Adam Huttly is an individual who lives and breathes sustainability. His conviction to ‘do the right thing’, combined with years of hard work, has earned his company, UK-based Red-Inc, numerous certifications and accolades – including the Sustainability Excellence award in the Reseller category of the 2025 European Office Products Awards.
Beyond driving his own business forward, Huttly has become an authoritative voice in the UK business supplies community. Speaking to OPI, he pinpoints where – in a landscape crowded with jargon and terminology – independent dealers should focus their efforts and how to turn intention into impact.
FOCUS: THE CHANGING FACE OF SOURCING
What I see today in China is impressive. [...] Decarbonisation everywhere, solar panels on roofs and green electricity. The government has set strong targets and factories are investing heavily to meet them.
[...] If China offers the renewable power, social audits and certifications you need for Europe, why move elsewhere?
[...] Five years ago, only a few companies talked about it. Now, almost all do. It started with simple things, such as signing an environmental charter, but it’s become structured. Clients ask us to verity factory audits, remove plastic from packaging or ensure recycled content.
18 Interview
Adam Huttly urges dealers to ramp up their sustainability expertise
22 Focus Responsible sourcing from Asia gathers pace
24 Spotlight HP Inc heightens focus on reuse versus recycle
26 Opinion Lyreco: lead, learn and maintain momentum
28 Category Update Vendor sustainability under the microscope
36 Research AI and sustainability: friends or foes?
40 Research Green Thinking Survey 2025: is there progress?
42 Review: Industry Week ’25
The US IDC comes together in Denver at a time of industry upheaval
44 Review: NAOPA The winners of the 2025 North American Office Products Awards
48 Review: OPI European Forum AI in the spotlight as senior executives gather for two days of learning and collaboration
50 Review: City of Hope Spirit of Life Gala John Fellowes’ 2025
Expanding Hope fundraising campaign concludes in Chicago
REGULARS
5 Comment
6 News
14 Green Thinking News
52 5 minutes with... Rochelle Scheerhoorn
54 Final Word Ralph Bianculli Sr
The OPI team
EDITORIAL
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Workplace360 Editor
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Digital Marketing Manager Aurora Enghis aurora.enghis@opi.net
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PRODUCTION & FINANCE
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Is the journey (part of ) the destination?
Press day for our annual Green Thinking issue has long been in the middle of the UN Climate Change Conference of the Parties (COP), and this year is no different. Whether COP30 – taking place in Belém, Brazil, from 10-21 November – will turn out to be an event that prompts real progress rather than protests and a string of delayed or broken promises remains to be seen.
The clock is certainly ticking as regards the need for real action in terms of reducing our carbon footprints, says Red-Inc’s Adam Huttly (page 18) . He raises several core points: the need for education, training and tangible as well as verifiable data; the likely commercial repercussions of ignoring sustainability; and the imperative to rethink our industry’s logistics to lower emissions.
Every year, I would argue, the scale of greenwashing – once rife – diminishes
While Huttly speaks predominantly from a dealer perspective, his reasoning – and convictions – are echoed in several features, not least our Category Update, in which vendors chart their ongoing sustainability journeys (page 28) . Every year, I would argue, the scale of greenwashing – once rife – diminishes and the desire to ‘walk the talk’ increases.
However, as our Green Thinking Survey shows (page 40) , unfortunately not everyone is singing wholeheartedly from the same hymn sheet and there is no doubt that scepticism remains. Every little helps, of course, but as Huttly and several contributors to this issue caution, meaningful progress relies on whole swathes of the industry pulling in the same direction.
Knowledge – as mentioned – and perhaps an open mind are key. Our Focus, for instance, sheds light on an often-debated subject: sourcing from Asia (page 22) . Yes, China is the world’s largest emitter of greenhouse gases and responsible for a significant portion of global emissions – a fact that typically makes the headlines. But it’s also the global leader in renewable energy.
According to figures tracked by the International Renewable Energy Agency, in 2024, China accounted for over 40% of global renewable energy capacity and nearly 77% of Asia’s total.
AI, too – much hyped overall for its amazing capabilities – regularly attracts negative attention for its environmental impact. Is this perspective one-dimensional though? Find out (page 36)
HEIKE DIECKMANN, EDITOR
Analysis: Steady as she goes
RAJA Office is looking to focus its current operations as profitability improves
European reseller RAJA held a press lunch in October to provide an update on its Office division. Attended by OPI, the informal gathering at the company’s headquarters on the outskirts of Paris was hosted by Group CEO Danièle Marcovici. She was accompanied by RAJA Office interim Managing Director Emmanuel Clair and Karine Lagier, recently appointed to lead France-based JPG – which is in the process of rebranding to Mondoffice (see News, OPI October/November 2025, page 8)
The change for JPG has certainly raised eyebrows, given it dates back to 1976. Even Staples reintroduced the brand in 2015 after backtracking on a plan to standardise European operations under its own name.
However, according to market research carried out by RAJA, the move is not seen in a negative light by French customers. This gives the reseller confidence there will not be any disruption over the next few months as the switch takes place.
One highly visible project has been the replacement of the adhesive panels on the outside of the ‘JPG tower’, which is a well-known landmark in the Paris suburb of Survilliers. Additional brand awareness actions – including the launch of a new catalogue – have been taking place ahead of the switch to the mondoffice.fr website.
TWO CORE BRANDS
The number of main RAJA Office go-to-market brands is being reduced from four to two. In addition to Mondoffice, the second one is Viking. As for the other two units, the staff of online reseller Welcome Office are moving to join their Mondoffice colleagues in Survilliers, while cleaning and hygiene products business Bernard continues to plough its own furrow.
Bernard represents one of many opportunities for RAJA Office to tap into the expertise of its own subsidiaries as well as those of other sister entities. For example, Mondoffice in Italy has grown successfully in the HoReCa vertical, JPG is well respected in the furniture category, Viking possesses consumer-focused sales skills that are unique within the group, Germany’s Udo Bär has a strong business equipment offering, and RAJA itself excels in packaging.
STABILISATION
With further diversification beyond traditional office supplies an important strategy for RAJA Office, the key will be to select which areas to focus on in each market. Arguably, changes could have happened sooner, but the priority has been to return businesses to profitability.
Against a backdrop of low-to-mid single-digit revenue declines over the past couple of years, there has been a significant improvement on the bottom line. This includes the UK which, Marcovici admitted, has been a challenging market.
As for the RAJA Office leadership situation, the search is still on for a successor to Nicolas Roland, who left earlier this year after just a few months in the job. Following his departure, Clair – who played an instrumental role in the Staples Solutions and Office Depot acquisitions – came out of retirement, but has no plans to stay on for the longer term.
He said that many acquisition opportunities have landed on his desk in 2025, but confirmed he will not be following up on any of them. It looks like 2026 will be a year of consolidation and building on the momentum RAJA has started to see.
L-R: Danièle Marcovici and Karine Lagier
Kimberly-Clark makes massive healthcare move
Kimberly-Clark has demonstrated its ambitions in the consumer healthcare segment after agreeing to buy Neutrogena, Tylenol and Band-Aid owner Kenvue in a deal valued at more than $40 billion.
The cash and stock transaction – if it goes through – will create a health and wellness company with annual sales of over $32 billion. The combined businesses will be led by current Kimberly-Clark CEO Mike Hsu and be based out of his company’s headquarters in Irving, Texas.
Kenvue is currently in the midst of several legal battles over claims linking its Tylenol painkillers to autism and talc products to cancer. Kimberly-Clark said its board had consulted with “the world’s foremost scientific, medical, regulatory and legal experts” before going ahead with the proposed merger.
Funding for the cash component of the deal will partly come from the proceeds of Kimberly-Clark’s previously announced sale of a 51% interest in its International Family Care and Professional (IFP) unit to Brazil-based Suzano.
The announcement of the IFP joint venture with Suzano came just over a year after Kimberly-Clark offloaded its PPE business to Ansell. This “sharpened focus on core personal care categories” will no doubt raise questions about the long-term future of its Professional business in North America.
BIC divests Indian stationery business
BIC has revealed its intention to offload its Cello stationery operations in India. The French writing instruments manufacturer has agreed to sell 100% of BIC Cello to Mumbai-based investment company Authum Investment & Infrastructure for around $18 million in cash. The transaction is expected to close as this issue of OPI goes to press.
The move comes shortly after new BIC CEO Rob Versloot stepped into the role. He commented: “This transaction marks a first step to prepare the new chapter of the group. Despite our repeated turnaround efforts, the performance of our Cello activities has not met our ambitions. It is my responsibility to sharpen our focus and act swiftly while continuing to invest with determination in markets where we have a winning strategy.”
BIC first invested in Cello in 2009, finally gaining 100% control of the business in 2015 after an acrimonious dispute with its former owners. The total cash outlay across three separate transactions was more than $300 million, underlining to what extent the French company has cut its losses.
Hamelin acquires in South Africa
Global stationery brand Hamelin has announced an acquisition in South Africa, resulting in the establishment of its own subsidiary in the country. The France-based vendor has bought a majority stake in ErgoKonzept, a distributor of European brands – including Pelikan, which was acquired by Hamelin at the end of 2023. The company will operate as Hamelin South Africa under the leadership of Managing Director and ErgoKonzept founder Rolf Endres.
Established in Johannesburg in 2021, ErgoKonzept also distributes products for German ergonomic furniture maker Moll. It will now expand its portfolio to offer Hamelin’s Oxford and Unilux brands, with the former including OptikPaper+ items and the Scribzee digital productivity tool.
Hamelin said the integration will strengthen supply chain efficiencies and improve product availability for resellers and consumers across southern Africa.
In other news, Hamelin has appointed Sarah Deysine as Managing Director of its business in France. Deysine is a CSR, marketing and communications specialist who was most recently on the executive committee of leading French farmers’ cooperative Agrialench.
Virtualstock enters global stage
Europe’s largest drop-shipping platform, Virtualstock, has been acquired by US-based Logicbroker for an undisclosed sum.
UK-based Virtualstock processes over eight million orders a year, representing gross merchandise volume of more than £2 billion ($2.7 billion). Its platform underpins online retail operations for major UK brands such as Argos, B&Q, Currys and John Lewis, providing supplier onboarding, product induction and direct supplier-buyer connectivity through its Supplier Hub system.
Logicbroker, headquartered in New York, said the acquisition will create
a new global leader in drop-shipping and marketplace technology. Together, the companies will create a network of approximately 15,000 retail and brand partners worldwide, generating gross merchandise volume exceeding $13 billion.
Virtualstock CEO Ed Bradley – who founded the company in 2004 – said that joining forces with Logicbroker would accelerate the next stage of the company’s growth and strengthen its global reach.
“This isn’t about changing who we are, it’s about taking everything we’ve built and amplifying it on a global stage,” he stated.
ODP shareholders set to vote
The ODP Corporation (ODP) has convened a special meeting of shareholders for 5 December to vote on the proposed acquisition by Atlas Holdings. At the virtual event, stockholders will vote on three matters – two of these are the merger itself and compensation for certain executive officers –including a payout of almost $29 million to CEO Gerry Smith.
There has been no suggestion that ODP’s investors will reject the Atlas offer of $28 per share, but – as is common in these types of acquisitions –several law firms have been investigating whether there are grounds for a class action lawsuit.
Assuming the transaction is approved on 5 December, it will likely close shortly afterwards. The so-called HSR Waiting Period expired on 6 November, meaning – as was widely expected – that there will be no antitrust investigation.
Aurelius to buy Grainger’s UK subsidiary
Private equity firm Aurelius has agreed to acquire Cromwell, the UK-based MRO reseller owned by US distribution giant Grainger.
Grainger acquired Leicester-based Cromwell in 2015, but has since struggled to make the business profitable. The decision to sell this operation comes shortly after Grainger announced it would close its Zoro UK online business.
Financial terms of the transaction – expected to close in the coming months – were not disclosed, but Grainger confirmed its exit from the UK would result in a non-cash after-tax loss of approximately $190-$205 million.
Aurelius, of course, has recently closed the acquisition of Exertis’ UK and Ireland operations, which was first announced in July (see News, OPI September 2025, page 6). It will be interesting to see if it has identified any potential synergies between the two distribution organisations.
Ed Bradley
Gerry Smith
Sylvamo updates supply agreement and adopts shareholder plan
Paper manufacturer Sylvamo and former parent company International Paper (IP) have updated the terms of their supply agreement following IP’s decision to convert a machine at its Riverdale mill in the US.
In August, IP confirmed that a paper machine – which supplies Sylvamo with around 260,000 tons of cut-size uncoated freesheet a year – would be converted to produce paperboard. At the time, Sylvamo said it was looking at “various options” to mitigate the loss of volume.
Now, the companies have signed a letter agreement that will ensure IP
Faber-Castell
continues to supply Sylvamo from Riverdale until 30 April 2026. After then, IP will wind down production and the agreement will terminate on 30 May.
There is a clause in place which means Sylvamo’s purchase price increases with volumes bought. This incentive is designed for IP to produce greater quantities of paper ahead of the machine conversion –which will ease Sylvamo’s potential supply shortfall.
Meanwhile, the Sylvamo board has adopted a new ‘poison pill’ rights agreement to fend off another potential hostile bid from Atlas Holdings. The
to close Austrian facility
Writing instruments manufacturer Faber-Castell will close a factory in Austria next year as it accelerates its strategic plan. The Engelhartszell site in Upper Austria – which specialises in the production of highlighters – will shut in summer 2026.
Citing a “sharp decline” in recent demand, the vendor said the decision is one of the first steps in a wider restructuring plan under Faber-Castell’s ‘Global Production Footprint’ project.
Production at Engelhartszell – which was opened in 1963 –will be transferred to the company’s facility in Lima, Peru, with management reassuring customers that supply continuity will be maintained.
Announcing the decision, CEO Stefan Leitz said the company’s ‘ONE Faber-Castell’ strategy – launched three years ago – is being implemented at a faster pace in response to difficult economic conditions and the impact of US tariff policies.
two organisations had a cooperation agreement in place which dated back to 2023 and gave the investment firm board representation.
However, in early November, the two Atlas-nominated directors resigned, automatically triggering an end to the agreement. This meant Atlas would no longer be subject to restrictions preventing it from acquiring more Sylvamo stock.
In response, the paper company has adopted a rights plan to reduce the chances of Atlas building on its direct ownership of shares, currently standing at around 16%.
Leadership change at Soennecken
After almost 30 years at the helm of Soennecken, Dr Benedikt Erdmann has announced he will leave the German dealer group at the end of the year.
Stepping into the CEO role on 1 January is Stefan Salzer, who brings extensive experience in retail and business consulting. His career includes 17 years at Boston Consulting Group and almost two years as Managing Director of speciality retailer Tennis-Point.
Explaining his departure, Erdmann stated: “Our markets are changing profoundly and rapidly. I am convinced Soennecken will be better positioned when it is led by someone who brings new perspectives and fresh energy.”
Soennecken also recently announced that former Büroring CFO Kai-Uwe Heuer has joined the group, also as CFO.
Dr Benedikt Erdmann
Stefan Salzer
Leadership change at Highlands
Seth Raley (pictured) has stepped up to the role of CEO at Highlands. Former CEO Bob O’Gara has been named non-Executive Chairman and will continue as a Partner alongside Raley and Gordon Christiansen.
New Chairman and Buying Director at evo
UK multichannel operator evo has appointed Dominic De Luca (pictured top) as its new Group Chairman. De Luca has been part of the evo management team for six years following its acquisition of Premier Vanguard.
The group also has a new Buying Director.
John White (bottom) – most recently Grocery and FMCG Controller at B&M Retail – has succeeded Simon McLoughlin in the role.
Kaut-Bullinger CEO to depart
Robert Brech, CEO of Kaut-Bullinger (pictured), will step down at the end of the year. Brech has overseen many changes at the iconic German independent dealer, including the closure of its retail unit and a successful exit from administration. He will be succeeded by Georg Nusser, most recently in charge of industrial group BayWa’s Pellog logistics subsidiary.
Interim CEO replaced at Katun
Imaging supplies and printer vendor Katun has appointed Chenyi Chiu (pictured) as CEO. He succeeds interim CEO Kuoying Wang, who became Chairman of Katun’s parent company, General Plastic Industrial, in July 2025. Wang continues to serve as Chairman of Katun.
Retirement for Nemo’s Beaumont
Tim Beaumont (pictured top), Managing Director of UK dealer group Nemo Office Club, is to retire at the end of the year. He will be succeeded by current General Manager Graeme Hargreaves on 1 January.
ISSA announces Executive Director
Worldwide cleaning association ISSA has confirmed Kim Althoff as its next Executive Director. Althoff will succeed John Barrett, who has served in the role since 2015 and will transition to Chairman Emeritus, continuing to advise the association for the next three years.
Lane takes over at Harbinger National
US rep group Harbinger National has chosen former Avery exec Barry Lane (pictured) to succeed retiring Mike Rowsey as CEO. Lane recently announced his departure from Avery after more than 40 years with the vendor.
Permanent CEO at Staples Canada
Staples Canada has appointed Jens Cermak as its new CEO, effective 1 December. A former Director of Finance at competitor Grand & Toy, Cermak is joining Staples from Canadian retirement homes group Amica Senior Lifestyles, where he was CEO. He succeeds Rachel Huckle, who is now CEO of Staples Inc in the US.
Promotion for Paragon’s Lewis
Rachael Lewis has been promoted to Operations Director at Paragon Business Essentials, formerly Office Depot UK. In her new role, she will continue to lead the marketing, customer care, digital support, customer implementation and customer reporting teams.
Senior appointments at HP
The former President of Logitech for Business, Prakash Arunkundrum (pictured top), has moved to HP Inc to take on the newly created role of Chief Strategy and Transformation Officer.
HP also announced that George Brasher (bottom) has been named Managing Director of HP North America. He previously held multiple financial and commercial roles at HP in the US and Europe.
Meanwhile, Ketan Patel, a 20-year HP veteran, has succeeded Alex Cho as President of the company’s Personal Systems business.
Shift at the top at Durable
Durable has a new Managing Director following the retirement of Rolf Schifferens. Jonathan Brune (pictured) has been with the vendor since 2011, most recently serving as Head of Innovation and Operations.
Durable has further named former ITW Spraytec exec Antoine Pluchet as Managing Director of its French subsidiary.
New Chair at tesa
Adhesives specialist tesa has appointed former Henkel executive Kourosh Bahrami (pictured) as Chairman of its executive board. He succeeds Norman Goldberg.
Ninestar adds to EMEA team
Ninestar has strengthened its EMEA team with two appointments at its German office. Christian Flögel (pictured) has joined the vendor as Product Marketing Manager, while Haneen Alzoubi has been appointed Business Development Manager.
GREEN THINKING
Quocirca report highlights rising sustainability focus in IT
Market research firm Quocirca has released its Sustainability Trends Report 2025, highlighting that eight in ten organisations are expediting their environmental plans and increasingly factoring green goals into IT and print supplier decisions.
The study of 800 IT decision-makers and knowledge workers in 185 organisations across the UK, France, Germany and the US found that 77% of respondents now have company-wide sustainability plans, up from 68% in 2024. 82% are set to speed up their green initiatives in the year ahead while 69% said sustainability will be “extremely important” to their business performance by 2026. 49% added that their environmental goals strongly influence their choice of print supplier.
Quocirca CEO Louella Fernandes commented: “Despite political
changes affecting broader focus on government sustainability programmes and regulation, the drive to improve corporate sustainability continues to accelerate.
“However, decision-makers are growing more sceptical about unproven green claims, citing greenwashing and a lack of data as major challenges. This is a clear call to action for manufacturers to communicate better and build trust about their performance.”
Key findings from the research include the following:
• Corporate reputation has become a top driver for sustainability strategies, rising from ninth to third place year on year.
• Energy efficiency, sustainable consumables and device longevity remain crucial selection
Wilkhahn wins sustainability award
Office furniture manufacturer Wilkhahn has been awarded the 2026 German Sustainability Award for Products in the resources-transformation category for its WiChair.
Recognised for its combination of sustainable materials and ergonomic functionality, the WiChair impressed judges with its repairable, modular construction that extends product lifespan and reduces resource consumption. The panel highlighted how the design demonstrates that “ecology and comfort aren’t mutually exclusive”.
Made from recyclable, recycled and renewable materials, the WiChair is free from complex mechanical parts, offering a spring design that promotes natural movement. It’s also easy to repair thanks to its screw-based construction.
The awards ceremony will take place as part of the two-day Transformation Congress for the German Sustainability Awards in Düsseldorf on 4-5 December.
factors for print investments, with decision-makers favouring new devices over remanufactured or refurbished ones.
• Paper reduction and digital workflow adoption are the most common sustainability measures, with over half of all organisations surveyed adopting digital processes, using ink and toner recycling programmes and putting sustainable print policies in place.
• Greenwashing concerns and a lack of environmental data now rank among the top challenges for improving print sustainability, rising in importance for the second consecutive year.
Fernandes referred to a sharp rise in print sustainability measures this year, with print management tool adoption increasing from 32% to 45% and rules-based printing (a system that uses software to automatically enforce printing policies) from 26% to 40%.
36% of organisations are now using refurbished and 31% remanufactured print hardware, up from 27% and 26% respectively in 2024. However, lingering concerns about device guarantees, hidden costs and reliability are still preventing wider adoption.
“Many vendors have robust remanufacturing and refurbishing programmes, backed up by firm performance and servicing guarantees,” Fernandes added.
“Educating the market is key to increasing the adoption rates of second-life devices.”
Katun launches circular economy initiative
Imaging supplies and printer vendor Katun has announced a collection and recycling programme called Katun Collects in partnership with Close the Loop.
Launched in October, the initiative is a new European core collection and recycling scheme aimed at recovering and reusing expended toner cartridges, components and core parts – including returns from Katun Arivia multifunction printers (MFPs). Developed with sustainability specialist Close the Loop, the programme supports Katun’s broader circular economy goals.
It will initially cover selected customers across Western Europe – including the UK – focusing on print and office technology partners. Expansion into other EMEA markets is planned further down the line and already under development. Participating customers will be provided with the resources and support needed to return used products efficiently and responsibly.
Katun’s EMEA General Manager Heidi Boller said: “With Katun Collects, we are not only reducing our environmental footprint, but also creating a pathway for our customers to contribute to a more circular, sustainable future.”
Close the Loop brings long-standing expertise in resource recovery and remanufacturing to the initiative. The firm’s General Manager of Circular Solutions EMEA, An Magerman, said the collaboration “turns sustainability commitments into measurable results, giving products a second life and supporting a world without waste”.
Katun expects to recover more than 50 tonnes of cartridges and components each year through the programme, most of which will be reused as remanufactured products.
Deli earns recognition for carbon-neutral range
China-based stationery group Deli has been recognised for its carbon-neutral stationery range at the 2025 Green Point China Sustainable Practice Annual Case awards. The accolade was awarded at a ceremony held in Shanghai on 25 September by China Business News. It followed a selection process that had considered 341 entries, with 33 ‘cases’ ultimately chosen as industry benchmarks.
Launched in 2024 as the core of Deli’s ESG strategy, the carbon-neutral project covers various aspects of the product life cycle: designing items that reduce the use of raw materials, utilising post-consumer recycled plastic and incorporating renewable energy sources into production facilities.
Any remaining emissions are offset through a model that applies carbon credits from construction waste recycling to the production of consumer goods. For every tonne of carbon offset, 2.8 tonnes of construction waste are converted into recycled aggregates or building materials.
It’s the first time that construction waste carbon trading has been tied to the manufacture of consumer products in China, Deli claimed. This approach, the vendor said – which creates a “collaborative chain” between stationery manufacturing, plastic recycling and construction waste – establishes a replicable model for other industries.
The current range includes rollerball pens, correction tapes, rulers, dot glues and loose-leaf notebooks, with more than 1.1 million units produced to date. Each product contains a QR code that opens a link to an SGS-certified life cycle carbon footprint and neutrality statement.
Deli plans to further extend its carbon-neutral product portfolio and explore other cross-industry initiatives in areas such as everyday chemicals, packaging and home goods.
Epson hails new leasing programme
Print OEM Epson has unveiled a new European equipment leasing programme with BNP Paribas which supports the circular economy.
The manufacturer explained that the initiative makes its technology more accessible to businesses while ensuring end-of-lease products are returned for refurbishment, reuse or recycling. By retaining ownership of the equipment, Epson said it can extend product life and prevent devices from entering secondary or ‘grey’ markets.
The scheme covers the company’s full portfolio, from business printers and scanners to industrial print, projection and robotics. Customers will also receive fleet management, maintenance and servicing via Epson’s partner network. According to Epson Europe COO Rob Clark, the programme “means our customers can access the latest Epson technology without the burden of upfront investment”.
It’s just not true that AI is anti-sustainability. If you use it right, AI makes not just carbon targets, but every sustainability goal more accessible
Sammy Lakshmanan, Sustainability Principal, PwC US
33.8 tonnes
Toner cartridge and printer consumables waste Canon UK & Ireland, in partnership with Waterloo Business Management, has diverted from landfill
ACCO up for Swedish design award
ACCO Brands’ Rapid brand has been nominated in the Packaging category of the 2025 Svenska Designpriset (Swedish Design Awards) for its eco-friendly packaging solution.
42,000
Number of electric vehicles in DHL Group’s worldwide fleet
Konica Minolta establishes recycling partnership to boost circularity
Konica Minolta has partnered with MJ MATERIAL to co-develop “intelligent recycled materials” – recycled plastics with enhanced supply reliability and consistency. The materials will be made at a new plant opening in Kuala Lumpur, Malaysia, in 2026.
FabLittleBag wins top Innovation Excellence award
Supplier of period product disposal solutions, FabLittleBag, was named Innovator of the Year at the 2025 Innovation Excellence Awards. Its sustainably sourced bags were recognised for their thoughtful design and environmental purpose.
60%
Percentage of on-site electricity generated at Mondi’s paper mill in South Africa as a result of a newly installed steam turbine
PICTURE OF THE MONTH
MOVING the needle
As sustainability momentum gathers pace, Red-Inc’s Adam Huttly implores resellers –even the smallest ones – not to get left behind
Adam Huttly is an individual who lives and breathes sustainability and ESG in their broadest scope. His conviction to ‘do the right thing’ – combined with years of hard work – has earned his company, UK-based Red-Inc, numerous certifications and accolades. In March of this year, Red-Inc was named the 2025 Sustainability Excellence winner in the Reseller category of the European Office Products Awards
Beyond driving his own business forward, Huttly has become a respected and authoritative voice in the UK business supplies community – one that helps others make tangible progress in their own ESG journeys. Among Red-Inc’s clients are major law and accountancy firms with demanding, often mandatory, sustainability goals. For these customers, Huttly and his team are trusted partners who help move the needle to where it should be.
Finding balance in a sustainability landscape crowded with jargon and terminology, shifting standards and competing priorities isn’t easy.
OPI’s Heike Dieckmann caught up with Huttly to discuss where independent dealers should focus their efforts and how to turn intention into impact.
OPI: In your experience, are customer expectations around sustainability changing? What progress do you see?
Adam Huttly: Yes, absolutely – and we’re observing it first-hand. It’s not always easy for us to gauge, as Red-Inc’s client base is already deeply engaged with the topic of sustainability. That said, I also see the bigger picture, as I speak to a lot of dealers across the UK industry to help them start and progress in their journey. It’s good for me because I’m not just confined to my own fluffy Red-Inc echo chamber but exposed to a variety of sustainability stages.
More end customers are asking sustainability questions, but many dealers aren’t equipped to answer them or, more importantly, to act on them. That has to change. Right now, ESG is largely driven by big corporations which have a duty to report on their carbon footprints. But the trickle-down effect is inevitable – smaller operators will soon have to follow suit or risk being left behind. So, aside from the ethical dimension, there’s a clear business imperative here too.
OPI: What are the most pressing issues that our industry – and the reseller community in particular – need to tackle, in your view?
AH: I would highlight three and they are all areas we can influence and where we can make a difference. The first one is carbon literacy – or rather, the lack thereof. There’s a big knowledge gap between what clients know and what the industry knows.
Every reseller – and especially customer-facing staff – needs at least a basic grasp of the terminology. It could start with a simple one-page factsheet or with the company measuring its own carbon footprint and learning from that.
If dealers want to sell sustainable products, they must be able to speak the language confidently and correctly.
OPI: Is there a big deficiency in that regard?
AH: I think so, yes. It stems largely from lack of exposure. Many dealers operate in markets where clients don’t yet demand ESG data, so sustainability remains a low priority. Growth is often the main focus. But for anyone targeting listed companies or looking for a clear differentiator, it’s essential.
We’re in a commodity sector, but I’d argue carbon literacy is the biggest skills gap we are facing. We don’t all need to be carbon analysts, but all resellers should embed the basics of ESG into their business.
OPI: Are the many certifications out there – Science Based Targets Initiative (SBTi), EcoVadis and the like – helpful or do they add to the confusion?
If dealers want to sell sustainable products, they must be able to speak the language confidently and correctly
AH: Certifications are great because they give credibility and instil confidence. Anyone can say, “We are doing great things,” but third-party validation proves it. They offer both vindication and direction – showing where you stand and where you need to go.
Whether it’s setting science-based targets, disclosing carbon data or achieving EcoVadis
or B Corp status, these frameworks provide structure. Every business, no matter how small, should start building ESG into its long-term strategy. It’s not going away. Education is central to this. Dealers should see themselves as educators and partners, not just transactional sellers. Bringing knowledge and insight to clients builds trust and long-term relationships. And the learning resources are out there – many free, others modestly priced. Even a half-day carbon literacy course can make a real difference.
OPI: What is the second must-have?
AH: It’s materials and the end of life of products. As an industry, we talk endlessly about ‘green’ or ‘eco’ products, but the data behind those claims can be vague. It’s easy to fall into the trap of greenwashing unless we base everything on reliable information.
We also quite simply need more sustainable products. It’s something of a murky area and a historical catch-22 in our sector. Manufacturers used to make them, but they didn’t sell because of higher prices, so were discontinued. The good news is that demand is now growing and the market is shifting.
We have to be pragmatic, however. For example, calculating the carbon footprint of a pen may sound impressive, but it’s quite often meaningless to the average customer. A simpler message, such as “This pen is made from 75% recycled plastic,” is far more effective. Where a product is made, what it’s made of, whether it’s certified – Blue Angel, FSC, EU Ecolabel, EcoVadis, B Corp, etc –these are the details clients understand and care about.
We asked three of our largest customers what matters most to them. They all said the same: the materials component. Where products come from, their durability and what happens at the end of their life. They don’t want overly complex data; they want clarity and confidence.
The detailed carbon data will become more important over time – driven by manufacturers and regulation. Right now, dealers should focus on what they can control.
OPI: Are there products or entire categories that lend themselves to this approach particularly well?
AH: Not specifically, but some do stand out. Cheeky Panda, for example, has built a whole brand around bamboo – a fast-growing, renewable material – and transformed the tissue and hygiene segment.
Elsewhere, we’ve got pens with recycled content, sticky notes with Blue Angel certification, FSC-certified paper… The list is growing all the time. Our job as resellers is to bring these innovations to clients and explain why they’re worth buying.
OPI: Finally, issue three – what is it?
AH: (laughs) Well, it’s my favourite and an absolute bugbear of mine, as I’m sure you heard me say before. It’s logistics and delivery miles – the biggest footprint of a reseller. Crucially, it’s again something completely within our control.
It’s easy to feel overwhelmed by sustainability; to think you can’t make a difference or can’t afford the investment as a small operator with limited resources. Logistics don’t fit that pattern and if anyone says they do, it’s an excuse. Logistics are 100% within our control. Whether you manage your own fleet or use wholesalers for direct deliveries, you can monitor the process.
Reducing deliveries and consolidating routes are two of the most powerful levers for decarbonising a business. There’s always plenty of talk about offsetting and it definitely has its place, but reducing beats offsetting every time, surely.
Of course, if you’re a growing dealer, your emissions will naturally go up. But if you take your biggest emissions – deliveries – you can drive them back down again.
OPI: Do you see resellers attacking this logistics problem by moving away from next-day or, in some instances, even same-day delivery?
AH: No, not substantially – it’s a constant frustration. The problem is that this sector is set up around next-day drop-shipping. Consolidation around routing hasn’t been a priority and this includes the wholesalers too.
We’ve been working closely with Exertis Supplies to change the status quo and the wholesaler has really embraced our vision. The team there see the commercial as well as
the environmental benefits – efficiency, cost reduction and carbon savings.
It’s so important to demonstrate to the industry that it’s not just some gimmick I’ve come up with. It makes good business sense for everyone – the client, the reseller, the wholesaler and/or third party.
Our hope is that this Exertis collaboration sets an example and encourages others to follow suit because the only way we’re going to achieve something meaningful as an industry is if we’re all pulling in the same direction.
Reducing deliveries and consolidating routes are two of the most powerful levers for decarbonising a business
I’ve talked about this before, if you recall: we work with a national law firm with 15 sites across the UK. Instead of three or five deliveries a week to all sites, we now deliver quarterly to four sites. This reduction alone is 156 fewer deliveries per site per year, saving about 1.4 tonnes of carbon each time. Scaled across a complete client base, that’s an enormous impact.
OPI: Why is so little of this happening?
AH: Partly because old habits die hard – “I’ve just run out of something and need it replaced immediately” – and also because it’s hard work. You need emissions data, customer buy-in and excellent communication. But it starts with education.
If dealers understand and can ‘sell’ the sustainability benefits of consolidated deliveries, clients will come on board.
OPI: Do you have your own fleet at Red-Inc?
AH: Not anymore. We did when we started, but we fell into the trap of winning business and not being able to manage the execution. A nice challenge to have, but we ultimately decided that it didn’t make sense to scale up our own operations. Exertis and VOW now handle most of our deliveries, which is why embedding sustainability into those relationships has been so important.
WHERE TO START?
As the owner of a small business founded in 2008, Adam Huttly understands the challenges of beginning a credible sustainability journey. He’s happy to share insights to help others on their way too. Visit www.red-inc.com for resources and information – or contact him directly at adam@red-inc.com for guidance on how to get started.
The harder it is to achieve [B Corp status], the more meaningful it becomes
It’s always a balancing act – carbon goals, operational efficiency and quality of service –but it’s achievable. We still do a huge amount of consolidation at our own warehouse to ensure customers only get one delivery, despite us needing to order products from a number of suppliers.
OPI: Are the UK wholesalers and third-party logistics providers doing a good job from a sustainability perspective? You’ve already referred to Exertis.
AH: Yes, I would certainly highlight Exertis. It has taken on board our needs and developed new ways of working with us; essentially, it’s taken sustainability seriously. DPD, our main logistics partner, has a very strong net zero strategy in the UK, with major investments in an electric vehicle infrastructure. That’s why we chose it. I believe Exertis and VOW are also working with DPD.
OPI: How does sustainability tie into long-term business resilience?
AH: It’s fundamental. The best companies attract the best people and this shapes long-term success. I’m not telling you anything new when I say that our industry is struggling and still feeling the aftershocks of COVID.
Working patterns have changed, spending has declined and attracting talent is tough. Sustainability can be a real differentiator here. Younger generations in particular want to work for companies that align with their values. Customers do too.
It’s about more than selling recycled pens; it’s about embedding good practice, transparency and ethics into the core of your business. When you do, it strengthens your brand, your customer relationships and your staff.
OPI: Red-Inc has been a B Corp for many years. The certification has faced some criticism and recently changed its standards. What’s your view overall and on the revisions that have been made?
AH: B Corp was a game changer for us in 2016 when there was not much in the way of structured ESG reporting – it became our blueprint for running a better business.
We’re a commercial company and we want to make money. But we want to do it as fairly and brilliantly as possible. B Corp reflects my philosophy and outlook perfectly.
So I’m a massive advocate; but as you say, it’s had a lot of criticism too – some companies have been kicked out and others left saying the accreditation is not rigorous enough anymore. The good news is that the new, tougher standards are a big step forward. They are timely, needed and very welcome.
OPI: In what way?
AH: Previously, certification was based on a scoring system – you could excel in one area and ignore others. Now you have to meet minimum standards across all key impact areas, which is tough and less one-dimensional. It’s more balanced and much more demanding, as it should be.
When we first certified, Red-Inc was one of the highest-scoring B Corps in the UK for environmental performance. The new framework, just for one of the impact areas –Climate Action – has added activism and net zero strategies, and tracking Scope 1, 2 and material Scope 3 emissions, for instance.
B Corp, overall, has evolved from “Do you have a policy?” to “Show us your measurable progress” across all mandatory topics, which also include concepts such as Human Rights, Fair Work and Stakeholder Governance. That’s how it should be. I don’t want to be a B Corp because it’s easy. The harder it is to achieve, the more meaningful it becomes.
As ESG demands reshape global supply chains, data-driven tools and on-theground expertise are aiding responsible procurement from Asia – by
Andy Braithwaite
The CHANGING face of SOURCING
Once measured mainly by cost and lead times, procurement today sits at a crossroads of ESG, profitability, supply chain security and brand reputation. For distributors and importers that rely on Asia for product supply, this evolution is particularly important.
One person who has been negotiating these changes first-hand is Cyrille Littler, Managing Director of Hong Kong-based Eastwise Sourcing. A French national who spent ten years at Manutan – first in sales and then in sourcing – Littler acquired Eastwise in 2016 and relocated to Asia. Today, he leads a team of more than 40, supporting European customers specifically with a range of services that include supplier qualification, product development, quality control and logistics. Unlike a trading company, Eastwise acts as an external sourcing department, akin to an extension of clients’ purchasing teams. “Our customers buy goods directly from the factories,” Littler explains. “We don’t take any margin from suppliers or commissions; everything is open book.”
This independence, he argues, is critical to trust – and to implementing responsible procurement practices on the ground.
SHIFTING PRIORITIES
The global sourcing map has changed dramatically over the past five years. When COVID-19 closed borders and disrupted logistics, many European companies rushed to ‘derisk’ their supply chains by looking beyond China. Yet, says Littler, few followed through.
“Except for the very large players, most didn’t have the volumes to get the same prices outside China,” he explains. “They wanted to diversify, but weren’t ready to pay more – so the majority moved only slightly.”
But attitudes began to change. Buyers that once viewed Asia purely through a cost lens began to scrutinise resilience and environmental performance. Meanwhile, factories across the region – particularly in China – accelerated their sustainability drives.
“What I see today in China is impressive,” Littler notes. “Decarbonisation everywhere, solar panels on roofs and green electricity. The government has set strong targets and factories are investing heavily to meet them.”
If China offers the renewable power, social audits and certifications you need for Europe, why move elsewhere
This progress is prompting some European customers to rethink assumptions about where ‘sustainable’ production really lies. “If China offers the renewable power, social audits and certifications you need for Europe, why move elsewhere?” he asks.
SUSTAINABILITY GOES MAINSTREAM
In the B2B distribution world, ESG once languished on the periphery of purchasing decisions. Not anymore. Littler estimates that one-third of Eastwise’s daily work now touches ESG or compliance topics. “Five years ago, only a few companies talked about it. Now, almost all do.
“It started with simple things, such as signing an environmental charter, but it’s become structured. Clients ask us to verify factory audits, remove plastic from packaging or ensure recycled content,” he adds.
For larger corporates, regulatory and customer pressure leave little choice.
“Suppliers to an international hotel chain, for example, face super-high demands,” Littler notes. “They have to meet the group’s ESG requirements as well as EU law.”
Smaller importers are catching up slowly, but many are still at the early stage of their ESG journey, unsure what to ask for or how to verify supplier claims. “It can take them a couple of years before they start asking the right questions and develop a more sophisticated, structured approach.”
He also cautions that some sustainability efforts can backfire due to lack of knowledge. “People often think ‘recycled’ automatically means better. But sometimes it increases the carbon footprint if it’s done badly. What matters is traceability and genuine certification, like the GRS standard for recycled plastics.”
MEASURING IMPACT
The surge in ESG commitments has created a new challenge: how to quantify environmental impact at product level. Traditional life cycle assessments (LCAs) offer accuracy but are slow and expensive. For distributors handling thousands of SKUs, this is unworkable.
Addressing this, Eastwise has partnered with Singapore-based technology firm Iviva to develop ESG Now, an AI-powered digital platform that calculates a product’s cradle-to-gate carbon footprint in minutes.
“Our clients needed fast, reliable numbers,” says Littler. “They don’t have the data from suppliers or the resources for full LCAs. ESG Now uses AI and existing databases to give them immediate visibility.”
Drawing on sources such as the Ecoinvent 3.11 database and environmental product declarations, the system reconstructs material data from minimal inputs – weight, composition, origin and shipping route. The result is a carbon figure that is typically within 70% of a full LCA’s accuracy, but available at a fraction of the time and cost.
The platform can run independently or integrate directly with ERP or product life cycle management systems, allowing procurement teams to screen hundreds of products in a single session. The real value of ESG Now lies not in reporting, but in action. “It’s about making carbon footprint requirements operational,” says Littler. “Once you know the numbers, you can compare products, challenge designs or adjust transport choices. It turns mere theory into daily decisions.”
Buyers can use the platform to ‘carbon-tag’ entire catalogues, identify hotspots or attach verified data to tender documents. In design and refurbishment projects, the tool enables like-for-like comparisons between materials
Cyrille Littler
– steel versus aluminium or virgin versus recycled plastic, for instance – and helps quantify the trade-offs between price, quality and carbon.
The partnership with Iviva also positions Eastwise within the growing ecosystem of digital sustainability tools. While many solutions focus on corporate reporting, ESG Now addresses the upstream procurement layer where most emissions originate, enabling purchasing teams to exert real influence.
PITFALLS AND BEST PRACTICE
Technology alone won’t make sourcing sustainable, of course. “If your only criterion is price, you risk ending up with products that aren’t compliant or responsible,” Littler cautions. “You need to define what your priorities are from the start – price, quality or ESG – and balance them accordingly.”
Soon every buyer will have to include CO2 as part of the sourcing equation, alongside cost and quality
His best-practice advice to European importers is pragmatic:
• Diversify supply chains geographically –China, Vietnam, Turkey and North Africa, for example – to spread risk.
• Be strict on standards, such as CE and REACH, and avoid shortcuts or unverified certificates.
• Work directly with factories, build long-term relationships and visit regularly.
• Focus on achievable goals – reducing packaging or using verified recycled materials – then expand from there.
In terms of European firms being ‘on the ground’, Littler has noted a cultural shift since the pandemic: “Many purchasing teams travel less. Some people just don’t want to spend weeks in Asia anymore. However, if you’re not present, you lose visibility. Tools like ESG Now can help, but they don’t replace engagement.”
The coming years will test how well companies embed sustainability into day-to-day sourcing rather than treating it as an annual report topic. Measurement should become routine. “Soon every buyer will have to include CO2 as part of the sourcing equation, alongside cost and quality,” he says.
As Littler concludes: “If you don’t ask for it, it won’t happen. But once you measure it, you can change it.”
GREEN THINKING 2025
OPI: What HP products are you predominantly referring to?
NP: All of them. For hardware, programmes such as HP Renew and HP Device Recovery extend product life through refurbishment and remarketing. In 2024 alone, HP refurbished and reused 1.86 million units of electronic equipment and repaired 5.8 million devices, including more than half a million motherboards and tens of thousands of displays.
GAINING traction
Reuse, as part of heightened circularity endeavours, is increasingly in the spotlight. It’s a complex concept, but one with great potential rewards
Published in August this year, HP Inc’s 2024 Sustainability Impact Report details the vendor’s ESG strategy, targets as well as progress made. It is all-encompassing in HP’s global coverage of both environmental and social initiatives.
OPI’s Heike Dieckmann spoke to HP EMEA Sustainability Lead Nancy Powell (pictured above), zooming in on a value chain transformation which more and more focuses on reuse versus recycle.
OPI: Let’s start with a recap of HP’s sustainability story. When did ‘reuse versus recycle’ become a core strategy rather than one of many environmental efforts?
Nancy Powell: HP’s journey towards circularity began decades ago, but has evolved into a central pillar of how we design and operate today. We moved from viewing recycling as the end point to building reuse into every stage of a product’s life. This shift reflects a change in how we think about materials, design and long-term value creation.
We are working towards 75% circularity in products and packaging by 2030 and net zero across our value chain by 2040. So far, we have achieved 43% circularity and, since 2019, used over four billion pounds of recycled, reused and renewable materials in our products.
Stages of HP’s refurbishment and recycling processes
For consumables, the HP Planet Partners programme allows customers to return and recycle used cartridges. Last year, almost 37 million cartridges were collected and 1,100 tonnes of original HP ink cartridges recycled.
We apply circular thinking to everything we do and the aim is always the same: we want products that are designed to last, can be repaired when possible and are responsibly recycled only at the end of their usable life.
OPI: How much has this new direction been influenced by evolving legislation such as WEEE and the EU Ecodesign for Sustainable Products Regulation (ESPR)?
NP: Our internal frameworks, including HP Standards 007-2 and 007-3, often exceed local legal requirements. These standards govern how our products are refurbished, tested and remarketed. All our partners are audited through HP’s Reuse and Recycling Vendor Assurance Programme, ensuring quality as well as accountability.
HP Standard 007-3 in particular is our global framework for managing hardware reuse. It sets the rules and performance criteria that vendors must meet when refurbishing or remarketing HP products.
The standard covers everything from product testing and component traceability to information security, storage and resale. It guarantees every refurbished device meets HP’s quality and safety requirements and that all data is securely removed in line with NIST sanitisation standards.
OPI: Can you tell me a bit about HP’s SecuReuse initiative? How does it work?
NP: SecuReuse promotes responsible reuse of printing supplies. It enables approved remanufacturers to reset HP’s original chips on cartridges securely, allowing those cartridges to be reused safely and effectively without compromising quality or data integrity.
The programme was introduced in 2024 and is being developed with aftermarket partners such as Altkin, KMP and Peach, with a planned rollout across EMEA by next year. The aim is to support legitimate reuse and reduce waste while aligning with the EU ESPR and reuse legislation.
The initiative has sparked lively debate across the industry, which is positive. Open collaboration will be essential to make reuse work at scale.
Recycling is no longer seen as the end goal; the real focus now is on reuse and circular design
OPI: What are the challenges – and also the cost implications?
NP: As a broad overall statement, building a circular model at scale is complex. Logistics, repair networks and materials recovery all demand coordination and transparency. Ensuring consistent quality and data security is also essential for maintaining customer trust.
In terms of cost, creating reuse systems requires initial investment in terms of collection and refurbishment infrastructure, but the long-term returns are significant. Customers benefit from lower total cost of ownership, while HP gains more resilient supply chains and better resource efficiency.
Extending product life reduces the need for new materials, minimises exposure to material shortages and lowers manufacturing emissions, which helps both customers and HP to manage costs more effectively.
OPI: You’ve just mentioned customer trust. Is there a behavioural element that needs to be considered? Is reuse versus recycle a well-accepted concept now?
NP: Many organisations are used to regular refresh cycles and need reassurance that refurbished devices can deliver the same reliability. HP addresses this through robust testing, certified data wiping and extended warranty options which make reuse both secure and practical.
We work with independent experts to audit our reuse and recycling partners and ensure that every product returned to HP is handled responsibly. These reviews take place across multiple countries each year and help us to strengthen consistency, safety and environmental standards. Findings are tracked and action taken as and when needed.
Overall, I would say that the conversation has moved forward significantly. Recycling is no longer seen as the end goal; the real focus now is on reuse and circular design.
Procurement teams also increasingly view sustainability as a key decision factor. Many include reuse and circularity criteria in their tenders. At the same time, end-user awareness is still developing, so education is key.
To support this shift, the HP Amplify Impact programme and HP University provide training, sustainability assessments and marketing resources to help partners and resellers engage customers with confidence. When people understand that reused products offer the same quality and security as new ones, adoption grows quickly.
OPI: How are these programmes and tools helping your reseller partners to lead their own customer conversations from a sustainability point of view?
NP: Partnerships are central to HP’s approach. Through Amplify Impact, we enable resellers to integrate sustainability into their business strategies. More than 4,500 partners are now enrolled in the programme, representing over 80% of HP’s global channel revenue. In total, they have completed in excess of 162,000 sustainability courses through HP University.
Partners that lead with sustainability are seeing tangible business benefits, including a 71% higher win rate and a doubling of sustainable sales year on year.
We have also introduced the Amplify SuperPower Booster and expanded the Amplify AI Programme to strengthen digital and AI capabilities. By empowering our network with knowledge and incentives, we are hoping to move sustainability from a shared ambition to a shared outcome.
Recycling of original HP ink cartridge
THINKING 2025
KEEP CALM and take action
Sustainability is something we view as a team effort at Lyreco. It’s further built on open, honest partnerships with our suppliers and we work with them side by side to make a meaningful difference. This shapes how we collaborate, co-create and source – and how we plan for our future.
We started putting our sustainability approach into practice more than 30 years ago, long before it was the norm. Now, as the European regulatory landscape keeps changing, we’re staying proactive, transparent and focused on making progress wherever we can.
CREATING FRAMEWORKS
As a reseller, the biggest impact comes from our value chain – that’s why effective collaboration is so important. Sitting between suppliers and customers gives us a unique vantage point: we can listen to what customers need and turn those insights into practical, actionable guidance for our suppliers. Through our Sustainable Selection programme, we’ve built a shared framework for what ‘sustainable’ actually means across our product range.
When the programme began, only a small portion of our offering met the required standards. We are on track – by the end of December 2025 – for 72% of our sales to come from the Sustainable Selection, showing that when we work closely with our suppliers and support our customers through education, we can achieve great outcomes together.
David Harman, Group Merchandising Director, Lyreco GREEN
Events such as the ‘Future of Work’, supplier town halls, vendor visits and regular knowledge-sharing sessions provide valuable opportunities for our partners to better understand changing market expectations and how to respond to them. This hands-on approach has earned Lyreco a place on the CDP Supplier Engagement ‘A List’, ranking us among the top 5% of companies worldwide. Importantly too, by working together, we seek to help move the entire industry forward.
Since 2023, Lyreco’s climate targets have been validated by the Science Based Targets initiative. We’ve already reduced our Scope 1 and 2 emissions by 28% compared to our 2019 baseline and we’re on track to halve them by 2030, even as the business continues to grow. Tackling Scope 3 remains a shared mission across the sector, with more than half of our suppliers setting their own science-based targets. This demonstrates a shared commitment to building a lower-carbon future.
FACING CHALLENGES HEAD-ON
Europe’s sustainability agenda can feel uncertain, leading to the temptation and perhaps tendency to slow things down. But this only makes it harder to catch up later, especially with new regulations on the horizon. We believe the most effective approach is to navigate through the turbulence, rather than try to avoid it.
Our mantra is simple: keep co-creating and keep making progress
The EU’s Corporate Sustainability Reporting Directive (CSRD) is a good example in this context: many organisations adopted a wait-and-see approach. Lyreco chose to continue its CSRD transition in 2024. Even in uncertain times, we believe it’s important to look for opportunities to lead, learn and maintain momentum.
As we head towards Lyreco’s 100th anniversary in 2026, we are reminded that success comes from adapting to change and taking responsibility. The same principles that built our company a century ago now guide our sustainability journey: connecting people and planet.
Our mantra is simple: keep co-creating and keep making progress. Together with our customers, suppliers and team members, we’re not just building a more sustainable industry, we are preparing Lyreco for another 100 years of delivering great working days.
GREEN THINKING 2025
SUPPLY and SUSTAIN
Forward-thinking vendors are proving that greener operations can go hand in hand with commercial success and customer trust
Across the industry, sustainability has shifted away from mere compliance to become a defining measure of integrity and innovation. Manufacturers are now cutting emissions, improving circularity and embedding transparency into every stage of their operations. Increasingly, they see the many challenges as an opportunity to collaborate and lead.
3M
BLAINE BEVIS, AREA OPERATIONS
EMEA – SUSTAINABILITY BUSINESS LEADER
Building on its long-standing, science-driven foundations, 3M has fully embedded sustainability into capital allocation, product development, supply chain decisions and performance management.
In 2024, the Science Based Targets initiative (SBTi) validated our near-term targets, confirming 3M’s Scope 1 and 2 ambitions align with a 1.5°C trajectory. During this process, 3M was also able to inaugurate an ambitious SBTi-validated near-term Scope 3 target.
Progress includes expanding renewable electricity through power purchase agreements and onsite generation, improving energy efficiency across plants, and strengthening non-financial data systems for continued accurate and auditable reporting with more flexibility and breadth to meet new
This year’s Sustainability Category Update highlights how vendors are transforming ambition into verifiable progress. The manufacturers OPI spoke to represent a broad cross-section of the industry, yet all reflect the same reality: sustainability is complex and often imperfect. It demands accountability and the ability to acknowledge and address obstacles as part of the journey.
obligations such as the Corporate Sustainability Reporting Directive. Circularity projects are also advancing, while efforts intensify to address high-emission Scope 3 categories in line with SBTi guidance and expectations.
Collaboration is central to reducing Scope 3 emissions. The 3M Supplier Code of Conduct sets clear accountability for decarbonisation across the supply chain. It requires suppliers to establish and legally report against corporate-wide GHG reduction goals and implement concrete measures to improve energy efficiency and reduce both consumption and emissions.
Operationally, we continue to deliver year-on-year emissions reductions despite output growth, driven by heat recovery, smart energy systems and fleet electrification. Renewable electricity now constitutes a growing portion of operations, bolstered by pilots in renewable thermal solutions such as e-boilers and biomethane.
Looking to 2025-2030, 3M is committed to accelerating decarbonisation across its value chain, enhancing circular design and advancing digital transparency. We also aim to promote nature and water stewardship while ensuring a just transition for employees and partners. Though challenges remain, the opportunities for growth and innovation are substantial.
AVERY
JOSEPHINE CAPATI, PRODUCT
MANAGER
&
JEFF HERZ, SENIOR DIRECTOR, STRATEGIC BUSINESS DEVELOPMENT
At Avery North America, sustainability is an ongoing commitment that guides our company, steadily progressing our efforts towards a brighter, more responsible and resilient future. We prioritise using recycled and responsibly sourced materials, improving recyclability, minimising waste and boosting energy efficiency across our manufacturing operations to make meaningful and measurable impact.
Currently, 98% of Avery’s paper labels and 95% of our paper dividers, cards and tags use paper from recognised responsible forestry programmes, while all binder boards are made from 100% recycled paper. At our Tijuana manufacturing facility in Mexico, energy and emissions reductions continue through initiatives such as transitioning to electric forklifts and installing LED lighting across the production floor.
Together with our parent company, CCL Industries, we monitor emissions, energy use and material consumption each year to ensure steady progress. CCL’s science-based targets, validated by SBTi, include a 50% reduction in Scope 1 and 2 GHG emissions by 2030 (from a 2022 baseline). In terms of waste reduction, CCL is working towards 90% landfill diversion of manufacturing by-products globally by the end of 2025, reaching net zero waste to landfill in North America and Europe by 2030.
In recognition of our achievements to date, CCL earned a Silver medal from EcoVadis in 2025, placing us in the top 15% of assessed companies. Aligned with CCL’s vision, Avery remains committed to transparency, accountability and continuous improvement throughout our value chain.
DELI GROUP
BI-SILQUE
PERPÉTUA MALTA, GLOBAL SALES DIRECTOR
At Bi-silque, sustainability has evolved from a focus on ecological products to a much broader, company-wide approach that shapes how we design, source, manufacture and collaborate. Our goal is for 80% of our sales to come from environmentally friendly products by 2030, supported by three core pillars: local and responsible sourcing, responsible manufacturing and strong social practices.
Over the past year, we have advanced initiatives in these areas, building on previous achievements and setting even more ambitious goals. We’re also working to improve our EcoVadis rating and are in the process of registering with SBTi to align our climate commitments with globally recognised standards.
Progress in some certification processes has been slower than anticipated due to complex, multi-tier supply chains. However, this has led to valuable lessons: deeper engagement and open technical dialogue with both direct and indirect suppliers have improved communication, efficiency and problem-solving.
Our culture is built around a shared commitment to sustainability, with employees actively involved in shaping change. Targeted training helps teams adapt to new processes and reinforces how individual contributions support company-wide goals, making sustainability an integral part of daily operations.
Our priorities for the next five years include preparing for new EU legislation, such as the Ecodesign for Sustainable Products Regulation and the Packaging and Packaging Waste Regulation. We will also pursue additional organisational certifications to strengthen our green credentials. While these goals bring challenges and require careful planning and adaptation, they also offer a chance to create even greater value for our customers, partners and the wider communities we serve.
KAMIL PAWLOWSKI, SALES MANAGER WESTERN EUROPE
Driven by a clear vision for a circular, low-carbon future, Deli Group has made strong progress in embedding ESG principles throughout its business.
Key achievements include reducing carbon emissions by over 5,000 tons through internal energy optimisation and launching carbon-neutral product lines, including our LonGreen and UrbanRoot eco-series made from recycled plastics. These efforts have helped sustainable product sales rise 15% year on year, with 10% of existing lines now incorporating recycled resources. Deli also generated over 14,000 MWh of solar power, reused three million packaging cartons and earned the 2025 Green Point China Sustainable Practice Award for our carbon-neutral stationery series.
Managing the broader value chain footprint remains an ongoing challenge, prompting Deli to integrate ESG
performance into supplier assessments and provide tailored technical support to help partners adopt higher sustainability standards. All environmental data is independently third-party verified and backed by fully transparent, auditable disclosures to maintain credibility and prevent greenwashing.
Employees are the backbone of our green strategy. Using a dedicated digital platform, company-wide sustainability training now reaches every team member via online courses, video sessions and Q&A modules.
We see a major opportunity in leading the industry’s shift towards a circular, low-carbon future. Through innovative eco design and enhanced supply chain resilience, we’re transforming sustainability into a strategic advantage that advances competitiveness and long-term business success.
DOMTAR
SABRINA DE BRANCO, GLOBAL CHIEF
SUSTAINABILITY OFFICER
This year, we have introduced our 2030 sustainability strategy and released our first environmental report – Building on Strong Legacies – as a newly integrated company, while also unifying our CDP submissions. Everyone can evaluate our environmental performance at sustainability.domtar.com. While this marks a solid starting point, it’s only the beginning. We are committed to advancing our sustainability strategy and fostering continuous improvement in both performance and transparency over the next five years and beyond.
DOUBLE A SPOKESPERSON
Guided by our philosophy of ‘Better Paper, Better World’, Double A is building a legacy of positive impact. Through our Paper-Tree Program, every tree is traceable as all the wood we use comes exclusively from farm-grown trees. These trees are grown by our partnered farmers using our own saplings, providing additional income to the farmers while at the same time supporting the Paper-Tree Program.
Water management is a core part of our sustainability strategy. Our 35 million cubic meter reservoir captures rainwater to prevent flooding and provides a reliable, renewable water source for Double A’s mill operations. By combining this system with our wastewater recycling process, we help protect local ecosystems as well as ensuring that every single drop is used responsibly.
Double A’s environmental performance is certified under ISO 14001 and ISO 45001 and holds FSC (FSC-C148102) and PEFC Chain of Custody (CoC) certifications, guaranteeing responsible fibre sourcing and traceability. We also have Carbon Footprint for Organization certification and Carbon Footprint of Products labels, now covering 101 products, and recently completed an EU Deforestation Regulation (EUDR) Gap Report which found our due diligence and legality controls meet EUDR requirements.
In parallel, Double A strives to ensure all communication and marketing practices are evidence-based and independently verifiable. This approach reflects our commitment to avoid greenwashing and uphold the transparency expected by regulators and consumers alike.
Sustainability is embedded in Double A’s culture through employee training, community engagement and continuous improvement initiatives. We will continue to expand renewable energy generation, decarbonise logistics and advance upcycling projects that transform waste into new value. By coupling certified transparency with ongoing innovation, Double A demonstrates that responsible production and community progress can coexist.
EDDING
PER LEDERMANN, CEO
Our company is guided by the principles of the triple bottom line – economic, social and environmental progress in equal measure. Alongside financial KPIs, we are advancing a diverse project portfolio designed to cut CO2 emissions by 3,000 tonnes and empower 10,000 people to exercise their right to self-expression. Major projects include incorporating post-consumer recycled aluminium into our products and collaborating with the B Corp community as part of edding’s ‘profit-for’ strategy.
Becoming a truly sustainable – and ultimately regenerative – business means aligning commercial success with positive ecological and social impact. So far, our focus has often been on areas where these goals conflict; we’re now shifting efforts towards different opportunities so that sustainability itself becomes the growth driver. This mindset change is demanding but essential to ensure lasting success.
To guarantee credibility, every sustainability claim is evidence-based and externally audited. Within our ‘profit-for’ remit, sustainability is embedded into daily operations via workshops, training and redesigned targets that reflect the aforementioned triple-bottom-line thinking. Looking ahead, we’re developing the next strategic cycle: the introduction of science-based targets where possible and the adoption of an integrated impact model where a reduced environmental footprint and an expanded social handprint drive our economic performance and vice versa.
FELLOWES BRANDS
VICTORIA VENTOSA, EU SUSTAINABILITY AND SOCIAL RESPONSIBILITY MANAGER
Fellowes Brands continues to embed sustainability in every part of its business, with 2025 marking a year of tangible progress. At our UK Posturite facility, solar panels now generate clean energy to reduce Scope 2 emissions, while our Dutch manufacturing site in Tilburg has achieved ISO 14001 certification, ensuring rigorous control of materials and waste. These improvements make Fellowes more efficient and cut emissions at the source. Yet, as a manufacturer, the biggest challenge lies in addressing Scope 3 emissions.
An effective lever for decarbonisation is incorporating recycled content – Fellowes has made notable strides in this area. Our new ProStore boxes combine recycled polypropylene (PP) with recyclable virgin PP, delivering durability and circularity in one. Laminating pouches now feature 50% recycled content, PVC binding covers use 40% and PET covers are made from 100% recycled material. In ergonomics, the BREYTA line has replaced virgin ABS with recycled ABS, proving that even high-strength components can go green.
These innovations reflect a broader industry trend where customers and regulators increasingly expect products that balance performance with environmental responsibility. Using appropriate marketing claims continues to be a key focus and Fellowes has integrated a formal review of green messaging into its product development process. To prevent greenwashing, any environmental claims need to be specific and, where possible, substantiated through recognised third-party certification.
Data collection and analysis remains a challenge and close collaboration with suppliers is imperative. Additionally, we’re seeking to better understand the impacts of individual products. This year, we conducted a life cycle assessment for our best-selling laminating pouches. This type of analysis provides a clear picture of the environmental footprint at each stage of a product’s life and helps us to identify where changes will have the greatest impact.
Looking ahead to 2030, Fellowes’ priorities are to improve sustainability data systems and embed sustainability goals across every team and country.
LUCART PROFESSIONAL
BENEDETTA VIVIANIA, BRAND & COMMUNICATION SPECIALIST
Lucart Professional continues to evolve its sustainability strategy, reinforcing our commitment to responsible innovation and environmental stewardship. Over the past year, we have expanded our circular economy model, increasing the use of recycled materials and product certifications that reflect high standards of eco-compatibility and safety.
A central focus has been integrating recycled and recyclable components across product lines, thereby reducing environmental impact while maintaining performance and design excellence. These efforts have contributed to measurable reductions in CO2 emissions and resource consumption,
FORMAT WERK
JOHANNES SCHEICHER, SALES MANAGER
For over four decades, we’ve been consistently integrating environmental responsibility into our operations. We’ve recently expanded carbon accounting to include Scope 3 emissions, introduced full product carbon footprints in September 2025, and also implemented comprehensive energy monitoring systems.
These efforts build upon a 62.7% reduction in Scope 1 and 2 emissions since 2009. Currently, around 43% of electricity is self-generated through solar energy, with further expansion underway. Over 80% of our brand products carry EU Ecolabel, Austrian Eco-label or Blue Angel certification and we are targeting 95% by the end of 2026.
A dedicated cross-functional sustainability team tracks progress and employees receive training to understand impact areas and support our environmental goals.
Challenges remain, particularly as regards capturing reliable Scope 3 data and maintaining regional supply chains, reinforcing our belief that transparent, measurable sustainability is the foundation for success.
Our priorities for the future include achieving net zero by 2040. Our SBTi validation process is now complete and expected to be officially confirmed soon. Additional goals include the reduction of packaging waste and preparing our first green report that is compliant with the European Sustainability Reporting Standards.
supporting Lucart’s long-term vision for a cleaner, more sustainable future.
In terms of Lucart’s corporate culture, staff across all departments participate in initiatives that promote environmental awareness, responsible practices and alignment with company goals. This ensures sustainability is not just a strategic objective but a daily mindset. Looking ahead, our priorities include expanding circular economy applications, increasing the share of certified sustainable materials and exploring technologies to improve product life cycle management.
While evolving regulations, market expectations and technological shifts present challenges, we see them as opportunities to strengthen our offering. This approach reaffirms our commitment to being a forward-thinking partner in the hygiene and cleaning sector.
SAFESCAN
STEVE ROBINSON, GENERAL MANAGER UK & IRELAND
At Safescan, sustainability begins with smart product design. We manufacture cash-handling systems that are durable, intelligent and built to last. Over the past year, it has been our mission to examine every development through a sustainability lens. Engineers and designers now consider how products can use less energy, last longer and be easier to recycle, guaranteeing that environmental responsibility is integral to innovation rather than an afterthought.
Progress extends beyond product design. Every Safescan SKU, together with its packaging, is now fully recyclable, with refined processes that minimise mixed materials and simplify disassembly. We continue to meet and exceed environmental standards such as WEEE and RoHS, ensuring our products are responsibly made from start to finish.
Although material sourcing and accurate energy and emissions measurements can be challenging, these experiences provide valuable insights and highlight our belief that meaningful sustainability commitments require steady improvements and long-term dedication – they are not quick fixes.
Looking to 2026 and beyond, our priorities focus on greener technologies, operational efficiency and greater transparency. For Safescan, sustainability isn’t a box to tick – it’s the foundation for smarter, longer-lasting products and a better future for customers and the planet.
TESA
DR THOMAS SCHUBERT, HEAD OF SUSTAINABILITY
At tesa, sustainability is a central driver of innovation. We are pursuing a science-based transformation across our entire value chain – from developing adhesive solutions to using bio-based and recycled materials and decarbonising production processes.
SHOWDOWN DISPLAYS EUROPE
DORY HERMAN, SUSTAINABILITY AND COMPLIANCE ANALYST
Showdown Displays Europe has strengthened its sustainability efforts with the addition of a Sustainability and Compliance Analyst, who focuses on building a comprehensive ESG programme and addressing compliance in all areas. Key milestones include completing our first GHG inventory for Scope 1 and 2, conducting energy and waste assessments at our two Minnesota facilities and initiating our first double materiality assessment.
Showdown North America, meanwhile, complies with all local, state and federal regulations as regards air emissions permits, hazardous waste, industrial wastewater, energy benchmarking and EPR reporting. One of our Minnesota manufacturing sites now sources 50% of its energy from renewable resources and we’re engaging in cost-benefit analyses of on- and off-site green options for both facilities. We have fully transitioned our LPG forklifts to electric forklifts and ongoing waste-stream assessments are shaping a comprehensive recycling programme, with all cardboard already being recycled.
The company is exploring partnerships with consultants and software providers to calculate Scope 3 emissions and support future product-level carbon accounting. Also, third-party certifications are used wherever applicable, the aim being that sustainability claims are both transparent and verifiable.
A dedicated Sustainability Committee drives initiatives across the business, working with our marketing team to highlight green efforts and integrate them into company culture, onboarding and ongoing training.
We plan to complete an initial materiality assessment in the near term, followed by the publication of our first ESG report in early 2026, which will incorporate progress made throughout 2025. We will continue to measure our Scope 1 and 2 emissions and plan to incorporate the calculation of Scope 3 over the coming years. Showdown’s long-term goal is to integrate ESG principles into all aspects of the business.
Sustainability is present across all levels of our organisation, supported by comprehensive training which enables staff to integrate responsible practices into their daily work. This demonstrates that environmental progress and business success can advance together.
In 2024, we reached several significant milestones aligned with our 2030 goals: a 39% reduction in Scope 1 and 2 emissions compared to a 2018 baseline;
90% renewable electricity coverage globally; and the generation of 4,000 MWh of green electricity. We also achieved 95% landfill-free waste disposal and increased the use of recycled or bio-based materials to 25%.
Collaboration with suppliers and partners is essential to addressing Scope 3 emissions. Through our Supplier Green Energy Program, we engage partners to adopt renewable energy and improve sustainability practices. Today, 74% of direct spend goes to suppliers that meet our rigorous sustainability standards.
Looking ahead to 2025-2030, we’re focusing on scaling our impact while balancing growth and environmental responsibility. Priorities include accelerating innovation in sustainable materials, expanding circular economy principles such as ‘debonding on demand’ technologies and helping customers reduce their carbon footprints.
The core challenge is to maintain growth while pursuing ambitious climate targets; it’s a task which requires continued investment in breakthrough technologies and ongoing collaboration across our value chain.
Sustainable AT HEART
Sylvamo is entering a pivotal phase in its sustainability journey, accelerating progress through a series of targeted initiatives – by Kate Davies
Sustainability is the foundation of how Sylvamo – ‘the world’s paper company’ – operates. From forests to mills and communities, the manufacturer continues to invest in reducing its environmental impact while creating permanent social value. 2025 has seen tangible results across its value chain.
SMART LOGISTICS
Sylvamo’s supply chain and customer service teams have taken meaningful steps to cut emissions from transportation. By maximising truckload utilisation from its European mills, the company improved truck efficiency by 1.3% in 2024 compared to 2023, increasing average loads by 0.3 tonnes.
Equally important has been Sylvamo’s shift to intermodal transport from its Nymölla mill in Sweden. This approach enabled the movement of more than 1,000 truckloads, achieving a reduction of over 523,000 kg of CO2 emissions compared to road transport alone. This move demonstrates how smarter logistics can deliver measurable benefits.
Also at Nymölla, Sylvamo has partnered with energy company Gasum on a project that transforms process water into liquefied biogas to power heavy-duty vehicles. Producing 75-90 GWh of biogas annually, the initiative fuels up to 200 long-haul trucks, reducing emissions by as much as 90% compared to diesel.
James McDonald, Chief Sustainability Officer at Sylvamo, explains: “Replacing fossil fuels with renewable alternatives is another clear example of how we actively contribute to a lower-carbon economy.”
This also aligns with Sylvamo’s broader 2030 goal of reducing water usage by 25%. The business is implementing context-based water stewardship plans at all its mills to ensure water reduction efforts safeguard ecosystems and promote the responsible use of a shared resource while following local regulations.
Meanwhile, at its Saillat mill in France, the company has entered into a memorandum of understanding with Verso Energy to explore the production of sustainable aviation fuel from biogenic CO2 and green hydrogen. With EU regulations requiring flights to use at least 2% synthetic aviation fuel starting in 2025 – rising to 70% by 2050 – this initiative could place Sylvamo at the forefront of a transformed energy market. If successful, Verso Energy aims to construct a facility by 2029. Sylvamo would supply the biogenic CO2 without affecting pulp or paper production.
GLOBAL REACH
Sylvamo’s paper brands remain a cornerstone of the manufacturer’s climate commitment.
Multicopy NEXT, HP Climate Choice and REY Office all disclose their carbon footprints, reduction targets and the climate projects they support. These include:
• Reforestation in Ghana: restoring degraded forest reserves and expanding them by 1,000 hectares annually.
• Afforestation in Uruguay: rehabilitating degraded grasslands by combining sustainable forestry with cattle grazing, which will remove more than seven million tonnes of carbon emissions.
• Improved cooking facilities and clean energy solutions in India: preventing deforestation, reducing carbon emissions and combating indoor air pollution that causes over 360,000 deaths each year.
• Borehole repairs in Eritrea: providing communities with safe access to clean drinking water.
These efforts are reinforced by external validation: the Science Based Targets initiative has approved Sylvamo’s 2030 goal to cut GHG emissions by 35%, confirming alignment with the Paris Agreement.
Biogas plant at the Nymölla mill in Sweden
BIODIVERSITY EFFORTS
Sylvamo’s commitment to sustainability also extends to the forests it relies on. Through its wood-sourcing subsidiary, Comptoir des Bois de Brive (CBB), it sources timber from surrounding areas within an average distance of 126 km to supply the Saillat mill and other local commercial wood users.
The FSC Forest Management Group Certificate, managed by Sylvamo Foret Services (SFS), is part of CBB’s fibre sourcing initiative. It provides management and certification services to forest owners. SFS has grown its membership to over 1,850 landowners, representing nearly 30% of all FSC-certified forest areas in France.
In partnership with the World Wildlife Fund, Sylvamo has launched the Forest Carbon Toolbox to educate landowners about whether trees should be harvested for immediate revenue, given more time to grow to maximise carbon capture or conserved for biodiversity. The collaboration has also established a teaching forest in France where forest managers can simulate long-term decisions using scientific models.
Replacing fossil fuels with renewable alternatives [shows] how we actively contribute to a lower-carbon economy
Beyond environmental progress, Sylvamo continues to invest in the well-being of local communities. In Sweden, the Nymölla mill provides 100 GWh of surplus heat annually to Bromölla’s district heating network. It additionally sponsors the MultiCopy Arena, supporting sports clubs and cultural events.
In France, Sylvamo supported the 2024 Olympic Games torch relay by donating paper for children, students and residents to create
paper flames and wave them as the Olympic flame passed near the Saillat mill.
The company maintains other long-standing charitable partnerships. REY Office has donated €300,000 ($356,000) to Telethon over six years, funding research into rare childhood neuromuscular diseases. In 2024 alone, sales of its promotional ream reached €50,000 for groundbreaking projects such as gene therapy and assistive technologies.
Additionally, the HP Pink Ream campaign has raised more than €735,000 since 2017 for Think Pink Europe, which supports breast cancer initiatives across Europe. In 2024, donations totalled approximately €85,000, directly aiding over 25 local partners.
SAFETY AND INCLUSION
People are truly at the heart of Sylvamo’s operations. Last year, the business introduced safety stand-downs at all facilities – moments when operations are paused to review injury trends, potential hazards, root causes and how to address these issues. At the Saillat mill, for instance, focus areas include fall risk and hand safety, while at Nymölla, efforts have targeted fire, fall risks, chemical and hand safety.
Each of these initiatives reinforces the manufacturer’s core safety message: ‘People before paper, always.’
Sylvamo has also made progress in building a more inclusive workplace. At its Kraków Global Business Service Center, employees are given self-stimulating tools to help support focus, along with curated resources on neurodiversity, autism and ADHD.
For example, interactive workshops during Neurodiversity Month in April encouraged staff to create paper collages that celebrate their unique identities, fostering a sense of understanding, awareness and inclusivity across the organisation.
As Katarzyna Wilkolawska, Business Analyst, Information Technology, shared: “It was a fun and engaging way to try a new creative outlet without pressure, which was inclusive for participants of all skill levels.”
THE SYLVAMO PROMISE
Sylvamo’s progress in sustainability and inclusion demonstrates its deep belief in the promise of paper. Paper can be used to educate, communicate and entertain. But Sylvamo’s promise goes further, encompassing a commitment to ensure this essential product is created in the most responsible way. Through innovation, transparency and collaboration, the company is driving sustainability forward, setting a strong foundation for its 2030 targets and beyond.
RESEARCH
Hidden COSTS
The soaring use of AI has become a double-edged sword when it comes to sustainable practices – by Kate Davies
Striking a balance between opportunity and responsibility has never been more critical and this is certainly the case where AI is concerned. A 2024 study by Boston Consulting Group revealed that 43% of emplyees globally use AI weekly, rising to 82% among executive-level staff.
As businesses adopt this new technology, they must grapple with hidden challenges. Among these are energy consumption and ethical dilemmas that could undermine sustainability objectives. Consequently, demand for responsible AI is gaining traction – albeit with mixed results as countries are responding at different speeds.
At the AI Summit in Paris in February 2025, both the US and the UK refused to sign a non-binding pledge stating that “making AI sustainable for the people and the planet” was a core priority, even as 60 other nations – including France, China, India and Japan –backed the initiative.
48%
Increase of Google’s GHG emissions from 2019 to 2023
A few months later, in June, over 40 global stakeholders from government, the public sector, business, science and civil society endorsed the Hamburg Declaration on Responsible AI for the Sustainable Development Goals. The declaration focuses specifically on advancing equitable, inclusive and sustainable deployment of AI worldwide.
ENVIRONMENTAL STRAIN
The environmental costs of AI are complex. Japan-based consultancy firm Codo Advisory estimates that AI currently accounts for only a small fraction of global energy consumption (0.03%), but this is expected to rise sharply as it becomes embedded in everyday software.
Even with efforts to optimise AI models, the ‘rebound effect’ presents a challenge: as technology becomes more efficient, demand increases and offsets any environmental gains. Codo projects that the AI industry will consume ten times more electricity in 2026 compared to 2023, putting heightened pressure on grid infrastructure.
Google’s 2024 Environmental Report illustrates the stakes: the company’s GHG emissions in 2023 were 48% higher than in 2019 due to the energy needed by its data centres, exacerbated by AI growth.
According to UK-based charity Planet Earth, each standard web search generates approximately 0.2g of CO2. AI, however, is more energy intensive and searches can consume five to ten times more energy.
AI set-ups also demand significant water resources. For example, training large language models such as GPT-3 requires over 700,000 litres of water, both to cool servers and to generate energy to power them.
The environmental impact extends beyond just energy use. Digital devices and data centres require rare metals including indium, gallium and tantalum – resources that are becoming scarcer. Mining these materials often involves harmful practices, adding another layer of concern.
GEOGRAPHIC INEQUALITY
The consequences of AI are uneven across regions. A 2024 Harvard Business Review study found that while some sectors are seeing energy savings, others are experiencing rising emissions due to computational demands.
An [AI] skills gap remains as many engineers lack the necessary data science expertise
Adverse environmental impacts can disproportionately affect communities. For instance, in 2022, Google operated its data centre in Finland on 97% carbon-free energy, whereas this number droped to 18% in Taiwan, 16% in Japan and just 4% in Singapore. Similarly, data centre cooling can place high pressure on water supplies in drought-prone regions.
Initiatives for sustainable AI often prioritise measurable metrics such as total carbon emissions or water usage. However, they can overlook environmental equity – the idea that AI’s costs should be distributed evenly across regions and communities. Otherwise, AI’s sustainability gains risk reinforcing existing inequalities rather than alleviating them. While AI’s environmental shortfalls are evident, the technology could also hold the key to advancing sustainability. Used responsibly, AI can support efficient operations, reduce waste and accelerate the development of greener products.
One of the most obvious benefits is its ability to boost productivity. Machine learning algorithms can optimise supply chains, cutting transport emissions and improving resource management. In manufacturing, AI-powered predictive maintenance anticipates equipment failures, extending machinery lifespans and minimising waste and downtime.
AI is further changing how products are designed and brought to market. Multimodal AI – capable of scanning and generating diverse data types – is streamlining design and R&D processes. For example, GenAI tools can propose enhanced configurations for products, simulate performance under different conditions and even suggest new approaches that engineers might have overlooked.
AI IN PRACTICE
According to PwC’s 2025 AI Business Predictions report, companies that have not adopted AI in design, prototyping and testing risk falling behind competitors. The firm’s work with clients suggests AI in R&D can reduce time to market by up to 50% and lower costs by 30% in sectors such as automotive and aerospace. In pharmaceuticals, AI has helped to cut drug discovery timelines by over 50%.
In 2024, Rakuten Mobile developed a machine learning model that reduced network power consumption by 25% by analysing traffic patterns and devising energy-saving policies. Similarly, Mitsubishi UFJ Financial Group has deployed Enneteye, an AI-powered energy management service, across 200 facilities in Japan, cutting electricity use by 9%.
However, PwC cautions that the benefits of AI-driven design are not automatic. A skills gap remains, as many engineers lack the necessary data science expertise. PwC’s report recommends upskilling these teams and recruiting AI-literate talent to bridge this divide.
ENVIRONMENTAL INTELLIGENCE
Beyond operations, AI’s contributions to sustainability include the analysis of large datasets from satellites, sensors and IoT devices, offering real-time insight into emissions, energy usage and waste patterns. These capabilities allow organisations to make informed decisions which support ESG reporting and compliance while meeting regulatory and stakeholder expectations.
AI can also help to accelerate clean energy transitions. By forecasting consumption patterns and renewable energy outputs, grid operations and energy storage can be optimised, thereby advancing the transition from fossil fuels.
Many large corporations have similar sustainability goals. Microsoft, Google and Facebook, for instance, have pledged to become water positive by 2030, meaning they will replenish more water than they consume.
FUTURE GUIDANCE
Despite the challenges, AI is a potentially powerful tool for promoting sustainability. Businesses should prioritise energy-efficient models and run data centres on renewable resources wherever possible.
50%
Faster time to market through the use of AI in R&D
Collect localised data to gain a clearer picture of [your organisation’s] digital footprint
In addition, clear reporting on AI’s environmental footprint helps stakeholders to understand both the progress made and the trade-offs involved. Participation in initiatives such as the Hamburg Declaration allows companies to benchmark their performance against global standards, signalling a genuine commitment to accountability.
Codo emphasises that the first step towards responsible action is accurate measurement.
When calculating Scope 3 emissions, internet and AI usage fall under the ‘Purchased Goods and Services’ category and rely on secondary data, making it difficult to isolate AI’s specific impact. To address this, Codo advises organisations to collect localised data to gain a clearer picture of their digital footprint.
Identifying the source of environmental pressure is equally important. In February 2025, The Institution of Environmental Sciences highlighted that more than half of the environmental impact of digital technologies comes from user devices – not data centres –emphasising the need to reduce unnecessary equipment use and extend hardware lifespans. Companies without a digital sustainability plan should create one that covers all technologies – not just AI – and encourages mindful usage.
Finally, collaboration is vital. Sharing best practices, aligning standards and developing cross-industry initiatives can help to mitigate risks while amplifying AI’s benefits.
As regulations emerge, many countries will likely introduce stricter AI sustainability frameworks. Firms can either wait for these measures to dictate their approach or lead the way by proactively integrating sustainability into their AI strategies from the outset.
PROGRESS meets pushback
While most companies champion sustainability, the 2025 OPI Green Thinking Survey also exposes scepticism about its true value
The seventh annual survey highlighted a community that largely supports environmental progress – but not unanimously. While 80% of respondents said sustainability was either ‘very important’ or ‘important’ to their organisation, one in five admitted it’s not a priority, pointing to an ongoing divide in environmental engagement. That split is further reflected in how far companies have gone to reduce their carbon footprint. Around two-thirds (63%) have taken action on Scope 1 emissions, but activity drops to just over half (53%) for Scope 2 and below half (49%) for the more complex Scope 3 emissions. These figures suggest that while many are addressing what’s within their immediate control, tackling indirect impacts remains difficult. Most survey responses came from resellers and vendors, with some input from wholesalers, dealer groups, associations and technology providers. Geographically, participation was led by Europe, followed closely by North America and a smaller number coming from Asia.
Overall, sustainability appears to remain a somewhat divisive topic. Some feedback wholeheartedly advocated for and embraced circularity, while other respondents openly questioned the practicalities of and necessity for comprehensive sustainability efforts. There’s plenty of work to be done still.
What barriers does your company face in becoming more sustainable?
n Other
n Limited knowledge or resources
n Supply chain limitations
n Difficulty measuring impact
n Cost of green materials/products
n Lack of customer demand
Which eco-driven product attributes are top priorities for your customers?
n Recycled/recyclable materials
n Certifications
n Durability and longer lifecycle
n Other
n Carbon footprint/low emissions
Do you have an e-waste policy?
n Yes, for customers
n Yes, for my own business
n Both
n No
n I don’t know what e-waste is 4% How are you measuring your progress towards sustainability and CSR goals?
n External certifications
n Internal sustainability audits
n Supply chain assessments
n Customer feedback
n We don’t measure it
n Employee feedback
n We don’t have any sustainability goals
n Other
Where are the opportunities for our industry to strengthen its sustainability performance?
Manufacturing closer to the consumer
Optimising packaging by wholesalers
Mapping the value chain to support due diligence
Raising awareness of genuinely sustainable and recycled products while rejecting greenwashing
Expanding the adoption of circular economy models
Building low-carbontransparent, supply chains supported by data- driven traceability and sustainable sourcing
WEATHERING the storm
Industry Week ’25 – this year run in conjunction with national dealer network AOPD – took place against the backdrop of a US IDC in a state of flux. Held in early November, it coincided with the end of Essendant’s 60-day ‘transition period’ for exiting its dealer office products operations.
However, the mood at the Gaylord Rockies Resort and Convention Center in Denver, Colorado, was upbeat, with attendees keen to talk about the situation with their peers in a calm and relaxed atmosphere. Of course, much of those conversations centred on Essendant’s move and the “disappointing” manner in which it was announced.
POSITIVE OUTLOOK
When asked about the future, dealers were generally sanguine about their prospects. There were, however, predictions of further consolidation and the potential loss of dealerships which continue to ignore the need to diversify their product portfolios.
Other key topics of conversation centred on progress of the wholesalers. To this end, S.P. Richards executives were out in full force at the event, explaining that the company had made key investments, adding staff, trucks and distribution centres to cope with the increased volume it is now dealing with.
They assured attendees in both ISG and AOPD sessions that it was committed to doing all it could to help dealers through the ongoing changes – and had the financial stability and means to do so.
There was a palpable presence of other wholesalers at the show too, including Distribution Management, Educators Resource, RJ Schinner and TD SYNNEX. Indeed, Distribution Management President & CMO Greg Welchans gave a presentation during ISG’s General Session, showcasing his company’s capabilities.
The General Session also featured an address by ISG CEO James Rogers, who described 2025 as a “catalyst year of disruption”. Other presenters during this session included Jacey Putlak of The HON Company, OPI’s very own Steve Hilleard and ISG board Chair Paul McKinney.
Keynote speaker Dr Dhamu Thamodaran, a retired EVP from Smithfield Foods, shared his thoughts on today’s volatile and uncertain economic environment in a highly entertaining talk. The session ended with the presentation of a slew of ISG dealer and supplier awards, while the lunch break featured the North American Office Products Awards (see Event, page 44)
In addition to events on the main stage, attendees were able to access a comprehensive series of educational seminars, marketing workshops and peer group discussions. Meanwhile, AOPD dealer members also met with the group’s business partners in a series of one-on-one meetings. Education and the popular and well-attended trade show aside, Industry Week always has a robust social side. This year, it included a City of Hope charity evening, a welcome reception and final dance party as well as an AOPD cocktail reception and awards dinner which celebrated the legacy of Mark Leazer, the group’s now-retired former Executive Director.
COLLABORATION IS IMPERATIVE
Commenting on AOPD’s participation this year, current Executive Director Angela Price said: “Our Annual Meeting came at the perfect time, as our industry continues to experience significant change. It is more important than ever that we work together, share strategies and strengthen our partnerships.”
Industry Week ’26 powered by ISG will take place from 1-5 November at the Gaylord Pacific Resort & Convention Center in San Diego, California
ISG’s Rodgers added: “Industry Week ’25 delivered an exceptional platform for productivity, collaboration and strategic engagement across our membership and supplier network. We welcomed nearly 1,000 participants, including 450 representatives from over 220 member companies and more than 330 ISG supplier partners. Against a backdrop of market disruption, our members expressed optimism and confidence in the opportunities ahead.”
MARK THE DATE
Dr Dhamu Thamodaran
Mark and Kim Leazer
Taking centre STAGE
The sixth edition of Industry Week saw eight NAOPA winners honoured, recognising the individuals and companies that shape the future of business supplies in the US
Energy, innovation and a strong sense of community defined this year’s North American Office Products Awards (NAOPA), presented during Industry Week ’25 in Denver, Colorado. Hosted by OPI in partnership with Independent Suppliers Group (ISG), the awards once again celebrated the achievements that drive our industry onward and upward.
From cutting-edge design to everyday functionality, the 2025 NAOPA winners – including one product that succeeded in two categories – demonstrated just how vibrant the sector still is.
The much-loved People’s Choice Award was a reminder that even very traditional office products can surprise and inspire when reimagined for today’s workplace.
The awards session, compered by OPI Director Janet Bell, highlighted not only product innovation but also individuals who continue to raise the bar. The people awards segment was a particular highlight, shining a light on impressive talent and leadership.
The OPI team extends its congratulations to all NAOPA winners for their commitment to growth and support for the industry as a whole.
BEST PRODUCT – CORE BUSINESS PRODUCT
WINNER: BI-SILQUE MASTERVISION – THE LOOP ROLLED DRY ERASE BOARD
The Loop Rolled Dry Erase Board from Bi-silque MasterVision took home the Best Product – Core Business Product – award, earning praise from the judges for being both “very clever” and highly practical. They commended its sleek, frameless design and the way multiple panels can connect seamlessly to create a limitless writing surface – transforming any workspace into a dynamic area for collaboration.
Smart, sustainable and beautifully simple, The Loop combines design innovation with real-world application in a way that feels genuinely fresh. Its magnetic lacquered steel surface delivers a premium writing experience, while its rollable design – even in large sizes – makes it easier to ship, reducing costs and environmental impact. A clear standout, The Loop embodies Bi-silque’s ongoing commitment to rethinking everyday office tools for modern, flexible work environments.
L-R: Dorian Doughlass & Paul Ventimiglia
BEST PRODUCT – FACILITIES
WINNER:
ENERGIZER – 3-IN-1 CHILD SHIELD
Energizer’s 3-in-1 Child Shield earned the Best Product –Facilities award, with judges calling it “an actual life saver” and applauding its impact on family safety. This groundbreaking coin lithium battery integrates three key safety features: secure packaging to prevent access by children; a bitter coating to deter swallowing; and unique Color Alert technology that helps caregivers quickly identify potential ingestion.
By addressing a critical household safety issue, Energizer has set a new benchmark for responsibility and innovation in product design. The 3-in-1 Child Shield isn’t just a smart upgrade; it’s a potentially life-saving advancement that demonstrates how insightful manufacturing can make everyday products safer for everyone.
BEST PRODUCT – TECHNOLOGY
WINNER:
FELLOWES BRANDS – FELLOWES ARRAY RELAY
The Fellowes Array Relay stood out for its seamless fusion of air purification and smart building technology, earning the vendor the Best Product –Technology award. The innovative gateway connects the Fellowes Array air purification system directly to a building’s management network, allowing facilities teams to monitor and control indoor air quality (IAQ) in real time.
The system’s intelligent automation can respond to occupancy, air pollutant levels or time of day – optimising both energy efficiency and occupant well-being. Tracy Sinno, Head of Commercial Sales, North America, said: “Winning this award affirms the value our customers see in connecting IAQ intelligence with their building systems. The Fellowes Array Relay reflects where our industry is heading: towards smarter, integrated IAQ and monitoring solutions that make facilities healthier and more efficient.”
By integrating clean air management into the fabric of smart buildings, this product exemplifies the next generation of healthy, connected and sustainable workplaces.
BEST PRODUCT –FURNITURE & DESIGN
WINNER: GHENT – GROOVE SLIDING GLASSBOARD
Described as “stunning – a true designer’s dream”, Ghent’s Groove Sliding Glassboard impressed with its balance of aesthetics and performance, earning it the Best Product in the Furniture & Design category. The product transforms any wall into a fluid, versatile space through sleek, magnetic glass panels that glide on a shock-absorbing track with ease.
Available in six sizes and colour-matching options to complement a range of interiors, Groove blends design sophistication with lasting performance – supported by a ten-year guarantee.
“We’re incredibly proud that the Groove Sliding Glassboard was recognised for its thoughtful approach to design and functionality,” said Christina Cavallo, Sales Manager at Ghent (pictured). “This award reflects how the industry continues to evolve and how we are responding with beautiful, purposeful tools that support how people communicate and collaborate every day.”
L-R: Julie Spayth, Tracy Sinno, John Friedrich & Janet Bell
PEOPLE’S CHOICE
WINNER: THE HON COMPANY – IGNITION 2.0 WITH SPECTRUM MESH
This award stands out as the only category decided by OPI and ISG audiences through a public vote, giving the industry community a direct voice in choosing their favourite.
A familiar name once again took the spotlight, with The HON Company winning for the second consecutive year. Its Ignition 2.0 seating line captured voters’ imaginations with its Spectrum Mesh design – a breathable material offered in 22 bold colours and made with 20% post-consumer recycled polyester, elevating an already popular range.
Blending style, sustainability and trusted performance, Ignition 2.0 continues to evolve while staying true to what made this a premier choice in the first place.
INNOVATION OF THE YEAR
WINNER: ENERGIZER – 3-IN-1 CHILD SHIELD
Energizer enjoyed a remarkable double win at this year’s NAOPA – an achievement that speaks to the brand’s flair for meaningful innovation. The judges praised the 3-in-1 Child Shield battery as a genuine breakthrough in consumer safety.
Through advanced engineering informed by social responsibility, the product’s multilayered protection system helps prevent accidents before they happen. It’s a simple yet transformative idea that reflects Energizer’s drive to make everyday essentials safer.
This second trophy of the day celebrates not only clever design, but also a powerful commitment to protecting families and improving lives through innovation.
Ray Glaser (left), Director North America Professional, and National Account Manager Cara Hinrichs (right) both accepted the award. “As parents ourselves, we’re passionate about improving child safety and this breakthrough innovation continues our journey to deliver a long-lasting battery that is developed with child safety as a top priority,” said Glaser.
YOUNG EXECUTIVE OF THE YEAR
WINNER: NICOLE JONES – DIRECTOR OF FINANCE & OPERATIONS, OFFICE PLUS OF KANSAS
The Young Executive of the Year award recognises rising leaders whose energy and proactivity will help shape the industry’s future. The 2025 winner, Nicole Jones (centre), was described by judges as “an outstanding young executive” with professionalism, drive and leadership that inspire everyone around her. Laurie Jones (right), Office Plus of Kansas President – and Nicole’s mother – presented the trophy, sharing her pride in Nicole’s achievements.
As Director of Finance & Operations, Nicole plays a central role in the company, setting high standards and leading by example in everything she does. She earned her CPA and first gained experience with accounting firm Grant Thornton – including a stint in London, UK – before returning to the family business.
Nicole has also been active within ISG, serving on its NEXT Committee and championing the involvement of young professionals in the industry. “Nicole is always focused on doing what’s right for our customers and our people,” said Laurie. “Her drive, knowledge and intelligence make her an incredibly worthy winner and a true ambassador for the next generation of leadership in our channel.”
Nicole added: “Amid the challenging times our industry has been navigating, I’m especially grateful for this recognition and hope to continue representing our profession with dedication and optimism in the coming years.”
Stephen Anderson
PROFESSIONAL OF THE YEAR
WINNER: JOHN KENWORTHY – CEO, STOREY KENWORTHY
The Professional of the Year award recognises outstanding leaders whose vision and influence shape the IDC and encourage peers across the channel. These are individuals driving growth, innovation and positive change, in the process setting new standards of excellence. Past winners include Jack Reagan, Barry Lane, Charlie Kennedy, Ian Wist, John Rossman, Bob Shulman and Yancey Jones Jr, to name but a few.
Ric Anderson (left), VP & General Manager of The HON Company, presented this year’s award to John Kenworthy (centre), CEO of Storey Kenworthy. Anderson highlighted the remarkable journey of Kenworthy, who started out in 1990 in the warehouse at Storey Kenworthy. He progressed through sales to ultimately head the Iowa-based business as CEO.
“Over his career, John hasn’t just lead Storey Kenworthy – he’s transformed it,” said Anderson. “Under his leadership, this family-owned institution has evolved from a respected regional dealer into a statewide powerhouse with over 180 employees across eight locations. He stewarded a legacy built by generations before him and made it futureproof.”
Kenworthy’s impact extends far beyond business growth. He has navigated disruptions – from digital transformation and the COVID-19 pandemic to hybrid working and supply chain volatility – by investing in people, culture and the client experience.
Ryan Boyington, Storey Kenworthy President, said: “Among a strong list of candidates, John’s unwavering commitment to the IDC truly sets him apart. This award is very well deserved and our organisation is grateful to have such a dedicated and inspiring leader on our team.”
Kenworthy’s recognition reflects decades of dedication to his team, his customers and the wider IDC. “I was pleasantly surprised to receive award,” enthused Kenworthy. “It’s been a challenging, rewarding and gratifying 36-year journey. I’m indebted to our team who have committed to living our vision every day. Their hard work enables us to make a difference in the communities where we live, work and play.”
INDUSTRY ACHIEVEMENT
WINNER: MARK LEAZER – RETIRED EXECUTIVE
DIRECTOR, AOPD
The final award honours an individual whose career has left a lasting mark on the industry – someone whose leadership and drive have shaped individuals, organisations and the wider business products community, helping to move the sector forward in meaningful ways.
Bill Jones (left), SVP of Sales at AAA Workspace, took to the stage to present the trophy to Mark Leazer (right). Jones spoke of Leazer’s long and distinguished career, noting his many achievements, including multiple AOPD President, the Forms & Supply Excellence and the IOPFDA Advocacy awards – all testament to decades of service and impact.
Having worked alongside Leazer on the AOPD board for nearly 20 years, Jones recalled how the group was unanimous in supporting Leazer’s appointment as Executive Director after Bud Mundt stepped down. “Mark led with transparency, respect for every member and a steadfast commitment to our business partners,” Jones said.
Grounded, principled and dependable, Leazer has been described as a “salt-of-the-earth” leader. Evidencing this, he commented: “Receiving the Industry Achievement award is a truly humbling experience. I’ve learned so much from so many people in this industry and I’m thankful to have been part of a community that values excellence, collaboration and integrity.”
In their deliberations, the judges praised him for his deep industry knowledge, forward-thinking approach and genuine heart – qualities that have strengthened not just organisations, but the wider business supplies community.
Congratulations to Mark, a hugely deserving recipient of the Industry Achievement award!
OPI EUROPEAN FORUM 2025 REVIEW
Harness the POTENTIAL
The recent OPI European Forum served as an outstanding platform for learning –about AI and so much more
Held in London from 6-8 October, the OPI European Forum brought together senior executives from across the business supplies industry for two days of education and networking. AI was a core theme that ran through many sessions, prompting delegates to explore how it is transforming technology, processes, leadership and the human side of work.
Alongside the formal conference agenda, informal peer exchange proved equally valuable, reinforcing the event’s reputation as a hub for honest discussion and collaboration.
Day one opened with a State of the Industry session hosted by OPI CEO Steve Hilleard.
The leaders interviewed by Hilleard (pictured below) acknowledged the ongoing decline of traditional OP – though signs suggest the rate may be slowing. The message was clear: adapt or be left behind. Whether it’s through M&A, diversification or brand reinvention, businesses must evolve to stay relevant.
State of the Industry panel (L-R): Andrew Gale, Christa Furter, Grég Liénard, Michel van Beek, Perpétua Malta, Richard Scharmann and Ruth Patterson
Collaboration emerged as another central theme: manufacturers, distributors and resellers need to build trust and align around shared goals in order to thrive in the next phase of transformation.
AI FOR COMPETITIVE SUCCESS
AI dominated the programme and was at the heart of Katie King’s keynote address. As CEO of AI in Business, King explored how AI can be harnessed for competitive success and urged delegates to “use AI to augment, not replace”.
The RoundTable Rethink Podcast that followed pragmatically demystified all things AI and encouraged delegates to take a “crawl, walk, run” approach and use dedicated “tiger teams” to explore practical applications rather than chasing hype.
The takeaway: AI is already reshaping operations, customer service and growth strategies. From agentic AI to governance frameworks, the potential is vast but requires active engagement. As host Paddy Donnelly put it: “AI isn’t a spectator sport.”
SMEs, far from being disadvantaged, were seen as well placed to lead if they approach AI strategically – with clear plans, crossfunctional taskforces and a culture of continual learning.
Beneath all the tech wizardry ran a consistent human message. Both the early interviews and later sessions stressed that success in an AI-driven world depends as much on tools as on the people who use them. Attracting, developing and retaining the right talent was highlighted as critical.
Alex Atherton, author of The Snowflake Myth, in this context offered his take on Gen Zers –exploring in humourous depth whether they are different and, if so, why they are. Businesses, he said, must find ways to bridge expectations and working styles.
Atherton – as well as a number of other speakers – urged delegates to acknowledge that curiosity and an eagerness to learn are not age-related and should be a prerequisite for all staff. Practical methods for assessing team readiness, such as ‘traffic light’ systems, can be deployed to identify skills gaps, for instance.
As one delegate noted: “If we don’t have the right staff to move the company forward, we have to cut the slack.” A blunt but realistic reminder that evolving product mixes – and a changing industry – demand evolving skills.
Interactive roundtables in the afternoon drilled deeper into some core themes, allowing business leaders to explore challenges specific to their organisations. Benjamin Bonarius’ sessions on the marketing opportunities of YouTube, for example, offered much food for thought for those who have only dabbled in this channel and not explored it as a revenue generator. Cédrik Longin from humanAIze, meanwhile, focused on the specific AI opportunities for SMEs that had been identified earlier.
The evening was then given over to a fabulous meal at the renowned Nobu Portman Square restaurant, where discussions on the day’s topics – and plenty aside – continued.
DOUBLE-EDGED SWORD
Day two began with a gripping session by Jim Wheeler, Head of Cyber EMEA at Infosys Consulting, on cyber trends, threats and agentic AI. He warned that over 60% of organisations were expected to face ransomware attacks in 2025, with average payouts exceeding £400,000 ($524,000). Despite rising security budgets, many firms remain underprepared due to skills shortages, fragmented systems and low awareness While ransomware incidents are declining thanks to law enforcement, their sophistication is increasing. Wheeler cautioned against “risk blindness” caused by complacency and optimism bias. His advice: develop a crisis plan, know who to call and collaborate across borders. AI offers huge defensive potential, but it is also being weaponised – a battle that, he warned, “will never truly end”.
The next keynote came from Andrew Mawson, founder of Advanced Workplace Associates, who examined ‘AI’s Impact on Work, Jobs, Organisations and the Workplace’. Mawson began by highlighting that while
almost everyone now uses large language models such as ChatGPT, few have received any formal training in AI or prompt engineering – exposing a significant digital skills gap.
Mawson contrasted AI’s “superpowers” of scale, speed, prediction and limitless energy with qualities that machines cannot replicate: empathy, creativity and emotional intelligence. His central message captured the balance perfectly: “AI handles scale, speed and consistency – for everything else, it’s humans.”
GATHERING MOMENTUM
The closing panel (pictured below), chaired by Highlands’ Gordon Christiansen, brought together leaders from across the sector to reflect on lessons learnt over the two conference days. AI again dominated, with panellists sharing their experiences – ranging from early experimentation to structured deployment and, for some, a fair amount of “random” adoption.
Workforce dynamics and hiring strategies had also captured the imagination. Attitude and commitment evidently ranked over age for some panellists, with reverse mentoring and
AI handles scale, speed and consistency – for everything else, it’s humans
intergenerational learning hailed as the way forward. Sustainability, though not a headline theme, surfaced in the context of AI’s rising energy demands (see Research, page 36)
What resonated most during the OPI European Forum was a sense of collective momentum. Delegates enthusiastically engaged in discussions, exchanging insights, sharing lessons and even forming potential partnerships. The event proved a place not just for learning but also for community building, as senior leaders ascertained how best to harness AI’s potential without losing sight of the human values that underpin lasting success.
Jim Wheeler
Andrew Mawson
On a MISSION
Returning to the iconic Grand Ballroom at Navy Pier in Chicago, City of Hope’s Spirit of Life Gala concluded John Fellowes’ 2025 Expanding Hope campaign. It did so in great style, as the National Business Products Industry (NBPI) presented the cancer and diabetes research organisation with a cheque for $13.9 million.
The function – and the whole fundraising year during which countless events, large and small, took place across the US – were hailed as resounding successes. This was particularly the case in light of the numerous industry and economic challenges that many participants had faced throughout the period.
VITAL WORK
The two-day festivities began on 24 September with the annual NBPI Memorial Golf Outing, hosted by Essendant. The following day included a brunch, attended by past, present and future NBPI Spirit of Life Honourees as well as numerous City of Hope Hall of Fame individuals, NBPI Council members and top sponsors.
Host Jamie Fellowes also introduced Dr Kevin King, Assistant Clinical Professor, Department of Radiation Oncology from City of Hope Chicago, reminding attendees just how important our sector’s support is to the organisation’s life-saving research and ongoing therapy development.
Approximately 400 executives came together for the culminating Gala where true industry icons such as Jack Miller – the first-ever NBPI Executive Council Chair and 1984 Spirit of
Life Honouree – rubbed shoulders with the new generations and City of Hope leaders.
President of City of Hope Chicago Pete Govorchin, for instance, in a fireside chat with several of his peers, discussed the vital work that’s currently being carried out.
FAMILY VALUES
An emotional highlight of the evening was once again provided by a patient speaker – this year Fellowes Brands’ very own Barb Gargano, who charted her courageous cancer journey.
I hope to rally the industry like [John Fellowes] did for such a terrific cause
Indeed, it’s been a very special year for the entire Fellowes family, as it celebrated three generations of Spirit of Life Honourees: John in 2025, his father Jamie in 1997 and grandfather John in 1987.
Incoming Spirit of Life Honouree Greg Welchans
9-10
As the baton passed to 2026 Honouree Greg Welchans, the President and CMO of Distribution Management said: “I would like to congratulate and thank John Fellowes for his 2025 campaign. His commitment to the City of Hope is unmatched. He has paved the way for the 2026 campaign – Delivering Hope… Together – and I hope to rally the industry like he did for such a terrific cause.
“Our industry is definitely in a state of transition and it will take all of us to continue the mission of curing cancer and diabetes.”
CITY OF HOPE SPIRIT OF LIFE GALA 2025 REVIEW
The next City of Hope Tour and Hall of Fame Dinner will take place from
March 2026 at the Langham Huntington Resort in Pasadena, California. The Spirit of Life Gala honouring Greg Welchans will be held at Navy Pier, Chicago, on 24 September 2026.
DIARY DATES
MINUTES WITH...
Rochelle Scheerhoorn
If you could remove one month from the year, which would it be?
January. Getting back into the swing of things after the holidays is a struggle.
What would you sing at karaoke?
Probably Sterrenstof by De Jeugd van Tegenwoordig.
Your most prized possession?
My chocolate Labrador, Billy (pictured below)
Do you have any guilty pleasures?
Carnival in Limburg, but I don’t actually feel guilty about it at all!
Rochelle Scheerhoorn, Showdown Displays Europe
What has been humankind’s greatest invention so far?
To have dogs as pets.
Is there a song that always puts you in a good mood?
Any 1990s hit I know all the lyrics to.
How do you usually spend your spare time?
Describe your current job.
As Director of Strategic Accounts and Business Development at Showdown Displays Europe, I’m responsible for driving the achievement of our company’s commercial objectives across the sales team and major accounts.
What’s the best career decision you have ever made?
I followed my sister’s advice and applied for an Account Manager role at Showdown in 2021. It’s been a great journey with really wonderful and supportive colleagues.
How do you deal with challenges as and when they arise?
I tend to adopt an analytical approach – stepping back to look at the situation objectively before deciding on the best way forward. I also believe in asking for advice when needed; collaboration and different perspectives can make all the difference.
If you could change just one thing about the industry, what would it be?
I love discovering new places to eat and enjoying a good dinner with my friends and family.
If you could master any skill, what would it be?
Singing! Although I’ve already discovered that it’s not a natural talent of mine.
Which city would you most like to visit?
New York has been at the top of my list for a while.
I’m noticing some progress already, but I’d like to see more women in senior and influential positions.
Any advice for someone who has just joined our sector?
Attend events, meet new people and grow your network. It’s one of the best ways to learn, share ideas and build valuable connections. You never know what opportunities might come from just one simple conversation.
What’s your ideal work setup?
A mix works best for me. I like the interactions with my colleagues at the office, especially with people from different departments. But when it comes to deep-focus tasks or one-on-one online meetings, I find working from home offers the right environment.
Billy the Labrador
FINAL WORD A BLUEPRINT for reinvention
The business supplies industry is experiencing a seismic shift in its supply chain dynamics – one that’s fundamentally changing how distributors compete and survive. As supplier consolidation accelerates and manufacturers increasingly bypass traditional distribution channels to sell directly to end users, distributors face an uncomfortable reality: they are now competing with the very companies that once supplied them.
This isn’t a distant threat; it’s happening now. Suppliers are undercutting distributor pricing, private labelling products that eliminate brand loyalty and leveraging economies of scale which leave traditional operators struggling to justify their margins. In this race to the bottom, competing on price alone is a losing proposition.
However, a strategic pivot is available which doesn’t just help distributors to survive, but positions them to thrive: sustainability.
EDUCATION DIFFERENTIATOR
Unlike commodity products where price is the primary differentiator, sustainable solutions require something that can’t be easily commoditised: education. Customers need to understand certifications, compostability standards, lifecycle impacts and how to integrate sustainable products into their operations. They need guidance on measuring results and communicating their achievements to stakeholders.
This educational component creates a moat that protects distributor value. Mega suppliers can undercut pricing on copy paper, but they can’t easily replicate the consultative relationship and specialised knowledge that come with a true sustainability programme.
Market demand supports this strategy. Sales of compostable and sustainable products continue to grow year on year, driven by both regulatory requirements and genuine customer commitment to environmental responsibility. From sustainable packaging to compostable disposables and eco-friendly janitorial supplies, businesses are actively seeking alternatives to traditional products.
It’s a counterintuitive opportunity: the same supply chain consolidation that’s hurting distributors in traditional products is actually
opening doors in sustainability. The number of manufacturers in the US producing genuinely sustainable solutions remains relatively small. Unlike the oversaturated market for conventional products, the sustainability space is both less crowded and price driven.
SUSTAINABILITY ADVANTAGE
Ralph Bianculli Sr, founder & CEO, Emerald Ecovations
This creates several advantages for distributors. First, pricing on quality sustainable products can be competitive with traditional alternatives, eliminating the ‘green premium’ objection that once plagued the category. Second, because the manufacturer base is smaller and more specialised, distributors can forge deeper partnerships and are viewed as essential go-to-market partners rather than obstacles to eliminate.
Distributors [...] are now competing with the very companies that once supplied them
The strategic question isn’t whether to embrace sustainability; it’s how quickly distributors can reposition themselves as sustainability experts rather than commodity resellers and order-takers. This means:
• Investing in education: sales teams need deep knowledge of standards, certifications and product applications.
• Partnering strategically: work with solutions providers that deliver expertise and value. distributor success as much as their own.
• Leading with value: position yourself as a consultant providing advice. All green products are not the same.
• Exploring private label opportunities: in the sustainability space, private label can differentiate rather than commoditise.
