At Cascale, we recognise that making a real impact on the future of our industry means genuinely listening to all our members—whether they are small factories, global suppliers, or household-name brands. Over the past few months, I have had the privilege of meeting with leaders across Asia, from C-suite executives in Singapore to the team at Busana Group in Indonesia, where we discussed the real challenges they face every day in meeting sustainability goals. I also joined manufacturers at the Bangladesh Apparel Forum, gaining valuable firsthand insights into what they need to not only survive but thrive in this evolving landscape.

                          Andrew Martin, EVP, Cascale visits member Epic Group. Pic Courtesy:Cascale

These conversations, taking place just a month after our CEO Colin Browne spent five weeks traveling across Asia to connect with manufacturers, have helped shape our newly launched membership engagement and governance model. This change comes at a critical time, as global brands and manufacturers alike grapple with ambitious sustainability targets and tightening regulations. By restructuring our model around member needs rather than just geography, we are ensuring that Cascale offers equitable support across the board, from multinationals to smaller suppliers. Equity is not a luxury; it is essential for driving our shared mission forward.

In developing this model, insights from experts like Ilishio Lovejoy, whose research we supported, have certainly helped contextualise where multi-stakeholder initiatives often fall short. However, we also drew on direct feedback from our members. Many expressed a desire for more practical support and greater representation to support decision-making. This new approach strengthens Cascale’s focus on collaboration and transparency, creating a system where manufacturers’ voices are not just heard but are instrumental in shaping the tools and standards they will use.

I am incredibly proud of Cascale’s membership engagement teams, who were instrumental in advocating for this structural shift. Their diligence in seeking out and elevating feedback from members, especially manufacturers, ensured that these voices were central to our decision-making. This commitment has directly led to an approach that not only better reflects the needs of our members but actively enhances manufacturers’ roles in shaping Cascale’s tools and initiatives. Reflected in the addition of roles like the new Senior Manager of Membership Governance, this structure enables deeper collaboration and delivers on calls for practical, sustained support.

Make no mistake though. Our work is not done. As Colin emphasised during his recent visits across Asia, we are committed to working alongside our members to keep refining this model. We want every member to see Cascale as a partner in their journey, supporting their specific needs and challenges—no matter their size or market position.

I am proud to be part of an organisation that values direct input from those on the ground, and I look forward to deepening our engagement with manufacturers and suppliers around the world. Through this model, we are building a more inclusive and representative future for our industry, one that is ready to meet today’s demands while paving the way for lasting, impactful change.