticking exercise, it has become a business level criterion for selecting suppliers. A few years ago, customers weren’t asking for information on how sustainable technology was or what can vendors/ suppliers do to help them meet their sustainability goals. However now, Everpure sees green credentials incorporated into every RFP that’s responded to. It’s not for show – it’s a key part of how decisions are being made. Global companies are telling technology suppliers that they have to adhere to certain standards, and demonstrate accurate figures for reduced energy use or they wont be considered.

Not only that but technology channel partners are developing their own practices dedicated to sustainability. The winners are going to be the ones who have developed expertise, know how to identify technology which is truly green, and can advise customers on the best path. Flash technology is one such area for data storage. Some flash solutions are engineered to be up to 85% more energy efficient and take up less space in data centers as well as requiring less power to run and cool. E-waste is another consideration – organizations should select suppliers who can significantly reduce the volume and regularity of devices sent to landfill.

The Economic Opportunities Are Huge

There will be a wave of new companies springing up to cater for a growing demand in the market to support sustainability strategies. Not only that, but the organizations who have been delivering more sustainable solutions for years will reap the benefit in terms of customer satisfaction and reducing both their and their customer’s carbon use.

As mentioned above, customers are asking for this: Sustainability goals, emissions targets, adherence to national and international standards are all being added to RFPs. Those companies who can’t prove they’re taking strides to reduce their carbon emissions or aren’t working to meet Scope 1, 2 and 3 targets will be financial losers as they are being excluded from deals already. Businesses need to start approaching Sustainability issues from all different angles. Without leaning too much on an old business trope – this is the time for out of the box thinking.

Moral Obligations

The evidence is there – the planet has exceeded 1.5 degrees of global warming across an entire year. For the sake of future generations and a healthy planet, more must be done to manage and reduce emissions and energy consumption. If not enough is done to reduce global warming, it will quickly become a more expensive problem with thousands, if not millions of displaced people who will need to permanently move. Some countries’ governments are closely monitoring false claims: in the UK, the advertising watchdog will use AI to clamp down on phony environmental claims and make it easier for organizations to select suppliers who are truly doing ‘the right thing’.

Talent Acquisition and Every Part of Sustainability

The workforce of the future do not wish to work for empty shell companies only out for profit. How an organization approaches and enacts sustainability is drawing more attention. Especially for those of the younger generation. Employees and future team members are important stakeholders who should not be overlooked when it comes to making decisions based on sustainability criteria, or the social responsibility and corporate governance aspects of Sustainability.

Riding the Storm

For many organizations, being more sustainable is an obvious choice. The evidence is there that it’s vitally important for our futures. It will create new business opportunities for innovation and growth for those who are savvy and forward looking. Recently an analyst from Barclays was calling on tech companies to play a more active role and contribute power back to the grid, for example by generating more renewable energy. If organizations and government departments all make progress, it will be easier to embrace this change and weather the storm to create a more sustainable future.

It’s Earth Day, a fitting moment to reflect on the programs that have delivered real, measurable value to American households for decades. Few initiatives can match the track record of ENERGY STAR®, the voluntary, market-driven program that has saved families money, guided smarter purchasing decisions, and supported innovation across industries.

Now, as the program transitions from the Environmental Protection Agency to the Department of Energy, there is an important opportunity to build on that success and ensure ENERGY STAR remains as strong and effective as ever.

ENERGY STAR logo

Since its creation in 1992, ENERGY STAR has helped American consumers save more than $500 billion in energy costs. It does this not through regulations or mandates, but through partnership, bringing together government and industry to empower consumers with clear, trusted information. The result is one of the most successful public-private collaborations in U.S. history.

At LG Electronics, we’ve seen firsthand how powerful that partnership can be. We are proud to be an 11-time ENERGY STAR Partner of the Year, and in 2026, LG leads the industry with the most ENERGY STAR-certified washers, dryers, electric ranges and cooktops, TVs, and digital signage monitors. That leadership reflects a shared commitment: delivering products that help consumers save energy and money without sacrificing performance.

Perhaps most important is the trust ENERGY STAR has earned with consumers. Nearly 90 percent of Americans recognize the label, and about 300 million ENERGY STAR-certified products are purchased every year—nearly one million every day. That kind of recognition doesn’t happen by accident; it’s built over decades of consistent standards, credible verification, and meaningful results.

Energy efficiency also plays a critical role in advancing broader national priorities. By reducing overall electricity demand and easing strain during peak periods, programs like ENERGY STAR support grid resilience and reliability, an increasingly important factor as needs grow. This is especially relevant as emerging technologies, including AI-driven data centers, require significant and consistent power. Efficient products help ensure that America’s energy resources are used wisely, supporting economic growth and reinforcing America’s position as a global energy leader.

As the program moves to the Department of Energy, maintaining that trust and continuity is essential. Businesses depend on ENERGY STAR’s clear, consistent framework to guide product development and investment. Consumers rely on it to make informed choices that deliver long-term savings. And utilities and grid operators benefit from the reduced demand and improved efficiency the program helps drive.

This transition is an opportunity. With the DOE’s deep expertise, ENERGY STAR can continue to evolve while preserving the core principles that made it successful: voluntary participation, market-based incentives, and a relentless focus on delivering value to American families.

At LG, we look forward to working closely with DOE and industry partners to ensure a smooth transition and to maintain a robust ENERGY STAR program for years to come. The goal is simple and widely shared: helping Americans save money, strengthening our energy system, and supporting continued innovation.

WHAT?

  • Comcast and Fort Bend County leaders announced a public-private partnership last November to expand broadband infrastructure in the county. The $18.9M project will bring fast, reliable fiber Internet to thousands of homes and businesses throughout Kendleton, Needville, Thompsons and Simonton by the end of 2026.

WHAT’S NEW?

  • During a recent Thompsons townhall meeting, Comcast teams answered questions from residents and city and county leaders, provided updates on the construction process, and showcased construction equipment and Xfinity products to highlight the benefits of expanded broadband connectivity. Comcast Business representatives were on-site to educate residents, business owners, and city leaders on the technology solutions they have available for businesses of any size.
  • Xfinity and Comcast Business services are now available in Kendleton, and parts of Needville and Thompsons.

WHY DOES IT MATTER?

  • The expansion is supported in part by funding from the American Rescue Plan Act (ARPA) and reflects a strong public-private partnership focused on promoting digital opportunities in Fort Bend County’s previously unserved and underserved communities.
  • This expansion delivers the full suite of Xfinity residential and Comcast Business services including affordable, fast, reliable fiber Internet options. The project will help support education, business growth, and essential online services, ensuring more residents and businesses can participate fully in the digital economy.

HOW ELSE IS COMCAST INVESTING IN FORT BEND COUNTY?

  • Comcast has been a staple in Fort Bend County for more than 15 years, providing services to residents, businesses and educational institutions.
  • Comcast contributed more than $45K in 2025 to help support local non-profits that make Fort Bend County stronger.
  • More than 1.1M low-income residents in Fort Bend and Harris Counties have gained access to the Internet through Internet Essentials since 2011.
  • Comcast partnered with Richmond Rosenberg Boys & Girls Club, Mission Bend Boys & Girls Club, and Stafford Boys & Girls Club to provide free Internet access through Lift Zones powered by Comcast Business.

NEW YORK, April 22, 2026 /3BL/ – While ESG momentum among GPs has rebounded this year, progress among portfolio companies has slipped, according to the new State of ESG report from Malk Partners, a company of SLR.

For LPs, ESG remains firmly central to allocation decisions. 83% of LP respondents cited that they have declined to invest with a GP primarily due to ESG concerns, and 73% have not changed their engagement with GPs on DEI in response to anti-ESG U.S. government action.

Meanwhile, following a temporary slowdown last year driven by anti-ESG U.S. government actions, ESG momentum among GPs is steadily rebuilding. The share of GPs with a dedicated ESG budget (60%) has more than doubled over the past year. Further, one-third of GPs with an ESG budget expect this budget to increase over the next year, while only 2% expect a decrease.

That said, ESG progress at the portfolio company-level has slipped. This year, a relatively smaller share of portfolio companies reported that they convene an ESG Committee (-10% year-over-year), maintain an ESG Policy (-9%), and conduct ESG Training (-7%). Furthermore, despite 71% of LPs prioritizing ESG value creation and 54% of GPs integrating ESG into portfolio value creation plans, only 23% of portfolio companies feel prepared to drive value related to ESG and an even smaller share (9%) feel prepared to quantify this value.

Max Hong, CEO at Malk, says, “ESG is a crucial financial and operational lever in private markets, particularly in today’s more challenging exit market. Yet, this year’s report highlights a growing gap between investor expectations and portfolio company readiness and capabilities to execute against these expectations. To close this gap, GPs should play a more effective sponsorship role by setting clear goals and metrics at the board level and supporting priority ESG strategies and initiatives in their portfolio companies that result in higher growth and profitability.”

Bradley Andrews, CEO at SLR, comments, “This year’s data is clear: ESG execution is now central to both capital access and portfolio value accretion. Yet, many companies are still working to build the practical capabilities investors expect. The challenge is moving from ambition to measurable progress by embedding ESG into everyday decisions and operations. Those who deliver tangible results will be best positioned to create value and build trust in today’s market.”

For a more detailed analysis of the research, download the full report: https://malk.com/esg-report/

 

– Ends –

Notes to editors:

The report’s survey drew on responses from 80 general partners (GPs), 114 sponsor‑backed portfolio companies, and 18 limited partners (LPs) across North America and Europe.

 

About Malk Partners

Malk Partners (Malk) is the leading advisor to private market investors for creating and protecting value through environmental, social, and governance (ESG) management and impact investing. Founded in 2009, Malk has supported many of the world’s top alternatives managers – including those in private equity, growth equity, venture capital, and private credit – by helping define ESG goals, achieve meaningful results, and guide portfolio companies in driving value creation and mitigating risks.

In October 2024, Malk was acquired by SLR, a global sustainability consultancy with over 4,500 technical consulting and strategic advisory professionals across Asia-Pacific, Europe, Middle East and Africa, Canada, North America and Latin America. Combining this global footprint with rich technical expertise and deep strategic knowledge, Malk can leverage expanded capabilities and resources to deliver world-class ESG strategies for its clients. Together, we bring a shared purpose of ‘Making Sustainability Happen,’ supporting businesses and investors across diverse industries and project life cycles.

For more information, please visit: www.malk.com

About SLR

SLR is a leading global environmental and advisory consultancy, with a team of 5,000+ talented professionals operating from a network of offices in Europe, the Americas, Asia-Pacific, the Middle East, and Africa.

Our purpose – Making Sustainability Happen – means delivering outcomes that are grounded in evidence, shaped by experience, and built to last. Our team of scientists, engineers, economists, data modellers, and technicians work across our clients’ full sustainability journeys, from strategy through to on-the-ground project planning, execution and ongoing operations, all supported by robust data and science-based modelling.

Guided by our philosophy of Rational Sustainability, SLR specialises in the energy, mining, finance, industry & technology, government & infrastructure, and built environment sectors. Operating across more than 50+ technical disciplines, we’re helping a growing base of business, regulatory and government clients navigate the ever-shifting context of sustainable business.

Find out more about SLR: www.slrconsulting.com

STAMFORD, Conn., April 21, 2026 /3BL/ – With soccer dominating the cultural conversation this year, all® free clear – a detergent that is 100% free of dyes and perfumes, and an Official Laundry Partner of U.S. Soccer – is joining forces with U.S. Soccer legend Alex Morgan to celebrate the behind-the-game MVPs of any soccer team: the parents. 

Parents of young athletes are often the ones holding it all together, continually making smart, intentional choices for their families amid their busy lives. To celebrate these efforts, the brand and Alex Morgan are launching the all® Most Valuable Parents (MVP) Sweepstakes

Starting April 21, 2026 at 10 a.m. ET through 11:59 p.m. ET on May 21, 2026, parents and guardians of kids currently participating in organized youth soccer teams can share how the everyday, conscious decisions they make for their families – such as being mindful of the ingredients in the products they choose, including all® free clear laundry detergent – support their future soccer stars. Participants will be entered into a random drawing for a chance to be one of three Grand Prize winners or one of 25 First Prize winners.

Three (3) Grand Prize Includes: 

  • $5,000 to support soccer expenses for your child
  • Autographed Alex Morgan official U.S. Soccer ball
  • all® free clear laundry products to help keep jerseys game-day ready

(25) First Prize Includes: 

  • Autographed Alex Morgan official U.S. Soccer ball
  • all® free clear laundry products to help keep jerseys game-day ready

How to Enter: Make sure your Instagram account is set to public and that you follow @all_laundry, then upload a photo or video sharing some of the intentional choices that you make to help support your family, incorporating #allMVPgiveaway in the caption (150 words or less). Whether it’s balancing screen time with practice time and homework or trying to keep snacks and meals healthy when on the go, we want to hear all about your stories and efforts. To learn more about the sweepstakes and to read the Official Rules* visit allMVPsweeps.com.

Intentional Living in Action:

“My journey wouldn’t have been possible without the support of my parents – they are my MVPs,” said Alex Morgan. “Being a mother has made me realize how the small, conscious choices we make for our families have big impact, both on and off the field. That’s why I reach for all® free clear on laundry day. It is 100% free of dyes, perfumes and parabens and fights stains and odors while being gentle on our skin. It’s a powerful clean I can feel good about.” 

Offering a complete lineup of detergent, softeners and dryer sheets, all® free clear is Alex Morgan’s go-to laundry detergent for everyday wins. For more tips on how she masters her family’s daily routines with mindful choices, check out https://www.all-laundry.com/alex-morgan-tips.html

“Entering into an exciting partnership with an inspirational voice like Alex Morgan allows the all® brand to recognize the ongoing efforts of parents who keep their families going through the everyday hustle and bustle,” said Julia Galotto, Vice President of Marketing at Henkel. “With just essential ingredients, all® free clear champions laundry day, giving families a powerful and reliable clean so they can stay focused on the moments that matter.”

This partnership builds on a broader commitment from Henkel to expanding access to soccer and growing the sport in communities nationwide, inspiring the next generation of players and leaders. all® free clear is devoted to this commitment and is proud to announce a $5,000 donation to the Alex Morgan Foundation which aims to help girls and women find confident paths forward in sport and in life. For more information and program updates, fans can follow along on Instagram (@all_laundry).

*No purch nec. 50 US/DC, 18+/age of maj., parent/legal guardian of a child 18 or younger upon registration/enrollment of a U.S. based organized youth soccer team/league and is an active member of such team/league as of 4/20/26. Ends 5/21/26. Rules/elig: allMVPsweeps.com.

About all® 

Sold in the United States, all® free clear has been a recognized leader and laundry partner for generations. Its portfolio of laundry care products includes concentrated liquid and single dose pac detergents, as well as liquid and sheet fabric softeners. all® free clear detergent is the #1 recommended detergent brand by dermatologists, allergists and pediatricians for sensitive skin. Follow all® on Instagram @all_laundry, on TikTok @alllaundry and Facebook @alllaundry. 

About Henkel in North America 

Henkel’s portfolio of well-known brands in North America includes all®, Purex® and Persil® laundry detergents, Snuggle® fabric softeners, Dial® soaps, Schwarzkopf® hair care, as well as Loctite®, Technomelt® and Bonderite® adhesives. With sales of about 6.1 billion US dollars (5.4 billion euros) in 2025, North America accounts for 26 percent of the company’s global sales. Henkel employs more than 7,000 people across the U.S. and Canada. For more information, please visit www.henkel-northamerica.com and on X @Henkel_NA

Media Contacts:
Brittni Wade, Agency H5
bwade@agencyh5.com

Seona Skwara, all®
seona.skwara@henkel.com 

The Schlumberger Foundation today announced that its flagship Faculty for the Future program has now funded 1,000 fellows worldwide, following the release of its 2026–2027 grant award recipients.

This year, the program awarded 163 grants to outstanding women from low‑ and middle-income countries pursuing PhD and postdoctoral research in science, engineering, technology, and mathematics (STEM). The cohort includes 54 new fellows and 109 renewal grantees, further strengthening a diverse global community of researchers, educators, innovators, and leaders applying scientific knowledge to critical challenges in their home countries.

Since its launch in 2004, the Faculty for the Future program has played a transformative role in strengthening STEM teaching, research, and scientific capacity in countries where these contributions are most needed. Findings from our recent fellowship survey showed 83% of fellows working in academia, making significant contributions through research, teaching, and student supervision. The survey results indicate that Faculty for the Future fellows teach more than 185,000 students and supervise nearly 900 graduate students, alongside their research activities.

Their work translates into tangible institutional and societal benefits. For example, In Mozambique, neurologists Dr. Deise Catamo and Dr. Helena Buque, are spearheading a quiet revolution in neurological research and care in Mozambique. Similarly, Dr. Shakardokht Jafari, founder of TRUEinvivo®, has transformed her research into a life‑saving technology that delivers high‑precision dosimetry solutions for radiotherapy.

Faculty for the Future fellows also play a critical role in shaping public policy. Nearly 59% of surveyed fellows report active engagement in policymaking, contributing to national and regional agendas. For example, Dr. Happy Magoha serves as Chairperson of the Technical Committee of Food Scientists of Tanzania, while Dr. Gayatri Indah is a technical expert on earthquakes on Indonesia’s National Hazard Map Committee. Similarly, Mekdelawit Deribe and Rania Al‑Zou’bi have grounded their PhD research in physical modelling to support more equitable and sustainable management of critical river systems in their respective regions.

Additionally, 20% of survey fellows identified as entrepreneurs, launching new ventures that drive innovation, economic growth, and social impact. One notable example is Dr. Sadiyo Siad, founder of Hano Academy, Hano Technical University, the Somali STEM Society, and Hano Connect. Through these initiatives, Dr. Sadiyo has played a transformative role in advancing STEM education as well as technical and vocational education and training across Somalia.

“The creation of the Faculty for the Future program twenty years ago was a visionary response to both the need for scientific expertise in under resourced regions and the persistent gender gap in STEM,” said Capella Festa, President of the Schlumberger Foundation. “By empowering women researchers to bring distinct perspectives to education, innovation, and leadership, the program demonstrates how diversity strengthens research and drives meaningful, lasting impact.”

The Schlumberger Foundation remains committed to expanding the reach and impact of the Faculty for the Future program, grounded in its belief that advancing women in science is essential to achieving equitable and sustainable development worldwide.

About the Schlumberger Foundation

The Schlumberger Foundation is an independent non-profit organization founded by SLB in 1954. Its mission is to advance knowledge and promote excellence in science, technology, engineering, and mathematics (STEM) education. The Faculty for the Future program was established to maximize the Foundation’s impact by supporting women engineers and scientists from low- and middle-income countries. For more information about the Faculty for the Future program, visit Schlumberger Foundation.

View original content here.

NEW YORK, April 21, 2026 /3BL/ – A new study released today by Chief Executives for Corporate Purpose© (CECP) demonstrates that companies with deeply integrated corporate purpose across their core business systems achieve significantly better business outcomes in comparison to those that treat purpose as a PR exercise. The 2026 edition of Corporate Purpose: Driving Business Value highlights that while 92% of S&P Global 1200 companies now have a purpose statement, the true competitive advantage lies in “Purpose-Driven Systems”, where purpose is hardwired into a company’s governance, incentives, and operations.

Despite recent shifts in the global business landscape, the research indicates that most organizations are not retreating from corporate purpose. According to a CECP Pulse Survey from March 2026 of 526 respondents, a majority are maintaining or accelerating their commitment: 28% have not changed their strategy, while 26% are leaning further into purpose-led programs.

The research identifies a material difference in performance across the “Purpose Integration Continuum”, a framework for implementing purpose across the organization. Key findings include:

  • Organizational Scale: Companies further along the Integration Continuum are not small; they boast a median revenue nearly 2x higher than companies at the “Stated Purpose” stage, suggesting that business integration correlates with long-term scale and longevity.
  • Innovation & Creativity: Companies with a well-defined mission report a 30% increase in innovation rates, reflecting how clarity and alignment unlock creative execution.
  • Operational Resilience: Nearly all CEOs (99%) now view these efforts as central to long-term value creation and competitive advantage rather than optional or reputational exercises.
  • Workforce Stability: Highly integrated companies see significantly lower voluntary turnover (6.3%) compared to those that only state their purpose (8.1%).

“The presence of a purpose statement is no longer a differentiator, it is the baseline, with 92% of the S&P Global 1200 already on board,” said Kate Stobbe, Director of Insights, CECP. “Our data shows that the most resilient and successful companies are those that move beyond aspiration to execution. By embedding purpose into durable systems like executive compensation and risk management, these organizations aren’t just doing good; they are building a strategic infrastructure that drives measurable returns and protects companies’ long-term value through volatility.”

The report contains several company case studies. In 2015, Walmart made a controversial decision to raise its starting wage to $9 an hour—a move that initially triggered a 10% drop in its share price and drew skepticism from investors. At the time, the company faced high employee turnover, mounting pressure from labor activists, and deteriorating customer experience. Then CEO Doug McMillon responded by listening to frontline workers and addressing core operational issues, including wages, scheduling stability, store leadership, training, and inventory management. While the decision carried short-term market costs, it helped catalyze Walmart’s sustained sales growth, online expansion, and a roughly 10% improvement in employee retention, contributing to long-term value creation, with U.S. sales growth every year since 2015 and global revenue reaching $681 billion.

For the methodology, CECP conducted a five-year longitudinal analysis of the S&P Global 1200 companies to distinguish between different stages of purpose adoption throughout the business. The research utilized a Purpose Integration Index based on 11 observable and externally verifiable management actions across five domains: governance, incentives, risk management, climate, and human rights. Companies were categorized into three stages—Stated Purpose, Operationalized Purpose, and Purpose-Driven Systems. Supplemental data includes a Pulse Survey of 526 respondents regarding strategy shifts and business case sentiment on purpose.

CECP Media Contact

Katie Leasor

kleasor@cecp.co

###

 

About Chief Executives for Corporate Purpose (CECP)

Chief Executives for Corporate Purpose® (CECP) is the only nonpartisan business counsel and network dedicated to driving measurable returns on purpose. We promote responsible purpose-driven business as it increases customer loyalty, builds employee engagement, improves brand trust, attracts top talent, connects with strategic investors, and contributes to the bottom line.

More than 200 of the world’s leading companies seek to improve their return on purpose through access to CECP’s solutions in research and insights, strategy and benchmarking, and convening and communications. With our companies, we harness the power of purpose for business, stakeholders, and society.

For more information, visit http://cecp.co.

  • Decarbonization is simply too expensive for APAC manufacturers, especially SMEs, to undertake alone.
  • Most decarbonization efforts today are still project-based.
  • Financial incentives present a real opportunity for decarbonization at scale.

The question comes up again and again: What should governments and industry stakeholders prioritize first for decarbonization?

As a fashion manufacturer based in Seoul, South Korea, I see how policy, financing, and implementation challenges come together in real time. In the APAC region, each country is taking a unique approach to a greener economy. These are encouraging signals, but manufacturers across the region are still facing major barriers to action.

As an Editorial Member of Cascale’s APAC Policy Member Expert Team, contributing specifically to the incentives agenda, I see a number of overlapping challenges. Fragmentation, limited interoperability, insufficient incentives, and underrepresentation of decent work issues – Cascale’s recent APAC Policy Priorities paper captures all of these issues.

Amid competing customer demands and faster turnaround times, there is little leeway for manufacturers to invest the time, energy, or resources to decarbonize their facilities. The reality is that decarbonization is simply too expensive for APAC manufacturers, especially SMEs, to tackle alone. For many SMEs, decarbonization is not a strategic choice but a financial constraint, where even well-intentioned efforts are limited by access to capital. That is exactly why incentives are critical.

Decarbonization is not a willingness issue. It is a financing issue.

Without a support mechanism such as loans or blended financing, companies cannot invest in renewable energy or low-carbon equipment.

This is one of the reasons why decarbonization incentives are a key priority in the APAC Policy Priorities Paper. The paper recognizes that many suppliers and SMEs face significant barriers due to high costs and limited access to finance, and calls for targeted support mechanisms, including subsidies, preferential financing, and investment in renewable energy and low-carbon technologies. The stated goal is to make the transition more practical, more scalable, and more inclusive across the supply chain.

Also, most decarbonization efforts today are still project-based. What we need is a system-based approach across the supply chain from now on. This is why we need to invest in expanding infrastructure, more coordinated support, and policy conditions that help solutions scale.

Incentives are also very critical. However, incentives without execution or without reliable data or without verified data are not enough on their own. We need a clear implementation framework to scale the incentives.

If I had to choose one action item for decarbonization, it would be linking financial incentives directly to the verified data. This could include preferential financing for facilities with verified emissions data, tax incentives tied to measurable reductions, or blended finance mechanisms that reduce upfront capital investment for renewable energy adoption. For example, factories with verified Scope 1 and 2 emissions data could access preferential financing rates or performance-based incentives tied to demonstrated reductions. This creates both accountability and motivation. Without such incentive mechanisms, scaling will be difficult.

If we want decarbonization to move faster across APAC, we need policies and financing approaches that reflect how manufacturers actually operate. That starts with making support accessible, practical, and tied to real progress.

Curious to learn more? Explore the full APAC Policy Priorities Paper and, for members, continue the conversation through the recent webinar featuring insights from APAC Policy MET members.

Download the PaperMembers: Watch the Webinar on Cascale Connect

  • Decarbonization is simply too expensive for APAC manufacturers, especially SMEs, to undertake alone.
  • Most decarbonization efforts today are still project-based.
  • Financial incentives present a real opportunity for decarbonization at scale.

The question comes up again and again: What should governments and industry stakeholders prioritize first for decarbonization?

As a fashion manufacturer based in Seoul, South Korea, I see how policy, financing, and implementation challenges come together in real time. In the APAC region, each country is taking a unique approach to a greener economy. These are encouraging signals, but manufacturers across the region are still facing major barriers to action.

As an Editorial Member of Cascale’s APAC Policy Member Expert Team, contributing specifically to the incentives agenda, I see a number of overlapping challenges. Fragmentation, limited interoperability, insufficient incentives, and underrepresentation of decent work issues – Cascale’s recent APAC Policy Priorities paper captures all of these issues.

Amid competing customer demands and faster turnaround times, there is little leeway for manufacturers to invest the time, energy, or resources to decarbonize their facilities. The reality is that decarbonization is simply too expensive for APAC manufacturers, especially SMEs, to tackle alone. For many SMEs, decarbonization is not a strategic choice but a financial constraint, where even well-intentioned efforts are limited by access to capital. That is exactly why incentives are critical.

Decarbonization is not a willingness issue. It is a financing issue.

Without a support mechanism such as loans or blended financing, companies cannot invest in renewable energy or low-carbon equipment.

This is one of the reasons why decarbonization incentives are a key priority in the APAC Policy Priorities Paper. The paper recognizes that many suppliers and SMEs face significant barriers due to high costs and limited access to finance, and calls for targeted support mechanisms, including subsidies, preferential financing, and investment in renewable energy and low-carbon technologies. The stated goal is to make the transition more practical, more scalable, and more inclusive across the supply chain.

Also, most decarbonization efforts today are still project-based. What we need is a system-based approach across the supply chain from now on. This is why we need to invest in expanding infrastructure, more coordinated support, and policy conditions that help solutions scale.

Incentives are also very critical. However, incentives without execution or without reliable data or without verified data are not enough on their own. We need a clear implementation framework to scale the incentives.

If I had to choose one action item for decarbonization, it would be linking financial incentives directly to the verified data. This could include preferential financing for facilities with verified emissions data, tax incentives tied to measurable reductions, or blended finance mechanisms that reduce upfront capital investment for renewable energy adoption. For example, factories with verified Scope 1 and 2 emissions data could access preferential financing rates or performance-based incentives tied to demonstrated reductions. This creates both accountability and motivation. Without such incentive mechanisms, scaling will be difficult.

If we want decarbonization to move faster across APAC, we need policies and financing approaches that reflect how manufacturers actually operate. That starts with making support accessible, practical, and tied to real progress.

Curious to learn more? Explore the full APAC Policy Priorities Paper and, for members, continue the conversation through the recent webinar featuring insights from APAC Policy MET members.

Download the PaperMembers: Watch the Webinar on Cascale Connect

  • Decarbonization is simply too expensive for APAC manufacturers, especially SMEs, to undertake alone.
  • Most decarbonization efforts today are still project-based.
  • Financial incentives present a real opportunity for decarbonization at scale.

The question comes up again and again: What should governments and industry stakeholders prioritize first for decarbonization?

As a fashion manufacturer based in Seoul, South Korea, I see how policy, financing, and implementation challenges come together in real time. In the APAC region, each country is taking a unique approach to a greener economy. These are encouraging signals, but manufacturers across the region are still facing major barriers to action.

As an Editorial Member of Cascale’s APAC Policy Member Expert Team, contributing specifically to the incentives agenda, I see a number of overlapping challenges. Fragmentation, limited interoperability, insufficient incentives, and underrepresentation of decent work issues – Cascale’s recent APAC Policy Priorities paper captures all of these issues.

Amid competing customer demands and faster turnaround times, there is little leeway for manufacturers to invest the time, energy, or resources to decarbonize their facilities. The reality is that decarbonization is simply too expensive for APAC manufacturers, especially SMEs, to tackle alone. For many SMEs, decarbonization is not a strategic choice but a financial constraint, where even well-intentioned efforts are limited by access to capital. That is exactly why incentives are critical.

Decarbonization is not a willingness issue. It is a financing issue.

Without a support mechanism such as loans or blended financing, companies cannot invest in renewable energy or low-carbon equipment.

This is one of the reasons why decarbonization incentives are a key priority in the APAC Policy Priorities Paper. The paper recognizes that many suppliers and SMEs face significant barriers due to high costs and limited access to finance, and calls for targeted support mechanisms, including subsidies, preferential financing, and investment in renewable energy and low-carbon technologies. The stated goal is to make the transition more practical, more scalable, and more inclusive across the supply chain.

Also, most decarbonization efforts today are still project-based. What we need is a system-based approach across the supply chain from now on. This is why we need to invest in expanding infrastructure, more coordinated support, and policy conditions that help solutions scale.

Incentives are also very critical. However, incentives without execution or without reliable data or without verified data are not enough on their own. We need a clear implementation framework to scale the incentives.

If I had to choose one action item for decarbonization, it would be linking financial incentives directly to the verified data. This could include preferential financing for facilities with verified emissions data, tax incentives tied to measurable reductions, or blended finance mechanisms that reduce upfront capital investment for renewable energy adoption. For example, factories with verified Scope 1 and 2 emissions data could access preferential financing rates or performance-based incentives tied to demonstrated reductions. This creates both accountability and motivation. Without such incentive mechanisms, scaling will be difficult.

If we want decarbonization to move faster across APAC, we need policies and financing approaches that reflect how manufacturers actually operate. That starts with making support accessible, practical, and tied to real progress.

Curious to learn more? Explore the full APAC Policy Priorities Paper and, for members, continue the conversation through the recent webinar featuring insights from APAC Policy MET members.

Download the PaperMembers: Watch the Webinar on Cascale Connect

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