Tag: 3BL

On the 11th hour of the 11th day of the 11th month of 1918, the major hostilities of World War I formally ended. This historic date has been memorialized around the world. Whether recognized as Armistice Day, Remembrance Day or Veterans Day, Nov. 11 serves as a solemn reminder of the service and dedication of those who have worn the uniform.

At Aflac, we are proud to count in our workforce nearly 300 veterans, who bring with them a legacy of discipline, leadership and commitment that enriches our culture and strengthens our mission. Our corporate footprint also intersects with key military communities across the country — Fort Benning in Columbus, Georgia, Fort Jackson in Columbia South Carolina, MacDill Air Force Base and the U.S. Marine Corps Central Command in Tampa, Florida, a military entrance processing station in Omaha, Nebraska, and military reserve and recruiting stations in New York, Connecticut and other locations across the country.

This Veterans Day carries added significance as we join the nation in celebrating the 250th anniversary of the United States Marine Corps on Nov. 10. For Aflac Incorporated and U.S. President Virgil Miller, a proud Marine, the values instilled during his time in the Corps — honor, courage and commitment — have been foundational to his success in business and leadership. He is joined by more than 30 fellow Marines at Aflac, each of whom continues to embody the principles of service in their professional lives.

One recent example of this spirit was on display at the Marine Corps Marathon held in the Washington, D.C., area on Oct. 26. Alycia Slyck, senior vice president and global chief actuary, Aflac Incorporated, is a passionate advocate for wellness and organized a group of colleagues to participate in the 26.2-mile race, now in its 50^th year. For Alycia, who grew up in military communities in Japan and Germany, the event was deeply personal. She ran in honor of her nephew, a newly minted Marine who had just completed basic training.

Virgil Miller, president, Aflac Incorporated and Aflac U.S., was especially moved by the team’s participation. “The drive, discipline and camaraderie they demonstrated reflect the best of both Aflac and the Marine Corps,” he said. “This wasn’t just a race — it was a tribute to the enduring spirit of the Marines and the culture we’ve built at Aflac.”

In their own words

Running a marathon isn’t a decision made on a whim — it’s a commitment that with it brings months of training, resilience and deep motivation to keep putting one foot in front of the other. Aflac employees who participated in the Marine Corps Marathon shared their own reasons for lacing up for this legendary race:

“Growing up in a military community, you learn early the importance of honor, courage and commitment. When I joined Aflac, I found a place where I could live those values out loud. Running the marathon with my colleagues was an exhilarating experience, from the shared struggle of training to the triumph of crossing the finish line together. — Alycia Slyck

“I often work very long hours and after a particularly hard day, I saw my step count was only a few hundred. I realized I have to do better than that to stay healthy for my family, and I started walking. From there, it was the tracker my team gave me, Alycia inviting me to join the Aflac group training to run Marine Corps Marathon, encouragement from friends and families along the way, and actually seeing the progress I was making, slowly but surely. I am grateful for Alycia running the last few miles with me to the finish line! I enjoyed my first marathon, the sense of camaraderie with the group, and actually accomplishing the goal I thought was impossible.” — Naoko Tramel

As a veteran and a military spouse, Sandy Hernandez appreciates Aflac’s recognition of veterans and the support of military families. She ran in memory of her husband’s battle buddy, Pfc. Curtis L. Wooten III. “I’m working to ensure every fallen hero is never forgotten.”

Jeremy Bierstine reached a personal milestone running the marathon as a culmination of his physical, mental and emotional growth over the past two-and-a-half years. “This race was more than just 26.2 miles — it was a celebration of life, perseverance and second chances.”

Ross Pinney ran to encourage his daughter to do hard things. Mile 13, known as the wear blue mile where signs for fallen servicemembers are posted, was especially touching for Ross as it was a “powerful reminder of resilience, sacrifice, and gave a deeper purpose and ‘why’ behind each step.”

“I’m not a runner and never had aspirations of completing a marathon. But when I was asked to participate, I thought it would be a great opportunity to get out of my comfort zone and try something new. Training for it was a time commitment and it was certainly a challenge, but I’m glad I was able to accomplish that feat.” — Michael DeVore

As we honor our veterans and celebrate the Marine Corps’ 250 years of service, we are reminded that the values forged in military service — integrity, resilience and unity — continue to shape our company and inspire our people every day.

Aflac includes American Family Life Assurance Company of Columbus and/or American Family Life Assurance Company of New York and/or Continental American Insurance Company and /or Continental American Life Insurance Company.

Z2501060

Exp. 11/26

On the 11th hour of the 11th day of the 11th month of 1918, the major hostilities of World War I formally ended. This historic date has been memorialized around the world. Whether recognized as Armistice Day, Remembrance Day or Veterans Day, Nov. 11 serves as a solemn reminder of the service and dedication of those who have worn the uniform.

At Aflac, we are proud to count in our workforce nearly 300 veterans, who bring with them a legacy of discipline, leadership and commitment that enriches our culture and strengthens our mission. Our corporate footprint also intersects with key military communities across the country — Fort Benning in Columbus, Georgia, Fort Jackson in Columbia South Carolina, MacDill Air Force Base and the U.S. Marine Corps Central Command in Tampa, Florida, a military entrance processing station in Omaha, Nebraska, and military reserve and recruiting stations in New York, Connecticut and other locations across the country.

This Veterans Day carries added significance as we join the nation in celebrating the 250th anniversary of the United States Marine Corps on Nov. 10. For Aflac Incorporated and U.S. President Virgil Miller, a proud Marine, the values instilled during his time in the Corps — honor, courage and commitment — have been foundational to his success in business and leadership. He is joined by more than 30 fellow Marines at Aflac, each of whom continues to embody the principles of service in their professional lives.

One recent example of this spirit was on display at the Marine Corps Marathon held in the Washington, D.C., area on Oct. 26. Alycia Slyck, senior vice president and global chief actuary, Aflac Incorporated, is a passionate advocate for wellness and organized a group of colleagues to participate in the 26.2-mile race, now in its 50^th year. For Alycia, who grew up in military communities in Japan and Germany, the event was deeply personal. She ran in honor of her nephew, a newly minted Marine who had just completed basic training.

Virgil Miller, president, Aflac Incorporated and Aflac U.S., was especially moved by the team’s participation. “The drive, discipline and camaraderie they demonstrated reflect the best of both Aflac and the Marine Corps,” he said. “This wasn’t just a race — it was a tribute to the enduring spirit of the Marines and the culture we’ve built at Aflac.”

In their own words

Running a marathon isn’t a decision made on a whim — it’s a commitment that with it brings months of training, resilience and deep motivation to keep putting one foot in front of the other. Aflac employees who participated in the Marine Corps Marathon shared their own reasons for lacing up for this legendary race:

“Growing up in a military community, you learn early the importance of honor, courage and commitment. When I joined Aflac, I found a place where I could live those values out loud. Running the marathon with my colleagues was an exhilarating experience, from the shared struggle of training to the triumph of crossing the finish line together. — Alycia Slyck

“I often work very long hours and after a particularly hard day, I saw my step count was only a few hundred. I realized I have to do better than that to stay healthy for my family, and I started walking. From there, it was the tracker my team gave me, Alycia inviting me to join the Aflac group training to run Marine Corps Marathon, encouragement from friends and families along the way, and actually seeing the progress I was making, slowly but surely. I am grateful for Alycia running the last few miles with me to the finish line! I enjoyed my first marathon, the sense of camaraderie with the group, and actually accomplishing the goal I thought was impossible.” — Naoko Tramel

As a veteran and a military spouse, Sandy Hernandez appreciates Aflac’s recognition of veterans and the support of military families. She ran in memory of her husband’s battle buddy, Pfc. Curtis L. Wooten III. “I’m working to ensure every fallen hero is never forgotten.”

Jeremy Bierstine reached a personal milestone running the marathon as a culmination of his physical, mental and emotional growth over the past two-and-a-half years. “This race was more than just 26.2 miles — it was a celebration of life, perseverance and second chances.”

Ross Pinney ran to encourage his daughter to do hard things. Mile 13, known as the wear blue mile where signs for fallen servicemembers are posted, was especially touching for Ross as it was a “powerful reminder of resilience, sacrifice, and gave a deeper purpose and ‘why’ behind each step.”

“I’m not a runner and never had aspirations of completing a marathon. But when I was asked to participate, I thought it would be a great opportunity to get out of my comfort zone and try something new. Training for it was a time commitment and it was certainly a challenge, but I’m glad I was able to accomplish that feat.” — Michael DeVore

As we honor our veterans and celebrate the Marine Corps’ 250 years of service, we are reminded that the values forged in military service — integrity, resilience and unity — continue to shape our company and inspire our people every day.

Aflac includes American Family Life Assurance Company of Columbus and/or American Family Life Assurance Company of New York and/or Continental American Insurance Company and /or Continental American Life Insurance Company.

Z2501060

Exp. 11/26

On the 11th hour of the 11th day of the 11th month of 1918, the major hostilities of World War I formally ended. This historic date has been memorialized around the world. Whether recognized as Armistice Day, Remembrance Day or Veterans Day, Nov. 11 serves as a solemn reminder of the service and dedication of those who have worn the uniform.

At Aflac, we are proud to count in our workforce nearly 300 veterans, who bring with them a legacy of discipline, leadership and commitment that enriches our culture and strengthens our mission. Our corporate footprint also intersects with key military communities across the country — Fort Benning in Columbus, Georgia, Fort Jackson in Columbia South Carolina, MacDill Air Force Base and the U.S. Marine Corps Central Command in Tampa, Florida, a military entrance processing station in Omaha, Nebraska, and military reserve and recruiting stations in New York, Connecticut and other locations across the country.

This Veterans Day carries added significance as we join the nation in celebrating the 250th anniversary of the United States Marine Corps on Nov. 10. For Aflac Incorporated and U.S. President Virgil Miller, a proud Marine, the values instilled during his time in the Corps — honor, courage and commitment — have been foundational to his success in business and leadership. He is joined by more than 30 fellow Marines at Aflac, each of whom continues to embody the principles of service in their professional lives.

One recent example of this spirit was on display at the Marine Corps Marathon held in the Washington, D.C., area on Oct. 26. Alycia Slyck, senior vice president and global chief actuary, Aflac Incorporated, is a passionate advocate for wellness and organized a group of colleagues to participate in the 26.2-mile race, now in its 50^th year. For Alycia, who grew up in military communities in Japan and Germany, the event was deeply personal. She ran in honor of her nephew, a newly minted Marine who had just completed basic training.

Virgil Miller, president, Aflac Incorporated and Aflac U.S., was especially moved by the team’s participation. “The drive, discipline and camaraderie they demonstrated reflect the best of both Aflac and the Marine Corps,” he said. “This wasn’t just a race — it was a tribute to the enduring spirit of the Marines and the culture we’ve built at Aflac.”

In their own words

Running a marathon isn’t a decision made on a whim — it’s a commitment that with it brings months of training, resilience and deep motivation to keep putting one foot in front of the other. Aflac employees who participated in the Marine Corps Marathon shared their own reasons for lacing up for this legendary race:

“Growing up in a military community, you learn early the importance of honor, courage and commitment. When I joined Aflac, I found a place where I could live those values out loud. Running the marathon with my colleagues was an exhilarating experience, from the shared struggle of training to the triumph of crossing the finish line together. — Alycia Slyck

“I often work very long hours and after a particularly hard day, I saw my step count was only a few hundred. I realized I have to do better than that to stay healthy for my family, and I started walking. From there, it was the tracker my team gave me, Alycia inviting me to join the Aflac group training to run Marine Corps Marathon, encouragement from friends and families along the way, and actually seeing the progress I was making, slowly but surely. I am grateful for Alycia running the last few miles with me to the finish line! I enjoyed my first marathon, the sense of camaraderie with the group, and actually accomplishing the goal I thought was impossible.” — Naoko Tramel

As a veteran and a military spouse, Sandy Hernandez appreciates Aflac’s recognition of veterans and the support of military families. She ran in memory of her husband’s battle buddy, Pfc. Curtis L. Wooten III. “I’m working to ensure every fallen hero is never forgotten.”

Jeremy Bierstine reached a personal milestone running the marathon as a culmination of his physical, mental and emotional growth over the past two-and-a-half years. “This race was more than just 26.2 miles — it was a celebration of life, perseverance and second chances.”

Ross Pinney ran to encourage his daughter to do hard things. Mile 13, known as the wear blue mile where signs for fallen servicemembers are posted, was especially touching for Ross as it was a “powerful reminder of resilience, sacrifice, and gave a deeper purpose and ‘why’ behind each step.”

“I’m not a runner and never had aspirations of completing a marathon. But when I was asked to participate, I thought it would be a great opportunity to get out of my comfort zone and try something new. Training for it was a time commitment and it was certainly a challenge, but I’m glad I was able to accomplish that feat.” — Michael DeVore

As we honor our veterans and celebrate the Marine Corps’ 250 years of service, we are reminded that the values forged in military service — integrity, resilience and unity — continue to shape our company and inspire our people every day.

Aflac includes American Family Life Assurance Company of Columbus and/or American Family Life Assurance Company of New York and/or Continental American Insurance Company and /or Continental American Life Insurance Company.

Z2501060

Exp. 11/26

AMSTERDAM, HONG KONG, OAKLAND, Calif., November 11, 2025 /3BL/ – Cascale today announced publication of its Better Buying Purchasing Practices Index (BBPPI) 2025, the organization’s annual flagship analysis of global buyer purchasing practices. Drawing on anonymized data submitted by suppliers worldwide, the BBPPI report is read by brands and retailers and is widely recognized as an authoritative, evidence-based assessment that helps stakeholders identify priority actions needed to embed responsible purchasing practices and drive more unified, sustainable progress across the consumer goods industry.

“Our long-term supplier relationships are among our most valuable assets in both business and sustainability work,” said Susan Scow, sustainability impact specialist at EILEEN FISHER. “Better Buying helps us monitor their health and maintain strong partnerships, even when things get busy.”

As the first BBPPI report released since Cascale acquired Better Buying assets, the 2025 findings offer both caution and encouragement across seven key categories defining responsible purchasing practices. While overall and category scores declined slightly from 2024, brands and retailers that have consistently engaged with Better Buying’s rating cycles continue to outperform industry averages. This demonstrates that long-term commitment delivers measurable improvements, even amid global economic and geopolitical instability.

2025 Findings

Better Buying gathered 2025 BBPPI data as the U.S. imposed new trade tariffs, which marked a period of exceptional global disruption. Key findings include:

• Overall score declines slightly: The 2025 softgoods industry score is 66, down one point from the previous year.
• Category scores show modest decreases: The biggest decline occurred in Planning and Forecasting, which fell by three points.
• Regional variations are pronounced: Suppliers in Central and South America rated buyers highest in six of seven categories, while suppliers in Western and Eastern Europe, the Middle East, and Africa scored buyers below average across most practices.
• Planning and Forecasting remains a top priority: 37 percent of suppliers identified this category as their number one area for improvement.
• Repeat subscribers outperform the benchmark: Companies that have participated in multiple Better Buying cycles achieved stronger results, underscoring that continuous engagement strengthens supplier relationships and purchasing outcomes.

“When suppliers’ voices are heard, everyone wins. Their insights help global brands and retailers design smarter, fairer purchasing practices that deliver stronger partnerships, greater efficiency, and more sustainable growth,” said Katie Hess, head of product, Better Buying, Cascale. “Tariffs and geopolitical volatility expose the strength — or fragility — of day-to-day purchasing, but where buyers embedded fair lead times, predictable payment terms, and coordinated communications, supplier outcomes held steady. These findings show that responsible purchasing is not just about good intentions — it’s about measurable, sustained performance that directly impacts supplier resilience.”

Benchmarking Industry Progress

The BBPPI offers an annual, in-depth assessment of buyer performance across seven key purchasing practices: Planning and Forecasting, Cost and Cost Negotiation, Payment and Terms, Sourcing and Order Placement, Design and Development, Management of the Purchasing Process, and Win-Win Sustainable Partnership. The analysis in this year’s report is based on the 1,340 completed surveys from producers in the softgoods (apparel and footwear) industry.

Especially relevant for apparel and footwear stakeholders, BBPPI data is collected annually in Q2 through confidential supplier surveys, primarily from Tier 1 manufacturers. Each year, Better Buying publishes an aggregated, anonymized report that benchmarks progress across categories, geographies, and buyer cohorts.

“TAL Apparel has been a steadfast supporter of responsible purchasing practices through the work of Better Buying,” said Delman Lee, vice chair of TAL Apparel. “We are glad that Cascale has acquired Better Buying’s tools, and excited about the insights from the latest report. And we look forward to when responsible purchasing practices are evaluated at a wider scale and reach. This will create a level playing field and a more sustainable and responsible supply chain.”

Differences in Supplier Experience Reveal Inconsistent Buyer Practices

The 2025 BBPPI highlights notable variation in how suppliers experience buyer practices across the value chain. Some reported increasing pressure from aggressive cost negotiations and price reductions, while others described improvements in lead times and communication that helped them to manage production more effectively amid volatility. These mixed experiences — reported by suppliers in regions such as East and South Asia, China, and the Americas — suggest that progress on responsible purchasing is uneven, often influenced as much by buyer-supplier relationship models and product categories as by geography itself.

The findings underscore the need for companies to take a more consistent, systems-based approach to improving purchasing practices and embedding fair and predictable working relationships throughout their supply chains.

“These results underscore the importance of structured, data-driven tools in driving responsible purchasing,” said Jeremy Lardeau, senior vice president, Higg Index, Cascale. “By integrating Better Buying’s insights with Cascale’s Higg Index tools, companies can benchmark performance, track improvement over time, and strengthen supplier partnerships across the industry. Strong engagement, transparency, and accountability aren’t just principles – they’re measurable actions that deliver resilience, even in times of disruption.”

The Better Buying tools are critical to Cascale’s mandate to support decent work. By combining these insights with Cascale’s Higg Index tools, exclusively available on Worldly, companies can make data-driven decisions that build resilient, accountable, and sustainable supply chains.

Companies interested in participating in the next BBPPI 2026 rating cycle, opening April 1, 2026, can contact Leonie Abraham, director of business development, Better Buying, Cascale.

ABOUT CASCALE

Cascale is the global alliance empowering collaboration to drive equitable and restorative business practices in the consumer goods industry. Formerly known as the Sustainable Apparel Coalition, Cascale owns and develops the Higg Index, which is exclusively available on Worldly, the most comprehensive sustainability data and insights platform. 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.

LinkedIn | Instagram | Facebook | YouTube

AMSTERDAM, HONG KONG, OAKLAND, Calif., November 11, 2025 /3BL/ – Cascale today announced publication of its Better Buying Purchasing Practices Index (BBPPI) 2025, the organization’s annual flagship analysis of global buyer purchasing practices. Drawing on anonymized data submitted by suppliers worldwide, the BBPPI report is read by brands and retailers and is widely recognized as an authoritative, evidence-based assessment that helps stakeholders identify priority actions needed to embed responsible purchasing practices and drive more unified, sustainable progress across the consumer goods industry.

“Our long-term supplier relationships are among our most valuable assets in both business and sustainability work,” said Susan Scow, sustainability impact specialist at EILEEN FISHER. “Better Buying helps us monitor their health and maintain strong partnerships, even when things get busy.”

As the first BBPPI report released since Cascale acquired Better Buying assets, the 2025 findings offer both caution and encouragement across seven key categories defining responsible purchasing practices. While overall and category scores declined slightly from 2024, brands and retailers that have consistently engaged with Better Buying’s rating cycles continue to outperform industry averages. This demonstrates that long-term commitment delivers measurable improvements, even amid global economic and geopolitical instability.

2025 Findings

Better Buying gathered 2025 BBPPI data as the U.S. imposed new trade tariffs, which marked a period of exceptional global disruption. Key findings include:

• Overall score declines slightly: The 2025 softgoods industry score is 66, down one point from the previous year.
• Category scores show modest decreases: The biggest decline occurred in Planning and Forecasting, which fell by three points.
• Regional variations are pronounced: Suppliers in Central and South America rated buyers highest in six of seven categories, while suppliers in Western and Eastern Europe, the Middle East, and Africa scored buyers below average across most practices.
• Planning and Forecasting remains a top priority: 37 percent of suppliers identified this category as their number one area for improvement.
• Repeat subscribers outperform the benchmark: Companies that have participated in multiple Better Buying cycles achieved stronger results, underscoring that continuous engagement strengthens supplier relationships and purchasing outcomes.

“When suppliers’ voices are heard, everyone wins. Their insights help global brands and retailers design smarter, fairer purchasing practices that deliver stronger partnerships, greater efficiency, and more sustainable growth,” said Katie Hess, head of product, Better Buying, Cascale. “Tariffs and geopolitical volatility expose the strength — or fragility — of day-to-day purchasing, but where buyers embedded fair lead times, predictable payment terms, and coordinated communications, supplier outcomes held steady. These findings show that responsible purchasing is not just about good intentions — it’s about measurable, sustained performance that directly impacts supplier resilience.”

Benchmarking Industry Progress

The BBPPI offers an annual, in-depth assessment of buyer performance across seven key purchasing practices: Planning and Forecasting, Cost and Cost Negotiation, Payment and Terms, Sourcing and Order Placement, Design and Development, Management of the Purchasing Process, and Win-Win Sustainable Partnership. The analysis in this year’s report is based on the 1,340 completed surveys from producers in the softgoods (apparel and footwear) industry.

Especially relevant for apparel and footwear stakeholders, BBPPI data is collected annually in Q2 through confidential supplier surveys, primarily from Tier 1 manufacturers. Each year, Better Buying publishes an aggregated, anonymized report that benchmarks progress across categories, geographies, and buyer cohorts.

“TAL Apparel has been a steadfast supporter of responsible purchasing practices through the work of Better Buying,” said Delman Lee, vice chair of TAL Apparel. “We are glad that Cascale has acquired Better Buying’s tools, and excited about the insights from the latest report. And we look forward to when responsible purchasing practices are evaluated at a wider scale and reach. This will create a level playing field and a more sustainable and responsible supply chain.”

Differences in Supplier Experience Reveal Inconsistent Buyer Practices

The 2025 BBPPI highlights notable variation in how suppliers experience buyer practices across the value chain. Some reported increasing pressure from aggressive cost negotiations and price reductions, while others described improvements in lead times and communication that helped them to manage production more effectively amid volatility. These mixed experiences — reported by suppliers in regions such as East and South Asia, China, and the Americas — suggest that progress on responsible purchasing is uneven, often influenced as much by buyer-supplier relationship models and product categories as by geography itself.

The findings underscore the need for companies to take a more consistent, systems-based approach to improving purchasing practices and embedding fair and predictable working relationships throughout their supply chains.

“These results underscore the importance of structured, data-driven tools in driving responsible purchasing,” said Jeremy Lardeau, senior vice president, Higg Index, Cascale. “By integrating Better Buying’s insights with Cascale’s Higg Index tools, companies can benchmark performance, track improvement over time, and strengthen supplier partnerships across the industry. Strong engagement, transparency, and accountability aren’t just principles – they’re measurable actions that deliver resilience, even in times of disruption.”

The Better Buying tools are critical to Cascale’s mandate to support decent work. By combining these insights with Cascale’s Higg Index tools, exclusively available on Worldly, companies can make data-driven decisions that build resilient, accountable, and sustainable supply chains.

Companies interested in participating in the next BBPPI 2026 rating cycle, opening April 1, 2026, can contact Leonie Abraham, director of business development, Better Buying, Cascale.

ABOUT CASCALE

Cascale is the global alliance empowering collaboration to drive equitable and restorative business practices in the consumer goods industry. Formerly known as the Sustainable Apparel Coalition, Cascale owns and develops the Higg Index, which is exclusively available on Worldly, the most comprehensive sustainability data and insights platform. 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.

LinkedIn | Instagram | Facebook | YouTube

AMSTERDAM, HONG KONG, OAKLAND, Calif., November 11, 2025 /3BL/ – Cascale today announced publication of its Better Buying Purchasing Practices Index (BBPPI) 2025, the organization’s annual flagship analysis of global buyer purchasing practices. Drawing on anonymized data submitted by suppliers worldwide, the BBPPI report is read by brands and retailers and is widely recognized as an authoritative, evidence-based assessment that helps stakeholders identify priority actions needed to embed responsible purchasing practices and drive more unified, sustainable progress across the consumer goods industry.

“Our long-term supplier relationships are among our most valuable assets in both business and sustainability work,” said Susan Scow, sustainability impact specialist at EILEEN FISHER. “Better Buying helps us monitor their health and maintain strong partnerships, even when things get busy.”

As the first BBPPI report released since Cascale acquired Better Buying assets, the 2025 findings offer both caution and encouragement across seven key categories defining responsible purchasing practices. While overall and category scores declined slightly from 2024, brands and retailers that have consistently engaged with Better Buying’s rating cycles continue to outperform industry averages. This demonstrates that long-term commitment delivers measurable improvements, even amid global economic and geopolitical instability.

2025 Findings

Better Buying gathered 2025 BBPPI data as the U.S. imposed new trade tariffs, which marked a period of exceptional global disruption. Key findings include:

• Overall score declines slightly: The 2025 softgoods industry score is 66, down one point from the previous year.
• Category scores show modest decreases: The biggest decline occurred in Planning and Forecasting, which fell by three points.
• Regional variations are pronounced: Suppliers in Central and South America rated buyers highest in six of seven categories, while suppliers in Western and Eastern Europe, the Middle East, and Africa scored buyers below average across most practices.
• Planning and Forecasting remains a top priority: 37 percent of suppliers identified this category as their number one area for improvement.
• Repeat subscribers outperform the benchmark: Companies that have participated in multiple Better Buying cycles achieved stronger results, underscoring that continuous engagement strengthens supplier relationships and purchasing outcomes.

“When suppliers’ voices are heard, everyone wins. Their insights help global brands and retailers design smarter, fairer purchasing practices that deliver stronger partnerships, greater efficiency, and more sustainable growth,” said Katie Hess, head of product, Better Buying, Cascale. “Tariffs and geopolitical volatility expose the strength — or fragility — of day-to-day purchasing, but where buyers embedded fair lead times, predictable payment terms, and coordinated communications, supplier outcomes held steady. These findings show that responsible purchasing is not just about good intentions — it’s about measurable, sustained performance that directly impacts supplier resilience.”

Benchmarking Industry Progress

The BBPPI offers an annual, in-depth assessment of buyer performance across seven key purchasing practices: Planning and Forecasting, Cost and Cost Negotiation, Payment and Terms, Sourcing and Order Placement, Design and Development, Management of the Purchasing Process, and Win-Win Sustainable Partnership. The analysis in this year’s report is based on the 1,340 completed surveys from producers in the softgoods (apparel and footwear) industry.

Especially relevant for apparel and footwear stakeholders, BBPPI data is collected annually in Q2 through confidential supplier surveys, primarily from Tier 1 manufacturers. Each year, Better Buying publishes an aggregated, anonymized report that benchmarks progress across categories, geographies, and buyer cohorts.

“TAL Apparel has been a steadfast supporter of responsible purchasing practices through the work of Better Buying,” said Delman Lee, vice chair of TAL Apparel. “We are glad that Cascale has acquired Better Buying’s tools, and excited about the insights from the latest report. And we look forward to when responsible purchasing practices are evaluated at a wider scale and reach. This will create a level playing field and a more sustainable and responsible supply chain.”

Differences in Supplier Experience Reveal Inconsistent Buyer Practices

The 2025 BBPPI highlights notable variation in how suppliers experience buyer practices across the value chain. Some reported increasing pressure from aggressive cost negotiations and price reductions, while others described improvements in lead times and communication that helped them to manage production more effectively amid volatility. These mixed experiences — reported by suppliers in regions such as East and South Asia, China, and the Americas — suggest that progress on responsible purchasing is uneven, often influenced as much by buyer-supplier relationship models and product categories as by geography itself.

The findings underscore the need for companies to take a more consistent, systems-based approach to improving purchasing practices and embedding fair and predictable working relationships throughout their supply chains.

“These results underscore the importance of structured, data-driven tools in driving responsible purchasing,” said Jeremy Lardeau, senior vice president, Higg Index, Cascale. “By integrating Better Buying’s insights with Cascale’s Higg Index tools, companies can benchmark performance, track improvement over time, and strengthen supplier partnerships across the industry. Strong engagement, transparency, and accountability aren’t just principles – they’re measurable actions that deliver resilience, even in times of disruption.”

The Better Buying tools are critical to Cascale’s mandate to support decent work. By combining these insights with Cascale’s Higg Index tools, exclusively available on Worldly, companies can make data-driven decisions that build resilient, accountable, and sustainable supply chains.

Companies interested in participating in the next BBPPI 2026 rating cycle, opening April 1, 2026, can contact Leonie Abraham, director of business development, Better Buying, Cascale.

ABOUT CASCALE

Cascale is the global alliance empowering collaboration to drive equitable and restorative business practices in the consumer goods industry. Formerly known as the Sustainable Apparel Coalition, Cascale owns and develops the Higg Index, which is exclusively available on Worldly, the most comprehensive sustainability data and insights platform. 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.

LinkedIn | Instagram | Facebook | YouTube

“The work of river conservation, water and land management requires understanding local dynamics, leveraging technologies and collaborating across sectors.”

The Yangtze River is known to the Chinese people as the mother river of the nation. The extensive river system is more than a crucial indicator of a healthy ecosystem—it is a source of life.

In October 2024, Dow colleagues in China teamed up with local collaborators to launch the Protecting Qingyi River: Water and Nature Conservation Project to support the Qingyi River, a tributary of the Yangtze River. Through this initiative, the project team has engaged numerous stakeholders, from academic and conservation experts to local villagers and farmers, to help ensure the health of the Qingyi River is maintained through three key measures.

River monitoring and data collection

The project team, in collaboration with research teams from local universities, conducted a systematic ecological investigation of the six main streams of the Qingyi River. Through scientific methods for river monitoring and water sampling, they have begun an account of the unique biodiversity in the area, including 20 species of fish and 14 species of frogs. The team has also observed giant salamanders (Andria davidianus) along the tributary—a nationally protected animal in China.

“Through scientific studies, we are able to have a better understanding of the water, which guides us to effectively preserve the aquatic life along the Qingyi River and safeguards the biodiversity in it.” —Xiang Zhou, Director of the Huangshan Green Anhui Nature Conservation Center

These precise river monitoring methods enable the Huangshan Green Anhui Nature Conservation Center and its management stations to clearly observe changes in water quality so they can then provide scientific guidance for subsequent strategies to effectively protect the ecology.

With villages and a variety of wildlife living in and alongside the Qingyi River, protecting the water resources here not only helps to support the safety of drinking water for residents along the Qingyi River but also plays a crucial role in maintaining the ecological balance of the Yangtze River tributary system.

Community engagement in river conservation

Conservation efforts cannot succeed without the active participation of local communities. There are 20 villages populating the surrounding area along the Qingyi River. Some families have been there for multiple generations.

With support from the project, local villagers and government representatives formed the “River Watch Team,” a joint initiative to collect real-time data on water quality since 2024. The team patrols the river five times during the day and once at night while also cleaning the river and shoreline daily.

“Our main responsibility is to safeguard the ecological balance of the river, ensuring it remains unobstructed, clean, and free from pollution or potential safety hazards.” —Yongsheng Zhu, Captain of the River Watch Team

The villagers have voluntarily become a driving force in protecting the river by cleaning up waste and cracking down on illegal fishing. As of July 2025, the team had patrolled the river 2,089 times, spending a total of 2,080 hours on patrols and removed 1,156 kilograms of river waste.

Agroecology enables sustainable farming

The primary sources of pollution in the Qingyi River area are related to agriculture and domestic activities. Agroecology seeks to grow food with fewer inputs and less environmental impact.

To enhance water quality at the source of the river, the project team has introduced agricultural transformation within pilot villages—conducting surveys and evaluating pollution control facilities. This approach of agroecology, or ecological agriculture, supports water quality by significantly reducing the use of pesticides and chemical fertilizers while enhancing soil fertility through microbial decomposition.

An example of an agroecology tactic in the Qingyi River area is the integration of rice and crayfish farming systems. This is called rice-crayfish co-culture¹. It involves planting rice in flooded fields and introducing crayfish after the rice has emerged. The crayfish feed on the rice debris, weeds, insects and organic matter. This helps to clean the water supply while providing ongoing fertilization for the soil.

“Thanks to the rice-crayfish co-culture farming method, the river water has become clearer, and the surrounding environment more beautiful.” —Dongkui Jiao, local farmer

With Dow’s support, the project team has provided training sessions to 30 farmers as of July 2025. The initiative actively promotes farming techniques that work alongside local environmental considerations. The rice-crayfish co-culture model, for example, creates a mutually beneficial and balanced ecosystem where rice and crayfish interact and help regulate each other.

Dow’s approach to nature and water stewardship

The Protecting Qingyi River: Water and Nature Conservation Project aligns with our efforts to advance global sustainability by prioritizing resilient watersheds and thriving ecosystems at the local and community level.

The Dow Zhangjiagang site is located downstream of the Qingyi River. Maintaining the water quality of this Yangtze River tributary is imperative for the continuity of our operations and the health of local communities and ecosystems. We are committed to our own responsible water use, including returning more than 96% of the water we use to support our operations back to the environment in a sustainable manner.

Water is too precious of a resource to manage in a silo. That is why we engage with experts, communities, governments and NGOs to implement nature-based initiatives worldwide that support sustainable watershed management and habitat conservation. Through innovative projects—from restoring wetlands in Michigan and Louisiana in the United States to conserving mangrove forests in Thailand and improving water systems in Europe—our collaborations demonstrate how environmental stewardship supports business growth and community well-being.

The work of river conservation, water and land management requires understanding local dynamics, leveraging technologies and collaborating across sectors.

The guardians of the Qingyi River work together to deliver positive social and ecological impacts that help make this water source a place where all living things can call home. They stand proudly among guardians of rivers around the world.

About Dow
Dow (NYSE: DOW) is one of the world’s leading materials science companies, serving customers in high-growth markets such as packaging, infrastructure, mobility and consumer applications. Our global breadth, asset integration and scale, focused innovation, leading business positions and commitment to sustainability enable us to achieve profitable growth and help deliver a sustainable future. We operate manufacturing sites in 30 countries and employ approximately 36,000 people. Dow delivered sales of approximately $43 billion in 2024. References to Dow or the Company mean Dow Inc. and its subsidiaries.​​​​Learn more about us and our ambition to be the most innovative, customer-centric, inclusive and sustainable materials science company in the world by visiting www.dow.com.

View original content here.

At Elanco, we believe that making life better for animals starts with creating a workplace where our people can thrive. That’s why we’re thrilled to share that Elanco has officially been recognized as a Great Place to Work® Certified company!

This recognition is more than a badge of honor. It’s a reflection of the inclusive, respectful and dynamic culture that our people have built together across the globe.

Certified Across the World

Our 2025 certifications include:

• Elanco USA
• Elanco Business Solutions hubs in Malaysia, Mexico, India and Poland
• Affiliate offices in Malaysia, Mexico and India – and recently China!

The prestigious Great Place to Work® certification is based entirely on what current employees say about their experience. Through an anonymous global survey, team members shared how Elanco supports them, fosters belonging and empowers them to do meaningful work every day.

What Makes Elanco a Great Place to Work

At Elanco, our purpose, Making Life Better for Animals, Makes Life better, connects more than 9,000 team members across 40+ countries. Our genuine love for animals fuels us to break boundaries and inspires us to push further.

According to the survey, 88% of U.S. employees said they felt welcomed when they joined Elanco and 76% agreed that Elanco is a great place to work, significantly higher than the 57% average at a typical U.S.-based company.

Built by Our People

Culture is built every day by our team members. From our laboratories and manufacturing sites to our offices and community service events, Elanco employees live out our values: Integrity, Respect, Excellence. 

This certification reflects the dedication, passion and teamwork of our people. They embody what it means to do the right thing the right way, treat others with respect and deliver with discipline.

Join Our Team

Looking to grow your career at a company that puts its people and purpose first? Explore opportunities to make a difference at Elanco Careers.

Responsible manufacturing and environmental stewardship are inherent to Chemours’ vision of trusted chemistry and a strategic imperative to strengthening our long-term outlook. Sustainable operations help ensure that both our business and our planet thrive over the long term. We continue to invest in technologies and operational improvements at our manufacturing sites to deliver our commitments to manufacturing our products responsibly, reducing operational emissions, and incorporating circular principles.

To deliver the meaningful reductions needed to avoid the worst impacts of climate change, we must reduce our own emissions and influence our value chain to do the same. We have set absolute emissions-reduction goals that align our climate commitment with the science-based targets needed to meet the goals of the Paris Agreement and United Nations Sustainable Development Goal (UN SDG) 13.

We are reducing Scope 1 and 2 greenhouse gas (GHG) emissions from our operations by improving resource use, increasing energy efficiency, deploying lower emission technologies at manufacturing sites, and increasing use of renewable electricity. We define operations GHG emissions as the sum of our Scope 1 direct emissions and Scope 2 indirect purchased energy emissions.

Our Scope 1 and Scope 2 energy emissions are addressed primarily through improving energy efficiency and sourcing renewable power. In parallel, we also continue to develop our roadmap to net zero by chartering Sustainability Technology teams to identify new decarbonization levers. These teams meet regularly to assess appropriate changes for each region and technology and to find ways to improve energy efficiency as well as transition to either electric equipment powered by renewable electricity or low-carbon thermal solutions, such as hydrogen. For example, the Renewable Thermal charter investigates low-carbon fuels, feedstocks, and energy sources, while the Electrification charter looks at our ability to shift energy needs to electric sources paired with renewable power.

We are pursuing reductions in our Scope 3 emissions by partnering with our suppliers and customers and bringing low-carbon products to market. Activities connected to various sources of Scope 3 emissions occur along our value chain, such as the GHG emissions generated to produce the goods we purchase and use of our products by customers and their own customers.

Chemours is committed to developing products and processes that offer emissions-reduction benefits to our customers by providing market options for select products with lower GHG footprints.

2024 Actions Toward a Low-Carbon Future

SBTi Approval of GHG Targets 

In 2024, the Science Based Target initiative (SBTi) approved Chemours’ near-term science-based GHG emissions reduction targets. This includes our existing goal of an absolute 60% reduction in Scope 1 and 2 GHG emissions from our operations by 2030 and a new Scope 3 target, announced in 2024, to reduce emissions by 25% per ton of production by 2030.

We have achieved a 52% reduction in operational GHG emissions since 2018—on track for a 60% absolute reduction by 2030. Despite a 4% increase in production, we maintained a downward trend in operational emission levels, achieving a reduction of about 25,000 metric tons of carbon dioxide equivalent (MT CO2e) compared to 2023. Emissions reductions are primarily due to energy efficiency improvements, renewable power initiatives, and the implementation of process emissions abatement technology. We continue to invest in technologies and advance projects to further reduce our carbon footprint and offset production growth, in pursuit of achieving our 2030 emissions targets.

This is the first year that we have reported results for our Scope 3 emissions goal. We based our Scope 3 inventory on the GHG Protocol for Corporate Value Chain (Scope 3) Accounting and Reporting Standard. The majority of Scope 3 indirect GHG emissions associated with our operations are due to customer use of our refrigerant products.

Advancing Energy Efficiency

Our Energy Efficiency Team sets annual improvement targets and develops and executes plans to achieve year-over-year energy intensity reductions. In 2024, 42 identified projects were executed that resulted in savings of over 300,000 megawatt hours (MWh) and 58,000 MT CO2e. These projects were monitored utilizing a dashboard process to demonstrate progress on a site- and company-level energy basis. Project execution was utilized as an Annual Incentive Plan metric for director-level and above positions.

Smart Steam Management for Energy Efficiency

Steam system inefficiencies have long impacted both daily energy consumption and operational expenses at manufacturing sites. In 2024, several of our U.S. manufacturing sites implemented strategic improvements to tackle this issue.

• Our Chambers Works site in New Jersey upgraded its steam system infrastructure by installing more reliable drip legs and valving and utilizing cyclic shutdowns for routine maintenance, reducing annual steam use by 8%, saving approximately 19,000 MWh of energy, and avoiding around 3,500 MT CO2e.
• At our Corpus Christi site in Texas, a Steam Trap Program has delivered measurable progress in energy efficiency and operational reliability through the implementation of a targeted maintenance strategy that minimizes steam loss and enhances system responsiveness. This initiative, which is part of a broader energy optimization effort, is projected to contribute up to 7,000 MWh in steam savings.
• Our teams at Washington Works and Chambers Works centralized their sitewide data into visual dashboards. This digital system enables teams to swiftly and efficiently pinpoint steam leaks, streamlining communication and contributing to a combined annual variable cost reduction of $980,000 across both sites.
• Similarly, our Fayetteville Works in North Carolina piloted wireless steam trap monitoring that provides real-time insights into performance and proactively flags potential failures. The pilot project at Fayetteville Works, which involved equipping just 2.5% of its steam traps with online monitoring, delivered around $70,000 in recurring annual savings. Following this success, Fayetteville Works plans to expand this technology to additional steam lines, inspiring similar digitization efforts across other manufacturing sites.

Collectively, these ongoing efforts are advancing our commitment to enhance energy efficiency and deliver high-quality specialty products with less energy usage and lower emissions.

Read more in Chemours’ latest Sustainability Report.

We’re focused on building a more sustainable future. To help with this, a grassroots group of employees started the Environmental Action Group (EAG). It’s a volunteer team that supports our sustainability goals by bringing together people who care about the environment and want to make a difference, both locally and globally.

Driving meaningful change

Founded in 2022, the EAG has over 2,300 members who are focused on reducing environmental impact and promoting sustainability, both at work and at home. Through advocacy, education, and connection, the EAG is driving meaningful change across Medtronic and in our communities around the world.

How? By educating and inspiring people

A key part of the EAG’s strategy is educating employees on the importance of environmental impact and the role we all play in reducing it. The EAG provides employees with the knowledge and resources they need to make informed decisions about sustainability.

The EAG promotes environmental education by:

• Facilitating discussions, Q&As, and resource sharing within our virtual community, including an annual employee nature photo contest held every April for Earth Month (winners are featured in our annual Impact Report)
• Organizing presentations by both internal and external experts to educate employees on a wide range of topics, from ocean conservation to renewable energy
• Raising awareness about programs like our collaboration with the Smithsonian’s National Zoo and Conservation Biology Institute on wildlife conservation and other critical environmental issues through workshops and webinars

How? By organizing global and local impact 

With a network of 21 chapters around the globe, employees are inspired to act through meaningful activities like:

• Hosting organized events like Earth Day celebrations to promote environmental awareness
• Organizing green challenges and friendly competitions to engage employees in sustainability efforts
• Coordinating cleanup activities, such as coastal and river cleanups, to support local environmental initiatives

How? By connecting employees to our sustainability strategy

By aligning our efforts with the broader Medtronic environmental sustainability goals, the EAG plays a key role in addressing critical environmental challenges and contributing to strategic projects. Medtronic employees are advancing our sustainability initiatives, both at the global and local levels by:

• Collaborating with the Sustainability team on eco-friendly product innovations and waste reduction initiatives
• Partnering with teams on sustainability-focused projects that contribute to Medtronic’s emissions reduction goals, including a company-wide sustainability challenge led by our Chief Sustainability Officer

Learn more about how Medtronic is working to reduce our environmental impact.