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. 

 

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. 

  

How Outdoor Brands Are Reducing Textile Emissions with Smarter Energy Solutions

Reducing emissions in textile production isn’t just an environmental responsibility—it’s a business necessity. Consumers expect brands to take meaningful action on sustainability, and regulations are pushing companies to reduce their carbon footprints. One of the biggest challenges? The fossil fuel-based heating systems used in textile manufacturing. 

Traditional heating methods rely on coal, gas, or oil, making them a major source of greenhouse gas emissions. The textile and apparel industry alone contributes about 2% of global emissions, and with demand increasing, that number will only grow. If your brand is committed to lowering emissions, tackling the energy sources used in textile mills is a critical step. 

A Practical Solution to Help You Reduce Emissions 

To support this transition, Outdoor Industry Association, in partnership with Global Efficiency Intelligence and OIA member brands like Cotopaxi, L.L. Bean, New Balance, Patagonia, REI Co-op, and W.L. Gore & Associates, have launched the Textile Heating Electrification Tool. This open-source resource helps mills and brands transition from fossil fuels to electric heating by providing data on energy use, cost savings, and emissions reduction. It supports sustainability goals, regulatory compliance, and long-term efficiency. 

Why This Matters for Your Brand 

Sustainability goals can’t be met without action at the manufacturing level. The heating systems used in textile mills account for a significant share of supply chain emissions, and electrification is one of the most effective ways to lower them. 

This tool provides clear, actionable insights to help businesses: 

  • Understand their current heating systems and identify where fossil fuel use can be reduced. 
  • Evaluate electric alternatives that work for different textile processes. 
  • Make informed investment decisions with data on costs, feasibility, and emissions reductions.

Andrew Dempsey, Director of Climate at REI Co-op, explained the importance of this issue: 

“At REI, we believe progress on climate solutions happens through collaboration. Our goal is to cut emissions in half by 2030, but we can’t get there without working closely with our brand and manufacturing partners. Electric heat technologies are essential for decarbonizing textile manufacturing, and this tool gives us the data we need to move forward with confidence.” 

Collaboration Makes Sustainability More Achievable 

Developed under OIA’s Clean Heat CoLab, this tool embodies a collaborative approach to tackling industry challenges. OIA Impact CoLabs help brands and suppliers work closely, advancing sustainability goals more efficiently while lowering costs. 

Julie Brown, Director of Sustainable Business Innovation at Outdoor Industry Association, highlighted the significance of this initiative: 

“The launch of the Textile Heating Electrification Tool marks a major step in our industry’s collective effort to cut emissions in textile manufacturing. This tool combines expertise from across the outdoor industry to provide mills with the insights they need to transition to cleaner, more sustainable heating technologies.” 

How to Get Started 

This tool is designed to help businesses like yours take meaningful steps toward emissions reductions. If your brand works with textile suppliers, this is a resource that can drive real change. 

Watch the webinar recording below and download our one-pager to start using this tool for smarter decision-making in your business. 

Want to go further? Contact sustainability@outdoorindustry.org to get involved in OIA’s sustainability programs and work toward a lower-carbon future. 

 

Sustainability in Action: Insights from the Inaugural Catalyst Conference

By Meg Carney

The inaugural Catalyst Conference, hosted by the Outdoor Industry Association (OIA) from November 13-14, united outdoor industry leaders, innovators, and advocates to address sustainability challenges and strengthen their collective impact. Over two days, participants explored strategies to innovate, collaborate, and address pressing environmental issues impacting industry businesses and participants.  

Julie Brown, Director of Sustainable Business Innovation at OIA, opened the event with a powerful call to action: “The outdoor industry is uniquely positioned to lead the charge for sustainable change. And so we must ask ourselves if not us, then who?”  

Within the last five or more years, the outdoor industry has seen a value shift. While we’ve always been an industry loudly championing environmental conservation, we often grappled with the fact that we cannot sell more and reduce our impact at the same time. During the Catalyst Conference, industry leaders from brands like Patagonia, W.L. Gore & Associates, REI, Outdoor Research, and more shared their optimism and ideas as we move into a new generation of product production centered around sustainability and climate action. 

As the outdoor sector navigates shifting political landscapes, tightening regulations, and increasingly eco-conscious consumers, its leaders emphasize one unifying truth: the industry’s strength lies in its ability to innovate, collaborate, and act with integrity.  

Challenges and Opportunities in Sustainability

During the conference, participants tackled conversations regarding timely sustainability challenges. Presentations and panel discussions centered around topics such as climate change, global supply chain complexities, and evolving consumer demands.  

Eric Artz, CEO of REI Co-op, highlighted the need for resilience and adaptability. “There’s always opportunity, but it requires us to think differently and engage differently than we have in the past,” he stated.  

Even now, as an industry, thinking differently and engaging with the environment needs to look different. One clear issue we all face is the existential threat of the climate crisis, but while sustainability leaders push for new innovations, financial backing and the business of profit don’t always support or at the very least, push back, providing consistent challenges to our progress as an industry. 

Artz also pointed to the growing importance of state and local action, citing the success of recent ballot measures addressing public lands and climate policies. “Given the choice and education, consumers want to make the better choice,” he added, emphasizing the power of informed decision-making.  

Consumers now more than ever expect more from companies, and it has become increasingly obvious that consumers in the outdoor sector look to brands to be transparent and truthful. Not only that, but to take accountability for their shortcomings and the impact they have, whether positive or negative. 

Panelists like Jacqueline Levy of OIA encouraged businesses to engage policymakers at all levels, underscoring the need for outdoor companies to serve as advocates and connectors to drive systemic change.  

Industry Innovations and Collaboration

Throughout the Catalyst Conference, speakers showcased their individual and collective advancement in pushing the boundaries of sustainability. Artz described REI’s use of bioengineered yarns as an example of progress. “One of the most innovative things we do is open source and collaborate on everything,” he said, reinforcing the importance of collective effort.  

Collaboration was a primary theme of conference panel discussions and is something the outdoor industry has done well for some time. Brands like REI have immense power and influence within the industry as a whole, and within their collaborative pursuits can create frameworks for others to follow. 

Kelly Hughes of Ruffwear detailed how product redesigns are reducing emissions. By leveraging tools like the Higg Index, Ruffwear identifies opportunities to optimize material usage, streamline production, and ensure that new designs outperform older ones in sustainability metrics.  

Efforts like redesigns are an essential part of reducing our impact and carbon footprint, but is it enough? At the end of the day, all of these brands have one common goal: to sell more products. The actual production and energy consumption required to do this are immense and often reflect the largest percentage of their carbon emissions. 

To combat this impact, Ryan Kelly of W.L. Gore & Associates highlighted the company’s renewable energy projects, such as “Kentucky Fried Solar,” which are transforming manufacturing operations. Meanwhile, Stanley demonstrated how collaborative efforts through OIA’s drinkware initiative are helping suppliers decarbonize while driving industry-wide change.  

All of these initiatives are a step in the right direction, but are part of a much-needed bigger strategy that reflects a broader trend: sustainability can no longer be an optional add-on but must be a core business principle. As Ashley LaPorte of Burton Snowboards explained, “We can’t be profitable on a failing planet.”  

Leadership Perspectives

For many of these initiatives to be successful, sustainability must be central to organizational strategies. 

Artz advocated for companies to tie their efforts to measurable business outcomes. “Ensure that your purpose is centered on your principles. Sustainability can’t just be a feel-good initiative; [there] has to be a business case,” he emphasized.  

Something that stuck with me the most from all of the discussions was the idea that everyone on the sustainability team should have a friend in the finance department. Decarbonization is a huge challenge that ours and many industries struggle to achieve, and a big part of the delay is the lack of funding to make these changes. If, as an industry, we are claiming to lead the charge in sustainability, we need to, in a sense, put our money where our mouth is, and invest in carbon reduction efforts more aggressively. 

With issues as large as climate change, it can be hard to put into perspective until climate disasters meet us at our front doors. In many instances, those impacted the most by climate change and environmental harm have a socioeconomic disadvantage and are overlooked throughout the product development process. 

Leah Thomas, founder of Intersectional Environmentalist, introduced the “curb cut theory” to illustrate how designing solutions for society’s most vulnerable benefits the collective in the long run. “Start with environmental justice because it ends up benefiting everyone,” she explained, encouraging companies to align their efforts with community needs.  

As an industry, we can and should also support employees most affected by climate impacts, according to LaPorte, who suggests resilience funds and stronger community-focused initiatives. “Employers are trusted more than the government to do the right thing,” she noted, referencing the Edelman Trust Barometer to highlight businesses’ unique position of influence.

Building a Sustainable Future

The path forward requires systemic change and coalition building, a theme many speakers echo. Levy reminded attendees of the industry’s significant economic influence. “This is a $1.1 trillion bipartisan powerhouse that can get things done,” she said. This sentiment highlights how companies can use their collective strength to drive policy change.  

Ashley LaPorte of Burton Snowboards and Troy Sicotte of Mountain Hardware called for businesses to align sustainability goals with financial targets. They emphasized the importance of anticipating challenges and preparing for stricter regulations on emissions, toxic substances, and materials even before regulations push them to do so.  

If the rapid phase-out of PFAS taught the outdoor industry anything, it should be to act before being regulated to do so. We need to follow the science and be able to substantiate claims not only for marketing purposes but also for the integrity of our industry and the future of the planet. 

Some speakers explored the importance of proactive approaches to regulatory compliance. Alex Lauver of Outdoor Research noted, “Stop being so reactive. There’s going to be more restrictions, so how can we prepare?” This shows the urgency for the industry to stay ahead of evolving requirements while maintaining its commitment to sustainability.  

Community and Consumer Engagement

Consumers drive the market, and throughout the conference, many speakers highlighted the importance of consumers and communities in driving change. Artz reiterated the need for transparency in communicating with customers: “Every time we put choice in front of informed customers, they will make the better choice with us.”  

But we should not rely solely on customers to make those decisions for us. Each brand has a distinct responsibility to learn and then inform to become better advocates and examples for their customers. If consumers are looking to brands as an authority on topics such as sustainability and climate change, it should not be them holding us accountable, but us setting a higher precedent and expectation of their consumption. 

Our supply chain impacts are one way to do this, but another is to be more civically involved. Levy detailed strategies for engaging policymakers, including fly-ins, congressional briefings, and public education campaigns. These efforts build trust and amplify the industry’s voice in legislative spaces.  

While we have a long way to go to meet our climate goals, a sense of optimism prevails as we reflect on the first and hopefully not the last Catalyst Conference. The panels, speakers, and discussions seemed to inspire participants to lead the outdoor industry—and the planet—toward a more sustainable future. 

Still, this Catalyst Conference left one lingering thought in the closing remarks from Kevin Myette of Bluesign for industry leaders and advocates: 

‘We get to choose where we are on this trail. Are there any crusaders amongst you? Are we at an end, or a beginning’? I’ll be curious to see how we can leverage collective equity and transform obstacles into opportunities, to ensure a thriving future for people, the planet, and the products that connect us.



Meg Carney is an outdoor and environmental journalist, author, executive producer, and podcast host specializing in outdoor product coverage, supply chain research, and investigative environmental and conservation journalism. 

New California and Canada Sustainability Regulations: Key Impacts for Outdoor Brands

In a significant step towards enhancing sustainability and consumer safety, California has recently enacted two pivotal bills that will reshape compliance for manufacturers and retailers. The Responsible Textile Recovery Act of 2024 (SB 707) and the Household Product Safety: Toxic Substances: Testing and Enforcement (AB 347). Concurrently, Canada is implementing a new PFAS reporting rule, requiring importers to disclose specific per- and polyfluoroalkyl substances. These regulations will require immediate attention from outdoor industry brands and manufacturers. Our Clean Chemistry and Materials Coalition is here to support members with guidance and collaboration to ensure compliance and sustainable progress.

Two sustainability bills signed into law in California:

  • The Responsible Textile Recovery Act of 2024 (SB 707)
    • What is it? This law adopts a stewardship program for textiles, requiring producers to fund, design, and implement a program via a producer responsibility organization (PRO) for collecting, sorting, and recycling textile articles.
    • How does this impact outdoor brands? If you sell textile products in the State of California, you will be subject to this rule, which is slated to go into effect on January 1, 2030.
  • Household Product Safety: Toxic Substances: Testing and Enforcement (AB 347)
    • What is it? This law requires covered manufacturers to register with the Department of Toxic Substances control, pay a registration fee, and provide a statement of compliance.
    • How does this impact outdoor brands? If you produce textile articles, juvenile products, or food packaging products, you will be subject to this rule, which is slated to go into effect on July 1, 2029. 

New PFAS Reporting Rule in Canada:

  • What is it? The Notice with respect to certain per- and polyfluoroalkyl substances (PFAS) creates reporting requirements covering 312 PFAS when manufactured, imported, or used above certain thresholds.
  • How does this impact outdoor brands? If you are the importer of record of any covered product under this notice, you must submit your report to Environment and Climate Change Canada (ECCC) by January 29, 2025.

Looking for expert guidance on how to ensure your brand is meeting new and upcoming sustainability requirements? OIA’s Clean Chemistry and Materials Coalition provides members with a scalable action plan for eliminating and replacing harmful chemicals and materials, delivering supply chain transparency, recycling and emission disclosures and more. Contact our sustainability team to learn more sustainability@outdoorindustry.org

Helly Hansen, Columbia Sportswear, and L.L. Bean Collaborate to Reduce Supply Chain Emissions and Protect the Planet

These outdoor brands came together, in partnership with their suppliers, to reduce emissions across the outdoor industry value chain.

To reach a more sustainable future, we must take bold, collective action against climate change. Helly Hansen, Columbia Sportswear, and L.L. Bean came together through  Outdoor Industry Association’s (OIA) Carbon Leadership Project CoLab to cut carbon emissions across the industry’s supply chain. This collaboration, supported by the Apparel Impact Institute (Aii), focused on jointly reducing emissions across shared member supply chains. The OIA spearheaded the project and identified common suppliers among members, while Aii provided the framework of the Carbon Leadership Project to drive emission reduction efforts. 

“The Carbon Leadership Project guided our manufacturing partners in initiating their decarbonization journey.  Brand peers co-nominated suppliers to participate in the project, maximizing resources and driving momentum in carbon reduction.  Furthermore, the action plans were customized for participants based on their climate target maturity.  As long as the risk of climate change is not mitigated, we will continue to advocate for the Carbon Leadership Project” Ian Lee, Sustainable Manufacturing Program Manager at Columbia Sportswear. 

Aii’s Carbon Leadership Project framework assists suppliers in measuring GHG emissions at the facility level, setting targets, and effectively reducing GHG emissions. This program not only aids members in achieving their climate objectives but also aligns with OIA’s mission to lead the charge in sustainable business innovation so that all people can thrive outside, today, and in future generations. Learn more about the Carbon Leadership Project here. 

Bryant LaPres, senior director of industry engagement at Apparel Impact Institute, adds “Through our work with the OIA, we demonstrated the value of collaboration between brands and suppliers. The OIA played a critical role in bringing this work from concept to action. Their member brands played an equally critical role, emphasizing alliance with shared suppliers rather than going alone. We are excited to move into implementation activities to achieve direct emissions reductions and look forward to the results”. 

The primary goals of the Carbon Leadership Project CoLab were to support shared suppliers across the outdoor industry in measuring their emissions and setting carbon reduction targets. Helly Hansen, Columbia Sportswear, and L.L. Bean nominated two shared suppliers to participate in the CoLab. OIA’s Impact CoLabs are collaborative, pre-competitive emissions reduction initiatives led by OIA and service providers. These initiatives help members meet their sustainability goals more efficiently and cost-effectively by working together. 

Carbon Leadership Project CoLab Steps + Impact

Launched in 2022, the Carbon Leadership Project aimed to work with shared suppliers on setting science-aligned reduction targets and creating reduction action plans to achieve their targets. 
 
CoLab Milestones 

1. Supplier nomination and overlap assessment: Members submitted facilities of interest, OIA completed an overlap mapping exercise to seek shared suppliers to maximize impact  

2. Carbon tech assessment: Aii and their service provider partner, RESET Carbon, completed benchmarking for the nominated facilities to identify carbon saving potential and define next steps  

3. Carbon Target Setting: RESET Carbon collaborated with suppliers to identify their carbon reduction potential and set reduction targets  

4. Reduction Action Plan: A carbon reduction plan tailored to each facility was created 

5. Brand engagement with suppliers to implement reduction action plan (in progress)  

The Carbon Leadership Project CoLab supported facilities in completing a carbon tech assessments to benchmark their emissions and set reduction targets.  The final product was a tailored carbon reduction plan for each facility to reach its target.  Member brands are engaging with their suppliers to implement these reduction action plans. 

“The Carbon Leadership Project CoLab provided organizations with skills and tools to measure, monitor and report on their partnered facility’s carbon emissions. It allowed the organization to establish a clear baseline and achievable targets”, Grace Wong, Senior Sustainability Specialist Traceability, Helly Hansen. 

The decarbonization opportunities identified in the reduction action plans were prioritized based on their total emissions reduction potential and expected implementation timeline. The roadmaps were delivered via an Excel-based tool, where suppliers could input their intent and prioritization for implementing solutions. The tool also provided estimates of costs, return on investment, and tailored considerations to address before implementation to reduce risks. 

Pre-Competitive Collaboration: OIA’s Impact CoLabs  

Climate change is one of, if not the most, crucial issues the outdoor industry faces today. If there is not a thriving environment to recreate in, outdoor businesses do not have a future. Collaboration is necessary to significantly reduce climate impacts in the outdoor industry; the problem is too large for individual companies to solve on their own. Companies must work together to decarbonize the global supply chain, and OIA provides an avenue with a clear path to do just that. OIA’s Impact CoLabs are collaborative, pre-competitive, emissions reduction initiatives led by OIA and service providers to help members meet their sustainability goals in less time and with less cost by working together.  Through OIA’s six Impact CoLabs, 19 OIA members have invested in collaborative emissions reduction projects across their supply chains – working collectively to maximize impact and protect our planet.

 “The Carbon Leadership Project CoLab empowered members to take bold, collective climate action. OIA understands that tackling climate goals and reducing emissions can be daunting for individual companies, but we believe in the power of working together. By uniting to create shared solutions, we can accelerate progress and achieve significant emissions reductions. Through initiatives like the CLP CoLab, OIA supports members in reducing emissions across their supply chains”, said Breana Nehls, OIA Sustainable Business Innovation Manager. “Together, we are catalysts for sustainable growth.” 

 Learn more about OIA’s CoLabs and how you can catalyze meaningful change with us at outdoorindustry.org/sustainablebusiness.

 

 

REI, BURTON, AND NEMO EQUIPMENT ACCELERATE TRANSITION TO CLEAN ENERGY

Brands collaborate ​in a challenging market ​to ​advance ​solar energy ​investments ​with suppliers

Clean energy is best achieved by collective action. And that’s exactly what REI, Burton, and NEMO Equipment set out to do through OIA’s Vietnam Renewable Energy Impact CoLab. In collaboration with Allotrope Partners, these brands ideated sustainable solutions and accelerated their transition to cleaner energy. Vietnam is a key manufacturing hub for many OIA members, but its carbon-intensive electricity grid means it is a large source of greenhouse gas emissions. Vietnam’s growing clean energy market has opened the door for financially attractive on-site rooftop solar projects and off-site renewable energy procurement. However, COVID-related supply chain disruptions and evolving regulations have posed significant challenges in the Vietnam renewable energy market. These challenges inspired OIA to launch the Vietnam Renewable Energy CoLab to support members in navigating the challenging renewable energy landscape together. By bringing members together through the CoLab, members and their suppliers could collaborate on shared solutions to more effectively transition to renewable energy.  

“NEMO was excited to partner with Burton, REI, OIA, and Allotrope on the Vietnam Renewable Energy CoLab. NEMO has set a target to reduce our greenhouse gas emissions intensity by 50% by 2030. So far, we’ve achieved a 36% reduction in emissions intensity per product, but to reach our goals, we need to partner with our supply chain. This CoLab is an example of collective action helping to accelerate emissions reductions,” Theresa McKenney, Director of Sustainability and Government Affairs, NEMO Equipment. 

OIA’s Impact CoLabs are collaborative, pre-competitive, emissions reduction initiatives led by OIA and service providers to help members meet their sustainability goals in less time and with less cost by working together. The Vietnam Renewable Energy CoLab focused on accelerating the transition to a sustainable energy future by supporting suppliers with rooftop solar evaluations. The Impact CoLab enabled REI, Burton and NEMO to work collaboratively with suppliers to install 3.5 MW of power across five supplier facilities in Vietnam. 

“In order to achieve REI’s goal of more than halving emissions by 2030, we have to do a great deal of work with partners—from our manufacturing facilities to retailed brands. The CoLab presented an opportunity to engage deeply in that shared work. Our suppliers were able to gain a clear understanding of the “what”, “how” and “why” of procuring rooftop solar electricity in Vietnam”, said Evan Scandling, Supply Chain Decarbonization Lead, REI.

CoLab Results + Impact

The Vietnam Renewable Energy CoLab included five industry suppliers that joined together in an RFP that produced bids for five on-site rooftop systems totaling 3.5 MW, with power purchase agreement (PPA) prices ranging from 8-20% below the buyers’ current electricity rates and covering between 25-35% of the facilities’ electricity needs. Over the life of this project, market conditions have continued to evolve, with government approvals of operating and construction permits emerging as a challenge, along with buyer concerns over their ability to prioritize clean energy procurement during tough financial times. As the supplier facilities continue to work toward clean energy solutions, these proposals serve as a starting point and guidepost for what’s possible. 

Michelle Murphy Rogers, Senior Director of Allotrope’s Clean Energy Advisory Practice notes, “The OIA CoLab process offers an amazing opportunity to explore innovations on renewable energy procurement in a low-risk environment. This project incorporated time and cost-saving approaches to engage project developers and evaluate proposals that can be used in future procurements. Current market challenges in Vietnam underscore the need to work together to pursue new innovations like engaging buyers and developers to pair on-site solar with battery energy storage solutions to maximize system sizes and enhance reliability.” 

“Allotrope was a great partner throughout the project. They worked directly with our supplier to review the process, clearly laid out the evaluation of proposals, and worked hard to overcome challenges in a highly complex regulatory environment. We gleaned valuable learnings from the process”, said Emily Foster, Director of People & Planet Impact at Burton. 

Pre-Competitive Collaboration: OIA’s Impact CoLabs  

Climate change is one of, if not the most, crucial issues the outdoor industry faces today. If there is not a thriving environment to recreate in, outdoor businesses do not have a future. Collaboration is necessary to significantly reduce climate impacts in the outdoor industry; the problem is too large for individual companies to solve on their own. Companies must work together to decarbonize the global supply chain, and OIA provides an avenue with a clear path to do just that. OIA’s Impact CoLabs are collaborative, pre-competitive, emissions reduction initiatives led by OIA and service providers to help members meet their sustainability goals in less time and with less cost by working together.  Through OIA’s six Impact CoLabs, 19 OIA members have invested in collaborative emissions reduction projects across their supply chains – working collectively to maximize impact and protect our planet.  
 

“OIA recognizes that tackling climate action goals and reducing emissions can be a daunting journey for individual member companies. However, we also recognize the power of collective action. If we collaborate, we can move faster and realize significant emissions reductions. Through collaborations such as the Vietnam Renewable Energy CoLab, OIA supports members in making lasting impacts across their supply chains”, said Breana Nehls, OIA Sustainable Business Innovation Manager. “Together, we can be a force for sustainable growth.”