Responsible Business & Business Travel

“One of the key benefits of AI is the capacity to optimise itineraries for minimal environmental impact.”

Jonathan Carter Chapman, Marketing Director, Business Travel Show Europe Page 02

www.businessandindustry.co.uk

“There are tangible benefits to truly valuing your workforce, too, including to your bottom line.”

Jennifer Herrera, CEO, Good Business Charter Page 12

Building trust in travel: does it all start and end with mobile?

Mobile-first apps have firmly taken off — how will this transform the travel experience?

The surge in mobile-first applications has fundamentally reshaped how travellers research, plan, book and pay for trips. Indeed, according to Statista, global smartphone penetration rates were estimated at 71% last year. Coupled with the maturation of the digital-first generation and app-savvy younger demographics following right behind, not only are smartphones used for social media engagement and shopping with retailers, but they have also swiftly assumed the role of pocket-sized travel agent.

Riding the mobile-first wave

The appeal, particularly for travellers, is undeniable. Instant updates and comprehensive travel information available anywhere, anytime make travel more convenient and accessible. Mobile apps have distilled the traditional browsing-to-booking timeline from days to minutes, with locationbased services offering personalised, tailored recommendations to boot.

Beyond browsing and bookings to arrivals, mobile apps have also transformed the in-destination experience. Travellers actively engage with these platforms to navigate unfamiliar cities, catch up with the latest influencer recommendations, translate languages, access contactless hotel check-in, make restaurant reservations and purchase attraction tickets, to name just a few.

Where do we go from here?

Recent reports of cyberattacks and hacks on customer data held by retailers, however, have put the safety of booking and paying online back in the spotlight. Customers are, quite rightly, seeking reassurance from travel companies when it comes to parting with their hard-earned cash and credit card details.

To ensure they aren’t left behind in the hacker’s wake, travel operators need to not only continue investing in building comprehensive, engaging content that is fit for a mobile-first purpose — but also in safe, secure payment platforms. In the same way as they function for retailers, apps now serve as the travel company’s shop window. To get them through the virtual door and keep them there as repeat customers, however, requires trust. That only comes when you feel safe.

Learn more at the TravelTech Show

TravelTech Show takes place 25–26 June at ExceL in London. It is free to attend for travel technology specialists involved in or responsible for the technology within their travel business and consultants who help travel businesses select technology solutions.

Is AI the solution to more sustainable business travel?

Corporate leaders face competing challenges of shifting geopolitical landscapes and global trade opportunities, meeting sustainability goals and keeping pace with AI. The question facing many is therefore, is there are a way to achieve all of these and can advances in AI support more sustainable corporate travel and business growth?

A roadmap for more carbon efficient travel

Certainly, one of the key benefits of AI is the capacity to optimise itineraries for minimal environmental impact. Machine learning algorithms can now analyse vast datasets to recommend the most carbon-efficient transportation modes, routes, and accommodation options based on real-time conditions.

Coupled with a growing number of corporate travel platforms which now have integrated AI features to highlight lower-emission alternatives and quantify the carbon savings of different choices, business travellers are now empowered to make environmentally conscious decisions more than ever before.

A gold star for sustainable effort

Beyond itinerary planning, AI is also making its presence felt as a powerful tool for influencing behavioural change. Smart systems can provide personalised feedback to business travellers, encouraging them towards more sustainable choices

@Mediaplanet UK & IE

Senior Project Manager: Lydia Butler lydia.butler@mediaplanet.com

through gamification or comparative reporting. Hand in hand with this, AI compliance monitors are also being applied to help ensure sustainability policies are followed for the entirety of a trip.

Crunch the sustainable numbers Perhaps AI’s most significant contribution now lies in its ability to transform sustainability measurement to track, analyse, and report travel-related emissions with unprecedented accuracy, benchmarking against reduction targets to demonstrate progress to clients and investors.

Are we nearly there yet?

That said, AI solutions do face challenges including data privacy concerns and barriers to adoption. The EU AI Act, implemented to address the risks of AI, came into effect in August last year, and it is expected that similar legislation in the UK will be announced before too long – one that business owners would be forewarned and forearmed to take notice of. Indeed, a recent survey from Business Travel Show Europe highlighted that whilst over half (56%) of corporate travellers see AI playing a role in tracking and reducing carbon footprints in corporate travel, nearly two thirds (63%) would trust AI-generated recommendations but with caution due to the limitation they believe they have — just when that sense of caution will be abandoned remains to be seen.

AI is set to take the lion’s share of investment in the coming months – will sustainable business travel be one of the beneficiaries? @MediaplanetUKIE Please recycle

A novel plan to speed up sustainable aviation fuel production

An innovative scheme has been launched in the airline industry that could help speed up the adoption of sustainable aviation fuel.

Sustainable aviation fuel (SAF) is changing the shape of the airline industry. It is also offering corporate enterprises the chance to meet their own sustainability goals. Firms of all sizes can now purchase non-fossil airline fuel under an innovative scheme in partnership with the aviation sector to make progress towards their decarbonisation targets.

Helping companies manage their carbon footprint

Sustainability expert Lahiru

Ranasinghe notes that the industry “must take action to set the stage for more sustainable aviation, despite the challenges.”

“There is a tendency to think of sustainability as purely a cost,” he continues. “However, there are also many opportunities to be explored.”

Ranasinghe is Director of Sustainability at low-cost airline easyJet, which is working with corporate customers to acquire SAF under a ground-breaking initiative.

A core element enables companies to join forces with the airline to buy SAF and address their own carbon footprint.

“We work with corporate customers because they typically travel more, but companies also have their own decarbonisation targets that they need to meet as well,” he explains.

Aviation decarbonisation

SAF is an alternative, albeit more expensive, fuel that can reduce net emissions from air travel compared to traditional jet fuel. Made from nonpetroleum feedstocks, it can be used in existing aircraft. “SAF is a key part of the decarbonisation of aviation and

a move away from fossil fuels,” adds Ranasinghe. “But to make this a reality, as an industry, we need to scale up supply of SAF.”

Using a mass balance model, the airline has already partnered with Airbus to buy SAF. With SBTi (science based targets initiative) requiring firms to demonstrate that SAF — which can be blended with traditional aviation fuel — is being consumed within the industry, Ranasinghe outlines how easyJet facilitates the verification and SAF certification process, allowing companies to register the ISCC-aligned certificates as part of their Scope 3 reporting, demonstrating they have bought SAF (with the airline) to displace fossil fuel in an airport fuel system.

Sustainability strategy through SAF

Ranasinghe acknowledges that the timeline towards fuller SAF use is a gradual process, but while fuel mandates will be a building block to increase demand and supply, the airline is looking to create additional demand in partnership with business customers. UK mandates say that airlines must carry a 10% blend of SAF on flights by 2030. “We are working to secure the SAF needed to comply with those mandates. In addition, we are developing this unique solution for our corporate customers,” he adds.

“SAF, however, is one part of a very comprehensive sustainability strategy for easyJet. Just as we democratise air travel, we are trying to do the same with SAF to help companies big and small get closer to meeting their decarbonisation targets and keep air travel moving in the direction it needs to,” concludes Ranasinghe.

Flying for businesses with great value fares and seamless airport experiences

A low-cost airline is offering business customers a range of benefits to get the most out of their journeys.

Ask frequent business flyers what they want, and most will point to competitive fares and a seamless journey through the airport. Fast-track security, speedy boarding and access to airport lounges can help smooth the way.

Making low-cost business travel easy

James Marchant, Head of Business Development for low-cost airline easyJet, says around 20% of their passengers are travelling for business.

While there is no business class section on easyJet aircraft, he points to solutions that take the hassle out of a journey. “Our approach is to make low-cost business travel easy,” he says. “For the business customers, that means we need to fly to the right place at the right time and have a product that is suitable for their journey objective.”

Our approach is to make low-cost business travel easy.

Subscription membership

Core products for business customers are: easyJet Plus, a subscription membership programme costing £249 a year offering Fast Track security, Speedy Boarding, cabin bag and seat choice; and Inclusive Plus, a premium product available through easyJet’s approved travel management companies. It offers similar benefits, plus hold luggage, a meal deal on board, lounge access and the ability to change the date of travel.

“We think easyJet Plus pays for itself within five flights,” adds Marchant.

“Our objective is to enable our business customers to carry out work, collaborate and make connections in a cost-effective way, providing them with great value coupled with an enhanced experience at every stage when flying with us.”

INTERVIEW WITH Lahiru Ranasinghe, Director of Sustainability, easyJet

WRITTEN BY Mark Nicholls Image provided by

INTERVIEW WITH James Marchant Head of Business Development, easyJet

WRITTEN BY Mark Nicholls

A shift towards greater passenger choice and control.

Air travel company offers hyper-personalisation beyond traditional cabin upgrades

Air travel company offers personalisation far beyond traditional cabin features, with travel classes individualised to the unique and ever-changing expectations of today’s travellers.

The way people are planning and experiencing travel is evolving at an unprecedented pace.

The future of personalised air travel

In 2025, the aviation industry is expected to elevate passenger experiences by offering more personalisation than ever before, driven by advances in AI, large datasets and digital innovation.

“Air travel has long been about efficiency. Hyper-personalisation reflects a meaningful shift towards making passengers feel seen, valued and comfortable,” says Patrick Borg Hedley, General Manager of Sales at Lufthansa Group.

Reshaping long-haul travel

As digital experiences reshape all major industries, travellers are increasingly demanding seamless digital integration, intuitive booking processes and a cohesive experience across all journey touchpoints. Onboard, personalisation becomes tangible and tailored to each traveller’s profile. With this in mind, Lufthansa is introducing a new travel experience on long-haul routes called ‘Lufthansa Allegris.’

“Right from the outset, the focus was not only on trend observations and forecasts of future travel habits but also on people and their individual needs. For this reason, Lufthansa customers were personally involved in the development process,” explains Borg Hedley.

Personalised, modular air travel

“From the moment you select your seat, everything is curated to match your profile. Through the Lufthansa app, travellers receive personalised notifications, service options and updates. Whether they’re in the lounge or 35,000 feet in the air, the experience feels connected and cohesive,” says Borg Hedley.

Flexible comfort in every class

“Economy class will offer the flexibility and the extras that travellers want for a relaxing flight, including ergonomic, spacious, latest-generation seats. Plus, clever additional details such as improved storage and USB power supply to enhance the overall travel experience,” Borg Hedley continues.

“Our travellers expect an environment that adapts to their needs, not the other way around. With this in mind, business class now offers five different seating options tailored to each individual’s unique wishes and requirements, each with added privacy and flexibility.”

Supporting productivity and wellbeing

With corporate travellers increasingly seeking purposeful, productive journeys rather than simply getting from A to B, Allegris has designed an experience that will align with their modern-day expectations and needs. “You can go from reviewing presentations on the big screen to reclining into a full flatbed, all at your own pace,” says Borg Hedley. “It’s about wellbeing in transit.”

Temperature-adjustable seating, ambient lighting and quiet zones with sound insulation promote rest, while each business class seat features a 27-inch 4K monitor, a 10-inch tablet for controlling seating, lighting and entertainment, as well as a wireless charging station.

“You can choose from a window seat with added privacy, an extra-long bed or a seat with additional workspace. Our new business class suites offer closing doors, enhanced space and a high level of privacy, ideal for rest, focus or uninterrupted work,” he adds.

Now boarding in selected cities

Allegris goes far beyond the conventional notion of cabin upgrades by offering a modular, passengercentric experience that prioritises individual choice. Rather than a one-size-fits-all approach to travel classes, Allegris introduces multiple tailored seating options within each of their four classes: first class, business class, premium economy and economy.

This summer, Allegris is available on select Airbus A350 flights from Munich to destinations including Bengaluru, Charlotte, Chicago, Newark, San Diego, San Francisco and Shanghai. More routes, including Cape Town and Tokyo, have also been announced for this winter as Lufthansa continues its fleet transformation.

Lufthansa Allegris is becoming the new benchmark for long-haul travel.“ Flying has changed, and so have we,” concludes Borg Hedley. “Allegris represents our belief that the future of travel is personal.”

Lufthansa Group

Patrick Borg Hedley General Manager of Sales, UK, Ireland & Iceland, Lufthansa Group

WRITTEN BY Bethany Cooper

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Is the travel industry broken?

Every spring, the UK and Ireland business travel community gathers at the ITM Conference, this year held at Celtic Manor, with the theme ‘Inspire.’

Various key talking points were explored and debated, including two critical questions that appear to be on the minds of industry leaders. Firstly, is our industry broken? Second, are our travel management companies (TMCs) fit for the future?

Travel industry monetisation shift

The first question speaks to the money flows within the travel ecosystem, which have sustained it this far, but which have changed significantly in the last decade. Commissions paid by suppliers have long been confined to history. Yet, kickbacks, fees and other mechanisms which remunerate TMCs largely replaced them. These instruments have, for the last 25 years, been augmented as a revenue source by fee structures that TMCs charge their corporate clients directly.

understanding of these shifting dynamics, to facilitate debate over whether innovation and progress are being hindered by legacy money flows that are tricky to wean off. I believe that good travel management companies are the great chameleons of our industry, dynamically adapting and shape-shifting to aggregate, simplify and solve the challenges and opportunities that come their way. So, many TMCs will continue to have a key role to play going forward.

The reality is that most corporate travel programmes do not have the resources and capacity to evaluate and implement new technologies.

However, advancements in technology — along with suppliers’ (especially airlines’) desire to differentiate themselves, sell directly to corporate travellers and upsell ancillary products — have eroded the value of the services they’re willing to pay TMCs for.

Evolving travel management firms

At the conference, we aimed to level set the industry’s

AI can reshape corporate travel

The reality is that most corporate travel programmes do not have the resources and capacity to evaluate and implement new technologies and distribution methods themselves. They need a strategic partner that can be their filter, pivot and champion to harness and deploy such tools. It is clear that AI will play a major role in finessing and optimising process efficiency and customer experience. ITM members were generally of the view that, if we continue to embrace new technologies and let go of some ageing commercial constructs, our industry is not in fact broken at all.

The journey to smarter and greener business travel

For the UK economy to thrive, it needs to move. Yet, too many business travellers are held back by unreliable rail services and fragmented regional connections.

Delayed meetings, disrupted site visits and lost hours on the move cost time and money, limiting opportunities for growth.

Our current infrastructure doesn’t meet the needs of a modern, mobile workforce. To boost productivity and global competitiveness, the UK needs a multi-modal, sustainable transport system, supported by better collaboration and smarter technology.

Putting rail back on track

Rail is the most sustainable way to travel domestically – producing up to 40 times fewer emissions than aeroplanes1. Yet, unpredictable timetables, poor Wi-Fi, overcrowding and high-ticket prices mean many workers see it as a last resort.

Part of the solution lies in smarter travel tools.

Our own data at the Business Travel Association (BTA) shows that business travellers contribute around £800 million in revenue to UK rail, with the potential for this to triple, and they deliver a yield six times higher than the average traveller.2 Too often, they face lengthy, multi-leg journeys between cities and suburban towns, forcing them to drive instead. Investing just 50% more in rail infrastructure could support an extra 104,000 high-wage jobs in the rail supply sector.3 That’s a clear route to economic growth, particularly for rural areas reliant on rail access to cities and opportunities.

Unlocking smarter journeys with technology

Part of the solution lies in smarter travel tools. From AI and real-time data to integrated booking systems, technology is helping businesses plan more efficient, sustainable trips and recover quickly when things go wrong.

Travel management companies (TMCs) are leading this charge. With 88% reporting growing opportunities to integrate advanced tech, they’re helping companies meet sustainability goals while improving the traveller experience.4

Charging forward

To place business travellers at the centre of responsible travel innovation, industry and government must work together more closely. National polices must reflect the needs of business travellers, ensuring that rail and other transport providers work in tandem with TMCs to align services with corporate travel demands.

The future of responsible business travel depends on a commitment to both environmental responsibility and traveller satisfaction. By working together, the industry can achieve this balance. Now is the time for businesses, policymakers and travel providers to invest in solutions that keep business travellers moving — efficiently, sustainably and with confidence.

References:

Travel data: the hidden corporate superpower

From cost control to ESG goals, travel data offers powerful insights. The key is knowing how — and when — to use it to shape a travel strategy.

In today’s data-rich world, travel managers are sitting on a goldmine of insights — if they know where to look. From spend patterns to sustainability metrics, the right data can transform a travel programme from reactive to strategic.

Engagement gap

“Yet, many travel teams struggle to engage with their data regularly,” notes Claudia Jackson, Managing Director UK and Ireland at travel management company BCD Travel. A recent survey by BCD’s Research and Intelligence team found that only 36% of travel managers interact with their data daily, with time constraints being the biggest barrier. That’s why having a clear data strategy is essential. It starts with identifying what matters most — be it cost control, policy compliance or traveller safety — and aligning data use accordingly.

From insight to action

“Pre-trip data, for example, offers a powerful opportunity to catch issues before they become costly,” explains Jackson. “Exceeded rate caps, out-ofpolicy seating or non-compliant car rentals can be flagged and corrected in real time. Similarly, emissions data at the point of sale can guide travellers toward more sustainable choices, supporting broader ESG goals.”

The story behind the numbers Data isn’t just about dashboards. It’s about storytelling. Trends in booking behaviour, shifts in preferred suppliers or emerging travel markets all tell a story about how a programme is evolving. Travel managers who take the time to interpret these changes can make smarter decisions — and share those insights across departments like finance, risk and IT.

Shaping your strategy

“We’re encouraging our clients to get back to the basics of their data and look for trends and behaviours that can impact their programme,” says Jackson. Tools like BCD’s analytics platform DecisionSource® help travel managers turn raw data into actionable insights. “Because when used well, travel data doesn’t just inform — it shapes the future,” she concludes.

Clive Wratten Chief Executive Officer, BTA

INTERVIEW WITH Claudia Jackson

Managing Director UK & Ireland, BCD Travel

WRITTEN BY Angelica Hackett O’Toole

WRITTEN BY

AI’s most significant contribution now lies in its ability to transform sustainability measurement to track, analyse, and report travel-related emissions with unprecedented accuracy.

~Jonathan Carter Chapman, Marketing Director, Business

Travel Show Europe

Business travel in 2025: innovation at the heart of the journey

From automation to personalisation, digital tools are helping teams simplify operations, adapt to change and make smarter business travel decisions.

Business travel is being redefined by innovation. With increased scrutiny on budgets and the value of each trip, organisations are turning to technology to build travel programmes that focus on productivity, responsibility and traveller needs.

Tech trending in business travel

According to a GBTA poll, new technologies are a key driver of industry growth and adaptation. When asked which factors are most important to the advancement of business travel, European professionals were more likely than their regional industry peers to cite new technologies and trends, ranking it as their top response.

Artificial intelligence

AI is already enhancing many stages of the business travel experience. Almost one in three global travel

buyers expects to integrate AI into their travel programmes this year. From personalised booking options to real-time disruption management, AI is helping organisations unlock new efficiencies while also delivering a more seamless experience for travellers.

Sustainable travel

Innovation is also transforming how companies manage employee travel programmes and how travellers make eco-friendly choices. GBTA research shows that 76% of travel buyers have or plan to incorporate sustainability objectives in their travel policies. Advancements in digital solutions, such as biometric verification, e-visas, and automated passport control, improve the travel experience while minimising environmental impact. Additionally, technology-enabled travel management platforms allow

companies to optimise travel routes based on emissions data, designate sustainability-minded hotels, and prioritise airlines, airports and even flights that use sustainable aviation fuels.

Real-time duty of care

As risk and uncertainty remain a feature of the global landscape, duty of care has never been more critical. Many companies are turning to digital platforms that offer real-time tracking, automated alerts, and location visibility. These innovations help organisations stay connected to travelling employees, respond quickly when disruptions happen or plans change, and reinforce their commitment to employee safety and wellbeing.

Looking ahead

Organisations are investing in solutions that enable better decisionmaking, deliver more value per trip and support a positive travel experience. Innovation is equipping travel teams with the tools they need to act faster, adapt policies and strengthen the value of business travel as a whole. With the right technology and partnerships in place, companies can create travel programmes that are more strategic, responsive and ready for what comes next — all while supporting greater organisational resilience in a constantly evolving marketplace.

WRITTEN BY Suzanne Neufang CEO, Global Business Travel Association

Closing the fashion loop, stitch by stitch through circular economy

Today’s fashion industry is not only environmentally unsustainable. It’s economically fragile. Every discarded garment is value that’s lost.

In a circular economy, clothes are used more, made to be made again, and made from safe and recycled or renewable inputs. This requires products and materials to be designed differently, but it also requires businesses to operate differently. We’ve seen exciting progress in product design and textile-totextile recycling infrastructure. Yet, the crucial question remains: how can businesses make money without making new clothes?

If a product can be reused, remanufactured or resold again and again, a company can capture — and recapture — its value multiple times.

Business case for circular fashion Customers are ready. Demand for reused clothing is soaring. Secondhand platforms like eBay now show at London Fashion Week. Since 2019, startups like Vinted, Depop and Vestiaire Collective have reached unicorn status. Established names are stepping into the space as well, with brands from Patagonia to Coach embedding resale into their core offerings. Now, customers need businesses to make choosing circular options like resale, rental,

repair and remaking easy and costeffective.

This shift isn’t just good for the planet and for customers, it’s good for business. Building circular business models into a company’s core strategy can reduce exposure to raw material supply disruptions and price volatility in a rapidly shifting geopolitical context. It can build significant product value. If a product can be reused, remanufactured or resold again and again, a company can capture — and recapture — its value multiple times. Estimates suggest that new business models in repair, resale and rental could be worth USD 700 billion by 2030, making up 23% of the global fashion market.1

Reinventing the fashion industry

The Ellen MacArthur Foundation’s Fashion ReModel project, launched in 2024, aims to show how these models can scale by getting to the heart of a business: its revenue. We’re collaborating with market leaders from the high street to high-end to make the economics work for businesses today while working towards solutions that will improve future commercial viability.

We can all contribute to reshaping the fashion industry. Shifting to a circular economy for fashion requires innovative product design, reimagined business models and enabling infrastructure. It’s time to design a better fashion industry.

Why loose produce could be key to reducing food waste in UK homes

Cut food waste and plastic pollution — an association urges a packaging ban on 21 fruits and vegetables, revealing the environmental and financial benefits of buying loose produce.

If it is naked fruit and single veggies you want in the supermarket, the choice can be restrictive. So much fresh produce comes pre-packaged — only around 19% is sold loose. Meanwhile, 30% of the fresh vegetables and salad we buy are thrown away,1 often because we’ve picked up that plastic bag of potatoes, cannot eat them all in time, and then they go off.

Loose produce reduces waste

WRAP’s research, bringing together citizen and data analysis for the first time, showed the impact on household food waste of people buying more than they need, especially for smaller households, when only packed fruit and vegetables are available. If all apples, bananas and potatoes were sold loose, 60,000 tonnes of food waste could be saved every year.1

By enabling people to buy only what they need, food waste will go down, along with plastic pollution. Single-use packaging is often hard to recycle and uses virgin fossil fuels. We estimate that a household of four spends £1,000 a year on food that gets thrown away.1

Fruit and vegetable packaging ban

WRAP has called for a consultation on a packaging ban on 21 fruit and veg items, to be developed via a formal consultation process. This recommendation has been developed with the food and drink industry across the supply chain. Selling these 21 items loose could potentially save 100,000 tonnes of edible fruit and vegetables from being wasted annually in people’s homes, as well as saving 13,000 tonnes of plastic film.2

Backing a loose produce policy

Around 64% of us say we prefer to buy loose. Yet, we don’t always put that into practice. Until regulation comes in, let’s support companies that offer loose fruit and veg. Companies can help us, too, by simplifying price comparisons or weighing our produce. The retail industry recognises the importance of this change, but it needs government policy to help make it happen.

Normalising circular economy practices

Such shifts can look tough at first but quickly become the norm. For example, when we changed the date labels on dairy from ‘Use By’ to ‘Best Before,’ the industry soon got behind it. Selling fresh produce loose is another step towards WRAP’s mission of making circular living commonplace in every home and every boardroom.

References:

WRITTEN BY

Will Nicholson Global Food Waste Programme Lead, WRAP

Shaping a nature-positive food future with Yara

The pressure is mounting on everyone across the chain, from growers to global brands, to reduce their environmental footprint.

What if the food on your plate could help heal the planet? In a world where the food supply chain is responsible for around 25% of global greenhouse gas emissions, sustainability is no longer a ‘nice to have’ — it’s a necessity. What if the solution isn’t producing less but producing smarter?

Sustainable food system transformation

At Yara, we’re redefining what’s possible in food production. As a global leader in crop nutrition, we’ve been helping to feed the world for over a century. Now, we’re using that legacy to lead a new kind of transformation, one that puts sustainability at the centre of food systems. We want to partner with food brands, processors, retailers and growers who are ready to turn climate ambition into meaningful action.

Low-emission fertiliser innovation

The facts are clear. Fertilisers contribute around 11% of food-related emissions (FAOSTAT 2020). They’re also essential to feeding a growing population. The challenge lies in decarbonising this critical part of the supply chain without compromising yields or standards.

The solution? Yara’s premium fertilisers already carry up to 60% lower emissions than other products available in the market, thanks to our pioneering nitrous oxide (N2O)

Tabatement technology. This is a proven innovation that has been reducing emissions for over a decade. Now, we’re raising the bar again. By producing fertilisers using green ammonia made from water, air and renewable energy, we can reduce the carbon footprint of fertiliser by up to 90%.

The result? A 30% reduction in the carbon footprint of crops grown with these Climate Choice fertilisers. This is real, measurable progress — available today — for companies looking to make rapid headway on their sustainability goals.

Low-carbon, digitally supported agriculture

Gareth Flockhart, Key Account Manager UK, explains that we don’t stop at the product. “Yara combines low-carbon solutions with in-field agronomic expertise and cuttingedge digital tools. From soil health and nutrient planning to precision application and data-driven decisions, we equip farmers and food chain partners with the tools they need. This holistic crop nutrition approach can deliver a lower carbon footprint and increase efficiency without compromising on yield or quality.”

This is your invitation to join a growing movement. To lower your Scope 3 emissions, protect nature and futureproof your business. Let’s talk. Let’s collaborate. Let’s grow a nature-positive food future — together.

Responsible business: why doing good means doing well

and climate change as one of the top three workplace challenges, yet many struggle to take action against their targets.2 Supporting, engaging with and upskilling local communities, while addressing broader environmental challenges, helps secure a company’s long-term licence to operate.

Benefits of being a responsible business

he business landscape is evolving, with a growing number of employers recognising the commercial imperative of building more responsible organisations, continuously looking for ways to make their organisations more responsible. From prioritising employee wellbeing to accelerating climate action, companies are rethinking how they operate to better support their people, communities and the planet.

What is a ‘responsible business’?

A responsible business delivers longterm value for all stakeholders by minimising any negative impact and maximising its positive impact on society and the environment.1 Nearly

A truly responsible business stays ahead of the curve on the things that matter. Why should businesses demonstrate their commitment to responsibility?

half of CEOs cite the ethical case for action as a key driver behind adopting responsible practices.2

Responsible businesses are led by purposeful leaders who embrace change, address societal challenges and integrate long-term thinking into their decision-making. A clear strategy enables them to embed responsibility into every part of the organisation, ensuring it is not a standalone initiative but a core business priority.

Healthy businesses create healthy communities

Responsible business doesn’t end at the office door. Organisations must extend their impact into local communities and the wider environment. Eight in 10 CEOs see the net zero transition

Eight in 10 CEOs now cite stakeholder expectations and business growth as central reasons for adopting responsible practices.2 These businesses are often viewed as leaders in employee wellbeing, diversity and inclusion and environmental action.

The benefits of responsible business are tangible: greater employee engagement, increased customer loyalty, enhanced brand reputation and improved talent attraction and retention. According to an IBM survey, 67% of respondents said they are more likely to apply for and accept positions at companies committed to sustainability.3

The message is clear: in a rapidly changing business environment, the need for responsible business practices is no longer a ‘nice-to-have’ — it is essential for long-term success and resilience. References:

WRITTEN BY Phillippa Lennox-King Head of Responsible Business Strategy, Business in the Community

WRITTEN BY Gareth Flockhart Value Chain Partnerships, Yara UK

Paid for by Yara

A business guide to a true circular economy transition

A circular economy — where products and materials are kept in circulation — is the foundation of sustainable business, but how can organisations embed circularity into their supply chains?

To achieve a truly circular economy, businesses must transition from linear ‘take, make, dispose’ models to circular supply chains, but there is a gap between understanding and implementing circular economy principles.

Priorities for a circular economy

David Greenfield, Vice President of the Circular Economy Institute and member of the Circular Economy Taskforce, has spoken extensively on the subject, stating: “While awareness is growing on the circular economy, critical barriers persist from a financial, infrastructural and knowledge perspective.”

reducing reliance on virgin materials. From refurbishment to buy-back and resale schemes, the circular economy is becoming more mainstream, but significant gaps remain. Globally, strong policy frameworks and increased consumer engagement have helped the shift from linear to circular — focused on extending, retaining and recovering materials, rather than extracting and disposing of them.

Sectors like construction increasingly view waste as a valuable resource rather than a byproduct.

The UK Government committed to supporting businesses through this transition in a recent Circular Economy ‘moment,’ outlining five priority sectors for the forthcoming Circular Economy Strategy: textiles, transport, construction, agri-food and chemicals and plastics. It aims to align policy and practice, delivering tangible outcomes for a ‘truly circular and future-proof economy.’

Implementation of circular economy strategies

Real-world examples demonstrate that it has moved beyond a theoretical concept. Sectors like construction increasingly view waste as a valuable resource rather than a byproduct,

Businesses in England must now separate food waste — here’s why that’s a good thing

All businesses in England with 10 or more employees must now separate food waste from their general waste. No matter the amount of food waste, there needs to be a separate bin and collection.

Simpler Recycling, which became law on 31 March, saw food waste collections become mandatory alongside the separation of other recycling materials.

Simpler Recycling proven effective Although this means sourcing a new bin collection and some effort separating, it’s actually a great thing for two reasons. One, there will be less organic waste going to landfill, which means fewer carbon emissions. Two, it can reduce the overall weight of your general waste and mitigate some of the additional costs, as general waste disposal is more expensive.

However, a critical part of building circular supply chains lies in strategic partnership and supplier selection to avoid ‘greenwashing.’ Authenticity and the desire for genuine change beyond commercial profitability are essential.

Long-term benefits and outcomes

A concerted effort from producers, consumers and governing bodies is required for economies to fully adopt circularity. It’s not just an environmental sustainability need; it’s an economic opportunity that drives innovation, creates jobs and builds long-term resilience. Businesses must adopt closed-loop systems through innovative processes, better design, conscious materials selection and a continuous focus on repair, reuse, refurbishment or remanufacturing, resale and recycling. In short, businesses must prioritise long-term durability and repairability. This is the only way to transition to a circular economy that values resources and minimises waste.

Although Simpler Recycling has just started, we know this works due to similar regulations in Wales with the Workplace Recycling scheme. Biffa’s food waste collection volume increased by over two-thirds (67%) when comparing the same month year on year before the regulations went live.

Cutting emissions through Simpler Recycling

If England saw a similar impact, Biffa analysts have calculated we could offset more than 8 million kilograms of extra carbon dioxide equivalent (Co2e) by following the Simpler Recycling regulations. That’s just our own business customers.

When organic waste is disposed of in a black bin bag in general waste, it either goes to an Energy Recovery Facility or even landfill. This method of disposal creates higher emissions than processing using anaerobic digestion, which transforms inedible food waste into biogas. This is then transformed into a clean source of electricity.

Food waste energy potential

If we experienced a 67% increase in inedible food waste volume collected by Biffa in England, it would be enough to charge over 695 million smartphones, power 1,155 homes for a year or drive 21.9 million miles (that’s like driving the circumference of the earth 880 times).

The research comes with the launch of the Simpler Recycling Food Waste Calculator. Businesses can discover how much food waste they produce each year how much energy it could create.

Just one standard wheelie bin full of food waste collected and converted to energy every week would see a business recycle 4,160kg of food waste, which, when converted to energy, offsets 863kg of carbon, charges 57,000 smartphones or could power a car to drive from Lisbon to Warsaw.

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WRITTEN BY

David Greenfield Vice President, Circular Economy Institute

WRITTEN BY

Carla Brian Head of Partnerships, Biffa

ESG under fire: why we need to empower action, not audits

With increasing global uncertainty, now is the time to embed sustainability into business strategy — for resilience, growth and real-world results.

As the world faces economic uncertainty, political backtracking and growing scepticism around sustainability commitments, the once-celebrated era of environmental, social and governance (ESG) reporting is being questioned. In some quarters, it’s being pronounced dead — dismissed as burdensome, bureaucratic or ineffective.

Yet, the truth is, the challenges that gave rise to ESG have not disappeared. In fact, in many cases, they have only become more pronounced. The climate crisis, rising inequality and environmental degradation continue to escalate. In 2023, over 43 million people were displaced by extreme weather. Record temperatures were recorded. Biodiversity loss accelerated.

If ESG, in its current form, is losing relevance, what’s next?

What’s needed now is not more reporting for reporting’s sake, but strategy. Embedded, practical, real-world strategies that integrate sustainability into the heart of a business. Not an initiative on the side or a badge to show off once a year, but a way of thinking and operating that is woven into everyday decision-making. Crucially, it must unlock opportunities for resilience and profitable growth in an everchanging world.

Many businesses, especially small and medium-sized enterprises, are ready to act. However, there’s too much noise: too many

frameworks, too many conflicting signals, too little clarity. That confusion can lead to hesitation — or worse, inaction. This is where the shift must happen. From compliance to clarity. From audits to action. From intention to impact.

Purposeful sustainability support

Support is out there — from practical toolkits to accessible initiatives like the Sustainable Business Alliance Accreditation Framework, launching on 7th July. Developed in collaboration with academic and industry experts, the framework helps businesses build clear, tailored strategies for resilience and growth. It uses reporting not as a box-ticking exercise, but as a way to measure and communicate meaningful progress. In this model, reporting becomes a reflection of strategy, not a substitute for it.

This World Environment Day, let’s move beyond compliance. Because while ESG may be faltering, the responsibility we face to our planet, people and future is more alive than ever.

WRITTEN

BY Simon Derrick Founder, Sustainable Business Alliance

Cutting-edge packaging automation technology is a sustainability game-changer

Technology in the warehouse is entering a golden age of transformation, where cutting-edge robotics, computer vision and AI are all powering more advanced automation capabilities in response to the need for greater productivity.

While this transformation occurs across the many interconnected parts of the warehouse, the advancements in packaging automation offer another critical benefit beyond increased throughput and cost reduction.

By controlling material use, enabling more sustainable and recyclable packaging, as well as right-sizing and controlling the volumes of shipped packages, end-of-line packaging automation can make a significant impact on both operational and environmental efficiency.

How AI can boost packaging efficiency

While operational efficiency in packaging automation is being driven by some of the most exciting developing technologies, operations managers may not be considering how they can also create benefits from an environmental perspective. A good example is computer vision. When paired with AI, it can capture and react to information based on what solutions ‘see’ within each box.

Solutions like Ranpak’s DecisionTower with FillPak Trident™ combine these capabilities with a packaging converter to dispense precise amounts of paper packaging material, enabling material savings of up to 35%.

Smarter packaging cuts cost and emissions

Within a fully automated packaging line, additional void fill may not even be required after packages go through a right-sizing or height reduction process. When combined with a SKU analysis to consolidate the number of boxes used, height reduction systems like the Cut’it!™ EVO can reduce package volumes to the point that up to 25% more parcels can fit on the same pallet. This means that the greenhouse gas (GHG) emissions used to ship the same number of packages are significantly reduced, and shipping cost savings positively impact the bottom line.

Automation enhances sustainable packaging

As businesses look to integrate automation for increased throughput and cost savings, it’s important to remember that the right packaging automation solutions should enhance, not compromise, the use of sustainable materials. At Ranpak, we are speaking from over 50 years of experience in the sustainable packaging industry when we say that environmental efficiency can be one of the core benefits delivered by new warehouse technology.

Why valuing your workforce must be part of sustainability

Despite broader ESG awareness, businesses often equate sustainability solely with the environment, sidelining social factors that are equally vital to responsible corporate behaviour.

Our impact on the planet is so much more measurable, and it enables businesses to work with the plethora of specialist organisations out there to calculate benchmarks, set targets and measure improvements. Everyone likes tangible results to show the Board.

The business case for valuing your workforce Yet, there are tangible benefits to truly valuing your workforce, too, including to your bottom line. That has been Julian Richer’s experience, building up his hi-fi chain, Richer Sounds, in an incredibly competitive sector. It is the experience

If we want to see in-work poverty in this country decrease, it is high time we took that S in ESG and championed it through concrete actions.

WRITTEN BY Bryan Boatner Chief Revenue Officer, Ranpak

of the 1,000+ Good Business Charter accredited organisations that find that treating their employees well results in greater productivity, better customer service and improved retention, with all the benefits that brings.

I must confess, I groan when I hear some businesses touted as the best. They may be doing incredible work in their local community, or on the journey to net zero, but they still do not pay the real living wage — the only independently calculated rate that actually takes into account the cost of living.

Championing the ‘S’ in ESG with action If we want to see in-work poverty in this country decrease, it is high time we took that S in ESG and championed it through concrete actions. For the workforce, this includes paying the real living wage; providing secure hours and contracts; and ensuring genuine employee wellbeing, representation and inclusion. Businesses that do this are the kind of organisations people want to support with their hard-earned cash, or invest in or work for, as a growing body of research shows.

Big businesses would do well to think about those in their supply chain, too. They must ensure fair wages are paid there too, and that they pay those suppliers on time. Our vast small business network across the UK depends on it.

WRITTEN BY

Jennifer Herrera CEO, Good Business Charter

Ending plastic pollution: a win for business, nature and our health

Dead albatross chicks with plastic in their guts. A whale full of fishing gear. Beaches and rivers are covered in plastic waste. Microplastics are detected everywhere, from human placentas to the Himalayas.

People are clearly appalled by what they see and what they now know. Surveys have consistently revealed strong support for reducing plastic production and shifting from a ‘use-and-throw’ culture to reusable, refillable, recyclable products. Phasing out single-use plastic products like coffee cups, sachets, wet wipes and other short-lived items has been popular for years

Global shift on plastic pollution

Plastic production has doubled in less than 20 years, but less than 10% of plastic waste gets recycled. Heartbreaking images of animals tangled in or eating plastic have sparked a global movement to reduce waste. Today, over 90 countries have banned or restricted plastic bags. In 2021, the EU banned many single-use plastic items. In response, new, practical alternatives are quickly emerging.

Today, the concept of circularity is no longer theoretical. It’s attracting investment from major brands.

All of this has marked a shift in public awareness and attitude, with real-life consequences for businesses. Large-scale market changes, strong consumer sentiment, and an evertighter policy landscape mean businesses must reinvent themselves.

Designing out plastic waste

In 2018, the Ellen MacArthur Foundation and the UN Environment Programme (UNEP) launched the New Plastics Economy Global Commitment. It brings together over 500 signatories — including businesses, governments and organisations worldwide — committed to a shared vision of a circular economy, in which plastics never become waste or pollution.

Today, the concept of circularity is no longer theoretical. It’s attracting investment from major brands like Adidas, Burger King, IKEA and big names in the fashion industry, which is beginning to transform the use-and-dispose fast fashion model. Businesses designing products for sustainability through reuse, refill, repairability and recyclability are reducing waste and aligning with global policy trends.

Policy shift toward sustainability

Governments are working hard to deliver a global treaty to end plastic pollution at the next round of negotiations, this August. Industry and civil society — including NGOs, academia and communities — will also be focused on these negotiations. For consumers, an international legally binding agreement on plastic pollution would prioritise quality over quantity, offering consumers greater safety and reduced health risks. For businesses, it would provide clear, predictable rules within a fair regulatory framework. It is vital that business leaders, from the C-suite to the enabling financial institutions, actively engage in ending plastic pollution. They must get ahead of the curve with their policies, responding not only to public concerns but to the ecological emergency that continued plastic pollution presents.

WRITTEN BY

Elisa Tonda Chief, Resources and Markets Branch, UNEP Industry and Economy Division

UK steel to get cleaner and fairer under new strategy

The nation’s Steel Strategy aims to retain and build the sector while aligning with decarbonisation goals, ensuring that environmental progress does not equate to industrial decline or job losses.

Central to the Steel Strategy is hydrogen, which could replace internationally reliant fossil fuels in the blast furnaces and secure our domestic production capabilities of virgin steel — all with low carbon emissions.

Green steel investment boost

The National Wealth Fund has earmarked at least £5.8 billion towards sectors crucial for this transition, including green hydrogen and green steel. This is because hydrogen’s potential lies in its ability to reduce coke (a type of fuel derived from coal) usage by up to 20%, leading not only to lower fuel costs but also improved efficiency within the blast furnaces. This means long-term savings on coal and decreased coke-making capacity requirements, justifying the initial investments in hydrogen generation. Additionally, hydrogen injection into blast furnaces boosts productivity and cost efficiency while significantly cutting CO2 emissions. This reduction allows companies like British Steel to earn carbon credits through cap-and-trade systems, effectively equalising some of the transition costs.

UK steel decarbonisation push

As the UK develops its Steel Strategy with a focus on decarbonisation while avoiding deindustrialisation and safeguarding jobs, the implementation of a Carbon Border Adjustment Mechanism, or CBAM, in 2027 will further support this effort. CBAM is designed to protect UK industries from being undercut by cheaper imports that have a higher carbon footprint.

If a foreign company produces steel using methods that emit more carbon, their products could face additional charges when entering the UK market.

This means that if a foreign company produces steel using methods that emit more carbon, their products could face additional charges when entering the UK market. This helps ensure that UK steel production companies that are investing in cleaner technologies aren’t at a competitive disadvantage.

Hydrogen UK continues to advocate for the adoption of hydrogen technologies across industries that cannot electrify. By investing in this clean energy source now, the UK steel industry can secure its place at the forefront of a burgeoning global market while contributing meaningfully towards national objectives — a win-win scenario for industry, the economy and environment alike.

WRITTEN BY

Clare Jackson CEO, Hydrogen UK

Access granted: how one airline is redefining inclusive travel

Flying can be exciting, but for people with disabilities, it can come with barriers. One airline is redesigning its products and services to prioritise accessibility.

IIn recent years, United Airlines has committed to redesigning what air travel looks like when inclusivity is at the forefront. Here are some ways the airline is leading the charge toward a more accessible future in the skies.

Braille that guides, not confines

n recent years, United Airlines has committed to redesigning what air travel looks like when inclusivity is at the forefront. Here are some ways the airline is leading the charge toward a more accessible future in the skies.

Braille that guides, not confines

In 2023, United became the first US airline to introduce Braille signage onboard its aircraft. This update includes Braille labels for row numbers, seat locations and lavatories, so passengers with visual impairments can navigate flights independently.

With plans to outfit its entire mainline fleet by 2026, the airline is setting a new industry standard, proving that tactile accessibility should be a basic part of cabin design, not a luxury.

With plans to outfit its entire mainline fleet by 2026, the airline is setting a new industry standard, proving that tactile accessibility should be a basic part of cabin design, not a

A wheelchair for every stage of the journey

Whether you’re arriving at the terminal, boarding your plane or moving about the cabin, the airline offers a tailored wheelchair experience for each phase of travel. Travellers can request a wheelchair during booking or afterwards through the ‘My Trips’ portal online.

For more complex needs, the airline’s Accessibility Desk provides direct support by phone. This helps passengers get the assistance that’s right for them.

Seats that meet you where you are

For many travellers with limited mobility, getting in and out of an aeroplane seat can be one of the most difficult parts of flying. The airline addresses this with accessible seating

options that feature movable aisle armrests, for instance. These options give passengers more flexibility and comfort during boarding and throughout the flight. Travellers can research which seats offer this feature by checking their aircraft type in the United app or online after booking.

Entertainment for every eye and ear

In a world-first move, they also introduced the most comprehensive suite of accessibility features available on seatback entertainment systems. The upgrades serve travellers with both visual and hearing impairments, offering everything from screen magnifiers and high-contrast text to text-to-speech functionality. Such features ensure that passengers of all abilities can immerse themselves in entertainment throughout the flight.

Planning with personalised filters

For passengers bringing their own mobility devices, flight planning can be a source of anxiety. On the airline’s website and app, travellers can now enter the exact dimensions of their wheelchair and filter search results to show only flights that can accommodate them. This seemingly small feature has a big impact. It puts control back in the hands of the traveller, making flight selection easier.

Flying forward together

No one should have to work harder to travel just because they have a disability. With thoughtful design and genuine commitment, inclusive travel isn’t just possible — it’s the future of aviation.

Karolien De Hertogh Sales Director - UK & Ireland, United Airlines