OPI APP JANUARY FEBRUARY 26 B

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business products world

BIG INTERVIEW

Greg Liénard, Lyreco

January/February 2026

CONTENTS 16 Big Interview As its celebration year gets underway, Lyreco intensifies its focus on sustainability, omnichannel and category management 24 Focus Industry peers give their views on the state of play in 2025 and predictions for the year ahead 30 Category Update No longer the beating heart of our sector, the paper category nevertheless remains highly relevant 34 Advertorial The transformation of ACCO Brands

Big Interview: From little acorns...

Over the past three decades, Greg Liénard has worn many hats at Lyreco. His journey has taken him across several continents, as he helped to put the reseller firmly on the map in new markets.

For the last six years or so, he’s been at the helm of the mothership, guiding Lyreco through some of the most volatile times in recent memory. Challenges have included a global pandemic, economic and political turbulence, a shifting competitive landscape and the relentless march towards digital transformation.

Family-owned and privately held since day one, Lyreco this year celebrates a momentous occasion – 100 years in business. The festivities have just begun...

FOCUS: TAKING STOCK

38 Spotlight A look at the Japanese market – and how to succeed in it 40 Research The State of the Business Products Industry 2025-2026 42 Research The importance of getting the best out of people in the workplace 44 Review: Amazon Business Reshape E-tail giant continues to make inroads as a procurement platform 46 Preview: OPI Partnership Once again, leaders from the European business products industry come together in Amsterdam for strategic discussions

REGULARS 5 Comment 6 News 14 Green Thinking News 48 5 minutes with...

Sam Burras 50 Final Word Barry Lane

January/February 2026

The economic climate in Europe didn’t incentivise many to invest, with companies largely taking a wait-and-see approach. Governments are on a tighter budget and are spending less. Traditional retail is struggling against the growing importance of e-commerce. Wholesalers have no option but to be active on various online platforms and marketplaces to reach the end user.

We saw a string of bankruptcies and acquisitions in 2025 and I predict this trend will accelerate in 2026. In other words, it will be survival of the fittest, with fewer companies and fewer people working in our industry.

36 Category Update The changing role of writing instruments

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COMMENT The OPI team EDITORIAL

Editor Heike Dieckmann heike.dieckmann@opi.net News Editor Andy Braithwaite +33 4 32 62 71 07 andy.braithwaite@opi.net Deputy Editor Kate Davies kate.davies@opi.net Workplace360 Editor Michelle Sturman michelle.sturman@workplace360.co.uk

SALES & MARKETING Chief Commercial Officer Jade Wilson +44 7369 232590 jade.wilson@opi.net Head of Media Sales Chris Turness +44 7872 684746 chris.turness@opi.net Commercial Development Manager Chris Armstrong chris.armstrong@opi.net Digital Marketing Manager Aurora Enghis aurora.enghis@opi.net

EVENTS Events Manager Lisa Haywood events@opi.net

PRODUCTION & FINANCE Head of Creative Joel Mitchell joel.mitchell@opi.net Designer James Upright james.upright@opi.net Finance & Operations Kelly Hilleard kelly.hilleard@opi.net

PUBLISHERS CEO Steve Hilleard +44 7799 891000 steve.hilleard@opi.net Director Janet Bell +44 7771 658130 janet.bell@opi.net

ew year, new luck – that’s the saying, isn’t it? Well, we might just need it. Judging by OPI’s straw poll of industry executives across channels and geographies, questioning them on the year just gone and looking ahead to 2026, you’d be hard pressed to not be a little apprehensive about what’s to come (page 24).

Against an increasingly challenging global geopolitical and macroeconomic backdrop, mounting margin and cost pressures and softer demand in traditional categories are causing many operators to reassess risk. At the same time, others are identifying opportunities and further consolidation appears inevitable. As Interaction’s Jan Van Belleghem puts it: “It will be survival of the fittest, with fewer companies and fewer people working in our industry.ˮ

Thinking beyond conventional category boundaries is definitely the way forward

Our Category Updates in this issue also point to a state of flux and evolution in the paper and writing instruments sectors (pages 30-32 and 36-37, respectively). As customer habits and purchasing behaviours are evolving, thinking beyond conventional category boundaries is definitely the way forward.

Transformation – and the absolute need for it – is the name of the game all round it appears: from the structural changes needed in the US IDC, particularly in light of Essendant’s recent moves (page 50), to product agility in the vendor community (page 34) .

One company that has been through several iterations of transformation is Lyreco. The global reseller this year is celebrating 100 years in business – an astounding milestone for a family-owned business that began life as a small bookstore in the north of France.

Speaking to Greg Liénard for our Big Interview (page 16), the passion that radiates from the current CEO – for the business, its staff, customers and suppliers – is palpable. As is Liénard’s desire to wholeheartedly execute on its omnichannel strategy. This, it could be argued, is quite a departure from Lyreco’s historic approach where e-commere – never mind omnichannel – very much played a secondary role, perhaps unusually so for a reseller of its size and geographic reach.

Liénard is under no illusion as to how difficult that execution is, saying: “Omnichannel is not just a sales channel. It’s HEIKE DIECKMANN, EDITOR a complete shift in a company’s mindset.ˮ The carrier sheet is printed on Satimat Silk paper, which is produced on pulpmanufactured wood obtained from recognised responsible forests and at an FSC® certified mill. It is polywrapped in recyclable plastic that will biodegrade within six months.

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January/February 2026

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Onwards and upwards

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NEWS

in its later, more France-focused form. This, he noted, made it expensive to operate.

By contrast, CSP’s priority has been to add capacity within its existing French network, which already includes warehouses near Rouen and Lyon. Valence gives the group additional room to handle volume while maintaining service levels.

L-R: Rafael and Carlos Benavides

Analysis: Comlandi snaps up ADVEO assets

Leading French reseller brands are set to continue under new ownership

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The uncertainty surrounding the future of French office products operator ADVEO ended last December when Comlandi – part of the Comercial del Sur (CSP) group – acquired a sizeable portion of its assets.

ADVEO was placed into administration earlier in 2025 by private equity owner Sandton Capital Partners after a prolonged period of financial strain. As previously reported by OPI, a court-led observation period followed, with management warning that meaningful restructuring would be difficult without an injection of fresh capital and with the business having recorded heavy losses in recent years.

CSP, a family-owned Iberian operator with distribution and manufacturing activities across the office products and stationery categories, secured the deal through its French subsidiary Comlandi, with the transfer taking effect on 10 December.

The transaction covers the Plein Ciel, Calipage and Buro+ reseller networks, eight Top Office outlets and the Valence logistics platform in southern France. Notably, the main ADVEO warehouse in Dammartin, near Paris, was not part of the deal.

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RIGHT TIMING In a follow-up interview with OPI, CSP co-CEO Rafael Benavides said his group had tracked ADVEO for several years, but only moved when the timing and operational readiness aligned.

In 2019, for example, when Sandton purchased ADVEO, CSP was potentially interested, but it was still focused on its previous RP Diffusion and Hyper Buro acquistions in France.

Benavides also shed light on why Dammartin was left behind. He described the site as a highly automated facility that had been designed for a wider, multi-country logistics footprint and was “too big” for ADVEO’s needs

MARGIN FOCUS Commercially, Benavides pointed to margins as a major structural challenge inherited with the assets. He said low margins will need to be addressed through a combination of improved product mix and stronger supplier negotiations, with higher group volumes providing leverage.

He also argued that differentiation will be crucial in a market he characterised as declining by around 4-5% annually in the traditional OP segments, making diversification into adjacent ranges increasingly important.

Low margins will need to be addressed through a combination of improved product mix and stronger supplier negotiations

On the topic of brand strategy, Benavides noted that CSP expects private label to play a larger role in lifting profitability, including through ranges such as Q-Connect and Liderpapel. Meanwhile, OPI expects ADVEO proprietary brands such as Pergamy to be swiftly discontinued as CSP rationalises the portfolio, although Benavides stated final decisions have not yet been made.

The CSP co-CEO was adamant that the acquired reseller brands would be retained and “empowered” under the new ownership, dismissing suggestions some might be consolidated. He highlighted Plein Ciel and Calipage as powerful names in the market with strong local knowledge.

CSP’s immediate goal is to rebuild the marketing engine behind them – catalogues, flyers and websites – after what Benavides described as a period of underinvestment during ADVEO’s financial difficulties. A general 2026 catalogue is expected to be a priority, deliverable early this year.

It will not be lost on OPI readers that Comlandi’s Country Manager in France is none other than Philippe Guillotin, who previously led ADVEO before being removed during Sandton’s ownership. He is now overseeing the integration of assets from his former company with the support of Pedro Santos, CSP’s International Director.

NEWS

Leadership changes at ODP as Atlas deal closes Atlas Holdings moved quickly to make key executive changes after finalising its acquisition of The ODP Corporation (ODP). On 10 December, the day the transaction closed, Atlas confirmed that Craig Gunckel had been appointed to lead the business products reseller.

Gunckel’s association with the private equity firm dates back to 2017, when he was named CEO of Iconex, the former NCR labels and receipts business acquired by Atlas a year earlier. The turnaround and subsequent exit of Iconex in two separate transactions in 2024 – including the sale of the receipts business to Domtar – was described

by Atlas Partner Michael Sher as “a great example of the Atlas playbook at work”. It also earned the firm a Deal of the Year award from specialist publication PE Hub. Now Gunckel – who also spent around 20 years at paper and packaging group WestRock – has been selected to lead ODP. He succeeded previous incumbent Gerry Smith who, Atlas confirmed in a short statement, had “departed the company in conjunction with completion of the transaction”.

Gunckel called Atlas’ ownership “the start of an exciting new chapter” for ODP, claiming it would be “infinitely more agile” as a private company. “As my new co-workers and I begin this next phase together, we are refocusing on our two core businesses, Office Depot OfficeMax and ODP Business Solutions,” he stated.

“With a refreshed strategy, commitment to our customers and Atlas behind us as our long-term partner, we’ll bring renewed focus and discipline to how we operate, support our people and drive sustainable, profitable growth on both sides of the business,” Gunckel added.

There is also a new President at ODP Business Solutions, with Bryan Wight returning following seven months as CEO of distributor Midland Industries. Wight – who spent 14 years at S.P. Richards – initially joined ODP at the end of 2019 to head up its Federation dealer programme.

He is now leading the organisation’s $3.4 billion North American reseller business, which also includes Canada’s Grand & Toy operations, the Federation partners and, it was recently announced, the Veyer supply chain subsidiary.

Bryan Wight

Looking more closely at Atlas’ previous strategy for Iconex, it involved one area of the business generating strong cash flow to fund organic growth in the other as well as a number of add-on acquisitions. The outcome was two transactions that resulted in strong returns for Atlas’ limited partner investors.

It is not beyond the realms of possibility to imagine something similar for ODP, given the cash flow generated at its retail arm.

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Deli gains foothold in Germany

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China-based manufacturer Deli is making further progress in its push into the European market after signing distribution agreements in Germany.

As of the start of January, a selected range of office supplies, workplace organisation products and tools is being sold exclusively in the German B2B channel by Maul.

The agreement further includes distribution in Austria and Switzerland. At launch, the portfolio comprises items from the Deli and Nusign core ranges.

“This partnership marks the beginning of coordinated activities in product development, sales and brand building – with the shared goal of offering customers even greater added value and promoting long-term, mutual success,” stated Maul.

As well as the B2B segment, Deli is also entering the German mass market channel in partnership with SI MASS, the largest European manufacturer of soft plastic products. The agreement involves “extensive cooperation” between the two businesses in the DACH region, with a particular focus on school products, office stationery and power tools.

In addition, following the recent opening of a new Deli factory in Egypt, large-scale strategic projects related to joint manufacturing with SI MASS are in the pipeline.

“Germany is a key priority for Deli over the next decade,” said Pavel Dubrouski, Regional Manager for Europe. “We see huge potential in this market where, with our partners, we aim to achieve a solid omnichannel presence.”

Sylvamo has announced it will serve as the sole authorised producer of paper certified under the ColorLok technology standard.

ColorLok – which uses a special additive during paper production that helps pigments stay near the surface of the sheet – was announced as a collaboration between HP and International Paper in 2005. By 2016, it was reported that four billion reams had been sold worldwide with more than 100 brands certified to display the ColorLok logo.

Kokuyo hits the acquisition trail Leading Japanese office products and furniture group Kokuyo has announced two major transactions – one of them an international acquisition. The company – which operates as both a manufacturer and reseller – is to acquire a majority stake in Vietnam-based supplier Thien Long.

In a deal worth ¥27.6 billion ($170 million), Kokuyo plans to acquire 65% of the company. It aims to do this by purchasing the founding family’s TLAT investment entity (which controls around 47% of the business) and then launching a tender offer for the group’s publicly traded shares.

Founded in 1981 as a ballpoint pen manufacturer, Thien Long has become a leading player in Vietnam’s writing instruments sector as well as an exporter in the wider Association of Southeast Asian Nations (ASEAN) region. In 2024, it generated sales of around $140 million.

Kokuyo said the transaction ties in with its strategic plan to become “the leading stationery business in

NEWS

Sylvamo to become exclusive ColorLok paper producer

Asia by 2030”. Adding Thien Long will establish ASEAN as a fourth core market alongside Japan, China and India.

The TLAT transaction is expected to close in August 2026 – subject to regulatory approvals – with the launch of the tender offer planned for October.

Meanwhile, Kokuyo is taking steps to bring its Japanese sales network in-house. Currently, it goes to market via six regional companies in which it has a minority ownership. It intends to take 100% stakes in all of these for an aggregate purchase price of around $20 million. Kokuyo will absorb these entities into its own organisation to simplify and enhance its position in the Japanese market.

For a closer look at Kokuyo’s home market of Japan, see our Spotlight on page 38.

Strategic developments at Bruneau

Laurent Bellot

historical offering, complementing recent moves into the tools, materials handling and warehouse equipment segments.

Founded in 2009, OfficeEasy is based near Lille, in the north of France, and also has an office in Belgium. Bellot called the acquisition an “important milestone” in Bruneau’s diversification strategy, adding that the IT and communication product categories would be “key growth pillars”.

January/February 2026

Today, according to a ColorLok product finder, multiple manufacturers are producing the paper. As well as Sylvamo, these include Boise, Domtar, Mondi, Clairefontaine and Suzano.

However, Sylvamo has confirmed that, as of January 2027, its papers – brands and private labels – will exclusively carry the ColorLok certification and display the logo on all packaging.

Providing more background, a Sylvamo spokesperson told OPI: “HP owns the rights to ColorLok and has previously sublicensed the technology to manufacturers. In 2025, it decided to discontinue licensing this programme, except for papers produced by Sylvamo, positioning us as the sole producer.”

French business products reseller Bruneau began 2026 with a new CEO. Succeeding Nicolas Potier – who led the company for 15 years – is Laurent Bellot.

Bellot has a strong commercial and management background, having held senior roles at telecoms provider SFR and foodservice distributor Sysco. Most recently, he was Chairman at Paris-based energy solutions firm Weetec.

Potier has not severed ties with Bruneau; he is now serving as co-Chair of the supervisory board at its private equity owner, TowerBrook Capital Partners.

Shortly after Bellot’s appointment was announced, Bruneau confirmed the acquisition of OfficeEasy, a French market leader in communication solutions and IT equipment for businesses.

The reseller said the transaction was a “natural extension” of its

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NEWS

Uncertainty at Exertis There is growing concern in the UK business products channel about the future of wholesaler Exertis Supplies. In December, the wider Exertis UK business began a consultation process that could reportedly result in as much as 90% of the 1,200-strong workforce being made redundant.

Private equity firm Aurelius completed the acquisition of DCC Technology’s UK and Ireland Info Tech business in November of last year. It is no secret that Exertis’ UK division had been underperforming for an extended period of time prior to the transaction.

However, OPI understands that, while Aurelius had expected the UK arm to require improvements, a more detailed assessment post-completion revealed deeper challenges than initially anticipated.

The UK consultation is being conducted in line with statutory requirements which, under employment law, require employers to present an initial ‘base case’

scenario at the outset of the process.

Any figures regarding potential headcount outcomes should therefore be treated as speculative.

What Aurelius has said publicly is that the current base case is for Exertis UK to continue operating as a smaller, more specialised distributor. The precise focus of that specialisation has not yet been defined and will depend on the outcome of the consultation process.

As this issue of OPI went to press, there were reports of a potential sale of Exertis Supplies. However, it is unlikely any specifics will be revealed until the consultation has run its course. The initial 45-day period closes at the end of January.

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Technology acquisition for ACCO

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ACCO Brands has acquired the EPOS business of Denmark-based Demant in a deal worth up to €10 million ($11.7 million). The transaction is set to close shortly, dependent on the usual closing requirements. ACCO will pay an initial sum of €7 million, with an additional €3 million contingent on EPOS achieving certain financial targets – all funded from existing cash resources.

Demant first announced plans to sell EPOS – which will slot into ACCO’s Kensington technology portfolio – in early 2024 as part of its strategy to focus on the hearing healthcare sector. Mainly known for its headsets, EPOS also sells speakerphones and other professional audio and video hardware and software.

It exited the gaming segment at the end of 2024 following a restructuring process that saw the business return to profitability after several loss-making years. Revenue in 2023 was around €110 million (which included gaming), but the latest figure given by ACCO was approximately €70 million.

“EPOS complements and expands our global computer accessories portfolio into the attractive premium enterprise headset category, which is estimated to be worth $1.7 billion,” stated ACCO CEO Tom Tedford.

Providing more information about the benefits of combining EPOS and Kensington, ACCO said it was targeting operational efficiencies, improved sales productivity and “significant synergies” – expected to amount to $10-$15 million over the next two years.

Vendor co-op in Europe

Manufacturers Staedtler and COLOP have agreed a distribution tie-up for parts of Europe. Effective 1 January 2026, Staedtler Benelux is responsible for distributing the entire COLOP arts and crafts range in Belgium, the Netherlands and Luxembourg.

The goal is to make the availability of complementary creative products more efficient and effective for resellers and consumers by having a single distributor.

Mason makes DC metro move

WB Mason has considerably strengthened its position in and around the nation’s capital. It has been confirmed that the US mega dealer has acquired highly respected local dealer Miller’s Supplies at Work, headquartered in Lorton, Virginia.

Miller’s was founded in 1971 by Patricia (Pat) Miller. Today, it serves the Virginia, West Virginia, Maryland and Washington (DC) markets, with annual sales estimated to be around $30 million.

While Mason does have some locations in the area, it will now gain more facilities, including Miller’s large distribution centre in Lorton. The acquired business is also a strong, local player in the public sector space and has been enjoying some success in the workspace outfitting segment. That said, its status as a small business – an important criterion for the federal government – would appear to be in doubt as part of the Massachusetts-based dealer.

Mason, of course, is no stranger to acquisitions, but these have recently tended to involve smaller resellers and/or the jan/san category. Time will tell whether the latest deal represents something of a strategic shift towards targeting larger, direct competitors or if this was a one-off, opportunistic move.

ON THE MOVE Raab joins Harbinger US business products veteran Andrew Raab has joined manufacturer rep group Harbinger National as Director of National Accounts. Raab – who previously spent more than 20 years at Essendant – will focus on MRO, industrial and hardware customers.

NEWS

ACCO makes regional appointments

Schwabe makes Hospeco move Another former Essendant exec, Steve Schwabe, has joined jan/san and safety products supplier Hospeco Brands as VP of Category Management. Schwabe’s career includes over 30 years at reseller Grainger.

Christoph Ollig

ACCO Brands has named the successor to Ard-Jen Spijkervet as Regional VP Central Europe.

Taking on the role – as well as that of Managing Director of the Leitz ACCO Brands business in Germany – is Christoph Ollig.

Ollig has been with the vendor since 2013 and was most recently Commercial Director of the German unit. His appointment came into effect on 1 January, when Spijkervet succeeded Cezary Monko as President of the International division.

Meanwhile, ACCO also announced that Alex Bonarius has assumed the role of Sales Director, UK & Ireland Office Products and Derwent International. Bonarius – the Young Professional of the Year winner at the 2025 European Office Products Awards – previously held senior sales roles at Rapesco Office Products and Pukka Pads.

He succeeded Tom Lewington, who left the vendor after eight years to become Managing Director of commercial refrigeration equipment supplier Tefcold UK. Alex Bonarius

Lloyd leaves CEP Alun Lloyd has been hired by UK-based ExaClair as Key Account Manager. Lloyd – who lives in France – is a familiar face on the European OP circuit, having spent 17 years at CEP Office Solutions.

Senior change at CTS Wholesale Industry veteran Mark Allan has been promoted to Head of Sales and Marketing at UK OP and print supplies distributor CTS Wholesale. He first joined the company in September 2024 following a career of more than 30 years that spanned the wholesale, vendor and dealer channels.

Wright returns to Pukka Pads Garry Wright – most recently Sales Director at CTS Wholesale – has rejoined Pukka Pads as B2B Sales Director for the UK and Ireland. Wright worked at Pukka Pads between 2007 and 2015, leaving to join ExaClair.

Katun names new EMEA chief Katun has appointed Cinzia Gandini (pictured) as General Manager of its EMEA operations. Gandini – whose 30 years of business experience includes leadership roles in sales and marketing at 3M and Imation – joined the print sector company as Marketing Director in 2018.

Former General Manager Heidi Boller has moved to the position of Strategic Advisor for EMEA Leadership Transition and Development.

Kyocera UK appoints new MD Kyocera Document Solutions UK – which includes the Annodata and MCL brands – has named Andrew Smith (pictured) as its new Managing Director. Smith – who started at Annodata in 2013 – will be supported by company veteran Youji Dourra, who has taken on the newly created role of Business Transformation Director.

January/February 2026

Tetu leading combined Valsoft units Kevin Tetu, who joined print device management company MPS Monitor in 2025, has been given an expanded role by parent company Valsoft.

The FMAudit founder and former ECI exec has been promoted to President of Valsoft’s Managed Print division, where he will oversee the unified North American operations of MPS Monitor and Nexera.

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NEWS

IN BRIEF

[The hybrid] shift is driving demand for elegant, multifunctional furniture [adding] functionality without sacrificing aesthetics Bo Hellberg, CMO, String Furniture

74%

Percentage of UK CEOs saying full office return is not a priority

A$20,000

Amount raised by the Australian Office Products Charitable Fund at its annual Christmas lunch in Sydney.

52%

Percentage of Canadi an business leaders who say prod uctivity is often discussed bu t not meaningfully acted up on

Amazon surges to second spot in Belgium

Amazon has overtaken Coolblue to become the second-largest online retailer in Belgium, behind bol.com.

Rob Vale turns novelist

Former industry stalwart Rob Vale has made a move into publishing with the release of his debut novel, Husband, Wife, Strangers. Writing under the name of ‘Robbie Vale’, the book is an “emotionally gripping suspense novel”.

ECI acquires in manufacturing vertical

ECI Software Solutions has acquired Amper Technologies, a US provider of manufacturing analytics and machine monitoring software, thereby further expanding its industrial portfolio.

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PICTURE OF THE MONTH

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Karaoke send-off for Bruneau CEO Outgoing Bruneau CEO Nicolas Potier, who stepped down at the end of 2025, celebrated his 15 years at the helm with a karaoke performance of (I Can’t Get No) Satisfaction by The Rolling Stones. He shared the stage with his successor, Laurent Bellot.

GREEN THINKING

Analysis: Out of focus

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Business momentum advanced during COP30 in Belém, but progress remains patchy

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The latest UN Climate Change Conference of the Parties – COP30, held from10-21 November 2025 in Belém, Brazil – was positioned as an opportunity for policymakers to move beyond negotiating and focus on delivering change.

Following decisions at previous summits about the Global Stocktake (a ‘report card’ on goals set under the Paris Agreement) and climate finance, expectations were high.

However, it would be fair to say that COP30 ultimately fell short.

While more than 80 countries representing over 33% of global fossil fuel imports backed a roadmap on transitioning away from oil, gas and coal, the proposal didn’t make it into the final negotiated text.

In response, Brazil committed to developing proposals on fossil fuels and deforestation ahead of COP31.

Overall, many viewed COP30 as a missed opportunity. Policymakers struggled to turn momentum into clear delivery pathways and to embed nature within the global climate framework.

That said, private sector participation in Belém was strong, with the business community pledging to invest in clean energy, restore ecosystems and strengthen supply chains. In consensus

with official representatives from many countries – with the notable absence of the US government – the message was consistent: climate action remains a priority regardless of political uncertainty.

ROAD TO COP31 Steps to bridge the implementation gap included the proposed Global Implementation Accelerator, designed to unite governments, investors, regional leaders and businesses through a shared delivery process, and supported by clearer metrics and accountability.

Energy and infrastructure also featured prominently throughout the summit, reflecting heightened global power demand driven by electrification and AI. COP30 saw renewed focus on grid modernisation, storage and clean energy deployment, alongside pledges such as the Belém 4x initiative to quadruple sustainable fuel production by 2035.

In addition, the Utilities for Net Zero Alliance shared plans to increase investments in energy infrastructure to $148 billion annually, up from $117 billion.

Although AI is responsible for significant resource demand, it is set to become a core component of the climate strategies of organisations.

COP30 saw the formal launch of the AI Climate Institute, which will help countries across the Global South design and implement their own AI-driven climate solutions.

Climate finance remained a core challenge. While the parties launched the Baku to Belém roadmap to mobilise $1.3 trillion for developing countries by 2035, private capital currently accounts for just 22% of climate finance and this sector is likely to feel pressure to contribute more.

Furthermore, several countries introduced the Shared Principles for Growing High-Integrity Use of Carbon Credits via the Coalition to Grow Carbon Markets to highlight how businesses can use carbon credits to unlock capital and support progress towards climate goals.

Looking ahead to COP31, Belém made it clear that global cooperation is essential, but real progress hinges on practical implementation.

EcoVadis ratings now visible on Amazon Business

Epson Europe has published its FY24/25 ESG and Sustainability Report, outlining progress towards its net zero ambitions, including formal validation of its GHG reduction targets by the Science Based Targets initiative. The company has committed to reducing Scope 1, 2 and 3 emissions by 90% and achieving net zero emissions by 2050. In FY24, Epson also earned a Platinum rating from EcoVadis, placing it in the top 1% of all companies assessed.

Epson continues to work with Maersk through its ECO Delivery Ocean programme, with the aim of increasing its use of low-carbon fuels. It has also expanded its Asia Direct delivery model, whereby it ships products directly from manufacturing sites in Asia to customers, contributing to lower transport-related emissions.

Boris Manev, CSR Director at Epson Europe, said: “By embracing circular manufacturing, pioneering water-saving printing technologies and transforming supply chain decarbonisation, Epson is actively shaping a future where business growth and environmental stewardship go hand in hand.”

EcoVadis has announced a new integration with Amazon Business which allows sellers to display their validated sustainability performance directly on their Amazon Business profiles.

The feature enables sellers that have completed an EcoVadis assessment and achieved Bronze, Silver, Gold or Platinum status – or earned a Committed Badge – to showcase their achievement.

Amazon Business customers can also filter search results to prioritise sellers with independently verified sustainability credentials.

This move responds to growing regulatory and stakeholder pressure on organisations to demonstrate supply chain due diligence and meet stringent environmental and social reporting requirements.

Building on a partnership between the two organisations which dates back to 2018, the development includes the use of ratings and risk-mapping tools to support Amazon’s sustainable procurement strategy and broader climate goals.

The feature is available across EU Amazon Business marketplaces – including the UK, France, Germany, Italy and Spain – for sellers with an EcoVadis Premium, Select or Corporate subscription.

Environmental award for Kimberly-Clark Professional

Pritt revamps packaging

Henkel’s Pritt brand has unveiled new packaging across its core range, with the changes designed to improve shelf visibility, increase recyclability and reduce the use of plastic.

The new packaging is made from FSC-certified materials, while printing on the reverse side of the pack has been limited to black and white to help further reduce its overall environmental impact.

The company adds that the current generation of Pritt sticks features 97% natural ingredients – including water – and uses up to 65% recycled plastic in the stick.

Beginning early this year, the new Pritt packaging will be available across Europe.

January/February 2026

Kimberly-Clark Professional has been recognised as a National Champion at the 2025 Green Apple Environment Awards.

The organisation received the accolade in the Environmental Improvement or Sustainable Development category for its dispenser installation and recycling initiative.

The service focuses on the collection and recycling of old or used washroom dispensers during new installations, regardless of brand or manufacturer. According to the company, the programme recycled 70,736 dispensers in 2024, with a further 40,228 recycled the following year.

GREEN THINKING NEWS

Epson strengthens sustainability strategy

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BIG INTERVIEW

From little ACORNS…

As a big celebration year gets underway, Lyreco intensifies its focus in three core areas: omnichannel, category management and sustainability

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ver the past three decades, Greg Liénard has worn many hats at Lyreco. His journey has taken him across several continents, with long stints in Canada and Asia, as he helped to put the company on the map in new markets.

For the last six years or so, he’s been at the helm of the mothership, guiding Lyreco through some of the most volatile times in recent memory. Challenges have included a global pandemic, economic and political turbulence, a shifting competitive landscape and, of course, the relentless march towards digital transformation.

Family-owned and privately held since day one, Lyreco has always charted its own course, free from the pressure of quarterly results and thanks to close relationships between the executive teams and other shareholders. This structure has helped it to become the world’s largest independent B2B business supplies reseller.

At the start of Lyreco’s momentous centenary year, Liénard sat down with OPI’s Heike Dieckmann to discuss the upcoming months of celebrations and the strategic priorities that will ensure the reseller will be able to continue to deliver ‘great working days’ for its customers into the future.

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OPI: It’s a big year for Lyreco. How are you going to mark the occasion?

Greg Liénard: We’re very excited to be celebrating a century of Lyreco’s pioneering spirit. It all started in 1926 with a small store in the city of Valenciennes in the north of France.

100 years on and there is a lot to feel proud of.

To celebrate our birthday, on the 26th of every month this year, we will have events for our employees, our suppliers and our customers. These will happen simultaneously wherever we are in the world. The events will create opportunities to celebrate this year in different ways, with lots of surprises in store.

But let’s keep some secrets for now – I don’t want to reveal too much just yet.

On our actual anniversary day – 26 May – we will have a very special celebration, blowing out the candles and marking this important milestone. It will include the release of a movie which pays tribute to the people who worked for Lyreco over the past 100 years. You will hear all about it, I’m sure.

OPI: Talking of milestones, no doubt there have been many. But if you had to name just a few, what would you highlight?

GL: Well, Lyreco is now being run by the fourth generation of the Gaspard family, so perhaps I can break it up into these generations.

The first generation – or, to be specific, Georges-Gaston Gaspard – basically opened a bookstore; from this store, he then slowly started to create a distribution model.

BIG INTERVIEW Greg Liénard I’d like to hear more about this strategy, It all started in 1926 with a small OPI: but can we talk first about the leadership Lyreco? You are obviously in charge as store in the city of Valenciennes atCEO; how present is Nathalie Gaspard, in the north of France whom you’ve just mentioned?

GL: Nathalie is actively involved and we talk very regularly. We meet every Monday and discuss a varied agenda.

We also have an advisory board and Nathalie is the President of that board. We get together every month to debate the strategic topics we’re working on and everything that requires advisory board approval as per the governance we’ve built.

OPI: Is Eric Bigeard on that board too?

GL: He is – for his vast experience and as someone who knows the business inside out. The board comprises five people: Nathalie, Eric, myself and an external advisor specialised in modern IT infrastructure and change management. We are also in the process of recruiting an expert to assist with what I would call our digital market attack.

OPI: Let’s go back to the strategy – what is it and how are you executing it?

January/February 2026

The next generation, under the leadership of his son, Étienne Gaspard, expanded the concept across France. Initially, this was done in a somewhat unstructured way, but by the end of that period, a full-on focus on the B2B distribution of office products had been established – albeit only in France.

Generation three, led by Étienne’s son Georges, made Lyreco international and highly efficient. This happened between 1980 and 2010 – the Eric Bigeard years. It’s also when Gaspard rebranded to Lyreco as the company name.

The fourth generation now – with Georges’ daughter Nathalie at the helm and me, for the past six years or so, executing the strategy – is cementing the future of Lyreco.

We are extending the range of products outside our usual boundaries and changing our go-to-market strategy to become a fully integrated omnichannel organisation.

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Greg Liénard BIG INTERVIEW www.opi.net

GL: One key word – omnichannel. We devised a strategic plan called GREAT26 five years ago which started off this process of change. We are ahead of the curve, well through the process and it’s working extremely well. One of the things we will also be doing in 2026 is to kick off a new five-year plan – this will take us to 2031.

However, let’s talk about the current plan, which comprises two big axis points.

The first is product and a dominant focus here is on PPE. The second axis involves comprehensively embracing the digital age.

While the overall aim is omnichannel, it was essential to revisit our online approach. The end result will be a Lyreco that can target markets comprehensively and differently.

Creating this type of hybrid model is incredibly complex, as it requires a complete change in outlook as well as execution.

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OPI: How so?

GL: From a digital point of view, an open website is key. Some operators in our space are online-only players, so open pricing is mandatory – they wouldn’t exist otherwise.

And it’s clearly working for them – think Böttcher or Lomax.

Having to put in a username and password to connect to Lyreco in order to see prices is no longer an option – neither for customer acquisition nor for retention.

Historically, our pricing policies and matrixes allowed us to maintain operational margins. But if we want to talk to every prospect, we have to adopt a different approach because full transparency is now the reality.

Omnichannel is not just a sales model. That would be too easy. It’s a complete shift in a company’s mindset It’s not just pricing – product content and relationships with suppliers also play a big role. Creating a true omnichannel experience is a big change from a tech stack and IT infrastructure point of view. It needs to factor in real-time interaction and communication between sales, marketing, customer service, warehouse and logistics teams.

Omnichannel is not just a sales model. That would be too easy. It’s a complete shift in a

OPI: It must be especially difficult doing this across all the markets you’re in?

GL: Definitely, but it also opens up a world full of opportunity. The beauty and the power of Lyreco is that it’s not just a few people centrally in HQ making the decisions. We go to each country and ask: “What do you think – how would you approach this?”

The UK and Sweden both were real pioneers in terms of their digital approach; other countries have learned from this and followed suit.

OPI: Can you give me a quick overview of your geographical footprint?

GL: We have 17 subsidiaries in 25 countries and a total of 10,000 staff altogether. We then have 13 partner networks in other regions – from all of North America, Brazil and Argentina in South America, to Australasia and parts of Europe and Asia.

OPI: And, going back to digital specifically, the idea is that all these 25 countries have open web shops?

GL: That’s the ultimate plan, but various countries are at different stages right now.

Some already have open pricing, others are still a bit hybrid and some are in the process of implementing new systems.

Fundraising with partners and suppliers for the ‘Lyreco for Education’ initiative

OPI: What are the front runners?

GL: When it comes to pricing and the capability to openly go to market, the UK, Sweden and Italy are ahead of the curve in Europe. The UK was, in fact, the first country to fully embrace the new e-commerce platform we have created and will be the first

to shift the main URL from the old to the new platform in 2026.

Sweden is still using a different IT system at this point, because we have not fully integrated, from an IT standpoint, the acquisition of Staples Solutions in the Nordics; but the country is very advanced from an adoption point of view.

In Asia, meanwhile, Thailand, for instance, has had an open price policy for a long time.

OPI: For a company of your size – I have anecdotally heard that you’re moving in the €3 billion ($3.5 billion) revenue ballpark now – this may seem an odd question: who is your ideal customer?

GL: Not odd and very easy to answer: a happy customer is our ideal customer. Our motto, as you know, is ‘A great working day.

Delivered.’ Every single organisation in the world needs the products that we sell – from pens, paper and shredders to PPE, cleaning materials, furniture and coffee or tea, and everything in between.

Our job is to ensure customers spend very little time and effort on finding, selecting and buying these products from us, but use them to help them do whatever they do – be that working in a hospital, law firm, industrial setting or restaurant.

Products need to be sustainable, priced properly, delivered on time, correctly and in full working order, and paid for in the easiest way possible. Every person we deal with should be saying: “I’m so glad I have Lyreco by my side.”

As for the revenue figure you mention, we are a privately held company, so I will neither confirm nor deny, if that’s ok with you.

BIG INTERVIEW Greg Liénard

company’s mindset. It is a huge deal and very difficult to achieve. But we are having a lot of fun embracing it and we love the challenge.

OPI: (Laughs) I expected as much.

Anecdotal it stays then, which would suggest a steady growth path from where you were a few years ago.

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Greg Liénard BIG INTERVIEW

GL: Both organic and non-organic growth have been good. What we are proudest of is that we have more and more happy customers. The rest is just a number.

OPI: There have been several acquisitions during your CEO tenure. What is your M&A strategy and outlook?

GL: Three key points of guidance are given to our M&A team. First, synergetic acquisitions in markets where we are already present and where operations could be combined to be more efficient.

The Staples Solutions acquisitions in the Nordics, Germany, Austria and Poland in 2021 were synergetic. So was the purchase of Premium Coffee – a distributor of Nespresso products in Denmark, Finland and Sweden – in 2023. We took the same approach with the recent deals with Shorrock Trichem and Zenith Hygiene in the UK last year.

Second, anything that allows us to be more relevant in the PPE environment. Groenendijk in the Netherlands is a good example of this.

This type of M&A gives us more knowledge and expertise.

Third, anything that gives us know-how of the digital world.

OPI: On that last point, the failed acquisition of Lomax immediately springs to mind. So, is there still a void to be filled in terms of buying an online expert?

GL: (Laughs) Any suggestions?

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OPI: Böttcher?

GL: What Böttcher and Lomax are doing is really impressive and I do have a lot of admiration for both of them. How they each tackle their particular share of the market – mainly SMEs – is highly inspiring. Lomax would have been the perfect match, but it wasn’t to be.

So yes, we are looking at other potential acquisitions in the digital arena, but it’s Plan B for now. We’re not waiting for it to occur to accelerate our journey in this channel; it’s happening regardless.

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OPI: What is your category management strategy – where are the priorities?

GL: We have three categories that we are managing in different ways. In what we call the traditional segment, we make sure we have the best offering and retain as much business as possible – or even grow it. We constantly work with our suppliers, review the range and evaluate any new options to ensure we can always put our best foot forward.

Then we have what we refer to as our ‘attack’ categories. Right now, there are

two main ones: hygiene and catering.

We are putting enormous effort into these segments and are seeing fantastic results and double-digit growth.

Packaging is another attack category, but growth is not quite as impressive, partly due to the structure of the market and the competitive landscape, but also because we put less attention on it from our side.

The third part of our category management is highly strategic in terms of market approach and skill sets. It’s a slightly different set-up because of the products in question: PPE. This segment requires a lot of energy, but the potential is vast. This is also where our M&A teams become involved to accelerate the acquisition of specific expertise.

OPI: On this last point, you’ve mentioned Groenendijk, which falls under the Intersafe umbrella – a somewhat standalone part

OPI: In terms of overall sales, is France still your biggest market?

GL: France and the UK are more or less the same now as a proportion of sales – about 30-35% combined. Sweden, Benelux and Germany are about 10% each. The remaining 30% or so are shared between the rest of Europe and Asia.

When you sell PPE and you mess up [...] it could be a question of life or death

OPI: It’s incredible to think you’ve been in that market for 30 years this year. As you say, it’s been a tough patch for many operators and not just those muscling in from another territory. The homegrown dealer groups, wholesalers, the likes of Kaut-Bullinger – once the largest independent dealer in the land – would all substantiate how tricky it’s been. Why do you think that is the case?

GL: There are just some markets where competitive pressures are incredibly high.

Overall, we like having organisations in front of us that are strong – and there are many of them, including Böttcher, Lomax, PBS Holding in its various guises, RAJA’s Mondoffice. They motivate and drive us.

OPI: How important are international contracts for you?

GL: They represent roughly 10% of sales.

OPI: The acquisition of the various Staples Solutions operations must have helped to move that percentage into the double digits.

GL: It did make our presence in some countries bigger and more attractive for international customers, yes. It’s still a growing part of Lyreco – but it’s not moving fast.

A lot of the available international contracts are in place already and we are working to derive the full potential from them. The main opportunity for accelerated growth will come from extending the range of products – mainly PPE – to these customers.

Another one would be to expand to countries where we currently don’t have a presence at all. However, this is not high up the agenda right now.

OPI: What’s the percentage of your business in Asia now? You bundled Asia in with the 30%+ earlier.

GL: Asia represents roughly 5% of the total turnover of the group. It’s fairly small, but growing at the same pace as Europe, so it’s keeping up with the sales percentage.

OPI: What’s your opinion on further geographic expansion? Is there anything on the horizon?

GL: Again, as with the international contracts, our focus right now is not on footprint

January/February 2026

OPI: How is the domestic market performing now? I heard 2025 was a tough year for many operators in France. Germany too.

GL: The end of 2024, beginning of 2025 was challenging, but we reversed the trend and have been back on a growth trajectory in France since last summer.

It’s the life cycle of any organisation – there are ups and downs. Sometimes you take your eye off the ball a bit because there are other priorities. As a leader, you have to decide when to give your full attention to a situation and smooth out any bumps. We did that and are completely back on track.

As for Germany, it’s always been a difficult market and I’m not just talking about Lyreco.

It’s a very specific set-up with many nuances.

Our German team is doing an excellent job – we have sizeable market share in the country, but there is plenty of scope for much more.

BIG INTERVIEW Greg Liénard

of Lyreco, I believe, even with a different geographical base. Why is the go-to-market strategy for PPE so different?

GL: When you sell office supplies or items such as coffee or toilet paper, it’s all about your excellence in operations. If you get it wrong, it’s bad and we hate it, but it’s not the end of the world.

If you ship the wrong pen, nobody is going to suffer massively because it’s the wrong brand or colour. When you sell PPE and you mess up the product selection or the way you’ve been advising customers, as dramatic as it sounds, it could be a question of life or death.

This category simply requires a different level of expertise – there is no room for error.

Completely aside from the reputational damage, we want every single employee of all of our customers to be safe. This is what our Safety Business Unit, known as SBU Intersafe, focuses on and is good at.

Intersafe is not a standalone part of Lyreco per se. But, following the acquisitions we made in the Netherlands – Intersafe and then Groenendijk – it is where our PPE experts are, and it therefore makes sense that SBU Intersafe is located in the country. All the countries we operate in are fully integrated within our HQ operations to guarantee the same level of service whatever the product category.

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Greg Liénard BIG INTERVIEW expansion, but on the other strategic missions I’ve mentioned: omnichannel, a deep dive into digital and really perfecting our category management, especially with PPE in mind.

OPI: I’d like to talk about sustainability, something you seem to constantly want to get better at and have won many awards for – including, in early 2025, a European Office Products Award for Sustainability Excellence. The most recent announcement I saw is your EcoVadis Platinum accreditation.

GL: I’m glad you mentioned that.

Sustainability dictates and influences every decision we take – from sourcing, product selection and supplier audits to logistics and our own infrastructure and operations.

And yes, the EcoVadis Platinum certification is fantastic. We’re now in the top 1% of companies globally. It inspires and motivates us to keep going and do even more.

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OPI: To put it a bit bluntly: do your customers care as much as you do?

GL: It depends on the market. In the Nordics, definitely. In tenders with big companies, it’s also typically a case of “If you don’t tick that box, don’t even bother”.

Some markets are not yet big on the detail, but overall the level of importance of sustainability is ramping up.

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OPI: You launched a B2B marketplace, Sustainable by Lyreco, in Italy in late 2022.

What happened to it?

GL: We closed it. It ended up not being the right thing to do for Lyreco.

OPI: Why didn’t it work?

GL: It was impacting the customer experience because we weren’t fully in control of what was sold on the platform and how. Payment, delivery, the quality of the delivery and of the products – all these types of things.

Our motto, as we’ve already discussed, is to deliver a great working day. We weren’t always doing that. In the minds of customers, Lyreco was still the company behind the service, but of course as a marketplace we weren’t. It’s in our DNA to always try new things, progress and innovate. It didn’t work on this occasion, so we moved on.

That said, we took a good look at the concept to see what we could do with it. What we now have is our ‘Dynamic Offer’ – it’s being rolled out right now. It’s a bit like a marketplace in that we add new products on a regular basis, delist those not working and overall expand our offering of services or products that we do not sell directly – partly because we don’t have the capabilities to do so – but we know our customers might be interested in.

Fresh food is a good example. We don’t stock perishables, but what we can do is establish strategic partnerships with fresh food delivery companies and work with them in order to make it happen. We control the customer experience and potentially even take over the delivery – this is what we are doing in Asia already.

There’s another concept – the ‘Extending Range’. We don’t list all the products from our vendor partners – we simply cannot do that.

Still, it’s possible that our customers may want some items we don’t have. So we’re creating visibility on our websites to enable customers to

OPI: We’ve talked about various things so far. What keeps you awake at night most?

GL: Predominantly the things I can’t control – the geopolitical environment we are in, for example. There is a lot of uncertainty, which has an impact on our performance and on our people – dealing with that is a challenge.

Trite as this may sound, our people are our most valuable asset – making sure they are motivated is absolutely paramount.

OPI: On the topic of service, you have done some things around subscription models, with coffee and MPS, for example. How important is this for you?

GL: The subscription model is limited right now and mostly revolves around big expenditure items such as coffee machines, where customers prefer renting to buying.

Most of our sales are still highly transactional and the service component – delivery, for instance – is simply built into the price.

OPI: Speaking of employees, when I attended your inaugural Future of Work event in Brussels last year, I was very impressed with the Lyreco Pioneers programme and the engagement this is generating. This passion should bode well for the future as you enter another century.

GL: Absolutely. I’ve mentioned this throughout our chat: the attention to the customer, the desire to delight that customer and deliver this great working day. It’s all down to the fantastic Lyreco teams all around the world.

You’ve just used the word ‘passion’. That is exactly what it is and has been for a long time.

I inherited this culture from my predecessors and it’s a responsibility I take very seriously.

As you mentioned it, the next Future of Work get-together will take place on 18 June this year. This time, we will explore how AI – which we’ve just talked about – will transform the workplace. Come and join us!

OPI: How has your sales model evolved, given your omnichannel focus?

GL: As you know, we have always been very salespeople orientated and still strongly believe in the model. However, we need to complement that concept and be smarter to include all customer touchpoints. It could mean reaching us by phone or via a chatbot, or simply through better marketing.

Just a salesperson alone isn’t going to work as customers want – and should get – answers whenever and however they want them.

OPI: AI springs to mind in this context.

There is a lot of dabbling going on right now in organisations. How big is AI for Lyreco?

GL: Not big enough, but we embrace it.

Product descriptions on our websites, for instance, are enriched by AI. We are also currently implementing a new CRM system for our customer service teams. This is being enhanced by AI and we’re confident it will become invaluable over time.

But you’re right – much of what’s being done is reactive. It’s definitely on our radar though.

BIG INTERVIEW Greg Liénard

buy these. We do not promise next-day delivery but are putting processes in place whereby we receive items within one or two days and can then deliver them to our customers.

It’s a great opportunity for our vendor partners and, once again, makes customers happy. In the past, we had to say, “Sorry, we don’t have this”, effectively sending them to the competition. Now we offer the service; it might just take a few days.

OPI: To wrap up, in addition to 100 years of Lyreco, 2026 marks 30 years of Greg Liénard at Lyreco – your entire professional career. What does it mean to you?

GL: Everything. When I became CEO, I was fully aware of what Lyreco was all about and it was a core reason why I relished the prospect of running the company: the respect for its people, its customers and the planet.

It’s all incredibly important to me. Among all the hard work, one thing I absolutely want to happen in this special anniversary year of ours is to have loads of fun – with our people, our customers and all our partners. There would be no Lyreco without any of them.

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stock OPI asked business products leaders from around the world for their thoughts on 2025 and their predictions for the year ahead

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bout 12 months ago, senior industry executives were cautiously optimistic about their prospects for 2025 (see Spotlight, OPI January/ February 2025, page 36). However, as OPI’s recent straw poll indicates, the year was still marked by ongoing challenges – both industry specific and from a macroeconomic and geopolitical perspective – and none of these show any signs of abating as we head into 2026.

Against this backdrop, the responses we received point to an industry that is preparing for a prolonged period of pressure. Cautious customers, margin compression and limited appetite for risk are commonplace – even where demand has proven more resilient than previously expected.

While many businesses have learned to operate within today’s constraints, few expect a meaningful rebound in core office products demand. Hybrid working patterns, digital substitution and ongoing cost pressures continue to weigh on traditional categories, forcing companies to look beyond incremental recovery and towards more fundamental change.

As consolidation continues, executives anticipate fewer players, sharper competition and a widening gap in 2026 between those with scale, capital and digital capability – and those without.

On a positive note, leaders point to more diversification, deeper investment in e-commerce and logistics, and a disciplined approach to cost control to mitigate structural declines.

LÁSZLÓ FEHÉR, CEO, CORWELL GROUP 2025 was largely shaped by the weak performance of the Hungarian economy. Inflation remained high – approximately 4.5% year on year – the central bank base rate was elevated (6.5%) and adverse economic effects persisted throughout the year.

In this environment, end users increasingly shifted towards lower-priced products, leading to substantial price decreases across all categories. A clear trend away from branded products towards no-name alternatives at more competitive price levels was also evident.

Maintaining 2024 revenues was challenging. 2025 was even worse from a profitability perspective, with significant declines expected for all players operating in the open market. That said, it was different for suppliers focused on the public sector, but this is something that isn’t relevant for Corwell.

In my view, it is only a matter of time before we see further major market consolidation. The key questions are: who will move first and with what strategic intent? Among the players with a regional – meaning Central and Eastern European – perspective, PBS Holding is the largest, although its precise intentions remain unclear.

Online channels are clearly strengthening and a critical topic will be which operators can best combine traditional B2B distribution with strong digital capabilities and technology. There is currently no outstanding example of this in our market, but I believe disruptive developments are likely. Initiatives could emerge from various directions, including players such as Alza, Allegro and Böttcher.

January/February 2026

ANDREW GALE, CEO, EVO The headline for 2025 was our MBO, which took up a lot of CEO time. For 2026, I’m expecting a big year as we celebrate our 240th anniversary.

We will continue to diversify – facilities supplies remain a key growth area – while still offering a comprehensive traditional range. We see opportunities in technology, paper, furniture and workwear. As well as selling more branded products, we will also further develop our own brands.

From a sales channel perspective, we expect to see significant revenue growth in our E-Trading division and will start selling on several European marketplaces. We will look to execute on acquisition opportunities – big and small – as they arise.

We do not expect any change in working patterns – working from home is unfortunately here to stay. AI technologies will also ultimately impact demand. As a result, we will all have to do it the hard way: sell more, pass inflation through in pricing and control our costs.

CHRISTIAN LANGVAD, VP OF OPERATIONS, SCHÄFER SHOP From a general business perspective, 2025 was another year of significant challenges, particularly within the EU’s largest economy, Germany. According to think tank ifo Institute, it was the fourth consecutive year of economic stagnation/slowdown.

For 2026, we do not anticipate any significant changes in the near-term outlook – especially not for the German economy. There is no clear evidence to suggest an imminent recovery, as the adaptation to profound structural change through innovation and new business models remains both gradual and costly.

We are cautiously hoping for a degree of stabilisation in the second half of 2026, but this is still uncertain and will depend on a complex set of interdependent factors.

The current focus for the vast majority of enterprises – and therefore the customers of the business supplies industry – is on gaining operational efficiencies and reducing costs.

Consequently, helping them to meet these demands should be a priority for our sector.

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EUROPE

KENNETH BORUP, CEO, LOMAX The office products market in Denmark has proven resilient, with demand holding up better than many expected. Customer activity remains stable and purchasing patterns were consistent throughout 2025. We see ongoing opportunities for companies that are able to adapt, expand their assortments and operate efficiently.

The key challenge for 2026 will be prioritisation – deciding which initiatives we can realistically implement in terms of assortment development and commercial execution. This is an obstacle many players in the industry face as complexity increases.

Logistics will be a major focus area this year, both for Lomax and, I believe, for operators across the entire sector. We are allocating significant resources to strengthening our capabilities in this regard to support growth, scalability and service reliability in an increasingly demanding e-commerce environment.

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THOMAS GILLESBERGER, MANAGING DIRECTOR, FORMATWERK 2025 was characterised by a tense economic situation. Consumer restraint was clearly felt in the office segment as strong cost pressures continued to accelerate digitalisation, resulting in declining revenue volumes of many paper-based products.

In the education vertical, meanwhile, we are seeing a more stable development. However, purchasing behaviour is changing noticeably and there are pronounced shifts between sales channels.

Many market participants have responded to falling demand by expanding their product ranges. We remain bullish and are convinced there will still be a need for high-quality paper products in the future – especially in schools, the creative segment and wherever hands-on, tactile work is valued.

Broadly speaking, sustainability is a major focus area, currently and in the future. Even though regulatory requirements are currently being relaxed somewhat, demand for recycled products with verified quality control is undiminished. This topic has gained importance among both end customers and resellers, thereby offering genuine market opportunities across different price and quality segments.

JAN VAN BELLEGHEM, MANAGING DIRECTOR, INTERACTION For most operators in our industry, 2025 was a reality check: declining sales of traditional product categories became so meaningful that both top and bottom lines were affected.

The economic climate in Europe didn’t incentivise many to invest, with companies largely taking a wait-and-see approach.

Governments are on a tighter budget and are spending less.

Traditional retail is struggling against the growing importance of e-commerce. Wholesalers have no option but to be active on various online platforms and marketplaces to reach the end user.

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It will be survival of the fittest, with fewer companies and fewer people working in our industry

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We saw a string of bankruptcies and acquisitions in 2025 and I predict this trend will accelerate in 2026. In other words, it will be survival of the fittest, with fewer companies and fewer people working in our industry.

The market will be dominated by A brands and distributors’ house brands, pushing out the B-tier ranges. Every distributor will want to compensate for declining sales in traditional OP with adjacent categories. This could lead to further margin erosion as those operators that have historically been selling these adjacent products will not want to lose share.

DAVID HARMAN, GROUP MERCHANDISING DIRECTOR, LYRECO 2025 was indeed a challenging year for the industry as we saw subtle declines within some of our core, traditional categories, driven by the megatrends we observe primarily around hybrid working.

At Lyreco, we have offset this via our continued ambition to expand, differentiate and accelerate our offering, not only organically but also via M&A activity, gaining market share in our ‘attack’ categories, which include hygiene, catering and PPE in particular.

We aim to grow into a true ‘North Star’ voice for our sector as we look to shape the future of work We are addressing the challenging macroeconomic backdrop in Europe by investing in step-changing our own brand portfolio in terms of price positioning, range breadth and our promises around both quality and sustainability.

2026 will be an incredibly exciting year for Lyreco as we mark our centenary – something we plan to celebrate with the industry, supplier partners and colleagues globally.

Outside of the core competences, we aim to grow into a true ‘North Star’ voice for our sector as we look to shape the ‘Future of Work’, grouping stakeholders together from around the world to discuss and share the long-term direction of our industry and the positions we all need to relentlessly evolve from.

Read more about Lyreco, its 100th anniversary and strategic plans going forward in our Big Interview on page 16.

BRIAN BOWERFIND, PRESIDENT, GLOBAL OFFICE PRODUCTS, CONTRACT FURNITURE AND LBM DIVISIONS, ECI SOFTWARE SOLUTIONS 2025 was a year defined by uneven demand and ongoing transformation across the IDC. While we’re starting to see some macroeconomic trends stabilise, independent dealers are still facing margin pressure, higher cost of capital and the continued fallout of hybrid work – not to mention the shift in the go-to-market strategy of a major wholesaler.

I spend a lot of time speaking with customers. The consistent view in 2025 was that traditional OP categories continue to shift online, with national competitors putting pressure on firms not willing to diversify into growth categories such as jan/san, MRO, furniture and technology.

The independents performing well were those that strengthened their digital capabilities, diversified their category mix and put capital to work with roll-up acquisitions.

2025 was a year defined by uneven demand and ongoing transformation

As I look ahead to 2026, I expect to see further consolidation and a widening gap between well-capitalised, technology-forward dealers and those that have no focus in these areas. Operators that embrace flexible, AI-enabled e-commerce and focus on expanding their SKU count into growth categories, all wrapped around transformational customer service, will do well.

GREG WELCHANS, PRESIDENT, DISTRIBUTION MANAGEMENT The print and imaging sector is expected to enter 2026 with a continued softness in overall demand, reflecting broader industry maturation and shifting customer behaviours. As market pressures increase, further consolidation among both manufacturers and resellers is anticipated. Scale, efficiency and the ability to diversify will become defining characteristics of the industry’s strongest competitors.

Manufacturers will need to accelerate innovation, exploring new technologies and business models to differentiate themselves. On the reseller side, sustained growth will depend on the ability to expand beyond traditional print categories. For example, those that strategically move into barcoding and data-capture technologies as well as the large-format print segment will find meaningful opportunity.

WALTER JOHNSEN, CEO, ACME UNITED We have seen consistent declines in traditional office products for at least the past five years – and the pace seems to be accelerating. It does not take long for a consistent 8-10% decline to force restructuring.

There are notable examples of this with the major OP manufacturers, superstores and distributors in the US and Europe. We can expect more shrinkage and greater consolidation in 2026, perhaps even at a faster rate.

Some organisations in our industry have taken major new strategic directions, with varying degrees of success. One superstore purchased a computer services company – it failed, but at least it tried. A leading office supplies manufacturer purchased a gaming controller company; it was an important acquisition, but does not seem to have pulled the company forward as yet. A large pencil company in Europe shifted to colour pencils and the craft market – apparently successfully. At Acme, we focused on first aid and safety products. Today, that line is nearly 70% of revenues and growing.

Bankruptcy often happens a little at a time and then all at once. Our industry needs to pivot – and fast.

January/February 2026

DAVID GUERNSEY, EXECUTIVE CHAIRMAN, GUERNSEY Our core market of the Washington DC Metro area showed a pretty good first eight months of 2025, but then the federal government shut down in September and October. While Guernsey doesn’t do a lot of business with the government directly, a lot of our customers do – meaning business was down significantly during the shutdown.

For 2026, we see – at best – low single-digit growth. This dim outlook stems from the continued efforts by the current administration to downsize the federal government. Trump has been slowed a bit by lawsuits to prevent and roll back staff and agency closings, but thus far, he has prevailed.

More terminations, agency closings and more movement of certain agencies outside the Washington DC area are expected. 2026 is unlikely to be a year of growth.

FOCUS 2026 Predictions

UNITED STATES

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2026 Predictions FOCUS www.opi.net 28

AUSTRALIA

SOUTH AFRICA

BELINDA LYONE, CO-CEO, COS Market conditions in Australia were soft in 2025 as economic pressures saw customers focus on costs, trim workforces and find their balance with offering hybrid working.

Business was again challenging from an overall profitability perspective: costs continued to rise and customers pushed back on price increases. Combined with a strong competitive environment, dealers have been suffering a margin squeeze in between.

We remain confident in the value our industry adds. Facilities will continue to be serviced to a high standard, resulting in great opportunities for washroom and kitchen categories. Technology will again play a fundamental role in terms of maximising employee productivity; this includes the optimal set-up for online meetings, which gives a continued runway for tech, audiovisual products and related accessories.

We will continue to see consolidation across both smaller dealers that have no succession plans in place and suppliers whose category offering or reach is too narrow.

CRAIG NOYLE, MANAGING DIRECTOR, INOVOCOM Following a turbulent 2025, the South African OP industry continues to grapple with formidable challenges as it enters 2026. Many global markets are facing similar pressures, but South Africa’s business supplies sector is facing a unique blend of structural economic hurdles and policy-driven setbacks that are amplifying its difficulties.

Unemployment remains alarmingly high at 31.9%, with youth unemployment at a staggering 58.8%. As another cohort of school leavers and graduates enters the job market, the pressure on employment and consumer spending intensifies.

2025 saw a dramatic surge in imports – particularly from Asia – flooding the local market with low-cost alternatives. This influx has placed immense strain on traditional brands and long-standing distribution models.

ADAM JOY, CEO, OFFICE NATIONAL The stakes going into 2026 are higher than ever. The challenging trading environment will continue across the industry and impact most of our members and suppliers. Operators that hesitate to embrace change risk irrelevance, while those acting decisively and strategically will not only survive, but thrive. As the industry transforms, the question isn’t whether you can keep up – it’s whether you’re ready to lead.

Predicting the future always involves a bit of educated guesswork, but one thing is certain: every major trend on the horizon is linked to and depends on great product data.

AI, if used, can’t recommend the right product if the underlying information is incomplete. Digital product passports can’t deliver transparency if product data is scattered across systems. Social commerce doesn’t work if your product descriptions, visuals and attributes aren’t optimised for each channel. In a nutshell, hybrid experiences crumble without a unified, accurate source of truth about your entire offering.

In 2026, success will belong to the brands that build a solid data foundation first. Reliable, enriched and structured product information is what turns innovation into impact.

The outlook for 2026 remains challenging but not insurmountable Dealers that have invested in online operations are seeing good growth – particularly in seasonal segments such as BTS, where convenience is driving consumer behaviour. However, many remain hesitant or under-resourced to make the digital leap. This could prove costly.

Consolidation across the supply chain appears inevitable. Traditional suppliers may need to streamline operations and reduce overheads to remain viable. Globally, dealer group consolidation is already underway, and South Africa is likely to follow suit.

The outlook for 2026 remains challenging but not insurmountable. The industry’s resilience will depend on its ability to adapt – whether through digital transformation, strategic consolidation or innovative service models.

CATEGORY UPDATE

HOLDING

the line

The global paper category is stabilising around performance, supply resilience and hybrid working – by Kate Davies

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or the past decade, the paper sector has been framed as one in decline.

Digital workflows, sustainability targets and changing workplace behaviours have steadily reduced demand for traditional print and, therefore, the tools behind it. While the situation is by no means uniform across the world, overall, paper demand is no longer in freefall. Instead, it’s recalibrating.

In Australia, for example, the paper market reached 2.6 million tonnes in 2025, slightly down from 2.8 million tonnes in 2023, with A4 copy paper still the dominant format in the corporate, government and education sectors. Adam Joy, CEO of dealer group Office National, also highlights slow but steady growth in hygiene and packaging products as a key driver for the market.

In Europe, meanwhile, conditions are more challenging. Lauriane Malaval, Category Manager at Bureau Vallée, says the French reprographic paper market is shrinking in both value and volume. However, falling sourcing and selling prices since early 2025 have limited the decline. “As long as pulp costs remain stable, we anticipate current trends will persist – a shrinking market defined by strong pricing pressures and increased customer arbitrage,” she adds.

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POSITIVE FUTURE There are encouraging pockets of growth.

Published in September 2025, the fourth edition of Quocirca’s Future of Work Study shows that, as businesses mature digitally and adopt AI, they are maintaining investments in print infrastructure to support hybrid working models.

As CEO Louella Fernandes explains: “We’re seeing print volumes reach equilibrium as the shape of the paper-light office becomes clearer. Organisations are actively seeking secure, accessible solutions to support the ongoing demand for print.”

Quocirca’s study reveals that only 18% of companies are fully paperless, while 47% plan to ramp up investments to modernise their print infrastructure.

Against this backdrop, pricing has proved more resilient than anticipated. Alex Ismail, CEO of US-based Liberty Paper, reports that recent tariffs and trade disruptions failed to trigger sharp cost rises, largely because the category entered the period with unusually strong buffers. “There was a lot of inventory before new rates were imposed,” he explains.

I don’t expect pricing to remain where it is for very long Importantly too, mill closures have not caused widespread shortages, as excess global uncoated freesheet paper capacity has allowed imports to step in quickly if domestic supply tightens. This combination of factors has helped keep pricing stable, but Ismail cautions that the current environment is temporary. “I don’t expect pricing to remain where it is for very long into 2026,” he says, predicting an increase by the end of Q1 as inventories normalise and underlying costs gradually reassert themselves.

Regional dynamics illustrate how this is playing out in practice. Joy notes that the closure of Australia’s last paper mill in 2023

SHIFTING CAPACITY As manufacturers reassess where their capital can deliver the strongest returns, paper capacity is moving away from low-margin commodity grades towards higher-growth applications. Ismail expects this to accelerate as mills increasingly shift production to packaging and hygiene-related papers.

“There’s going to be a tightening of commodity paper grades from domestic sources. Every now and then you can expect spot shortages and longer lead times, although a range of alternatives for resellers should remain available,” he suggests.

Marcin Pichur, Regional VP of Sales at DocuWare, also highlights an ongoing reliance by suppliers on packaging and labelling products.

Additionally, rather than completely replacing paper, technology can actually augment its use. Intelligent document processing (IDP), for instance, is helping organisations to connect physical documents to structured, data-driven systems, improving accuracy, auditability and transparency across complex supply chains.

True compliance and sustainability come from integrating physical and digital workflows Digitalisation undoubtedly plays a role in lessening the environmental impact of the category, but Pichur cautions that this alone does not guarantee sustainability or compliance. Many organisations still depend on physical documentation and without converting those records into structured, auditable data, even advanced AI tools deliver limited value. “True compliance and sustainability come from integrating physical and digital workflows into a unified, intelligent ecosystem,” he explains.

AI INFLUENCE Overall, AI’s impact on demand in the paper sector remains low for now. According to Ismail, there has not yet been a significant move away from paper which is driven directly

by AI. While the available technologies will help organisations to operate more efficiently and reduce waste over time, he believes it is still too early to quantify their specific impact on paper volumes.

January/February 2026

GREEN CREDENTIALS Sustainability remains central to the paper category. Purchasing decisions follow a clear hierarchy in this context, says Ismail: FSC and PEFC certifications carry the greatest weight, while recycled content and alternative fibres play a secondary role.

From a reseller perspective, Bureau Vallée’s Malaval reveals that the company evaluates its suppliers on full life cycle impact as well as broader CSR commitments. He adds that preference is always given to short supply chains and domestic production. The expansion of its own brand recycled and remanufactured ranges also reflects Bureau Vallée’s need to balance environmental goals with commercial realities.

Regulatory momentum suggests scrutiny on sustainability performance will only intensify.

While COP30 delivered mixed outcomes, it reinforced the shift towards circular systems, standardised reporting and greater accountability. These developments align closely with the category’s existing strengths – particularly in Europe, where recycling rates for paper and paper-based packaging already exceed 75%.

CATEGORY UPDATE Paper

initially tightened supply, while anti-dumping tariffs helped stabilise pricing. Their removal reopened access to imports, improving availability but also allowing very low-cost, low-quality paper into the market.

Office National has responded by prioritising premium paper from established brands and its own private label products.

Ismail concurs that the right approach can effectively manage disruption. For instance, long-standing relationships with a global network of mill partners allow for rapid pivots when supply chains are disrupted, while holding 90-120 days of inventory provides a critical safety net in case of delays.

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Paper CATEGORY UPDATE

That said, AI is already having a measurable effect on the management of paper-based processes. Through IDP, technologies such as machine learning, natural language processing and advanced optimal character recognition enable documents to be read, classified and verified automatically. This not only speeds up processing but also reduces errors, improves traceability and allows companies to turn manual workflows into data-driven operations.

“Tasks that once required manual review now happen in seconds, improving accuracy and reducing operational risk,” explains DocuWare’s Pichur.

Office National’s Joy also notes that AI-powered content creation and aggregation, and personalisation tools are having an impact on traditional print channels as content moves online. This transition is reshaping the category, driving growth in print-on-demand, variable data printing and a heightened need for short-run, highly personalised and speciality paper applications.

Together, these trends suggest AI’s role is less about replacing paper and more about redefining how, when and why it is used.

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THE RESELLER PLAYBOOK The future – and success – of paper as part of resellers’ broad portfolios will depend on how well they structure their supplier relationships, anticipate disruption and build flexibility into their operations.

Ismail stresses the importance of supplier diversification, as opposed to opportunistic switching, noting: “There is nothing wrong with getting a quote from another supplier.

While customer loyalty is very much appreciated, it’s the supplier’s job to keep customers competitive and supply consistent.

Neither side should be complacent.”

Service is another differentiator. Pichur believes resellers that help customers

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integrate physical products with intelligent digital document management will be best positioned to lead, particularly as expectations around traceability and compliance increase.

Supplier strength and long-term commitment to the category are important too.

Domtar Channel Marketing Manager Stacey Couch argues that in an environment of global uncertainty, resellers need partners with the scale and stability to navigate challenges.

INNOVATIONS AHEAD As traditional paper volumes plateau, innovation efforts are being directed at improving performance, controlling costs and removing friction from operations – often in product adjacencies such as packaging.

There is nothing wrong with getting a quote from another supplier

Solutions such as Domtar’s ShieldWrap reflect this change in focus. Designed for shipping quantities via parcel service, ShieldWrap fully encases cartons to protect goods in transit, reducing damage, returns and associated costs while improving operational efficiency and customer satisfaction.

For Bureau Vallée, the key priorities are service and access. Malaval highlights the need to broaden its reprographic ranges to meet diverse professional requirements, maintain competitive pricing and improve delivery reliability. Investments in e-commerce platforms and digital purchasing tools further point to rising expectations of an omnichannel experience. Customers want to buy products wherever they happen to be – whether in front of their computer or in a store.

The paper category may no longer be the ‘growth engine’ of our industry, but strategically, it remains highly relevant. And it certainly benefits from targeted innovation, the implementation of smart service models and a keen eye on customer preferences and requirements.

ADVERTORIAL

Transformation

TRIANGLE

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lobal vendor ACCO Brands is focused on a multi-year transformation designed to modernise the business as it prepares for its next phase of growth.

According to CEO Tom Tedford (pictured above), the company has taken a deliberate approach to its evolution, consistent with a vision of pivoting its focus while respecting its leadership heritage in the business products industry. He notes that the priorities are to improve organic revenues, optimise costs, accretive and strategic acquisitions, and build capabilities which enable profitable growth.

“We are addressing the challenges in some of our product categories by evolving ACCO Brands through investments in our talent, product assortment, infrastructure and brands,” Tedford says. “We’re positioning ourselves for long-term profitable growth with an evolving portfolio, a lower cost base and category leadership supported by leading brands and a relentless customer service focus.”

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LEADERSHIP TRANSITIONS Leadership change has been a central part of this process. Over the past two years, ACCO Brands has completed a planned succession across its senior ranks.

In January 2026, Ard-Jen (AJ) Spijkervet officially started in his role of President, International, succeeding Cezary Monko. Prior to his appointment, he had successfully led the Central Region in EMEA and the repositioning of the Leitz brand. In the Americas segment, meanwhile, Jed Peters directs the North America business as President, while Rubens Passos heads up Latin America.

All three of the company’s top commercial roles have been filled by long-serving internal leaders, each with extensive experience and

expansive responsibilities, including sales, marketing, branding and product innovation.

This, adds Tedford, reflects a “disciplined approach” to succession planning, ensuring business continuity and leadership stability during a period of broad transformation.

In the International segment, Europe is the largest market, supported by key brands such as Leitz, Kensington, PowerA, nobo, Rapid and Rexel. Spijkervet will be hosting a customer summit in early 2026 to meet key trade partners, showcase new product innovation and demonstrate how the company can support their objectives.

PORTFOLIO AND BRAND EVOLUTION ACCO Brands’ strategy continues to pivot both an organic and inorganic focus on higher-growth categories, aided by acquisitions and product diversification.

The 2020 acquisition of PowerA, for instance, extended its reach into the gaming accessories category, facilitating key partnerships with Microsoft’s Xbox, Sony PlayStation and Nintendo.

The 2025 purchase of Buro added a new growth platform in workplace seating solutions, strengthening the vendor’s footprint in Australia and New Zealand and creating opportunities for expansion in other regions.

We’re positioning ourselves for long-term profitable growth Within its legacy portfolio, Leitz has grown to become Germany’s number one shredding brand in just three years, supported by shared R&D with the Rexel and GBC brands.

ACCO Brands is also focused on well-being, with targeted investments enhancing ergonomic solutions. It is further expanding the use of sustainable packaging and taking steps globally to reduce its environmental impact.

BRAND REFRESH Finally, in 2025, ACCO Brands refreshed its corporate identity with a simpler, more modern design. The update reflects its shift towards a stronger emphasis on solutions that improve the consumer experience.

Organised around the pillars of ‘work, learn, play’, the mission is to help people work more productively, learn more confidently and play with more enjoyment. Tedford explains that the company’s ongoing evolution is guided by a “transformation triangle” of innovation, infrastructure and leadership: “We’re building on strong foundations with an innovative mindset and a clear sense of purpose.”

D RY E T I A V S R IN IVE E R NN R A U TH A NE O Y 25 IN D HE OPA T E TO

JOIN US FOR AN UNMISSABLE EVENING WITH COLLEAGUES AND CUSTOMERS AS WE CELEBRATE 25 YEARS OF THE EUROPEAN OFFICE PRODUCTS AWARDS.

10.3.2026 HOTEL OKURA, AMSTERDAM

26 To book your tickets and find out more, please visit www.opi.net/EOPA2026 awards@opi.net

CATEGORY UPDATE

Mood SHIFTS

Challenges aside, writing instruments continue to play a core, albeit changing, role in today’s business supplies landscape

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ong viewed as a mature component of the business products market, the writing instruments sector continues to face structural pressures from digitisation, evolving work patterns and reduced prominence in procurement channels. Yet while volumes may be under strain, the category itself is far from static. Instead, it is repositioning itself, driven by changing consumer expectations and buying behaviours.

OPI canvassed opinion from a spectrum of vendors across the globe, all with a passion for writing instruments and a vested interest in keeping the category alive and kicking.

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CARINA SCHMID, PUBLIC RELATIONS, FAIRS & EVENTS, SCHNEIDER PEN Sustainability and circularity have become defining forces from our perspective. What was once a point of differentiation is now an expectation, with consumers increasingly demanding durable, refillable products that are manufactured responsibly. These requirements extend beyond materials to include energy-efficient production processes and transparent supply chains.

Digitalisation is not replacing handwriting but reshaping it. Hybrid working and learning environments have created new touchpoints for analogue tools, with many users consciously seeking to balance screen time with writing by hand to support focus and well-being. Lifestyle-driven trends such as journalling, creative writing and personal organisation also continue to gain traction across age groups.

These factors combined reinforce the relevance of high-quality, ergonomic writing instruments that complement digital workflows rather than compete with them.

CÉCILE POIROT-CROUVEZIER, EUROPEAN BRAND COMMUNICATION PROJECT MANAGER, PILOT PEN EUROPE For decades, writing instruments were seen as pure commodities: functional, interchangeable and easily forgotten once tucked away in a drawer. That perception has changed.

Consumers today select pens based not only on performance, but on how they align with their personal identity, mood and values.

Sustainability and style are no longer separate conversations Much like fashion accessories, writing tools are being curated to suit different moments, whether professional or casual. This shift has resulted in greater emphasis on design, colour and finish, while also reinforcing expectations around responsible production.

Indeed, sustainability and style are no longer separate conversations – they are both part of the purchasing decision.

Despite ongoing digitalisation, the emotional and cognitive benefits of handwriting continue to resonate. Journalling, note-taking and learning through writing remain central activities, particularly as consumers pursue more intentional analogue experiences within their daily routines.

ARIANN LANGSAM, VP OF MARKETING PILOT CORPORATION OF AMERICA One of the most influential trends shaping this product segment is the growing awareness of the connection between handwriting and well-being. In digitally saturated and often stressful environments, consumers are looking for simple, evidence-based ways to support mental and emotional health.

KEN NEWMAN, VP OF MARKETING, ZEBRA PEN We have observed two distinct consumer profiles for this category. The ‘essentialist’ views writing tools as functional products, focused on reliability and traditional ink colours.

The ‘enthusiast’, meanwhile, sees writing as a means of self-expression, organisation and mindfulness. This pen aficionado is constantly in search of something new, driving the growth of trends such as journalling, colour-coded planning, sketching and creative note-taking.

Product innovation for us revolves around these two consumer audiences. However, the real innovation – and differentiation – increasingly comes from how brands engage consumers and build relevance around real-world use cases.

There is no doubt the category is facing structural challenges: reduced emphasis at retail level, changes in wholesale distribution, tariff pressures and ongoing complexity within e-commerce all play a part. That said, despite these headwinds, writing remains an experiential category with enduring value. I don’t predict fantastic growth but I also don’t see catastrophic declines.

THE DEALER PERSPECTIVE Writing instruments is a meaningful category for Storey Kenworthy and will remain so; but the facts also speak for themselves, in terms of both volume and units sold.

Covering most of 2025 – January to November – an analysis of our key writing instruments manufacturers’ SKUs shows a decline of just over 12% on the top line, compared to the prior year. This is despite pricing increases Lincoln Dix, VP, related to tariffs, inflation and general Storey Kenworthy cost-of-goods-sold adjustments.

The SKU count from these vendors has also reduced for us, from 1,060 in 2024 to 1,026 in 2025 – a decrease of around 3%. In terms of unit sales, we sold 62,444 units in the first 11 months of 2024, compared to 58,822 units in the same period last year – down 5.8%.

All this points to steady declines and we’re witnessing this across the category: pens, pencils, highlighters, markers and so on.

In terms of trends, we’re not seeing anything in our location of the rural US Midwest which leads us to believe that writing instruments – as a whole category – will ever become more buoyant again. Even traditionally ‘analogue’ industries such as manufacturing, logistics and professional services are digitising more of their work and reducing their ‘ink on paper’ categories.

Education is the one vertical that seems to be holding steady, as learning environments still benefit from physically using writing tools in a variety of colours and specifications.

I would argue that businesses which have embraced hybrid work cultures are most likely to further reduce their use of writing tools. That said, we don’t expect the category to ever completely disappear – unless people completely stop using paper, there will always be a need for it. But we haven’t seen the bottom yet either.

Nusign by Deli Group

January/February 2026

For more in-depth comments from these writing instruments vendors, see our Xtra content in the January/February issue on opi.net

PAVEL DUBROUSKI, REGIONAL MANAGER EU, DELI GROUP This is a mature segment with a long history and growth will most likely come from incremental innovation rather than disruptive breakthroughs. Writing instruments make up about 10% of our product portfolio but account for 20% of sales.

We have been investing heavily in this category over the past five years, as we see plenty of potential to become a leading player.

Our research tells us that young consumers in particular have a strong preference for expressive, playful and character-driven designs, while expectations around performance and reliability continue to rise across all demographics.

Demand varies significantly by region.

Preferences around tip size, ink type, colour and aesthetics are shaped by local habits and market histories, making adaptability essential. The challenge is not to standardise innovation globally, but to respond accurately to local expectations.

CATEGORY UPDATE Writing Instruments

Consumers – particularly students, teachers, individuals in creative fields and those seeking a digital detox – are gravitating towards products that blend functional performance with emotional support.

Pilot Corporation of America has become a leader in this movement by drawing on neuroscience-based insights, sensory research and real-world behaviour. Working with Dr Elizabeth Scott, a psychologist and expert in stress resilience, our newest collections – including the G2 Boost and FriXion Vibe – are built around curated shades that are designed to energise, soothe, balance and inspire users.

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SPOTLIGHT

Navigation AIDS

The Japanese market is a tricky one to conquer. But there is a route to success, as Martin Wilde reveals

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enerally speaking, the Japanese business supplies market has been difficult to enter successfully for businesses from outside the country’s borders. What is needed is a trustworthy and knowledgeable guide.

Takashi Yamawaki is just this person. He has worked in the industry for around 40 years – mostly in the manufacturing community – initially with Eldon/Rubbermaid Office Products and then as Country Manager for Fellowes Brands. When Fellowes sold its Japanese business to local player Kokuyo in 2023,

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Takashi Yamawaki

Yamawaki became a dedicated consultant for Kokuyo for its growing overseas business.

While plenty of his time is now spent outside Japan, he is expertly placed to advise those hoping to take the plunge into this market. He asserts: “If you want to enter the Japanese market successfully, you have to hire a local person who knows about it. If you just try to come in with your own people and attempt to start a business, you will fail in 99% of cases, because of the language and cultural barriers.”

Young Japanese consumers focus on design, quality and brand – and are prepared to pay for them The basic distribution structure of business supplies in Japan is fairly similar to that of many other markets: manufacturers sell to wholesalers, which in turn supply independent dealers and they service end users. At present, however, all wholesalers and dealers are Japanese owned. And some local manufacturers – Mitsubishi Pencil, Pilot Corporation and Kokuyo itself, for example – have their own wholesaling operations.

The core role of wholesalers is to supply fast-moving products to dealers, with manufacturers also directly drop-shipping orders to dealers on their behalf.

MARKET SETUP UNDER PRESSURE Outside of these ‘main’ channels, some large mass-market retailers are present in the supply chain – department store Ito-Yokado, for instance – and a growing number of convenience stores offering a selection of

The traditional office products business is based on a relationship of trust and history In fact, Japanese dealers do not typically carry a wide variety of products and are generally not diversifying into new, adjacent categories, partly because of a lack of warehouse space.

That said, larger dealers have been diversifying into office furniture. Demand for this category is being driven by ongoing office construction projects which are expected to last for at least another five years.

By contrast, online players are growing strongly in new segments, with approximately 60% of their sales reportedly now coming from areas other than office products.

January/February 2026

Martin Wilde is Managing Director of business supplies market research firm Martin Wilde Associates – www.martinwilde associates.com – and works closely with OPI on a wide range of projects

LOCAL BRANDS PREFERRED While older generations tend to care primarily about price, young Japanese consumers focus on design, quality and brand – and are prepared to pay for them. These end users furthermore have a tendency to buy Japanese goods – from Kokuyo, Plus Corporation, Mitsubishi Pencil, Pilot, Zebra Pen and the like.

Yamawaki believes it can take at least three years – and considerable effort – for any foreign player to comprehensively penetrate the Japanese market.

One way in for foreign manufacturers might be to secure a bridgehead supplying private label products, although Yamawaki cautions that these are not as popular in Japan as they are in, say, the US or Europe. While Amazon and some other online resellers have tried to introduce private label, Japanese consumers tend to care more about product quality.

HOW TO GET IT RIGHT What, then, can potential new entrants do? As highlighted by Yamawaki, signing up a local with excellent connections is a good start.

Many mistakes can be avoided or at least mitigated this way. It also helps with learning about product preferences – nuances are important in this market and just pushing what’s being sold in an operator’s home country will almost certainly lead to failure.

Some products simply will not work in the US or Europe but will be successful in Japan – and vice versa. Needless to say, operating manuals and packaging information should always be available in the local language.

Last but absolutely not least, Yamawaki is keen to highlight the importance of customer service, noting: “It is absolutely key, particularly for more complex products. If something is amiss, Japanese consumers need someone to call to discuss and find out what the issue is.”

The global business supplies landscape is littered with companies which did not do their homework properly before or while venturing away from their home turf. They suffered the – often avoidable – consequences.

Japan

LACK OF ADJACENCIES Opportunities for foreign companies to explore and sell ‘new’ categories are currently limited.

While demand for traditional OP in Japan has been declining – a result of both ongoing digitalisation and continued work-from-home trends after the COVID pandemic – the mainstream supplies channels still tend to be very focused on core OP.

There are a number of other cultural reasons why non- Japanese businesses have previously found it difficult to enter this market.

Firstly, most people travel to work using public transport, so the entire car culture is different from North America, for instance. As a result, it’s much more difficult for Japanese consumers to access OP superstores. In addition, real estate costs in the country are much higher, particularly in the major cities.

Secondly, it is important for any new entrant to have strong connections with domestic manufacturers. This can be a challenge, as Japanese vendors have been wary of alienating local dealers, which fear that a newcomer might undercut them on price.

One option, of course, is simply to acquire a Japanese operator. Again, this is not an easy strategy to accomplish – historically, companies targeted for foreign acquisition have reportedly been prevented from following through on the deal by their owners and major suppliers.

Finally, language and cultural barriers should not be underestimated. Both make it difficult to launch greenfield operations, because building relationships is very important in Japan – and takes time. As Yamawaki explains: “The traditional office products business is based on a relationship of trust and history – a lot of Japanese manufacturers have been operating here for 50 to 100 years.”

SPOTLIGHT

traditional stationery and back-to-school items.

Consumer electronics retail chains such as Yodobashi Camera and Bic Camera sell home appliances, OP and business machines.

All of the above are under pressure from online players, which are now reported to have around 40% of total market value.

Amazon is the largest, followed by some online IT specialists selling consumables.

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RESEARCH

TODAY’S ANSWERS

for tomorrow’s questions

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STATE OF THE INDUSTRY PREVIEW

www.opi.net

hat are the issues that keep CEOs awake at night? It is this question that, back in 2014, originally inspired OPI and Martin Wilde Associates to launch The State of the Business Products Industry report. Since then, this in-depth analysis of our sector has become a well-established, highly regarded annual research study.

The issues the industry has to deal with are ever evolving, of course, encompassing macroeconomic and geopolitical circumstances as well as industry-specific developments. The 13th edition of this study, The State of the Business Products Industry 2025-2026, will explore the challenges – and opportunities – for business leaders around the world. The topics covered include:

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• Inflation: How is this impacting overall pricing strategies?

• Innovation: What are the greatest barriers and what revenue share of the total basket will come from new products in 2026?

• Prospecting: Which products are currently being used to attract potential customers?

• Online marketplaces/platforms: What share of the core business products market do these now have and what are the key and emerging players?

• US wholesaling: What has been the impact of Essendant’s decision to withdraw from supplying the US IDC and how will that gap in the market be filled?

• AI: Where is AI relevant in our space and how is it being leveraged?

• Cybersecurity: How vulnerable are businesses to the threat of cyberattacks?

• Recruitment: Where are the skills gaps and what are the biggest challenges in attracting and retaining talent?

• Gender equality: What share do female employees have in today’s senior management teams?

• Well-being: How important is this topic in organisations’ strategic planning?

GLOBAL OVERVIEW Due to be published in April/May 2026, this authoritative sourcebook draws from approximately 45 in-depth online interviews with leaders at key business products operators across all channels in seven geographies: Australia, Benelux, Canada, France, Germany, the UK and the US. It will provide reliable answers to these vital questions and benchmark other crucial KPIs specific to our industry.

What, for example, are the core OP market value growth trends in 2025 and 2026 and what is causing them? Which categories are growing or declining and what types of products and services have emerged as opportunities in 2025? What will be the rising stars of 2026?

The study serves as guidance for today’s business leaders, enabling them not just to survive but to thrive The study covers revenue and margin trends and takes a deep dive into specific product segments, such as jan/san, breakroom/catering, workwear/safety supplies, industrial/MRO, print, promotional items and IT/tech. What share of resellers’ sales account for these diversified categories and how is this changing?

The State of the Business Products Industry 2025-2026 will be published in April/May 2026. The report is available for just £750 if ordered before 31 March 2026 and for £1,025 thereafter.

To order your copy, go to www.opi.net/ soti2026

FINANCIAL ANALYSIS In addition to a market share analysis of the various distribution channels – including any newcomers of note muscling in and gaining traction – the research will once again detail the 2025 financial performance of the key 15 business products distributors in the US, Europe and Australia.

The State of the Business Products Industry 2025-2026 presents informed input from peers and competitors. The study serves as guidance for today’s business leaders, enabling them not just to survive but to thrive.

RESEARCH

Rethinking PERFORMANCE A broad range of studies reveals why the workplace experience must take priority over attendance targets – by Kate Davies

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esearch from WORKTECH Academy – conducted in partnership with ACCO Brands – examines how modern workspaces influence individual and organisational performance. Drawing on more than 90 studies published between 2023 and 2025, After the Return: Can the Office Really Raise Performance? highlights a misalignment between workplace design, policy and evolving staff expectations.

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FALLING SHORT Despite pressure from some employers to increase office attendance, flexible work has become firmly established worldwide.

Monthly US data from Barrero, Bloom and Davis shows homeworking holding steady at around 25% of working days, closely mirroring McKinsey’s observation that office presence has settled at roughly 3.5 days per week.

Wider changes also indicate long-term realignment rather than temporary adjustment, with the average distance between US-based staff and their work headquarters rising from 10 miles in 2019 to 27 miles in 2023.

Professional patterns have evidently evolved but many offices have not. Much of today’s corporate real estate was built for a different era, creating friction for staff who expect environments that justify the daily commute.

WORKTECH’s report identifies recurring challenges that prevent teams from performing at their best because offices no longer support occupational realities. For instance, staff often describe them as inconvenient, distracting or poorly aligned with the tasks they’re expected to undertake – particularly as many companies haven’t fully invested in the technologies that new operating patterns demand.

Overcrowding adds further pressure. Some businesses have reduced their real estate footprint while increasing office attendance, creating a mismatch between supply and demand. Staff, therefore, report difficulties in locating desks, insufficient quiet space and limited access to meeting rooms. In a 2024 Remit Consulting survey, 20% cited desk shortages as one of the top reasons for avoiding the office.

Staff often describe [offices] as inconvenient, distracting or poorly aligned with the tasks they’re expected to undertake

3.5

Average number of office days per week

WELLNESS AND INNOVATION There’s evidence that mandatory office attendance undermines satisfaction and risks driving away high performers. A 2024 Gartner study of over 2,000 employees found that talented employees were twice as likely to leave if required to return full time.

By contrast, satisfaction increases when office attendance is optional and part of a multilocation strategy. Research by Susumu Nagayama, based on feedback from more than 2,000 workers in Tokyo, links distributed working with better engagement.

Of course, in-person interaction can strengthen alignment, but distributed teams perform best when spaces support structured

collaboration and informal interaction, and technology functions seamlessly. Trust, WORKTECH notes, emerges from consistent synergy rather than co-location.

In addition, several studies suggest that WFH arrangements can support psychological well-being and safety. An analysis of almost 1,000 office staff in Germany, for example, found that combining remote and on-site working can effectively reduce burnout – but only when workflows give staff control and environments undergo stress-reducing adaptations.

Although the research reveals that productivity in routine tasks is enhanced by increased homeworking, creativity can decline in fully remote settings. Therefore, WORKTECH advocates for a balanced approach to help teams benefit from social interaction when needed, while preserving flexibility and autonomy.

20% Percentage of workers citing desk shortages as a top reason for avoiding the office

OFFICE MODELS Optimal performance relies on trusted teams and an innovation-ready culture. After the Return outlines three workplace models that organisations can use to guide office strategy.

Successful businesses often draw on elements from all of the following:

To read After the Return: Can the Office Really Raise Performance?, visit the WORKTECH Academy website – www.worktech academy.com

PREPARING FOR THE FUTURE Evidence from Gensler’s Global Workplace Survey 2024, based on feedback from 16,000 office workers across 15 countries, reinforces the central conclusion of After the Return: that individual, team and organisational performance are closely linked to the overall quality of occupational settings. The Gensler study shows that high performers – engaged individuals, effective teams and innovative companies – thrive in environments that deliver a rewarding employee experience.

WORKTECH’s analysis offers practical guidance for industry leaders. Supported individuals help teams to operate cohesively while developing networks that facilitate ingenuity. They are less isolated, dedicating more time to learning, socialising and actively honing their skill sets for career progression.

Resilient teams, meanwhile, interact on site, stay aware of each other’s responsibilities and are better equipped to share knowledge and build rapport.

The success of these environments can be seen in higher engagement, more effective collaboration and greater creativity, rather than who is physically present in the office.

Taken together, these findings confirm that the next phase of any organisation’s workplace strategy should not be about mandating attendance. Instead, it should be about investigating the factors that support how people perform at their best and putting these in place.

January/Februaryr 2026

The Precision Workplace Precision workplaces apply data and technology to enhance efficiency across various resources. Real-time insights and secure digital infrastructure inform decisions on everything from desk availability to hybrid meetings and environmental conditions.

By leveraging data in this way, organisations can create settings that are strategically aligned with performance goals. This approach optimises how the office is used, boosting satisfaction and improving comfort and well-being as a result.

The Proximity Workplace Proximity workplaces emphasise face-to-face interaction, making the office a destination staff choose to attend because it offers unique advantages that cannot be replicated at home.

Well-located offices with transport access and links to innovation districts enable both internal and external networking.

Learning and spontaneous exchange sit at the core of this model, helping teams to foster momentum through frequent interaction.

RESEARCH WORKTECH Academy & ACCO Brands

The Prosocial Workplace Driven by empathy, prosocial workspaces centre on well-being and mentoring. Through culture, leadership and spatial design, they prioritise diversity and promote welcoming, inclusive interactions.

For employees at every stage of their careers, these environments aim to build a deep sense of belonging and psychological safety. They are enriched by natural light, acoustic privacy and dedicated, thoughtfully designed spaces for mentoring, socialising and focused work.

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EVENT

AMAZON BUSINESS CONFERENCE REVIEW

Reshaping PURCHASING Amazon Business continues to make inroads into the world of business products procurement – by Andy Braithwaite

A

mazon Business (AB) celebrated its tenth anniversary in 2025. To mark this milestone, the reseller chose its hometown of Seattle in Washington for last November’s annual Reshape customer conference. Think of it as a similar concept to the ABX event that has been taking place in the UK for the past few years (see Event, OPI July/August 2025, page 46) – only on a grander scale.

One difference between the two events was the much larger vendor expo area in the US. This comprised both manufacturer booths and

Amazon Business Reshape 2026 will take place in Nashville, Tennessee, from 27-28 October

Amazon-run initiatives and services. The list of sponsoring and exhibiting vendors would not have been out of place at an office products event: the platinum sponsor was ACCO Brands, while others included 3M, TOPS, BIC, SC Johnson Professional, Kimberly-Clark Professional, Lavazza and Logitech.

As part of its sponsorship package, ACCO presented the results of research it had commissioned from WORKTECH Academy on the role of the office. In addition to the work-from-home versus return-to-office conversation, ACCO VP of Marketing Matt Smith spoke about three dimensions of workplace performance – individuals, teams and organisations – and looked at ways of building more positive and productive environments (see Research, page 42).

SESSION SPOTLIGHT: 3P SELLERS Third-party (3P) sellers account for more than 65% of Amazon Business’ (AB) worldwide revenue. Playing a prominent role as a conference panellist on this topic was Kelly Cudworth, President at independent business products dealer PNWB. Cudworth has become something of a poster child for small resellers on the AB marketplace – although this is by no means the only platform his dealership works with.

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PNWB has grown from $2 million to $20 million in annual sales in six years

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He explained the initial resistance to PNWB’s business model, both from government buyers that weren’t used to deliveries from UPS or FedEx, and from OP industry stakeholders which viewed Amazon as a competitor.

Today, it’s a different situation as purchasers have grown accustomed to receiving drop-shipped deliveries, and

there is a “flood” of distributors and manufacturers that want to work with PNWB – largely because of its presence on AB. PNWB has grown from $2 million to $20 million in annual sales in six years and now offers 250,000 SKUs – a number Kelly Cudworth wants to double over Cudworth the next 24 months.

He noted that being able to sell large volumes through AB has helped him negotiate sharper pricing with vendors. This, he added, allows PNWB to be competitive with Amazon itself. He also argued that 3P sellers which “live and breathe” their categories are able to provide a higher level of service.

Speaking to OPI after the panel discussion, Cudworth played down the impact of Amazon’s fees, questioning whether dealers truly know their cost of goods and pointing to significant savings in other operational areas.

SESSION SPOTLIGHT: MANAGING INVENTORY In 2024, Amazon Business (AB) launched its Restock programme.

At the time, communications mostly centred around on-site vending machines. However, at Reshape 2025, another facet of Restock was featured: managed inventory.

During a panel session, a purchasing officer from a multinational electronics firm explained how AB had taken over the management of office supplies – including copy paper – at two of its locations.

She described how AB technicians established a curated product list based on prior purchases, set up cabinets and now carry out the restocking – even filling the printer with paper.

Savings have been calculated at around $1 million

EVENT Amazon Business Reshape

PLATFORM OF CHOICE As one exhibiting manufacturer told OPI, procurement professionals are increasingly using AB as their platform of choice and vendors must remain focused on the best way for their products to reach the end user.

Nick Aronis, President of manufacturer rep group Vanguard and VP at Harbinger National – attending Reshape with one of his vendor partners – echoed this sentiment. He gave anecdotal evidence of a major education sector conference in California last year where, when asked where they sourced their supplies, buyers almost always said ‘Amazon Business’.

“AB is massive for stationery manufacturers,” he added, although he believes there are areas such as billing where the traditional distribution channel outperforms the internet giant.

“Competing with AB isn’t easy,” he stated, “but both channels will continue to exist; customers need – and want – choices.”

AB announced a host of new initiatives at Reshape 2025. Grabbing the headlines were AI-related services such as a back-office assistant and the availability of the Rufus shopping experience for business customers.

However, there were several other developments. In her opening address, AB Worldwide VP Shelley Salomon introduced a new product offering called Business Essentials, which she described as a “curated list of business-critical items”. This list can be tailored to specific customers and/or verticals, signalling a catalogue-type approach as opposed to the endless aisle concept often associated with online marketplaces.

AB VP of Technology Doug Gray highlighted an update to the AB Restock programme launched at Reshape 2024 (see also Session Spotlight: Managing Inventory). In addition to a vending service, a storage option for high-value items is now available to some customers in the US. For example, after a shift, workers can securely store PPE and other equipment on-site, picking it up for their next shift.

As it is invariably the same AB person visiting the offices, they are now getting to know the company’s staff – similar to the relationship between the delivery driver of a traditional dealer and its customers.

Commenting on its previous big-box supplier, the exec complained of constant upselling and issues with product compliance. Now, with AB – whose staff are not incentivised to sell more – she said there is more visibility, lower usage levels and consolidated deliveries. She even questioned whether the former supplier would survive under its current business model.

She admitted there was some initial pushback from staff about the reduction in choice, but the company is now looking to extend the initiative to more than ten other locations and potentially add the safety category. So far, savings have been calculated at around $1 million.

At the root of […] developments is usually a specific customer pain point

Inventory management panel

January/February 2026

Also new is AB IT Services, launched recently with major tech partners. This ensures devices such as PCs and laptops are ready for use upon delivery, with early adopters reportedly noting “huge time savings”.

At the root of these developments is usually a specific customer pain point. The constant references by AB execs to “it’s still day one” and “starting with the customer and working backwards” can be irritating at times, but they are not hollow words.

As one procurement officer noted: “AB is very large,and yet it is nimble and will move quickly to solve problems.”

The very same person told OPI that, thanks to a positive experience with AB and the greater spend visibility it provides, her department is now taking a closer look at its office supplies contract and whether it still needs to issue an RFP at all.

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EVENT

2026 PREVIEW

GATEWAY to

GROWTH C

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onnecting leaders from a broad spectrum of European business supplies organisations, OPI Partnership 2026 will return to the prestigious Hotel Okura in Amsterdam from 9-11 March. This exclusive event remains the industry’s premier platform for senior executives to engage in strategic dialogue, strengthen relationships and uncover new opportunities for growth.

In a market defined by change, collaboration has become more than a strategy – it’s a necessity. Since 2014, OPI Partnership has provided a focused environment where senior management teams can meet face to face with important partners as well as explore new business prospects.

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HIGH IMPACT The format is designed for maximum impact: across two days, participants can schedule a series of confidential, one-hour meetings with key decision-makers from Europe’s most innovative resellers and manufacturers.

These structured sessions enable focused, productive conversations that would otherwise require significant time and travel.

John Watson, Director of Purchasing, Assortment & Pricing at RAJA, said of last year’s event: “I was delighted with the careful curation and management of the meetings. I walked away from Amsterdam better informed and connected, and with a host of action points that I’m sure will deliver mutual business growth.”

The 2026 event promises a dynamic mix of returning participants and newcomers.

Among the vendors joining for the first time are NIXI Body and Grace & Green, two brands bringing fresh perspectives

to feminine hygiene solutions. Other new suppliers include ECS Cleaning Solutions, Schneider Schreibgeräte, Staedtler and Trust International, the latter a Dutch company known for products that are designed for both work and gaming spaces.

On the reseller side, Ireland’s Codex and Daarbak Redoffice from Denmark will make their debut, while Ryman returns after a short absence. The diverse lineup ensures attendees can explore emerging trends, share insights and develop strategies for success – all in one convenient location.

MORE THAN MEETINGS Beyond the scheduled sessions, OPI Partnership offers numerous informal networking opportunities – breakfasts, lunches, coffee breaks and evening functions provide the perfect setting to deepen connections and exchange ideas.

I walked away from Amsterdam better informed and connected, and with a host of action points

FIND OUT MORE OPI Partnership 2026 is now sold out. For more information about the event or to enquire about Partnership 2027, contact OPI Chief Commercial Officer Jade Wilson at jade.wilson@opi.net

Always a highlight in the professional as well as social calendar are the European Office Products Awards (EOPA), held on the second evening. This year, the EOPA celebrate their 25th anniversary, a milestone that proves innovation, agility and the ability to evolve are quintessential to success and will be rewarded.

If you’re active in the business supplies sector, you cannot afford to miss OPI Partnership. As Jean-Pierre Maternowski, Purchasing and Marketing Director at Lacoste Dactyl Bureau & École, said when reflecting on his previous participation: “Once again, OPI Partnership kept all its promises, deepening our global perception of the market in a rapidly changing world. We met new vendors that gave us the opportunity to strengthen our offering for 2026 – all made possible in a minimum timeframe with maximum professionalism.

“It’s also a fantastic event for maintaining informal relationships. Thank you to Steve Hilleard and his experienced team at OPI.”

5 MINUTES WITH...

CAREER Q&A Describe your current job.

I’m responsible for leading our team of key account managers, data analysts and category development managers across EMEA for 3M Consumer Business. Together, our goal is to drive mutual, accelerated growth through insights, innovations across categories and strong strategic partnerships.

Sam Burras What is the hardest thing you’ve ever had to do?

Jumping out of a plane. I was terrified of heights, but it turned out to be an amazing experience and it cured my fear. Sometimes you just need to take the leap!

If you could change one thing about yourself, what would it be?

To be more mindful and present both at home and at work. Time seems to be moving so quickly and I’d love to slow down and appreciate the ‘now’.

Describe the best compliment you’ve ever received.

“Can I see your ID?” over the past ten years is a personal favourite.

Sam Burras, 3M

What family traditions do you have?

The Burras Christmas Eve Box. My family takes turns each year to fill it with fun things to do on 24 December, and then spend the day together.

If time travel was an option, where would you go?

The US during the 1960s. A simpler time with no social media and some brilliant cars. I’ll have a Mustang Shelby GT500, please!

What song always puts you in a good mood?

Live Forever by Oasis.

What is the best career decision you have ever made?

Moving between sales and marketing roles. I often compare it to an F1 team: sales is the driver and marketing is the engine design crew. Everyone’s working to make the car go faster, just from different angles. Experiencing both sides has helped me grow enormously.

How do you approach and overcome challenges?

I’m a big believer in performance coaching as a framework for tackling obstacles. It starts with understanding the goal, assessing the reality, exploring the available options and then agreeing the way forward. Asking the right questions empowers the team and brings clarity to a situation.

I also always try to remember that overcoming challenges is why we are here. Without them, we’d either be bored or out of a job, so lean into them with positivity.

If you weren’t in your present job, what would you like to be doing?

Riding motorcycles and getting paid for it would be the dream.

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Your worst job?

Pot washer in a restaurant. Chefs can be the worst.

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Where do you prefer to work?

I moved into sales 15 years ago to get out of the office and on the road.

Now, I prefer a mixture.

I enjoy travelling and engaging with customers; I value the flexibility of working from home to spend more time with my family; and I also like being in the office at least once a week to collaborate with our teams and stay connected.

OPI Global Forum

Book Now Sunday 17 May - Tuesday 19 May 2026

Sofitel Chicago Magnificent Mile, Chicago, USA

26

The OPI Global Forum brings together senior executives from across the international business products and workplace supplies sector for two days of strategic discussions, networking and peer learning.

Find out more and book your place at: www.opi.net/GF2026 or email events@opi.net

FINAL WORD

F

Restructure

AND REBUILD

or those of us actively involved in the US business products industry for years, Essendant’s exit from the independent OP channel should not have come as a complete surprise. The need for structural change has been evident for a long time; post-COVID, it became essential.

Let’s go back: in the mid-1990s, we started to create a host of incremental, value-added incentive programmes. At the time, they were justified: offices were filled with staff, and conferences and off-site meetings were standard methods of doing business. Against this backdrop, sales of office products soared – life was great.

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BEGINNING OF THE END It all started to crumble way before the pandemic: advancements in technology and shifting consumer buying behaviour were already leading to secular declines in traditional categories. COVID brought everything to a complete halt as offices stayed empty for a prolonged period of time.

Many of the historical services offered by the wholesalers had become expected by dealers – it was the cost of entry. But they were now financially unsustainable.

The economic headwinds were just as intense for manufacturers. Legacy category support and marketing programmes that had been built over decades were no longer feasible. It was time to coursecorrect – no question about it.

However, the recent structural and strategic changes implemented by Essendant had a profound impact on customers, suppliers and employees. And let me just say that a 60-day exit notice is hard to comprehend.

For dealers, the complexity of changing IT systems and pricing files, and addressing infrastructure, operational and transportation challenges was monumental. The consequences, I’m sure, will reverberate around our industry for some time.

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ONWARDS AND UPWARDS That said, I have been impressed with the levels of discipline demonstrated by so many dealers and their leadership teams.

There is a new laser focus on strategy, structure and processes, and companies have begun to address the legacy issues.

I believe our sector will learn from this historic event. Implementing structural change takes courage, decisiveness and a clear vision for the new business model. I’ve learned a lot about this during my 42-year career at Avery.

Following Avery Dennison’s decision to sell off its “non-strategic” assets and our subsequent acquisition by CCL Industries in 2013, the new leaders were quick to tell us how the business would change – immediately.

Barry Lane, Harbinger National

I believe our sector will learn from this historic event We had to have some very tough conversations with long-term employees and customers. But I sincerely hope that we treated everyone with dignity and respect.

SILVER LINING Despite this current dark cloud that is hovering above the US business supplies landscape, I see two silver linings. Firstly, decade after decade, independents have demonstrated their resilience, adaptability and creativity as well as a mental toughness that continues to impress and inspire me.

They are a remarkable, multigenerational group of entrepreneurs – gritty survivors I have always been proud to be associated with. Their success will continue if they keep re-evaluating their model, diversifying, embracing technology and engaging the next generations.

Secondly, S.P. Richards (SPR) has an exceptionally talented and experienced executive team and has never wavered from its commitment to the IDC. As such, I’m confident that, with candid, healthy dialogue and debate between SPR, dealers and manufacturers, the outcome will eventually be positive for what remains the backbone of the US economy – small businesses.