Our Collective 2024 Climate and Clean Chemistry Impact

OIA Members Make Significant Progress in 2024

In 2024, 84 OIA members participated in the Climate Action Corps (CAC) and/or the Clean Chemistry and Materials Coalition (CCMC). These programs are designed to support outdoor companies in reducing their impacts on the planet. Companies of different sizes, product categories, and geographic locations came together with the goal of working together to leave our planet better than we found it and to protect the outdoor experience upon which we all depend. Each program has a pathway for reducing impacts and achieving programmatic goals (learn more about our programs here). This blog takes a deeper dive into the member stories and successes from 2024.  

 

Climate Action Corps 2024 Progress: Five Years of Impact Throughout the Value Chain 

In the fifth year of tracking member progress, the CAC continues to make great progress along the pathway of measuring greenhouse gas (GHG) emissions, setting GHG emission reduction targets, and making GHG reductions across emission scopes. Compared to 2023, CAC members increased their progress on average by 15% across all major tracked categories. Here is a snapshot of the cumulative progress CAC members have made (note – there are some data discrepancies that account for inflated percentages in 2021 and 2022 that were remedied in 2023 and going forward): 

Here is the progress that CAC members made in 2024: 

  • 97% have measured their company’s Scope 1 and Scope 2 emissions (or are in progress or have an initial estimate) 
    • Scope 1 emissions are a company’s direct emissions from owned or controlled sources. Examples of these include combustion of fuels, fugitive emissions, etc. 
    • Scope 2 emissions are indirect emissions from a company’s purchased energy generated off-site. The main example is electricity.                   
  • 90% have measured their company’s Scope 3 emissions (or are in progress or have an initial estimate) 
    • Scope 3 emissions are a company’s indirect emissions that occur in the value chain, including both upstream and downstream emissions. Examples of these include purchased goods & services, third-party logistics, business travel, etc.  
  • 95% have set leadership-approved reduction targets for Scope 1 and Scope 2 (or are in the process) 
  • 87% have set leadership-approved reduction targets for Scope 3 (or are in the process) 
  • 97% have established a GHG emissions reduction action plan (or are in the process) that guides efforts to achieve their targets 
  • 59% have made measurable progress towards their GHG emissions reduction targets 

 

Going Beyond the Numbers 

REI’s total 2024 emissions (Scopes 1, 2 and 3) were 12.2% lower than emissions in their 2019 baseline year. They achieved this reduction through: 

  • 100% renewable energy 
  • Lower-carbon materials 
  • Reducing emissions from REI Co-op product manufacturing 
  • Engaging retail brand partners to reduce emissions 
  • Reduced emissions from international freight 
  • Expanding clean energy procurement resources with manufacturing partners 
  • Providing expertise, knowledge, and tools to accelerate supplier decarbonization 
  • Investing in Southeast Asia’s clean energy ecosystem 

In 2024, Klean Kanteen’s scope 1 and 2 emissions were 74% below their base year level in 2016 and scope 3 emissions were 86% below their base year level in 2019. Some actions Klean took to reduce their emissions include:  

  • Produced or procured renewable electricity (and/or renewable energy credits) for their owned/controlled facilities 
  • Engaged with their suppliers about energy efficiency 
  • Engaged their suppliers about measuring their GHG emissions 
  • Changed their company’s products and materials to alternatives with lower-GHG footprint 

L.L.Bean achieved a 22% absolute reduction in scope 1 and 2 emissions from 2019 to 2024. They decreased their scope 1 emissions significantly by investing in a new headquarters and electrifying their primary heat source, which was previously natural gas. In addition, L.L.Bean has made energy-efficient investments resulting in an overall decrease in Scope 2 emissions across stores, their fulfillment center, and HQ. Examples include switching to energy efficient lighting, compressors, and HVAC units.  Warmer winters and the increase of renewable energy in the New England power grid have also supported their Scope 2 reduction. L.L.Bean plans to retire Renewable Energy Certificates to reach the overall 50% reduction by the end of 2025, through their participation in 16 renewable energy projects across Maine.    

Rab USA’s 2024 carbon accounting data showed a 47% reduction in total emissions from a 2019 baseline. This reduction includes a 66% reduction in purchased goods and services in their scope 3 emissions through collaborating with their supply chain. Rab’s overall emissions have fallen due to three significant changes in the last year:    

  • Adoption of renewable energy in tier 1 suppliers 
  • Reduction in production figures due to a focus on reducing stock levels within their supply chain.   
  • Switching to primary production data rather than secondary data to improve their raw materials’ GHG emissions calculator methodology  

We look forward to supporting our members’ progress to make greater, measurable reductions in GHG emissions, despite external economic and regulatory pressures facing the industry and our supply chains.

See Climate Action Corps members’ individual 2024 progress here.  


Clean Chemistry and Materials Coalition 2024 Progress: Members Show Leadership in Inaugural Reports 

 2024 was the first year OIA asked members of the Clean Chemistry and Materials Coalition (CCMC) to report on their progress. In the inaugural progress reports, CCMC members showed company commitments to cleaner, safer chemistry. Since the inception of CCMC in Summer 2023, the outdoor industry has come together to phase out per- and polyfluoroalkyl substances (PFAS), champion safer chemistry in the supply chain, and switch to safer chemical and material alternatives when possible. Creating a robust chemicals management system is a long and complex process, but CCMC members have already achieved the following:  

  • 80% have set goals related to chemicals management 
  • 67% have an action plan that guides efforts to achieve their chemicals management goal(s) 
  • 92% have communicated their RSL to finished goods suppliers, representing 95% or more of their production volume   
    • RSL = Restricted Substances List     
  • 71% have communicated their RSL to materials suppliers, representing 95% or more of their production volume 
  • 57% have engaged with many finished goods suppliers about implementing a chemicals management system 
  • 41% have engaged with many materials suppliers about implementing a chemicals management system 

 

Going Beyond the Numbers 

Cotopaxi, through a strategic approach to material sourcing and internal due diligence testing, is confident that as of 2024, its products contain no intentionally added PFAS. However, Cotopaxi recognizes that current PFAS testing methodologies have yet to fully align with evolving regulatory standards, and they continue to assess and refine their verification processes to ensure the highest level of accuracy.  

VF Corporation, the parent company of CCMC members Altra™, Smartwool™, Timberland™, and The North Face™, has a robust, proprietary chemicals management program called CHEM-IQ. Through this program, VF has committed to eliminating and/or restricting 100% of unwanted chemicals or substances from VF’s supply chain by FY26. Through CHEM-IQSM, VF has identified and removed more than 1,330 MT of non-preferred chemicals from its supply chain. In FY2024, 420+ supply chain factories participated in the CHEM-IQ program. 

YETI has an extensive restricted substances list (RSL) that provides clear and concise guidance to enable responsible product development and chemical management within its supply chain. Their RSL specifies the chemical restrictions applicable to substances used in manufacturing YETI components, products, and packaging. In addition, it outlines the responsibilities of suppliers to YETI and identifies resources available for support. YETI has also phased out long-chain PFAS and its derivatives, bisphenols and their derivatives, and was on track in 2024 to phase out short-chain PFAS and their derivatives, and PVC (excluding promotional stickers, window decals, and select international accessories). 

See Clean Chemistry and Materials Coalition members’ individual 2024 progress here. 


How OIA Helped Members Achieve Their Goals in 2024 

In 2024, the OIA Sustainable Business Innovation team expanded our resources and collaboration offerings for our members to help them achieve their goals in climate and chemistry. We introduced task forces in the spring to give members the opportunity to collaborate on a climate or chemistry topic, without any additional financial investment. These task forces addressed issues like PFAS testing, sourcing low-impact aluminum, tracking sustainability regulations, and more. Our past and current task forces include: 

  • Hardgoods Task Force: developed a resource for all OIA sustainability members, outlining potential chemical contamination hotspots in hardgoods. 
  • PFAS Testing Task Force: investigated which materials were most likely unintentionally contaminated with PFAS. An executive summary of those findings is available to all OIA members. 
  • Aluminum Task Force (ongoing): guidebook to source low-carbon aluminum 
  • Content Claims Standards Task Force (ongoing): Creating a guidebook to support finished goods manufacturers with Textile Exchange’s Content Claim Standard implementation. 
  • Chemical Risks for Recycled Materials Task Force (ongoing): creating a guidebook to understand the risks of chemical contamination from recycled feedstocks.  
  • Compliance Reporting Task Force (ongoing): supporting members with state and federal reporting requirements throughout the year. 
  • Supplier Climate Principles Task Force (ongoing): creating a collective approach for engaging with suppliers to reduce emissions. 
  • Sustainability Policy Task Force (ongoing): supporting sustainability compliance and advocacy at the state, federal, and international levels. 

We also continued our Impact CoLabs in 2024 – collaborative, pre-competitive, emissions reduction initiatives led by OIA and service providers to help members meet their sustainability goals more efficiently through collaboration. Learn more about Impact CoLabs here. Here are the CoLabs we offered members in 2024:  

  • Clean Heat: decision support tool to electrify heating in textile facilities 
  • Drinkware: carbon reduction roadmaps for drinkware manufacturers  
  • Tent Flammability: change policy to no longer require dangerous flame retardants in tents 

The OIA Team also released additional resources in climate and chemistry, and advocated on behalf of our industry in Vermont, Colorado, Maine, Washington, and California (PFAS and Climate). We held 12 webinars, 12 Campfire Chats (member-led discussions on a sustainability topic), and 24 technical and legislative office hours for our members. Finally, we held our inaugural Catalyst Conference in Seattle, WA, and gathered 175 outdoor industry professionals in person for the first outdoor sustainability-centered event since 2019. At this conference, sustainability practitioners of all levels discussed GHG reduction, green marketing strategies, chemicals management, and more. We were thrilled to gather with our community and tackle important issues in climate and chemistry together.  

We are incredibly proud of our members’ progress in 2024 and look forward to the continued trend of positive progress from our industry in climate action and safer chemistry. The trail to a more sustainable future can be bumpy, but with the collective force of the outdoor industry, we can lead in creating a more sustainable future.  Join us.

 Data Disclaimer: OIA does not verify member progress report claims. Members report on their own progress, and give OIA permission to share publicly. Some GHG reductions reported may be the result of a decline in business, or other externalities that caused a drop in emissions unrelated to specific member reduction actions. 

 

The Outdoor Industry Summits Capitol Hill

May 8, 2025

Last week, more than 80 outdoor industry business leaders joined forces in Washington, D.C. for our annual OIA Capitol Summit. This convening has always been an opportunity for outdoor business leaders to unite, share their stories with Congress, and advocate for the $1.2 trillion outdoor recreation economy and its 181 million participants.  

But this year was different.  

This year, Capitol Summit came at a time of intensifying pressure for our industry—and many industries—as we face the headwinds of a rapidly changing policy environment. 

The lingering threat of President Trump’s reciprocal tariff policy, purported to go into effect on July 9, poses an existential crisis for the outdoor industry. The impacts are pervasive—not only are small- and medium-sized businesses wondering if they will make it through the next year (or even the next few months) due to lack of clarity, halted inventory planning, and irreplaceable relationships with technical manufacturers overseas, but consumers will bare the burden of higher price tags, too. 

Equally as urgent, our public lands—the very backbone of our industry and of the American experience—are under threat of being sold off to fund President Trump’s domestic policy agenda. The administration has already made drastic workforce cuts to the Department of the Interior (DOI), US Forest Service (USFS), and National Park Service (NPS). As the summer season swiftly approaches, the potential of trail closures and campground shutdowns remains unclear. 

These issues are decisive for our industry and come on top of a whole host of policy priorities that OIA already pushes on a regular basis, including Generalized System of Preferences (GSP) renewal, Miscellaneous Tariff Bill (MTB) review, and Legacy Restoration Fund reauthorization. 

If ever there was a mission-critical moment for the outdoor industry to show up on The Hill, this was it. And that we did. 

Our members came out in full force to deliver a clear message: 

Congress must act to protect outdoor businesses from the existential threat of new tariffs and safeguard the public lands that power our economy and American way of life. 

Small outdoor business founders, outdoor retail store owners, and long-time outdoor industry stalwarts shared their lived experiences with representatives on both sides of the aisle and advocated for common ground solutions that foster innovation and fuel the economy.  

Last week, we made an impact. But there’s still work to do. 

Read on for a recap of our Education and Lobby days, and to learn more about how you can join forces with OIA and outdoor business leaders to safeguard our industry. 

Education Day: Equipping Business Leaders with Stats for Success 

On Day 1 of Capitol Summit, the industry convened for a full day of education sessions on top priority policies to address on The Hill. Attendees heard from political representatives including Senator Michael Bennet (D-CO) and Representative Adrian Smith (R-NE), as well as outdoor industry policy experts and business leaders on the state of key trade and recreation policies, including: 

  • Reciprocal tariffs 
  • GSP renewal 
  • MTB review 
  • Legacy Restoration Fund reauthorization 
  • Federal workforce cuts 
  • Public lands protection 
  • Outdoor recreation economic output 
  • Outdoor recreation participation demographics 

Learn more about these policies and advocacy opportunities here. 

Lobby Day: Raising Our Outside Voices on The Hill 

Equipped with outdoor economy data and policy briefs, OIA members trekked to The Hill to share their stories.  

Members met directly with key political stakeholders on both sides of the aisle, including Senator Ron Wyden (D-OR), Congresswoman Maxine Dexter (D-OR-3), Congresswoman Chellie Pingree (D-ME-1), Congressman Gabe Vasquez (D-NM-2), Senator Martin Heinrich (D-NM), Senator Maria Cantwell (D-WA), Congressman Joe Neguse (D-CO-2), Congressman Blake Moore (R-UT-1), Senator John Hickenlooper (D-CO), Congresswoman Julia Brownley (D-CA-26), Senator Tim Sheehy (R-MT), and Senator Jeff Merkley (D-OR). Members shared personal stories about the real-world implications of these policies—business owners’ livelihoods are on the line due to tariff increases, gateway communities are struggling to sustain themselves with park service staffing cuts, outdoor recreationists question whether their favorite trails and parks will be open this summer, and consumers face the likelihood of even greater price hikes and inflation as the economy becomes increasingly unstable. 

Rappelling Off The Summit: Industry Reflections 

At the end of our day on The Hill, we looked to the future and asked the question, “What now?” Our members say it best: 

“What can you do? Speak up. Share your story. Call your reps. Lead with facts, but speak from the heart. The door is cracking open—we need to push. We need to keep raising our voices now more than ever.” — Cassie Abel, Founder and CEO at Wild Rye (Read more here) 

“Simply put, tell your story. If your business is threatened by these policies, if you have stopped hiring or started firing, are cutting back on investment and innovation and becoming less competitive globally, tell these stories to your elected representatives…Your story can make a difference.” — Damien Huang, OIA Board Member and Outdoor Industry Leader (Read more here) 

“Our business advocacy didn’t end yesterday, and it certainly won’t end until we get through this storm. Together we are a force, and yesterday we showed that…Please call your reps (especially if you live in a republican district) as this crisis is going to affect all of us; whether it’s your company, your job, or the price that you’re going to pay for pretty much everything.” — Jason Parkin, OIA Board Member and Founder/President & CCO of Compose[d] (Read more here) 

“As I write this, after a long day on the Hill and watching the Senate debate trade reform, I can tell you this: only public pressure will save the American economy…If nothing changes: Many small retailers like mine won’t make it through the next 12 months. Big corporate brands might survive. Most small ones won’t…But if enough people raise their voices: There’s still time. These businesses can still survive if change is made now…” — Wes Allen, Principal at Sunlight Sports (Read more here) 

Our Trek Continues: OIA is Here to Help You Navigate the Path 

As the July 9th deadline for the 90-day pause on reciprocal tariffs approaches, and as the fate of our public lands and park stewards remains uncertain, you can look to us as a source of truth on policy outcomes and a guide on how to navigate their implications. 

Register for our next live Policy Town Hall on May 20 at 12:30pm MT to get the latest updates on tariffs and public lands in our next. 

Are you a small business owner bearing the weight of tariffs? Share your story with Congress: House Small Business Committee Tariff Questionnaire 

 

Outdoor Market in Transition: What Does Retail Growth (or Stability) Look Like In 2025?

By Kyle Frost

The latest Outdoor Industry Association Retail Trends Report shows a market in transition. Participation is at an all-time high, retail dollars are moving, and outdoor gear has officially crossed over into the fashion and lifestyle world. On the surface, things look alright, but when we dig a little deeper, things get far more complicated.

We’re seeing more and more casual consumers getting outside, and they’re buying differently. That shift isn’t inherently bad; more people outside is something everyone has been pushing for. But here’s the tension: despite growth in participation, fewer consumers are leveling up into committed, gear-hungry outdoorists. Casual users tend to buy less and buy on sale. And the more we condition them to expect discounts, the harder it becomes to maintain pricing power or build long-term brand equity.

 

Discount addiction

Sales numbers may look relatively stable, but unit sales have plateaued. The post-COVID discount cycle, with prevalent blanket promotions and endless markdowns, has trained customers to wait for the next deal.. This undermines specialty retail, devalues premium products, and creates a dangerous dependence on discounting to move inventory.

To break that cycle, brands will need more than just a better pricing strategy. They’ll need better engagement through loyalty programs that reward activity, not just spending; educational content that builds confidence; and in-store and online experiences that create an emotional connection. In a flat market, market share is won not with less expensive products, but with more reasons to care about your brand vs others.

 

Where the spending is

So where are people still spending? Accessories are one of the few bright spots where lifestyle trends and healthy margins still align. They’re convenient entry points and impulse buys and often satisfy the ‘multi-use’ desires of casual participants. But, they can also be trend-driven, which means that pace and ‘taste’ matter. Think fast-turn, lower-volume SKUs that are sustainable, stylish, and versatile. 

Meanwhile, big-ticket technical gear is a tougher sell. Fewer consumers are dropping $1,000 on kayaks. Instead, they’re birding, backyard lounging, or wrapping up overlanding trips at a brewery. These types of big purchases are a harder sell in a market built around comfort and convenience. This doesn’t mean the hardcore segment is gone, but it might mean that the demand isn’t there right now. 

And we can’t ignore running. It’s still booming, reshaping how brands and buyers approach footwear and apparel and shows no signs of slowing. If your brand doesn’t have a strategy to engage runners—either through product or positioning—you’re missing one of the biggest growth opportunities in the space.

Demographics matter as well, and the industry is still missing the mark with nearly half its audience. Women make up nearly half of outdoor participants and consistently outspend men on apparel, yet men’s categories continue to lead in overall sales. This feels like old news, but it seems like most progress in this vein has been made outside the core outdoor industry. Legacy outdoor brands continue to lag behind more athleisure-forward competitors (both in and outside the “core” outdoor space) who have been able to successfully tap into branding and marketing approaches that resonate more strongly with women outdoorists. 

 

The elephant in the room

While not yet reflected in the data, rising import costs threaten to push prices beyond key psychological thresholds, particularly in categories where demand has been driven by casual, discretionary purchases. Tariffs may be designed to incentivize domestic production, but for many outdoor brands, that’s not realistic. OIA recently hosted a webinar on the new tariffs, and I’ve previously written about how even “Made in the USA” labels often mask a deeper global dependence: zippers from Japan, membranes from Taiwan, stitching in Vietnam, etc. While some brands assemble products domestically or run small-scale production operations, the vast majority of outdoor gear manufacturing still happens in Asia. Brands can’t simply swap in domestic factories without losing access to innovation, capacity, and speed.

When those prices inch up, consumers may hesitate to buy accessories that currently feel like impulse buys. Will the ‘drinkware’ category survive a 20-30% price increase? Running is a hot market, but shoes creeping from $170 to $200 (or more) could slow growth. And big-ticket technical gear? Even tougher to move. Depending on overall economic trends, seasonal or infrequent users may simply drop out of the funnel.

The outdoor market is deeply tied to emotionally driven spending. Customers don’t always “need” gear—they want to feel inspired by it (or look good in the newest styles). As prices inch up, the balance between that emotional and financial value could start to tip in the wrong direction. As prices increase, casual consumers who don’t carry “the outdoors” as part of their core identity will likely spend less. 

The timing couldn’t be worse. Consumers have grown price-sensitive, and the industry has trained them in recent years to expect discounts. As tariffs push MSRPs higher, retailers may struggle to maintain margins without deepening discounts, which cuts against their ability to grow or even survive. It’s a Catch-22: raise prices and lose customers, or discount and destroy margin.

 

Can circularity move more mainstream?

This is where circularity becomes more than a sustainability talking point. It’s likely that rising prices will push more consumers toward secondhand platforms, whether that’s peer-to-peer marketplaces, local consignment, or white-label resale programs. Some brands have already invested in resale infrastructure, largely in the name of sustainability. But 2025 might be the year where circularity becomes a core part of more business strategies. Not just to meet ESG goals, but to offer consumers more price-accessible options (and sustain brand relationships and revenue) in a market where the price points of new gear feel out of reach, or at least make consumers more apprehensive.

The smartest brands will integrate resale more directly into their digital and retail ecosystems, as well as their overall brand story. Circularity isn’t just a defense against pricing pressure. It can be a way to extend the product lifecycle, capture value from second sales, and keep customers in your ecosystem longer.

 

Where does that leave us?

Tariffs, pricing pressure, and shifting behaviors will test every assumption. There’s no doubt that we’re entering the first months of 2025 with significant uncertainties about almost everything in the industry. But brands that stay nimble, invest in community and experience, and build for both the first purchase and long-term engagement? Those are the ones that may weather the uncertain waters ahead with the greatest stability.

 

Want to dive deeper into the data behind these trends? Download the 2025 Outdoor Industry Retail Trends Report Executive Summary. and join our free webinar Thursday April 17th at 1 pm MT. OIA members get access to the full report and 2024 data in the OIA Member Portal.

A Smarter Path to Cleaner, Safer Products: OIA’s Six-Step Roadmap for Chemicals Management

The outdoor industry thrives on innovation, performance, and a commitment to sustainability. Yet, as awareness of the environmental impact of business grows, companies are facing increasing pressure to align their products and supply chains with sustainable practices that prioritize safety and transparency. 

Chemicals used in outdoor recreation products—from waterproof coatings to durable textiles —play a critical role in performance. However, many traditional formulations contain substances that pose risks to human health and ecosystems. Governments worldwide are implementing stricter regulations, and consumers are demanding greater accountability from brands. 

Recognizing this shifting landscape, the Outdoor Industry Association (OIA), through its Clean Chemistry and Materials Coalition (CCMC), is equipping outdoor businesses like yours with the tools and strategies you need to take proactive steps toward safer, cleaner product development. 

New OIA Resources: A Roadmap for Safer Products 

To help organizations navigate chemical safety, compliance, and innovation, OIA is releasing two new resources to guide planning and implementation to reach sustainability goals.  

  • CCMC Guidebook – A comprehensive, 73-page resource for Support+ and Leadership members, featuring detailed checklists, case studies, and technical guidance on building a robust chemicals management program. 

Both guides center around OIA’s six-step CCMC Pathway, which provides you with a structured approach to eliminating harmful chemicals, adopting safer alternatives, and integrating supply chain sustainability into long-term strategies. 

Let’s explore these six steps and how your company can leverage them to build a safer, more sustainable business. 

1. Discover: Map Your Chemistry Footprint

Before businesses can improve chemical safety, they need to understand their starting point. The first step in chemicals management is gaining visibility into your supply chain, materials, and potential chemical hazards. 

Key actions: 

  • Map your supplier network – Understand where and how your products are made, including Tier 1 and upstream suppliers. 
  • Build a material inventory – Track what’s in your products, from base materials to performance treatments. 
  • Identify high-risk chemicals – Review industry-standard Restricted Substances Lists (RSLs) and emerging regulations, such as PFAS bans. 
  • Monitor evolving regulations – Stay ahead of national and international compliance requirements to avoid risks like product recalls. 

Why this matters: Businesses that take a proactive approach to understanding their chemical footprint will reduce regulatory risks and build consumer trust. 

2. Plan: Set Goals and Build a Strategy

Once a company understands its chemical risks, the next step is to set clear objectives and create an action plan for safer chemistry. 

Key actions: 

  • Define internal and external goals – Set measurable targets for eliminating harmful chemicals and adopting safer alternatives. 
  • Assign responsible teams – Ensure cross-functional collaboration across product development, compliance, and sourcing teams. 
  • Develop a phased action plan – Outline short-term compliance goals and long-term innovation strategies. 
  • Ensure supplier accountability – Work with manufacturers to implement clear, enforceable chemical policies. 

Why this matters: A strategic plan keeps businesses on track, ensuring chemicals management efforts align with business sustainability goals. 

3. Act: Implement Safer Practices

With a plan in place, companies must now take action to integrate safer chemistry into product development and supply chain management. 

Key actions: 

  • Adopt a Restricted Substances List (RSL) – Align with industry standards to ensure compliance across product lines. 
  • Implement a robust testing program – Establish procedures for monitoring chemicals at various stages of production. 
  • Communicate expectations with suppliers – Clearly define what materials and formulations are acceptable. 
  • Phase out high-risk chemicals – Proactively replace harmful substances with verified safer alternatives. 

Why this matters: Companies that act now to implement safer chemicals management will be better positioned for future regulations and market demands. 

4. Accelerate: Strengthen Supplier Partnerships & Drive Innovation

Once the foundation of a chemicals management program is in place, the next step is to scale impact through continuous improvement and innovation. 

Key actions: 

  • Move beyond compliance – Establish Manufacturing Restricted Substances Lists (MRSLs) to control chemical inputs, not just finished products. 
  • Implement supplier chemicals management systems – Work directly with manufacturers to improve chemical safety practices. 
  • Explore green chemistry innovations – Invest in safer material alternatives that enhance product durability and performance. 
  • Leverage data-driven decision-making – Use testing insights and supplier audits to refine chemical safety strategies. 

Why this matters: Forward-thinking organizations go beyond compliance—they lead with innovation and corporate environmental responsibility. 

5. Advocate: Shape the Future of Safer Chemistry

The outdoor industry must work collaboratively to drive systemic change. Businesses that engage in policy advocacy and industry partnerships can help shape a greener future for outdoor products. 

Key actions: 

  • Support public policies that promote safer alternatives and sustainability in business. 
  • Engage with policymakers to influence chemical safety regulations. 
  • Collaborate with industry groups – Join coalitions like OIA’s CCMC to share best practices and research. 
  • Invest in sustainable chemistry startups to accelerate eco-friendly business solutions. 

Why this matters: Companies that take an active role in shaping the future of chemicals management will help set industry standards, rather than simply reacting to them.

6. Share: Build Trust Through Transparency

Consumers expect companies to be honest and transparent about their sustainability efforts. Clear communication about chemicals management builds credibility and loyalty. 

Key actions: 

  • Provide verifiable data – Back up environmental claims with testing results and certifications. 
  • Educate consumers – Help customers understand why safer chemistry matters and how it enhances product performance. 
  • Avoid misleading green claims – Ensure all sustainability messaging is accurate and compliant with greenwashing laws. 
  • Report progress publicly – Share chemicals management milestones in sustainability reports and marketing materials. 

Why this matters: Transparent organizations build stronger consumer relationships while staying ahead of corporate sustainability regulations. 

Taking the First Step Toward Safer, Smarter Products 

Adopting robust chemicals management practices is no longer optional — it’s a business imperative. Companies that fail to act risk regulatory penalties, supply chain disruptions, and consumer backlash. 

By following OIA’s six-step roadmap, your company can: 

  • Reduce regulatory risk and stay ahead of evolving laws. 
  • Enhance brand trust through credible sustainability efforts. 
  • Leverage sustainable innovation to create high-performance, low-impact products. 
  • Strengthen supplier relationships for a resilient, responsible supply chain. 

The Clean Chemistry and Materials Coalition (CCMC) is here to help. Whether you’re just getting started or refining an existing program, OIA’s new Chemicals Management Getting Started Guide and CCMC Guidebook provide the tools and resources you need. 

Learn more and access the resources at outdoorindustry.org. 

  

Leading with Our Values to Drive Advocacy and Impact for the Outdoor Industry

A letter from OIA President Kent Ebersole

Dear OIA Members, 

The outdoor industry is at a pivotal moment. As a core part of a $1.2 trillion industry that supports 5 million American jobs, OIA is committed to standing strong on the issues that matter most to you—conservation, recreation, trade, and sustainability. We understand the challenges our industry and your business face. Whether it’s the uncertainty of tariff policies, threats to public lands, or the rollback of critical environmental protections, this political climate requires bold advocacy and strategic engagement. 

Our policy agenda and advocacy efforts focus on our members’ priorities and industry values, driving business success and industry resilience: 

  • Conservation: Advocating for policies that protect public lands and waters, ensuring our treasured landscapes remain accessible and preserved.  
  • Recreation: Promoting investments in recreation infrastructure to support equitable access to outdoor experiences. 
  • Trade: Pushing for stable, predictable trade policies that enhance competitiveness and reduce unnecessary tariffs. 
  • Sustainability: Advancing impactful policies that promote responsible manufacturing and environmental stewardship. 
  • State Policy: Influencing policies that drive growth and opportunity for outdoor businesses and communities nationwide. 

As a member-driven organization, OIA is taking the path of greatest impact—one that keeps us at the table, drives constructive dialogue with lawmakers, and ensures your voices are heard where it matters most. No matter who occupies the White House or which party holds power in Congress, our focus remains clear: delivering meaningful progress for our industry and protecting the places and policies that enable outdoor businesses and communities to thrive. 

In 2025, we will take bold, proactive steps to support our members and advance the outdoor industry’s interests through targeted advocacy, resource development, and meaningful engagement opportunities: 

  • Catalyze Advocacy Efforts: Advocate at OIA Capitol Summit, connect members with policymakers through direct advocacy opportunities, and expand state-level influence by relaunching our state policy program. 
  • Equip Members with Resources: Provide policy tools, data-driven insights, and a new platform to take advocacy action, share breaking updates, and discuss critical policy issues with members. 
  • Build Industry Connection and Collaboration: Bring members together through  task forces, working groups, and monthly Trade and Recreation Advisory Council meetings to address industry priorities.  

We will maintain open lines of communication with Congress and the administration, advocating fiercely on your behalf. We won’t compromise our values. Instead, we will use our influence to strategically drive outcomes that benefit the outdoor industry, the environment, and the communities we serve. 

For more than 35 years, our industry has met moments of change with strength and unity. We’ve led the way in securing landmark victories, including the permanent reauthorization of the Land and Water Conservation Fund (LWCF) and the passage of the EXPLORE Act, achieving real, lasting wins for the industry. As we look ahead, we remain unwavering in our commitment to public policy and advocacy, knowing that our collective voice is more important than ever. 

With your partnership, we will champion smart policy, defend our industry’s interests, and continue to catalyze meaningful change for the outdoors and all who enjoy it. Explore our policy agenda and join us on March 12 at 1 pm MT for a members-only webinar to connect with fellow leaders, dive into the issues, and discover how your voice can help lead the charge. 

 

Together we are a force, 

Kent Ebersole 

President
Outdoor Industry Association