We have conceived this publication to share ideas, to add value to our partnerships (existing and prospective) as well as the industry as a whole, and to establish a forum for others to do the same. Event Network has been committed to continuous improvement in our discipline - experiential retail - since 1998. It is now embedded in our culture, in fact part and parcel of our company’s DNA, to think in terms of brand and experience optimization at the places where we work.
This issue focuses on a significant segment of the cultural attraction space: zoos and aquariums. It is often stated that more people visit zoos and aquariums in the U.S. in a given year than attend any other type of experiential attraction (sports and live music included). So…we are talking about a huge swath of trends and consumer behavior. We learn from it every day and believe that everyone in our industry can benefit from such learnings.
In these pages, we begin to share some of this knowledge and to explore both the art and science of our unique form of retail, always through the filter (our north star) that is enhancing guest experiences.
Self-serving as it may be, we share in this issue a recent pattern that has served some institutions well, specifically toward engaging specialists for unique disciplines (retail vs food service, for example). Expert execution over contractual expedience. You’ll also see the integrated teamwork behind creating a plastic-free store at the New England Aquarium, and you’ll meet some of the people who drive better experiences for guests of a variety of different institutions.
There are so many ways to “touch” guests every day to enhance their experience, so let us continue that journey together. As we do, please share feedback with us as often as you would like.
With immense gratitude…
The Event Network Team.
retail excellence in iconic places
25
SPOTLIGHT: Denver Zoo Conservation Alliance
Q/A with Jake Kubié shares the ‘why’ behind rebranding and the new habitat that features superstar, Marshmallow, an albino wallaby.
36 SPOTLIGHT: Phoenix Zoo
New habitats, a new mascot, and an art gallery. Things are heating up at this extraordinary desert zoo.
43 The EcoChit Story
A better receipt, responsible and 100% recyclable
46 This is the Place: Mote Marine Laboratory & Aquarium
1ST PERSON: Sandi Finefield shares the value of a great partner relationship in the wake of challenging times as well as exciting opportunities.
The Shedd Aauarium + Event Network, celebrating 23+ years of partnership
51 Out of the Midway… and into the water
1ST PERSON: Trey Archie talks about trust and the transition from Store Director at USS Midway to General Manager at Georgia Aquarium.
How Separate Contracts for Retail & Food Service Lead to Operational Excellence
The Wearsponsible Story: creating a more responsible apparel collection
Our commitment to remove plastic from the New England Aquarium store. “How
contributors &staff
STAFF
Editor-in-Chief
Michael McCrory
Creative Director
Bart Herrman
PARTNERSHIP DEVELOPMENT TEAM
Jerry Gilbert Principal, Event Network
Jane Casanta VP Partnership Development
Jessica Van Dyke VP Partnership Development
Huge thank you to our zoo and aquarium partners
Indianapolis Zoo 24 yrs
Shedd Aquarium 23 yrs ✫
Mystic Aquarium 21 yrs
National Aquarium 21 yrs
Seattle Aquarium 21 yrs
Philadelphia Zoo 21 yrs
Florida Aquarium 20 yrs
South Carolina Aquarium 20 yrs
Phoenix Zoo 19 yrs ✫
New England Aquarium 17 yrs ✫
Georgia Aquarium 17 yrs ✫
Texas State Aquarium 17 yrs
Brevard Zoo 17 yrs
Living Planet Aquarium 11 yrs
Oregon Zoo 11 yrs
Woodland Park Zoo 11 yrs
Odysea 9 yrs
MOTE Marine Lab & Aq. 7 yrs ✫
Tennessee Aquarium 6 yrs
Lincoln Park Zoo 6 yrs
Alaska Zoo 5 yrs
Northwest Trek Wildlife Park 5 yrs
Palm Beach Zoo 5 yrs
Point Defiance Zoo & Aq. 5 yrs
Reid Park Zoo 5 yrs
Alaska Sealife Center 5 yrs
Birch Aquarium 5 yrs
Greater Cleveland Aquarium 5 yrs
Mississippi Aquarium 5 yrs
Oklahoma Aquarium 5 yrs
Oregon Coast Aquarium 5 yrs
Zoo Atlanta 4 yrs
Denver Zoo 3 yrs ✫
Clearwater Marine Aquarium 2 yrs
Living Desert Zoo & Gardens 2 yrs
Zoo Knoxville 2 yrs
Aquarium of the Bay 1 yr
Gladys Porter Zoo 1 yr
Moody Gardens <1 yr
Hello, and welcome to the Zoo & Aquarium Issue of The Experience Matters Magazine!
“It’s a very ancient saying, but a true and honest thought; that if you become a teacher, by your pupils you’ll be taught.” - The King and I
This lyric from the 1951 musical perfectly captures the relationships Event Network has built with our zoo and aquarium partners over nearly three decades. Our journey began with Shedd Aquarium in Chicago back in 2002.
The lessons we’ve learned about running mission-driven retail stores have been taught to us by some of the world's leading animal care institutions. These valuable relationships have inspired, challenged, and improved us. We’re excited to share our achievements, our progress with sustainable retail commitments, and the leadership role we've taken in our industry.
Everything we have achieved as a company has come from doing what all good pupils do - listening.
We’ve listened to leaders and stakeholders at our more than 40 zoo and aquarium partnerships. They’ve provided insights over countless hours spent discussing how to effectively communicate their purpose and missions in our retail stores. We’ve listened to our team members who have shared the kind of wisdom and knowledge that can only be gleaned by living and breathing in these educational institutions every day, becoming entwined in the daily lives of the people they work with, from animal care specialists to guest service representatives.
Perhaps, above all, we’ve learned the experience matters. The experiences of visiting an iconic place and the memories made there… The retail experience when our stores connect those memories to a one-of-a-kind shopping environment… The way we collaborate with our partners through challenges and opportunities, that experience matters, too. This publication is about the overlap between the retail environments we create and the iconic places within which we operate.
As pupils of environmental stewardship, we have, over time, become experts in creating, assorting, staffing, and operating environmentally responsible stores in zoos and aquariums. Our purchasing teams have pushed vendors to make changes in their products. Our store design and visual merchandising teams have designed and built beautiful retail spaces where the materials themselves tell the story of our commitment to our planet. Our on-site store teams have worked to make daily choices that have led to big impacts. And our partners have taken notice. We have heard time and again how our sustainable retail operations have set a new standard for other aspects of our partners’ operations.
In his book, Encyclopedia of the Musical Theatre, Stanley Green summarized the central theme of The King and I musical as "the importance of mutual understanding between people of differing ethnic and cultural backgrounds." As we strive to bring our expertise to every retail experience we create, we celebrate mutual understanding, listening, and learning, and a ‘true and honest’ respect for our zoo and aquarium partners.
We thank all of them for allowing us to share their mission through our shopping experiences and for enabling us to learn from their leadership.
To grow into anything of substance and sustain itself, every organization needs a few things: Some solid if not aspirational values and people who generally live up to them, a reasonable value proposition and, ultimately, proven performance (and the references that come with it). But as much as anything else, to breathe let alone spread some wings, young enterprises need a willing partner or customer. Someone or some organization who gives them a chance to prove themselves. For Event Network, Shedd Aquarium is that special someone.
by Jerry Gilbert Principal, Event Network
“I particularly love the entrance of the new store.”
“There’s a huge LED screen and I watch people stand there and take pictures all day.”
Fraser, VP Guest Relations
Pat
Shedd Aquarium
As the world was recovering from the horrors of 9/11, Event Network was preparing itself to present to Shedd Aquarium in the fall of 2001. This was several months after initial contact was made in the wake of a cold call to then-CFO Joyce Simon. Initial contact meant a long-winded voicemail that she actually took the time to absorb. It led to a nice introductory discussion, a trip to Chicago to begin to make sense of the opportunity, a brief meeting at a trade show, and some follow-up chats. As the exchange unfolded, Joyce kept saying, “… you need to figure out how to demonstrate your vision to us.” With the right amount of naivete and cluelessness (i.e., desperation), that vision ultimately took the form of our team coming together to create a de facto gift shop which we built in a penthouse suite of a hotel in downtown Chicago.
This wasn’t a table with product on it but rather a fully curated collection of products across many categories and merchandised in every nook and cranny of that suite (down to the potpourri in the bathroom).
For years afterward, in fact, Joyce would half-jokingly ask us why we never had jewelry as nice as what was in the hotel room. We invited Shedd’s key stakeholders (a group Joyce assembled) to come shop. To see a taste of our work, completely customized for Shedd, live and in person. Mind you, this exercise was kind of the last gasp in a moment when things were tough for Event Network. Cash was extremely tight and traction for the business model (outsourcing retail) was fighting against real industry inertia. So, as desperation tends to breed innovation, we went all in and hoped to convey to Shedd’s team what might be possible if we were to work together.
It worked! When Joyce called in the wake of the “meeting” to share Shedd’s interest in moving forward with us, it was a profoundly gratifying moment. As this author covered the (land line) phone and yelled in his wife’s direction to try to quiet their then-6month-old playing on the floor nearby, a feeling of tremendous hope took hold. Sometimes you don’t really know when
someone is giving you that sacred opportunity to prove yourself, but in this case it was so completely obvious. So we set out to do just that, immediately scurrying to transition toward that first transaction in early January 2002 (with a messy set of inventory and highly imperfect systems as well as little expertise in how to manage the supply chain for a high-volume aquarium retail business).
It would be foolish to say the rest is history. It literally has been one day and one brick (literally one memory made) at a time. The ups and downs and continuous learning that have taken place in the last 23+ years of partnership with Shedd sit at the foundation of Event Network’s story and our ever-evolving value proposition. Shedd has pushed and challenged us and allowed us to flex creative muscles along the way. To try (including products, interactive retail experiences, different retail locations, team members et al.) and, as necessary, fail in order to hit on big ideas that move the needle. Always rooted in Shedd’s tremendous vision and mission to perpetuate a world thriving with aquatic life, sustained by people who love, understand and protect it. Perhaps more than anything else, Shedd has taught us to ground every aspect of our business model in our partners’ ethos. To care first and foremost about the things they care about is not only being a good partner but it’s good for business. Guests respond extremely well to it.
Given the longevity of our relationship with Shedd, the partnership has also taught us how to maintain continuity and connection when key leadership changes occur. Joyce and then-CEO Ted Beattie moved on, but new leadership from Bridget C. Coughlin, Ph.D., to the rest of her team have taken Shedd to a whole other place and have always been tremendous partners to Event Network. The communication rhythm and mutual mindset that we are an integral part of Shedd’s team are what make it work so well. As with all our partnerships, our gratitude is immense and we could not be more motivated to continue elevating guest experiences across the board as we move forward.
Reflecting on what makes a great partnership, Pat Fraser, Shedd’s Vice President of Guest Relations, recently shared with us, “It’s about trust, open communication, and shared goals. When both sides are willing to listen and adapt, the possibilities are endless. It often is just about being willing to try things, not being afraid, and if it works, great.”
She praised our team’s efforts to align retail offerings with Shedd’s mission, from eliminating plastic packaging to incorporating responsible apparel. “I don't think
we'd be partners with someone who wasn't doing that. And, I love that Event Network talks about sustainability like it's just in their DNA. To have you so mission-aligned makes it simple for me to get everybody who might not have been a store fanatic to become a store fanatic. But I happen to know that you're doing it everywhere because you believe in it.”
Pat emphasized the importance our Event Network team places on connecting guests to Shedd’s mission through
memory anchors (items that connect guests to their aquarium experience). “We want our guests to take something home that becomes part of their connection to what we do for the blue planet.”
Pat also spoke about our newly remodeled store and its connection to Shedd Aquarium’s future plans. “I particularly love the
entrance of the new store,” she said, “There’s a huge LED screen and I watch people stand there and take pictures all day.”
The store design we executed for Shedd was intended to seamlessly integrate with their Centennial Commitment and its emphasis on accessibility, conservation, and education. “This space allows us to create connections that extend beyond the walls of the Aquarium,” said Pat, “inspiring guests to carry a piece of Shedd’s mission with them wherever they go.”
“The evolution of our partnership,” added Pat, “has been marked by a shared willingness to innovate and adapt. It’s about understanding each other’s expertise and finding ways to work together to create
something exceptional.” We couldn’t agree more. This collaboration has not only enhanced Shedd’s retail operations and mission, but its example has also helped deepen and expand Event Network’s ability to inspire guests to care for wildlife and our planet in a much broader way.
The zoo and aquarium world is so extraordinary. The exceptional institutions, and there are many, we proudly serve are doing so much important work and we are so fortunate to support it. And to help make memories for guests. Given where we have been and how we got to this point, as we sit here in 2025, one can imagine the day-to-day commitment it will take to look up in 2050 and be able to share the nostalgic view that this article celebrates. Onward and upward with the important work that lies ahead!
photos courtesy of Shedd Aquarium
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Julie Ricci, Vice President of Purchasing for Event Network, took the stage at the annual Association of Zoos and Aquariums Conference in September with a particularly nuanced message to share. She was joined by Suzanne Liola Matus, Vice President of Marketing, Sales, and Visitor Experience at the New England Aquarium in Boston. They had been invited to share what was without a doubt a sustainability success story, but as is often the case in matters of environmental conservation, the details mattered.
In partnership, Julie and Suzanne were able to initiate a bold change within the retail store. The challenge was to eliminate all plastics from the gift shop; not just the so-called ‘single-use’ plastics-- all non-recycled plastics. This goal had been on Julie’s radar for some time. In her role at Event Network, overseeing the merchandise assortment and product development for more than 40 zoo and aquarium partnerships, she had firsthand knowledge of what could be accomplished and what was still out of reach. As she stepped up to the microphone to share the story, she was hoping to enjoy a moment of victory while remaining transparent and realistic about the challenges ahead.
“Thank you all for joining us,” she began tentatively as the gathered crowd calmed down. “This Plastic S.T.O.P.S. journey has not been an overnight success by any means.”
That was certainly true. In fact, the very first steps began more than five years earlier.
In 2018, Event Network began a concerted effort to examine their retail practices and look for opportunities to better align with the conservation missions and values of their zoo and aquarium partnerships. Julie led the charge, looking for individual products and merchandise departments that
would benefit most from an overhaul. The first logical place to start was in the plush department.
“At the time most vendors were packaging their plush in a way that made it easier to fulfill online orders from companies like Amazon,” explained Julie. “That meant every individual item was packaged in a plastic bag and then sorted by the dozen in yet another protective bag.” Once Event Network had successfully reduced this industry standard down to just one bag per dozen plush items, the next step began.
“Also at that time,” added Julie, “every plush vendor was adding a pouch of plastic beads within the base of their plush.” When asked why the added filling was necessary, most vendors claimed the added weight provided an increased perceived value and that the plush would fail to sit upright on the store shelves without it. After a side-by-side test of several bestselling plush items, Julie’s team found that the plush did not require the beads to remain upright. They also noted that the sales remained steady after the plush items without the plastic beads hit the stores.
The innovation continued. The next step was to replace the traditional plastic eyes vendors had sewn into their plush products
Julie Ricci Suzanne Liola Matus
for decades in favor of embroidered eyes made from recycled materials. “There were so many vendor conversations about why we couldn’t remove the plastic eyes,” recalled Julie. “We understood that the eyes were what gave the plush animals their personality.” Indeed, their first attempt at round embroidered eyes didn’t have the desired results.
“The animals all looked sort of surprised!” laughed Julie. However, the next iteration of embroidered eye plush came in all types of styles and shapes giving the animals an appealing and far more accurate appearance.
Another big adjustment came in the form of a package redesign for a bestselling toy line. “In 2019, Event Network hired a company to help with this,” said Julie. “We wanted packaging that would eliminate the interior plastic bag and the Styrofoam and make the boxes smaller to reduce the shipping impact.”
In all, the re-engineered packaging was implemented on 20 bestselling toy items, accounting for about 40% of toy sales, resulting in the elimination of all plastic packaging and a reduction of about 20% in package size.
The same agency helped Julie’s team redesign plastic-free boxes for their doll line; eliminating plastic ties that were used to hold items in place as well as the traditional plastic window panel on the front. “We were disrupting an industry,” said Julie, “but that sometimes meant we had to disrupt all aspects of a vendor’s established process.” She explained how, even after all the time and effort put into creating this packaging alternative, the vendor delivered the first doll shipments with each plasticfree box wrapped in a plastic bag. “We had to insert ourselves and our values into every part of the process.”
By the end of 2020, Event Network had started to push back against the industry standard of individually bagging souvenir items in plastic for shipping and worked with their vendors to test and adopt plastic-free alternatives.
And then, in 2021, Event Network officially launched an effort to eliminate single-use plastics from their stores.
The term "single-use plastic" emerged in environmental discussions during the late 20th century, as awareness of plastic pollution grew. Originally, plastics were celebrated as a revolutionary material, prized for their durability, flexibility, and low cost. In 1979, the first plastic shopping bags became available in the US, and by the early 80s, grocery giants Safeway and Kroger had begun offering shoppers the option of having their goods packaged in either “paper or plastic.” Because plastic bags were so much cheaper to manufacture, they became widely adopted at grocery chains across the country.
These bags, as well as many plastic-made products that came after them like cutlery, straws, and containers became widely referred to as “single-use plastics.” These are items which, after serving their first initial use, were frequently discarded. By the 1980s and 1990s, the term "single-use" began to take on a negative connotation, primarily due to the mounting waste produced by disposable plastics.
Then in 1997, oceanographer and boat captain Charles J. Moore was making the voyage from Hawaii to Los Angeles when he spotted “a swirling sewer” of plastic debris; “a superhighway of trash” in the North Pacific Gyre. This discovery was accidental yet profound, highlighting the widespread issue of plastic pollution in marine ecosystems. Moore’s observations shocked the scientific community and the public, as the gyre was densely packed with plastics that had accumulated over decades.
Following his discovery, Moore founded the Algalita Marine Research Foundation to study and raise awareness about plastic pollution’s impact on ocean health revealing its devastating effects on marine life and ecosystems. Moore’s work has since inspired international efforts to combat plastic pollution, spotlighting the urgent need for sustainable practices and reduction of single-use plastics worldwide.
Event Network partners with a leader in sustainable bags made from 100% post-consumer waste, including recycled plastic bottles and cotton.
NEW ENGLAND AQUARIUM'S MEASURABLE IMPACT
19K sold = 996K plastic bags saved from landfills if used once per week
As Event Network continued making environmental innovations for their partners, Julie continued to work closely with the zoo and aquarium businesses to share the work being done and to celebrate the milestones.
At the same time, Suzanne and her team at New England Aquarium were reexamining their standard operations. In 2020, they teamed up with 15 other aquariums across the country in support of new federal legislation that would shine a spotlight on plastic pollution and the risk it posed to the health and well-being of sea turtles, dolphins, whales, fish, and other marine animals in oceans all over the world. The Break Free from Plastic Pollution Act required producers of packaging, containers, and food-service products to design, manage, and finance waste and recycling programs. It also sought to ban certain single-use plastic products that were not recyclable.
By the Fall of 2023, the collaboration between the Aquarium and Event Network had resulted in an impressive environmental scorecard.
That year in the gift shop more than 19,000 reusable bags had been sold instead of single-use bags, saving 996,476 plastic grocery bags from landfills. More than 380,000 plastic bottles had been recycled to create the filling material in the plush items sold. Nearly 6,000 milk jugs had been recycled to create a collection of toys from the manufacturer Green Toy.
Additionally, 10% of the store’s annual sales were derived from vendors who either participated in a program that donated 1% of profits to support environmental initiatives or were certified B-corporations, a designation that requires companies to commit to achieving 100% renewable electricity and zero waste to landfills.
However, the team at New England Aquarium believed they could do more with Event Network’s help. Suzanne called Julie and asked the question that sent the process into overdrive: What would it take to move from a ‘single-use plastic-free’ store to a completely plastic-free store environment?
“Event Network had already begun this journey,” continued Julie speaking to the gathered attendees at the conference, “but the conversation with Suzanne and her team at New England Aquarium caused us to…” Julie trailed off and turned to Suzanne who was standing next to her. Suzanne started to laugh and offered a finish to Julie's sentence. “It caused us to accelerate.”
“Accelerate.” Julie agreed.
“But I think we learned,” said Suzanne, “that today we don’t have to choose between having financial growth or having sustainable products in a plastic-free store environment; we learned that we can do both.”
The Plastic S.T.O.P.S. Story continues on page 55
In the world of cultural attractions, every element of the guest journey matters. From the thoughtfully designed retail spaces filled with unique merchandise to the carefully curated menus of cafés and food courts, these distinct offerings blend to create a cohesive experience.
Several years ago, in an effort to streamline resources, cultural institutions began seeking to consolidate their outsourced operations under a single contract, engaging one operator to oversee two or more unique elements of their guest services.
In recent years, however, many institutions that chose to combine their retail and food service operations under a single provider have since reverted to separate contracts, recognizing that the expertise required for food service differs significantly from that required if one desires a distinct retail experience.
Museums, gardens, zoos and aquariums often use outside consultants to review their current offerings and to guide them through an RFP process where they are presented with the pros and cons of a single contract model versus engaging two singularly focused operators (one for retail and one for food service). Finding a single company that has equal proficiency in both food service and retail can be limiting, however, so inviting companies to bid on either food service OR retail rather than requiring a bid for both has emerged as a viable option in recent years.
Distinct Expertise in Retail and Food Service Operations
At their core, retail and food service operations serve different purposes and demand unique resources and skillsets.
Food service is a highly operational business that demands expertise in menu planning, food safety, product sourcing, and service efficiency. It requires an understanding of culinary trends, dietary preferences, and the coordination of high-volume service, often under tight time constraints. Operators must navigate the challenges of seasonality, perishability, local vendor sourcing, and staffing in a fast-paced environment.
Whether providing quick grab-and-go options or a catered event, a food service provider must excel in creating consistent, high-quality dining experiences that meet visitors' expectations.
Successful retail providers must curate custom product assortments that promote the institution's mission, values, and collection. This involves sourcing merchandise that educates, inspires, and provides a tangible connection to the attraction’s unique themes. Retail providers must also stay ahead of trends in store design and product storytelling while creating an environment that encourages exploration to gain incremental revenue. Both food service and retail require the operators to stay abreast of the latest advances in technology and sustainability but for quite different applications for each experience. While it might appear streamlined to award both contracts to one provider, engaging a single partner often dilutes the food service and the retail offering because, let’s be honest, it is exceedingly difficult to be great at both. By partnering with a specialized provider for food service and another for retail, cultural attractions can ensure that each area receives the dedicated attention and expertise it requires. This approach not only enhances the visitor experience but also aligns more closely with the institution's goals, maximizing profitability and long-term success.
At their core, retail and food service operations serve different purposes and demand unique resources and skillsets.
Retail and the “Memory Anchor”
Food service locations within cultural attractions primarily fulfill a need, addressing guests’ immediate hunger or thirst. While the quality of the food and ambiance of the dining facility certainly enhance the visit, the interaction is typically transactional and fleeting. For guests, food is a vital part of the day’s enjoyment, but it seldom holds the power to trigger emotional recall or elicit a cherished, lasting memory from the visit. By contrast, a gift shop that operates within an educational or cultural experience serves a specialized function; one that is decidedly different from a retail store in a mall or shopping center. Guests visiting a cultural attraction store often view their purchases as meaningful extensions of their experience. The items they purchase; whether a locally crafted ornament, a book about an exhibit, or a branded souvenir, serve as tangible keepsakes that preserve memories. They become symbols of the guest’s connection to the museum, garden, zoo, or aquarium; evoking nostalgia long after the visit ends. The cultural attraction retail experience is a deeply personal act of memory-making, where the item purchased is the bridge between a guest’s experience and their emotional attachment to it. These items are called “Memory Anchors.”
Memory Anchors can come from any product category. Children may find them in a toy or plush while adults may connect with jewelry or apparel. In a museum, garden, zoo or aquarium gift shop setting, Memory Anchors must serve an additional function; they must communicate a message. The message may be about sustainability, inclusion, or purely an expression of the institution’s brand.
It is an enormous task to deliver a robust retail store assortment filled with potential Memory Anchors that align with the institution’s mission while also developing custom merchandise
the power of
and staying current on trends. This is why selecting a provider that specializes solely in experiential retail has become a more compelling strategy recently.
April Henderson, Seattle Aquarium’s Interim Vice President of Finance and Administration, put it this way: “Retail and food service are key parts of what we offer. Generally, the food is consumed on site. People are sitting down and talking together, and often they're talking about what they just saw. And that's really important. But in the gift shop, the idea is that they're connecting with something; they're willing to spend a little bit more money to take something home to help them remember and connect to this experience. How cool is that?”
Mission-Driven Outcomes
One of the most compelling reasons to engage a singularly focused retail expert is their unique ability to align with the institution’s mission. Cultural attractions often have specific goals—whether it’s conservation, education, or community engagement—that need to be reflected in their retail space. A specialized retail operator can ensure that products tell the story of an institution’s values, whether through eco-friendly merchandise, items created by local artisans, or ensuring the merchandise reflects a featured species or artist from a specific region.
How Separate Contracts for Retail and Food Service Lead to
Dwight Middendorf, CFO and VP of Information and Innovation at the Living Desert Zoo and Gardens spoke about the differences he experienced when they moved away from a single-contract business model to a singularly focused retail contract. “Every plush in the store represents an animal that is currently here at the zoo,” he explains. “Previously, we had things like gorillas and sharks; animals that weren’t here. People are here to see desert animals. It seems small, but it’s not. It’s keeping us front of mind.”
Seeking Outside Assessments
Many cultural institutions have engaged with consulting firms to assess and evaluate the level and value of the services they offer. These firms may offer a fresh perspective or advice on whether an institution’s operators are aligned with their larger goals and mission.
Recently, the Seattle Aquarium team enlisted third-party consultants to help provide an outside perspective on their entire operation. “We appreciated that they were able to look at not just the Seattle market, but the US market as well to assess what was being offered to us by our contractors,” says Sandra Soufflet, Senior Manager of Guest Experience and Operations at the Aquarium. “Based on that feedback we renewed our contract with our retail provider and looked for other potential food service partners.”
In her evolving role at Seattle Aquarium, April Henderson has become engaged with more of the store and product discussions. “I've enjoyed sitting in on the last few business meetings we’ve had with the retail team,” she says. “It has been a great experience. And I think the fact that the retail contract was renewed tells you just how much we appreciate that partnership.”
Retail Trends and Innovation
The retail industry is constantly evolving, shaped by changing consumer preferences, economic shifts, and technological advancements. By partnering with specialized operators, institutions can stay ahead of these trends. A dedicated retail partner
can implement self-checkout systems to reduce wait times or optimize store layouts to drive engagement, or they might leverage vendor relationships to introduce new product lines.
“The way Event Network executed the floor plan was very smart,” Dwight says. “It’s intended to create traffic flow. Previously [under our combined food service and retail contractor], there used to be a central corridor that led directly out to the door. So, it was very easy for someone to walk in and never have a personal touchpoint with a single store team member.”
“ Because Event Network works with so many other organizations,” says April, “there are insights we’re benefiting from. They are being proactive in their field and can bring new things to us, and they can alert us to changing trends and customer preferences.”
Operational Integration and Data Resources
Dwight noticed a dynamic difference in the level of collaboration after uncoupling their single-provider contract. “When we talk about the demarcation between a vendor and the Living Desert Organization, previously, we were two opposite entities working together by necessity,” he says. “There was never a feeling of an integration. That has changed dramatically since changing the contract structure.”
Maintaining separate contracts can also provide improved clarity around data. This data not only paints a picture of how a retail business is doing and what items guests are connecting with but can also provide insight to partners on traffic flow within their facility. “There are a lot of data points that I have seen here just in the last six weeks,” shares April. “I've been able to ask questions about top sellers by dollar and by units sold. How much are we doing in the smaller gift shop versus the larger gift shop?”
Besides delivering a collection of products that function as Memory Anchors, the retail store often provides amenities like snacks and water for guests between visits to the café or food court facility. When different entities manage the retail and food service operations, attractions have access to different data streams. This can sometimes make guest spending habits clearer and more actionable.
April has seen this firsthand. “One of my questions for the retail team lately was: ‘Can you tell me what you sell as far as snacks and water by hour and how much of it is sold after 4 in the afternoon?’ These are questions that I honestly wasn't sure they would be able to answer, but they did.”
Details and Teamwork
“A problem we had with our previous purveyors,” says Dwight, “was that there was never much displayed product pricing. Now, it is very clearly laid out for our guests to make a decision for themselves. It’s very transparent, and I appreciate that about Event Network.”
“I feel like you can see it clearly through the ways the gift shop helps support our mission,” agrees April. “They are constantly identifying ways to improve the packaging and the sustainability of what's being offered, working with vendors to push them to offer more sustainable products. Those are connections and relationships that we wouldn't have if we had a single contractor that was focused on a multitude of things- or if we were doing it ourselves.”
“ What Event Network does as a retail organization,” adds Dwight, “I believe it’s extraordinary versus ordinary. Every attention to detail that can happen - happens here.”
The Future of Experiential Retail
For many attractions looking to outsource their food service and retail operations, it may still seem convenient to consolidate those operations under a single provider. However, recent evidence suggests that strategically separating these contracts ultimately leads to better outcomes for institutions and their guests. By partnering with specialized operators, organizations can ensure that each component of the guest experience is optimized. From the quality of the food served to the unique assortment of Memory Anchors available in the gift shop, this approach allows both operations to shine, enhancing the overall visit and supporting the institution’s mission.
In a competitive landscape where guest expectations are higher than ever, cultural attractions cannot afford to compromise. By choosing to separate retail and food service contracts, they can harness the full potential of both operators, delivering memorable experiences and driving sustainable growth.
In 2024, Denver Zoo underwent a rebranding process for the first time in its 128-year history. The newly renamed, Denver Zoo Conservation Alliance, seeks to reflect its ongoing commitment to wildlife conservation and its connection to the community.
Of course, the zoo has been an icon of conservation and education for decades, so this branding change was less about a shifting mission and more about reengaging an audience that may have become skeptical of the function zoos serve.
Jake Kubié has been the Director of Communications for Denver Zoo Conservation Alliance for nearly seven years, and he says the change in brand presented an opportunity to share a newly aligned message. We got a chance to sit down with Jake and talk about the rebranding process, the alliances that the zoo is forging in the community, and Marshmallow, the new zoo star drawing crowds at the Down Under experience.
Q A Discovering “Down Under” in Denver
A
Conversation with Jake Kubié
Jake Kubié, Director of Communications Denver Zoo Conservation Alliance
Event Network: What is the significance of this brand change?
Jake: Our mission statement is “inspiring communities to save wildlife for future generations.” So, this branding change is really an acknowledgment that the work we do here at Denver Zoo Conservation Alliance is a team effort. The word, “alliance” is key; it speaks to the new role that modern zoos are playing in the world of wildlife conservation and sustainability.
E|N: Would the “Pika Project” be an example of an alliance you’ve formed?
Jake: Yeah, absolutely. The Pika Project is a wonderful example of what this alliance community model is striving for. We partner with several organizations including Rocky Mountain Wild, Rocky Mountain National Park, Colorado Parks and Wildlife, the University of Colorado, Boulder, and Colorado Mesa University to help monitor and research the pika, which is this adorable cousin of a rabbit. They live at high elevations here in Colorado and they're what's called an ‘indicator species.’ As the climate warms, we're seeing them move to higher and higher elevations which threatens their survival. The pika species is also an indicator of potential threats facing other species in Colorado and around the world as well.
E|N: How are you telling the pika story throughout the zoo and the community?
Jake: Well, the pika story is really an outlier because it’s one of our only conservation programs where we don't have a representative of that species here on our campus. They're an incredibly hard species to care for because of their unique environment and needs so it's just not feasible to have pika in our care. So, we tell this story throughout the zoo as one of our conservation programs. Some of our other Colorado conservation programs include work with desert bighorn sheep in Colorado, Rocky Mountain bighorn sheep, mountain goats, and boreal toads. For the Pika Project, we have an opportunity for the community to get involved. It's like a community science project where you can sign up, get trained, and go and monitor pika to contribute to the research.
E|N: It sounds like these alliances and collaborations you’re talking about are some of the key ways the zoo contributes to conservation and research outside of what visitors might perceive as the “zoo experience.”
Jake: Yeah, I think there's a huge audience out there that just doesn't know what we do. So, this is definitely an educational opportunity, and by just putting it front and center in our name, I think that will hopefully catch some of those folks who historically have not considered supporting organizations like ours.
We want them to think of us as a conservation organization especially if they are on the fence about zoos or even anti- zoos. You know, one of our big communication priorities is educating people on the difference between good zoos and bad zoos.
E|N: Bad zoos?
Jake: Unfortunately, there are about 2,500 places in North America that call themselves “zoos,” but only 237 are accredited by the Association of Zoos and Aquariums. So, it's a big deal to be accredited; you have to demonstrate the highest standards of animal care, animal welfare, and safety. They really dig into every single facet of your operation. So, those people who consider themselves ‘anti-zoo’ might be more idealistically aligned with what we’re doing than they realize.
wild. We have about 450 different species here at Denver Zoo Conservation Alliance. A great number of those are endangered, critically endangered, or even extinct in the wild. I always call it “the zoo catch-22.” As things get worse in the wild, zoos just become more and more important. We almost become a Noah’s Ark of these species. I mean, we have species here that you can only find in zoos and aquariums now. And, we have others that are right on the cusp of becoming extinct as well. The value of having animals in human care is becoming more important because we humans are not taking good care of the habitats in the natural world. So, I think good zoos become more critical in keeping these animals on the face of the Earth.
BELOW: Colorado residents monitoring pika for the Zoo's Pika Project RIGHT: Camp Pika in the Denver Zoo retail store
E|N: Doesn’t the Association of Zoos and Aquariums also monitor your species survival plans?
Jake: Absolutely. Most of the species that are managed within AZA zoos are part of very tightly controlled breeding programs where we work to ensure genetic diversity among the species in our care. And in some cases, we’re able to release them into the
E|N: It sounds like there’s so much information that you’re trying to communicate to your community and your visitors. How do you know if all your storytelling and marketing efforts are working?
Jake: That's a great question. We're still in the early stages of our rebrand, but we have a great research team here that conducts polls and questionnaires with guests to understand how they perceive us and determine if they’re aware of our conserva-
tion programs. We are seeing the needle slowly move as we continue to tell these stories around our rebranding. So, whether that's the stories we tell the media, the posts we share on our social channels, or even the merchandise we sell in our gift shops, we're telling the same story. Honestly, my job is made incredibly easy because we have phenomenal animal staff, health staff, and conservation staff who are taking great care of our animals and trying to find solutions to save wildlife every day. We have just an embarrassment of riches when it comes to storytelling here.
E|N: Some of my colleagues were visiting your gift shop recently and had the opportunity to tour the zoo. They all came back talking about an experience they had with one of your animal residents, Marshmallow.
Jake: Yes. Marshmallow is our albino wallaby and she's a superstar for sure. Last May we opened our new Down Under habitat and it’s a wonderful example of how we can improve guest experience and capture people's interest and engagement. When you go back and look at zoo design
50-60 years ago, you see these two-dimensional habitats where there’s a basic viewing area and animals would be presented in a yard with a barn. We’ve learned that’s not what’s best for the animals, and certainly not the best for the guest’s experience. So, when we looked at designing this new habitat, the number one consideration was what's best for the animals. Then, close behind that was: How can we design a space that helps our guests connect with those animals? Down Under is a first at our organization where it's truly an immersive habitat. We have a wallaby and kangaroo walkthrough where you are actually sharing space with the animals; it’s a completely different feeling than seeing them behind glass or with a barrier.
E|N: How did you know this would work? How did you know you could keep both guests and animals safe in this environment?
Jake: Our animal care and animal health teams know pretty much everything there is to know about the species that we care for. We know what kind of space they need. We know what diets they need, and what
temperatures they thrive in. The animals in the exhibit are accustomed to being around people because of training and the fact that all of them were born and bred within a zoological setting. We were able to create spaces that are much more engaging, much more immersive. Another piece of modern zoo design is also the cultural interpretation of it as well. We worked closely with some native Australian experts, and artists to help design the habitat and create language and visuals that reflect the native areas that we're trying to recreate here in Colorado. It’s an amazing experience; we've got kangaroos, wallabies, cassowaries…
E|N: Cassowaries? I don’t think I know what those are.
Jake: I think it’s the wildest species we have here. They're considered the most dangerous bird in the world. They're kind of a cross between an emu, a velociraptor, and a turkey.
E|N: Wow, I’m going to have to look that up.
Jake: They're so cool.
E|N: How have guests been responding to the Down Under experience?
Jake: The feedback from everybody has been overwhelmingly positive. I think that element of actually entering a space that you're sharing with animals is really special. Those are stories we like to tell because people really build bonds not only with a species, but with individual animals. I mean, you hear kids coming to the zoo saying, “Mom, I wanna go see Dobby the giraffe!” or “I wanna go see Marshmallow, the wallaby!” Each animal is kind of this amazing window into the wild. One of the big perks about working here is being able to take ten steps out
of my office door and be in this different world. It’s not only fun, but it also gives me an opportunity to see our audience firsthand. I like to talk to people, hear what they have to say. And, in some cases, even change people's hearts and minds, which I think is the most fulfilling part of the job.
Denver Zoo Conservation Alliance has a lot planned for the coming year, including Glowing Wild which hopes to attract the same crowds that have flocked to the annual Zoo Lights events for the past 30 years. A new sea lion habitat is due to open this year as well as a new conservation initiative in Africa focused on saving the African lion species and their native habitat. For more info on the Denver Zoo Conservation Alliance, visit: denverzoo.org
Partner photos courtesy of Denver Zoo Conservation Alliance
from seed to sew
the Wearsponsible story
Event Network didn’t write the book on responsible retail, but in a world increasingly focused on sustainability, we did find ourselves in a unique position to write a few new chapters in that story.
To deliver a more responsible retail solution for our zoo and aquarium partners, the Event Network product team had to invent an apparel collection that aligned with our partners' goals and represented a big step forward in our own sustainability story. Wearsponsible is that apparel line. The story behind this transformative initiative speaks to our company's commitment to responsibility, authenticity, and pushing boundaries in retail. It also highlights the power of partnership and a shared vision for a better future.
Traceable: Seed to Sew • Fair Labor Certified™ Non-GMO • 100% Organic Cotton
1Defining Responsibility
The journey began when Abby Kessler, one of Event Network’s senior merchants on the product development team, was tasked with transforming the apparel department. As she began this project, she realized she was facing a daunting goal—achieve 100% responsibility in production by 2027. To Abby, this was more than just an exercise of rebranding the department’s sustainability attributes. Kessler envisioned a deeper, more accountable approach, coining the term "responsibility" to emphasize measurable progress and meaningful change.
"I felt we needed to rethink sustainability and call it responsibility," said Kessler. "It’s about doing what we can to make things better and keep making progress. It’s about controlling those things that are in our control.”
Kessler recognized the need for a unique, exclusive line of apparel that Event Network could fully control—from sourcing to production quality. To make this vision a reality, she sought a partner with expertise, integrity, and a shared passion for responsibility. That search led her to Timothy Kim, an advisor-turned-partner who embodied the authenticity and hands-on commitment needed to bring Wearsponsible to life. It was Tim who instilled in us the belief that sustainability is an evolving journey not a goal that has an endpoint.
Overcoming Challenges
Creating Wearsponsible was not without its hurdles. Initial sourcing efforts revealed widespread greenwashing, with vendors making unverified claims about recycled materials and chemical treatments. Determined to avoid shortcuts, Kessler and Kim prioritized honest conversations about capabilities and limitations.
"I kept hearing promises that didn’t add up," Kessler said. “I wanted honesty and real solutions. Tim was the first person who was up front about what could and couldn’t be done, and that honesty made all the difference.”
Kim’s hands-on approach included frequent factory visits to ensure compliance with certifications and ethical practices. "One of the biggest greenwashing tactics that you’ll see in this industry is the practice of moving organic materials to uncertified production factories," Kim explained. "I make unannounced visits to check that everything is done the right way. And now we’ve gone one step further; Wearsponsible is officially G.O.T.S.-certified.”
Another challenge was balancing design aesthetics with responsible practices. Limiting color options, for example, minimized waste and streamlined production, but our Event Network product developers had to make sure they could still offer versatile designs that appealed to guests and partners across our diverse portfolio—from zoos and aquariums to art museums.
“This was far more challenging than we’d expected,” recalls Kessler, “Imagine trying to select a small handful of colors that could work in all our partnerships- not just zoos and aquariums. It took a lot of discipline to find the right mix.”
Abby Kessler Sr. Merchant Event Network
Certification?
G.O.T.S., or the Global Organic Textile Standard, is an internationally recognized certification that ensures textiles are made from organic fibers and processed under strict environmental and social criteria. To achieve G.O.T.S. certification, a product must contain at least 70% organic fibers, with stricter requirements for labeling as "organic." The standard prohibits the use of toxic chemicals, such as azo dyes, heavy metals, and formaldehyde, and mandates environmentally responsible water treatment and waste management. Additionally, G.O.T.S. emphasizes ethical labor practices, including safe working conditions, fair wages, and no child or forced labor. This certification provides us the assurance that our Wearsponsible line meets high ecological and ethical standards throughout its entire supply chain journey… from seed to sew… to store.
A Collaborative Effort
The success of Wearsponsible is a testament to teamwork. From planners and designers to merchandisers and of course, Tim and his oversight efforts throughout the process. Every step of the process has involved careful collaboration with many people within our organization. Take Ken Sweeney, for example; he’s a member of our Event Network purchasing and planning team in charge of product assortment for military locations.
"Ken
was our unofficial fit model," Kessler laughed. "I even used his wardrobe as inspiration for some of the colors we chose! It was such a team effort.”
The rollout followed a staged approach, starting with a 2023 test in four stores and expanding to 75 locations by 2024. This phased strategy allowed for testing, feedback, and adjustments, ensuring long-term viability and scalability.
Timothy Kim Founder & CEO Wearsponsible
Ken Sweeney Planning Director Event Network
Growing the Line
Following the success of the initial collection, the Wearsponsible product range expanded to include hoodies, long-sleeve T-shirts, crossbody bags, and hats. These additions reflected a growing demand for stylish, as well as responsible apparel and accessories, and highlighted our team’s ongoing focus on product innovation.
"The hoodie has been a huge hit," said Kessler. "Everyone loves it, and it’s one of our top sellers in every store.”
The latest collection, dubbed Sporty Pop, introduces vibrant colors and playful designs, offering a fresh take on sustainable fashion. Sporty Pop demonstrates our team’s ability to balance creativity with responsibility.
Meanwhile, Kim continues to explore ways to improve production processes, such as researching more sustainablescreen-printing techniques. Despite challenges, the team remains committed to incremental progress and continuous improvement.
Impact and Reception
The reception of Wearsponsible from both partners and guests has exceeded our expectations. Sales have outpaced projections, and guest feedback highlights both the aesthetic appeal and ethical value of the line. Our partners in museums, gardens, zoos, and aquariums, many of whom are passionate advocates for sustainability, have praised the initiative for its quality, and our Event Network team for their honesty and transparency throughout the process of bringing it “from seed to sew” to store.
"We’re having a hard time keeping it on shelves," said Kessler. "It’s clear that people not only care about sustainability but also want products that feel good and last.”
Beyond sales, the project has sparked cultural shifts within Event Network, fostering deeper conversations about responsibility and inspiring other initiatives across departments. Our company’s ethos of innovation and care for our planet resonates throughout our operations, from retail spaces to our store support offices.
The Next Chapter for Wearsponsible
For Event Network, Wearsponsible is just the beginning. Abby Kessler and Timothy Kim envision continued expansion, both in product lines and certifications, as they push toward even greater accountability and impact. As Kim put it,
“We may never be 100% sustainable, but we can always be more responsible tomorrow than we were yesterday.”
The team’s focus remains on transparency, authenticity, and education—ensuring that guests have the option to not only buy products that are sustainably focused but also buy into a vision for a better world.
Wearsponsible represents more than a line of apparel—it’s a movement rooted in purpose and progress. Through vision, partnership, and relentless dedication, Event Network has set a new standard for responsibility in retail. As the line continues to grow and evolve, it serves as both a blueprint and an inspiration for what’s possible when people commit to doing better—not just in retail, but in the broader conversation about responsibility and sustainability.
Our Mission is to Produce our Products Responsibly
phoenix zoo: growth, conservation, and ari the arabian oryx
For decades, Phoenix Zoo has been a beloved attraction, providing families and wildlife enthusiasts with unforgettable experiences. But the past couple of years have been especially transformative.
Through groundbreaking exhibits and conservation milestones, the Zoo has reinforced its commitment to education, engagement, and preservation.
The timing of my interview with Linda Hardwick, Vice President of Marketing, Communications & Events at Phoenix Zoo, was perfect due to the recent success of
an incredible new exhibit, Predator Passage. Linda was kind enough to take time out of a busy winter season to chat with me. “Winter is a busy time for us. Unlike most other zoos in the country,” she says, “here in the desert, it’s the best time to visit.”
THE RIVALS: A Painting by Kelly Singleton, Wild Side Gallery
Linda Hardwick VP MarCom & Events, Phoenix Zoo
“Predator Passage was a much-anticipated project,” she explains, “It was the largest footprint of a capital campaign project that the Phoenix Zoo has embarked on.” The spectacular exhibit is really a collection of habitats including spaces for hyenas, lions, Amur Leopard, vultures, meerkats, and Fennec Foxes.
A touching story emerged from this exhibit with the birth of two lion cubs, Azizi and Jasiri, on June 3, 2023. Tragically, their father passed away a month later from kidney cancer before ever meeting them. “It’s almost like a Disney movie,” Linda reflected. “Now his lineage and his legacy live on through these two adorable cubs who are starting to get their manes and are already over 100 pounds.”
OPPOSITE PAGE:
Predator Passage
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Big Cats of Arizona
Visitors have embraced Predator Passage as a must-see attraction. Linda describes how zoo guests were mesmerized during the holiday ZooLights event: “The lions like to be outside at night, so people walking through the holiday lights got to see the cubs playing around, with their mom sitting majestically on the rock—it was magical.”
The new exhibit replaced what was once a long stretch of hot pavement through the Zoo connecting one species space to another. Linda laughed, recalling, “You’d be in front of the Savanna, seeing the giraffes and gazelles, and then you had to gear up for the long march up the hill before seeing anything else.” Now, visitors are met with an immersive experience, including a bridge offering multiple vantage points of the lion
habitat. It’s a real “WOW” moment for guests and staff alike.
Another ambitious project on the horizon is Big Cats of Arizona, set to open in 2025. This exhibit will provide a new home for mountain lions and jaguars, with one of its most exciting features being a catwalk that allows jaguars to roam above visitors. “That’ll be the first of its kind at Phoenix Zoo,” Linda noted. “We’re excited to see how the jaguars interact with it.”
The exhibit will also include a large water feature. “Jaguars love water, but right now, ours just have a small pool to lay in. This will let them really swim, and we’re excited to see if they take to it,” she explained.
Funded in part by a grant from the Arizona Office of Tourism, Big Cats of Arizona reflects the Zoo’s commitment to native wildlife. “The project was also funded through a round-up campaign,” said Linda, “which we did at our ticket counters and in our gift shop.” The exhibit is a welcome addition to the Zoo’s unique Arizona Trail Habitat. “The Arizona Trail is dedicated to all native species that thrive here, and we wanted to give our mountain lion and jaguars a space that really meets their needs,” Linda said.
Whenever Phoenix Zoo embarks on one of these large-scale capital projects, a key
element of the planning is how to strike the balance between an educational experience and an entertaining visit. “It is critical that we focus on educating our guests about the conservation efforts of zoos and aquariums,” said Linda. “We have to make that connection. We want to steward those leaders of tomorrow, those future wildlife conservationists and those future biologists who will be coming up through the ranks after we've moved on. And so, it's important for us to always be thinking about how we can inspire these folks to care for the species and care for this habitat.”
Attracting and retaining visitors is a constant challenge. Linda acknowledged that families with young children make up a significant portion of visitors, but the Zoo is working on broadening its audience. “We want to be relevant to all different age groups,” she said. Events like Roars and Pours, the zoo’s 21+ happy hour event, have helped bring in young professionals who may have visited as children but haven’t returned as adults.
Membership offerings are also under evaluation. “Our membership numbers are lower than we’d like, even though Phoenix is one of the fastest-growing markets,” Linda noted. “We’re trying to figure out what’s missing and how we can elevate that experience.”
One of the Zoo’s most interesting projects that is bridging the gap between the conservation mission and the need to engage with an untapped audience is the Wild Side Gallery, a dedicated space for wildlife-inspired art. “We have two gallery spaces on zoo grounds now, and we do rotating art exhibits,” Linda explained. The initiative was sparked when artists visiting the zoo pointed out the blank walls in the Savanna Grill. “They said, ‘You should really put some art on these walls,’ and that was all we needed to hear.”
The galleries now host up to eight different exhibits per year, with artists donating a portion of proceeds from artwork sales directly back to the Zoo. “It’s a way to connect people to
nature and conservation through art,” Linda said. Future exhibits will include works by renowned wildlife photographer Thomas Mangelsen. The zoo is also adding a kids’ art corner to encourage young guests to engage creatively with nature.
As a nonprofit organization, the Phoenix Zoo relies heavily on donations and community support. “Everything we do comes from philanthropic donations, generous donors, retail revenue, and ticket sales,” Linda emphasized. Fundraising efforts have included selling personalized bricks along the Predator Passage trail and rounding up purchases at gift shops and ticket windows.
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The Phoenix Zoo Wild Side Gallery, a dedicated space for wildlife-inspired art. Two gallery spaces on zoo grounds feature rotating art exhibits.
Last year Event Network gift shop team members collected over $49,000 in round up donations for the Phoenix Zoo.
In total, Event Network routinely collects and passes through to our partners over $2,000,000 in round up donations annually.
Beyond exhibits, the Zoo operates a dedicated conservation center focused on protecting Arizona’s native species. Linda highlighted the importance of this work, stating, “We actually release animals into the wild. We have 11 different species that we’re working with, and guests can even see some of them through our conservation windows.”
One of the most exciting new additions is Ari the Arabian Oryx, the zoo’s first-ever costumed mascot. “We went through a process of deciding what animal best represents the Phoenix Zoo, and it had to be the Arabian Oryx,” Linda said.
This choice was deeply intentional. In the 1960s, only nine Arabian Oryxes remained in the world. These last survivors were brought to the Phoenix Zoo, where a breeding program helped restore the species. “The majority of Arabian Oryx in zoos and protected sanctuaries today traces its lineage back to that herd,” Linda explained. “It’s one of the most important conservation stories the Phoenix Zoo has ever been part of.”
Ari the mascot, debuted at a recent 5K event in Phoenix and will make appearances at community events, zoo festivals, and educational programs. “We wanted something that connected our history with our future,” Linda said. “And everyone loves a mascot; he runs around the zoo high fiving everyone and taking pictures. It’s a great way to tell that story.”
With continued expansion, new species, and an ever-growing commitment to conservation, the Phoenix Zoo is thriving. Looking ahead, the Savanna habitat will be enhanced with the introduction of impala and kudu, enriching the experience for both animals and guests.
For Linda, the zoo is more than just a workplace. “I love the nonprofit industry. I love knowing that there is a bigger purpose; that we’re here making sure the world knows we are caring for these animals,” she said. “I’ve been here for 15 years, and I’ve never had a day where I didn’t want to be here.”
With an inspiring mix of education, conservation, and immersive guest experiences, the Phoenix Zoo continues to be a leader in wildlife preservation, ensuring that every visit leaves a lasting memory with their guests.
Partner photos courtesy of Phoenix Zoo
Chit (noun)
Pronunciation: /tʃɪt/
1: a short letter or note for money owed for food, drink, etc. especially: a signed voucher of a small debt (as for food or goods)
2: any receipt, voucher, or similar document, especially of an informal nature.
We all have them— little collections of paper lying around our homes or hiding at the bottom of our reusable grocery bags to remind us of a purchase. Maybe we’ll need them, or maybe we are just unconsciously collecting them.
How many inches of paper pass through our hands every day with every transaction? How much waste? And who cares? Who gives a… chit?
Who gives a… chit? Well, that’s the problem that sisters Lauren Cousins and Meagan Siddall intended to solve when they created their company EcoChit.
Meagan had been studying interior design and found herself constantly evaluating the environmental aspects of creating a space. Meanwhile, Lauren had worked in the paper industry for more than 13 years and saw the opportunity for an eco-friendlier receipt paper.
They
say that those that are closest to the problem are usually those that are closest to the solution,”
says Lauren.
Together they researched the impacts the paper industry has on the world’s forests as well as the chemical composition of standard receipt paper. Early on, they worked to develop a paper that was free of the BPA (or BPS) chemical found in standard receipt rolls which made them non-recyclable. Also, they looked at ways to replace the plastic core which is common on most rolls with something that could be commercially composted.
After an extended period of testing, they launched their product in 2018.
One of the other key decisions they made was to custom print their EcoChit receipt rolls with QR codes and information telling the story of the paper and the environmental mission behind what they were doing.
“When you held standard receipt paper next to EcoChit paper, there was no physical way to tell the difference,” says Meagan. “It's just two pieces of white paper.”
“That’s true,” adds Lauren, “but things shifted for us when we started to look at receipt paper as an educational tool.”
They took it one step further and developed separate lines of receipt paper that, for each case sold, contributed to reforestation projects in Madagascar and sea forestation operations planting underwater kelp forests. Through meaningful partnerships with Ocean Wise and Veritree, Meagan and Lauren were able to provide reliable, transparent data to show the impact they were making.
Growing up in Vancouver, British Columbia, Lauren and Meagan remember visiting zoos and aquariums as children and they talk about how this innovative product feels like an act of giving back to those places.
Lauren Cousins & Meagan Siddall from EcoChit
“I absolutely love going to zoos and aquariums,” says Lauren, “They're just such magical places and I appreciate that there is such a heavy focus on conservation.”
“There's a beautiful correlation between the tree and kelp planting that we're doing and the impact of ensuring that those ecosystems can thrive,” says Meagan, “I want to be able to share that and have my kids be able to continue to see all of those things.”
And, what about that name?
“Well, the word ‘chit’ is actually the formal name for receipt paper,” explains Lauren, laughing, “And so I said, ‘why don't we call it EcoChit?’ You know, because we're giving a chit for the environment. I remember Meagan said, ‘Can we really
name our company something as ridiculous as EcoChit?’ And I said, ‘You know what? It'll get people to stop and think about receipt paper, which is typically such a boring product.’”
In January 2022, Event Network began testing the EcoChit receipt rolls in our home office locations. Our partners at Northwest Trek Wildlife Park and Point Defiance Zoo & Aquarium had become familiar with the innovative product and offered to be our early adopters, testing the new rolls in our POS systems. By the end of 2022, we had moved all of our zoo and aquarium stores to EcoChit and we’re proud to share that by August 2023, our entire company, from art museum stores to hotel gift shops, had transitioned to this eco-friendly solution.
We are so privileged and honored to be partnering with Event Network.
To have EcoChit highlighted at these iconic locations means the world to us.”
Lauren Cousins
Event Network & EcoChit: Year In Review
Cecil the Terrapin Turtle
Sandi Finefield
Store Director Mote Marine Laboratory & Aquarium
This is the place...
“This is it.” That's what I said to myself in my car in Mote’s parking lot. I had just finished my interview with Evan Barniskis, the Assistant Vice President of Mote Aquarium, and the person I would report to on the Aquarium team if I got the job. I just knew this was the place I needed to be. As I sat there wondering what it would be like working here, I texted my sister and told her this would be my view at lunch: the beautiful Sarasota Bay, the Ringley Bridge. It was a beautiful sunny day. I was so glad I got the job. That was more than six years ago!
I am not sure how I started taking photos for the animal IDs in the aquarium. I just remember being asked and being just so excited to do that for them. So, I officially became a volunteer and took photos of the animals in the aquarium for their electronic IDs. The IDs help the guest identify the species in the exhibits and give useful information and a photo to help the guest know all about the species. I do remember my first photo, a Doctorfish Tang. To this day that photo is still up in the exhibit.
I have taken so many photos and all of them have a special meaning. If you think these animals do not have character, you could not be more wrong. It got to the point that I actually think they knew who I was because they came right up to the glass and smiled. But the most connection I have with a photo has to be of Cecil the Terrapin Turtle. I have known Cecil for 6 years now and he just makes the aquarium a better place. I remember one day, a member of the Mote staff, asked if I wanted to meet his girlfriend. Cecil has a girlfriend! I could not have been more excited, and I was reminded once again that I was part of this Mote family.
In March 2020, COVID shut down the aquarium. We had just begun Spring Break and suddenly everything just closed. I was notified that the team and I would be laid off until we could reopen. So, I notified the team and explained what was happening. Wow, those were some tough calls to make. I did not know what the future would hold for me - or my team. As my last day approached, Evan and I were chatting, and I was telling him how worried I was for everyone. And, I’ll never forget, he kindly stated this to me: “Don’t worry. You are part of Mote and we will get through this together.”
Another moment when I knew I was in the right place happened on that day. I stayed on for a week to finalize things at the aquarium gift shop and to receive any last
product shipments. That last day, as I was wrapping up to leave, some of the aquarium staff called and asked me to come to the exit gallery. And there was Cecil the Turtle on the ground painting a portrait for me, which he had done for hundreds of guests in the past. His flippers were covered in paint, and he was walking across a piece of paper. Leaving his unique and one-of-akind mark.
I was crying because the Mote team knew how much of a connection I made with this turtle. They knew I was going to be upset leaving him and they knew I loved him so much.
About 2 years later we were hit by back-toback hurricanes. First Helene washed us away and then Milton blew us away. After Helene, I was in communication with our partner, Evan, throughout the ordeal, and I remember texting him to ask how the gift shop was. I didn’t get an answer. Of course, I didn’t think anything of it; I brushed it off assuming he was too busy to respond. My assistant and I were allowed back into the store after about 2 days. When we walked in, we were both in shock at what had happened. So much destruction. So much lost product. I saw Evan and he said, “I just couldn’t tell you the bad news.” He knew I would be devastated; he knew my passion for my gift shop and my people.
We began to clean up and Mote called in a company to begin the restoration process. A week later, just when we finally got things under control and the store was starting to look like a store again, Milton decided to head our way. The team and I removed much of the product to save it and hoped for the best. Hurricane Milton was a direct hit on Sarasota.
After the road was cleared, I was one of the first to get to the island and the destruction this time was even worse. I remember walking over to the mammal center thinking; how would we ever be able to come back? I just looked around and thought, “Maybe never.”
After the hurricanes, I told my sister that maybe it was time to leave Florida. She was so excited and really wanted to see that happen. But when I sat down and listed the pros and cons, I discovered my big ‘pro’ is this: I love my job.
BELOW:
I love my job. I love where I work, and I love the company I work for, I love the partnership I get to support. Very few people can say that and truly mean it.
I think after all that has happened in the 6 years I have been here, to be able to say that with certainty is a testament to where I work and who I work for.
We often talk about why we use the word ‘partner’ to describe the people we work with in our locations, like Evan Barniskis, rather than ‘clients’ or ‘contacts.’ You know, Event Network signs the checks, and I have an Event Network family, but then I’ve got another family, which is Mote Aquarium and their people. We're all in this together.
In 2025, a brand-new aquarium will emerge to become Mote SEA. A new place and a new space. Designed to bring the sea to everyone and to educate visitors. The retail offering will consist of 3 new spaces with all the bells and whistles. I am excited to start a new chapter in my life with challenges I have never encountered. But with the help of Event Network and Mote, I believe it will be a success. I am so excited to have a brand-new space, with brandnew technology and, most of all, a brandnew purpose.
OPPOSITE PAGE:
Images of the Mote Aquarium Gift Shop after removing water-damaged structures postHurricane Milton.
The Mote Aquarium after completing repairs & resetting the store.
Sandi with Evan Barniskis, the Assistant Vice President of Mote Aquarium
For the past three and a half years, Trey Archie has been a driving force at Event Network. Beginning his career with Event Network as the Store Director at the USS Midway Museum, he quickly made his mark, excelling in store operations and guest engagement. His expertise led him to join the Event Network Transition Team, an elite group of store leaders responsible for seamlessly integrating newly acquired partnerships into the Event Network family— adapting systems, merchandising, and operations while training new teams to uphold the company’s standards of excellence.
Now, Trey has taken on his biggest challenge yetleading one of Event Network’s highest volume partnerships as the General Manager of the Georgia Aquarium Retail Store. We caught up with him to talk about his journey, the transition experience, and what it takes to manage a retail operation at one of the world’s most renowned aquariums.
Q A
Out of the Midway… and into the water
A Conversation with Trey Archie
Trey Archie General Manager Georgia Aquarium Retail Store
Q: Can you talk about your role at the USS Midway and how the opportunity to move to Georgia Aquarium came about?
A: Well, I relocated from Seattle, WA, to take on the opportunity of being the Store Director at the USS Midway in San Diego, CA. As Store Director, I oversaw the daily operations of the store and team, with three key priorities: building partnerships with Midway’s incredible volunteers and staff, creating a people-first environment, and keeping the focus on what we called “Midway Magic.”
Once I built a strong team aligned with those priorities, I had the opportunity to take on additional leadership responsibilities—leading executive visits, traveling to support store transitions, managing a six-month pop-up shop at Balboa Park, and even organizing “Day at the Midway” outings. Those were special because we invited 8-10 employees from our San Diego Store Support Center (SSC) to spend a full day with us, giving them firsthand experience of what it’s like to work in the field versus behind the scenes at the SSC. Plus, they got to experience life aboard the 41st carrier of the U.S. Navy!
I had an incredible opportunity to support the Georgia Aquarium during a particularly busy time for them. It made such an impact on me that I spoke about it often with my peers and the executive team. I mentioned more than once that I’d love to oversee a location of that scale. With my background in retail and the experience I gained managing the Midway’s complexities, I was hopeful the opportunity would come—and when it did, I was ready.
Q: Now that you’re at Georgia Aquarium, what has the experience been like? It’s such a massive operation—do you thrive on that level of pressure?
A: I’m really enjoying being part of the Georgia Aquarium and Event Network
story. It’s an enormous operation with high expectations, but I love the challenge.
One thing I’ve always been conscious of is not letting the pressure of overseeing an important partnership trickle down to my team. If I show stress, my team will feel it, and that can impact guest interactions, partner relationships, and overall morale. Instead, I focus on keeping my team motivated and engaged. The high level of focus keeps me on my toes and pushes me to think outside the box every day.
Q: What has changed for you in this transition? You mentioned that while your commitment to supporting your partner remains constant, the heart of this partnership is different.
A: The biggest shift has been in my leadership approach. At the Midway, I was very hands-on and involved in every aspect of the business. But Georgia Aquarium is a whole different scale, and I quickly realized that I couldn’t do everything myself. I had to trust and empower my team.
Q: That sounds like a powerful personal shift. Can you talk more about what it’s been like to rely on your team more? Letting go of control can be a big challenge for leaders.
A: It really was a learning curve for me. Early on, I felt the urge to control every detail, but I soon realized that wasn’t sustainable—or necessary. My team is incredibly skilled, and each person brings a unique perspective to achieving our goals.
Once I shifted my focus to empowerment instead of control, everything changed. I saw stronger collaboration, improved efficiency, and a more supportive work environment. And the proof is in the results—our team has an over 90% retention rate. That tells me people feel valued, trusted, and engaged.
Q: Delegation is so critical, especially in such a fast-paced environment. In what ways does your team support you?
A: My team steps up in so many ways. They’re proactive, they anticipate needs, and they thrive under pressure. The best part is seeing how their strengths shine when they’re challenged. Knowing I can count on them to collaborate, problem-solve, and take initiative allows me to focus on big-picture strategy.
Q: Let’s talk about the guest experience. What’s the difference between making a memory at the USS Midway and making a memory at Georgia Aquarium?
A: That’s a great question. At Midway, the experience is about looking back. You’re stepping onto history, reflecting on sacrifices and achievements, and imagining what life was like for the sailors who served. It’s powerful, immersive, and rooted in the past.
At Georgia Aquarium, the experience is about looking forward. It’s about the future—how we care for our planet, how we protect marine life, and how we inspire the next generation to take action. Guests leave asking, “What can I do to help?” That’s why education and conservation efforts are so critical here.
Q: That ties in perfectly with something a partner at Shedd Aquarium mentioned—how the mission of the aquarium extends into the retail space. How does your store reflect Georgia Aquarium’s mission?
A: The gift shop is an extension of the Aquarium’s story. It’s more than just a place to buy souvenirs; it’s another opportunity to educate and inspire guests.
For example, we prioritize sustainable and eco-friendly products—recycled plush, reusable tote bags, educational books, and items that support conservation efforts. Every product we choose reinforces the Aquarium’s mission and values.
Q: Is there a part of Georgia Aquarium’s mission that resonates with you personally?
A: I really connect with how they create experiences that inspire action. Education is everywhere here — school groups, overnight programs, hands-on exhibits, and passionate volunteers. From the moment you walk in, to the moment you leave, you’re learning something new. That’s powerful.
Q: Do you have a favorite spot at the aquarium? A place you go to reset on a busy day?
A: I have a few! The Belugas are always fun because they’re so playful—they even seem to pose for photos. You can’t skip the Whale Sharks, of course, but I find myself drawn to the Tropical
Diver experience. There’s something mesmerizing about watching the coral reefs—seeing all the vibrant colors, the diverse species, the way everything moves together in harmony.
Q: Speaking of harmony—how do you measure whether your partnership with Georgia Aquarium is in harmony? Do you feel like you’re there yet?
A: I think we’re in a great place, but there’s always room to grow. A strong partnership is like a thriving coral reef—it works when all the layers and elements function together. The communication and collaboration we’ve built with the Aquarium team, from the executive team to guest services and volunteers, have made a huge difference. It’s a dynamic, evolving relationship, and that’s what makes it so rewarding.
Q: At the end of a long week, what makes you feel most proud? How do you know you’ve done a good job?
A: For me, success is when guests leave with a smile and a memory. When they stop to tell us about their favorite part of the Aquarium, or when they thank our team for making their visit special—that’s what matters.
Yes, aligning with the Aquarium’s mission is crucial. Yes, growing revenue is important. But at the end of the day, it’s about creating a lasting impression. We want guests to come back. We want them to keep making memories. Because that’s what this is all about.
As Suzanne addressed the group gathered at the Association of Zoos and Aquariums Conference, she seemed to hit on the biggest epiphany that her team at New England Aquarium and Julie’s team at Event Network experienced.
“I think we learned,” continued Suzanne, “that today we don’t have to choose between having financial growth or having sustainable product in a plastic-free store environment; we learned that we can do both.”
“But we had to start with tracking changes,” said Julie. “It was the only way to figure out what we were starting with to determine a realistic timeline for achieving our goals.”
At that time New England Aquarium’s gift shop featured a robust assortment of products; approximately 420 items in all. The assortment had items for both kids and adults organized into departments like apparel, toys, books, accessories, souvenirs, food, and jewelry. Every item was audited to determine if any part of it was made of plastic or if there was plastic included in any of the packaging. This data was added to the inventory management system making something that was previously unknown, suddenly trackable and measurable.
“It was overwhelming,” admitted Julie, “About 25% of the assortment contained some kind of plastic. Mostly we were looking at plastic toys, items where plastic was used as part of the packaging construction, or apparel items where plastic in the form of polyester was used in the fabric.” It seemed plastic was hiding in more items than anyone had expected.
In October 2023, Event Network committed to delivering a virgin plastic-free New
England Aquarium gift shop by January 2024. This meant monitoring the sell-through of the plastic items and seeking out non-plastic or recycled plastic alternatives. Sometimes this also meant developing non-plastic options that hadn’t existed in the market before. All the while, the communication between Julie and Suzanne remained open and transparent. Julie was deeply concerned that there would simply not be enough innovative items made of non-plastic or recycled materials to offset the significant number of items they were preparing to sell out. Suzanne’s passion for the project, her desire to be an early adopter, and her fervent belief that what they were doing could chart a path for others to follow was what kept the process moving forward.
Some departments were easier to address than others. Plush, for example, was relatively easy to transition since Event Network had already made headway in that department. After removing the plastic pellets from the plush filling, Event Network’s team began working with vendors on moving to 100% recycled content plush. The strategy at New England Aquarium
Introducing snacks in 100% compostable, plant-based packaging that reduces plastic waste and naturally decomposes in compost bins, offering an eco-friendly choice for conscious consumers.
100K plastic bags replaced with compostable material
NEW ENGLAND AQUARIUM'S MEASURABLE IMPACT
was to sell through all the plush items that did not meet this standard and replace them with products that did.
Food and snack items were another department that had an available plastic alternative. Julie and the Event Network team had been working with a vendor to produce home-compostable packaging. Some candy and food vendors had early success creating commercially compostable packaging, but the EN product team firmly believed in doing the work to develop a consumer compostable version. The thought was that by making the composting option more accessible they would increase the odds that the packaging was disposed of responsibly.
Another innovation helped convert much of the apparel department to this new plastic-free vision. It was Event Network’s development of a new clothing brand called Wearsponsible. Abby Kessler, a member of Event Network’s purchasing team, spearheaded this process and brought in Timothy Kim, an expert on the issue of fast fashion and its impact on the environment. Together, they developed this brand that was “fully
traceable from seed to sew.”
Julie did hit a barrier however in two key areas. First of all, the more eco-friendly toy options were almost always more expensive, and what made it even more challenging was that many of the plastic toy items that had been eliminated from the Aquarium’s product assortment, simply couldn’t be replaced by a similar, more responsible option. “Those items…” said Julie, “those top-selling items were just gone and, as a merchant, it killed me to put the profitability of the department and maybe even the whole store at risk.”
The other challenge was in the apparel department. At that time, there was no solution for items made from a polyester blend of fabric. Polyester was the plastic-derived element that gave items like
fleece sweatshirts their cozy softness or gave a standard tee shirt a more luxurious feel. These were core items that drove sales and were guest favorites.
“These were hard discussions to have with the Aquarium team,” said Julie, “but it was key to this project that the challenges be shared openly. It’s important how we talk about sustainability. It’s important that we are not greenwashing the situation.”
“Greenwashing,” like “single-use plastic” is a term that has existed for decades but only recently has become central to the sustainability conversation. Greenwashing refers to the practice of conveying a misleading - or sometimes just plain false - impression about how environmentally friendly a company, product, or practice is. Organizations might engage in greenwashing to capitalize on the growing consumer demand for sustainable and eco-friendly products, often without implementing meaningful environmental changes.
The term highlights a dissonance between a company’s environmental claims and its actual environmental performance.
Examples of greenwashing include exaggerated or unsubstantiated claims about a product being "all-natural," using vague terms like "eco-friendly" without evidence or promoting minimal green initiatives to distract from harmful practices. It is a form of deceptive marketing that undermines genuine sustainability efforts and misleads consumers who want to make environmentally responsible choices. Given that in today’s marketplace, where environmental consciousness can be a driver of consumer behavior, greenwashing represents a significant ethical and practical challenge.
“Event Network is a reputable retail operator,” adds Julie, “We work in some of the most respected and important cultural institutions in the world- many of whom put sustainability at the heart of their mission. We cannot afford to be disingenuous about our practices.”
This is where the term “Plastic S.T.O.P.S.” started to be used at Event Network rather than ‘plastic-free.’ The goal remained to realize the vision of a plastic-free store, but it became clear that this was a journey requiring solutions that took time and resources to develop and that the determination of one team was not enough. It truly was the combined grit and passion of Event Network and New England Aquarium together that kept the process moving toward a fully adapted store environment. The plastic toys were now all gone, replaced with items made from non-plastic or recycled materials. The items that came packaged in plastic had been discontinued or redesigned with either recyclable or
compostable packaging material. The apparel items made from cotton-poly blends remained but were slowly being replaced by items utilizing recycled polyester including an expansion of the Wearsponsible line using this new recycled material. The overall SKU count had fallen from more than 420 items to around 340. The Event Network team met with the Aquarium team every other week to share and discuss the data.
The toy department was the most evident and most anticipated shift, dropping from about 13% of the total store’s business to about 4%. But at the same time, guests appeared to have no problem shifting to plush instead. Sales of jewelry, accessories, and home furnishings compensated for the drop in toy sales as well. A new line of products from local Boston vendors and artists arrived and further drove sales.
Between February and August of 2024, the period following the execution of the Plastic S.T.O.P.S. initiative, the store showed:
3% growth in apparel and plush 2% growth in souvenir and home items
6.8% per cap increase overall 4.2% increase in average dollar sales overall
And, perhaps most exciting, the store saw a 5.5% increase in total sales over the previous year.
The store that had removed plastics from the assortment was outperforming the prior year’s sales that included plastic items.
As Julie began to wrap up her presentation at the conference, Suzanne Matus stepped to the microphone again.
“Can I just say,” she began, “The results are wonderful, and they continue to be. At New England Aquarium, we rely on the store revenue as part of our earned income. So, we knew there was a risk in taking this project on. But for us, our mission won out over that. The tagline in our logo is ‘Protecting the blue planet.’ We can’t go out there and continue to sell plastics and still be true to who we are. So, we were willing to take the financial risk.”
“To be honest,” continued Suzanne, “Having worked with Event Network for more than five years, it didn’t feel like a risk. They’re always pulling us in new directions and telling us what we can be doing. We knew that if we were going to do this, we could do it with Event Network.”
This was the victory Julie had come to the conference to share. Not just the story of how a big step was accomplished in creating a more environmentally sustainable retail business for New England Aquarium, but also sharing the rewards of the close collaboration with their Aquarium partners.
The New England Aquarium closed out 2024 with a newly remodeled store and the future is looking brighter than ever. “The store renovation went so smoothly,” said Suzanne. “It looks beautiful and the new layout and increase in product capacity seem to be paying dividends already.
We’re so grateful to all of you at Event Network for sharing our sustainability values, for constantly innovating in the Gift Shop, and for your steadfast support of our mission.
To boot, you’re all just delightful people we love working with!”
“How do you produce a magazine that reflects Event Network’s planet first values?”
That is the question that led to our deeper understanding of paper materials, production, and recycling.
Responsible Printing Is In Your Hands
In an increasingly digital and virtual world, Event Network’s expertise still largely exists within the four walls of our retail stores. Sure, our business has a digital component, and it has grown over the years, but most people experience who we are and what we do in the brick-and-mortar retail spaces within the amazing cultural attractions where we operate. The products we develop, the store environments we design, and the people who help make memories for visitors every day are all part of the traditional retail offering that we provide. So, it felt right to create a printed magazinea piece of physical media - as a vehicle to share what we do and the extraordinary partners with whom we work.
The challenge then became “How do we print a magazine in a way that reflects our planet first values?”
That question led to an education on recycled paper, the process used to make it, and the options that best exemplify our commitment to responsible retail.
Paper is derived from wood fibers, tiny cellulose filaments about 40 micrometers thick, significantly thinner than a human hair. Paper is also one of the most frequently recycled materials. More than 50% of the fibers used for papermaking worldwide are recycled, a record unmatched in any other global industry.
Paper, like many materials, degrades with each recycling process; the fibers become shorter and degrade the quality of the paper. So, the blending of new and recycled fibers is integral to maintaining the life cycle.
Another issue is the environmental impact of recycling. While the recycling process results in less greenhouse gas emissions and wastewater as compared to processing new paper, it is still energy and water-intensive. The other major factor that makes paper recycling challenging is contamination. Paper products contaminated with moisture, mold, grease, or food particles cannot be recycled. When paper fibers containing these materials are inadvertently introduced to the recycling process, high-quality recycled paper can become contaminated.
The last factor we considered is where the wood material for our paper would originate. Fortunately, we’ve seen widespread adoption of sustainable forestry practices and certification programs like the Forest Stewardship Council (FSC) and the Sustainable Forestry Initiative (SFI), which play a pivotal
role in promoting responsible forest management. Both non-profit organizations set rigorous forest management standards, ecological processes, and oversee partnerships with Indigenous communities.
We learned that in the US, about 90% of the wood fibers needed to produce paper come from what are known as “sustainably managed working forests,” and only about 2% of those working forests are harvested each year. As of July 2022, about 36.4 million acres of forest land in the U.S. are certified under FSC standards, and the SFI program has certified over 370 million acres across the United States and Canada.
What you hold in your hands represents a step on our sustainability journey. The cover and interior pages are manufactured by Neenah Paper out of fully recyclable fibers. The cover contains at least 30% post-consumer fibers, and the interior contains at least 10% post-consumer fibers.
Our award-winning green printing partners at Streeter Printing are committed to using clean chemistry, which includes the use of soy and vegetable-based inks, recycling every piece of paper in their facility, recycling their metal plates, and limiting their use of electricity and water.
SOURCES FOR THIS ARTICLE
Is it better for the environment to use only recycled paper?
Holmen Board and Paper 2025
Advantages and Disadvantages of Recycled Paper
Industry CNBM/Anyang Machinery Co., LTD.
Forestry and Forest Products
Sector Releases Global Sustainability Progress Report
International Council of Forest and Paper Associations (ICFPA)
How the Paper Industry Champions Sustainable Forestry
American Forest & Paper Association (AF&PA)
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