Aside from being one of the biggest dealers in the UK, ACS Group stands out for its amazing culture and employee engagement. The company won the inaugural Best Workplace prize at this year’s European Office Products Awards . Part of the ACS leadership team, Liz Stevenson spearheads the organisation’s vision and direction from a ‘good employer’ point of view. Stevenson effortlessly combines business acumen with an unbridled passion for social responsibility, making ACS a dealership that uncompromisingly looks after its customers as well as its staff.
FOCUS: TARIFF TURMOIL
It's time we made a serious effort to negotiate better/fairer deals as a country: the US is a darn good customer which pays a premium. With that said, deals need to be made sooner rather than later. We bulked up on most of the items before they became affected [by tariffs]. In some cases, we moved to a new manufacturer for a better deal. We are having good success converting new customers because their current vendor is not communicating. Most people are willing to have a conversation to negotiate their own best deal.
14 Big Interview
Employee engagement –the beating heart of ACS Group’s success
22 Focus How are Donald Trump’s tariff hikes impacting the business supplies sector?
24 Category Update
Workplace health and well-being offers plenty of opportunities for those invested in this category
28 Interview
Mental health: a vital but historically overlooked part of staff well-being
30 Case Study Making the case for menstrual health solutions
32 Spotlight Compliance as a force for good, not a chore
34 Category Update
Shifting sands in the imaging supplies, MPS and print space
36 Opinion How to get the best from your tech stack
38 Research Bridging the MPS Sustainability Gap
40 Research Fellowes Brands’ deep dive into the topic of workspace ergonomics
44 Research
Martin Wilde Associates and OPI point to an era of convergence in The State of the Business Products Industry 20242025 report
46 Review Workspace Expo in Paris
REGULARS
5 Comment
48
50
AURORA INSPIRATION
ANEW DAWN IN VISUAL COMMUNICATION
The embodiment of transformation-a meeting point between light and shadow, where ideas emerge and take shape. Inspired by the ethereal beauty of the first light breaking through darkness, the Aurora collection invites clarity, focus, and renewal into modern workspaces.
COMMENT
The OPI team
EDITORIAL
Editor
Heike Dieckmann
+44 1462 422 143 heike.dieckmann@opi.net
News Editor
Andy Braithwaite +33 4 32 62 71 07 andy.braithwaite@opi.net
Assistant Editor
Kate Davies kate.davies@opi.net
Workplace360 Editor
Michelle Sturman
michelle.sturman@workplace360.co.uk
Freelance Contributor David Holes david.holes@opi.net
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
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
Executive Assistant
Debbie Garrand
+44 20 3290 1511 debbie.garrand@opi.net
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Health and well-being: a no-brainer
There are two key themes running through this issue of OPI – clearly ‘signposted’ through the colourful stickers on the relevant pages. Health and well-being is one of them and it’s abundantly clear that the scope of this topic has become incredibly wide-ranging. Awareness of mental health (page 28), menstrual hygiene (page 30) and ergonomic solutions (page 40) alone combine to reach one conclusion: must do better.
Better, first of all, in the sense of business leaders looking after their staff. I first met Liz Stevenson from ACS Group in Amsterdam on the occasion of the European Office Products Awards (EOPA) where she and her team won the inaugural Best Workplace trophy.
There are so many [health and well-being] products that today’s progressive workplaces need
On paper – and during the EOPA judging process months ago –this was already a very deserved win. Catching up with Stevenson a few weeks later for our Big Interview (page 14), I was even more impressed. ACS is an organisation that truly puts its people first – no tokenism, no outward ‘well-being washing’, no hiding behind political or economic realities and pressures. Instead, real perks, real investment and a real people passion. The result? A highly engaged workforce perfectly willing, well trained and utterly capable to go the extra mile(s) for the business. Simply inspiring.
But better also in terms of the opportunities this category affords operators in our industry. There are so many products that today ’s progressive workplaces need, which our sector is – or definitely could be – well placed to supply.
Which brings me to the second theme – imaging supplies, MPS and print. This is not a category on a growth trajectory – print overall is in decline and the ensuing ramifications for the consumables side and indeed MPS are obvious. Another very good reason for resellers to delve into other, more future-proof, segments, of course.
Nevertheless, considerable potential remains in the print space too. Players in this field are being thrown all manner of positive curveballs: hybrid working, sustainability and AI are buzzwords that create as many opportunities as they do obstacles (pages 34-39).
Even the dreaded word ‘compliance ’ could be a good thing – for ethical firms that follow the rules and have the best interests of their customers at heart (page 32)
HEIKE DIECKMANN, EDITOR
Alkor rescues Office Depot France
Alkor has taken over a major part of the Office Depot retail network in France. The French cooperative group had played a significant role in the acquisition of Office Depot France in 2021. This included one of its members acquiring around 40 stores in and around the Paris region via an entity called Nouvelle Victoire, created specifically for the transaction.
However, Nouvelle Victoire slipped into administration in August 2024 after experiencing financial difficulties. In mid-April 2025, a commercial court near Paris rubber-stamped a continuation plan which saw Alkor become a shareholder in Nouvelle Victoire.
As a result, nine Office Depot outlets will close, leaving Alkor in control of 27 locations. It plans to
leverage group synergies in areas such as marketing, purchasing and logistics to improve the overall profitability of the stores.
It remains to be seen what Alkor intends to do in the future. Following the 2021 transaction, the group encouraged a rebrand to its own iOBuro banner which, OPI understands, caused some tensions among stakeholders. There would appear to be little or no benefit in continuing with both the Office Depot and iOBuro brands in the longer term.
Meanwhile, independently of the developments above, leading Alkor member Charlemagne – which also participated in the 2021 acquisition –has fully integrated three Office Depot stores in the south-east of France into its operations.
Kokuyo buys HNI India
Japanese stationery and workplace furniture group Kokuyo has acquired HNI’s business in India. HNI India – founded in 2000 – manufactures and sells office furniture directly to end users and through independent dealers and distributors, primarily in the country. In the 12 months to the end of March 2025, sales were around $25 million.
Kokuyo said the acquisition – for which financial terms were not disclosed – is part of its 2030 strategic plan to expand its furniture business outside of Japan. The deal comes almost three years after it bought HNI’s Lamex furniture business in Hong Kong for $75 million.
The Japanese firm said HNI India would be renamed to Kokuyo Workplace India following the closing of the purchase. This is expected to happen in the coming weeks. The company plans to tap into the local market knowledge it has developed through its long-standing relationship with Indian stationery giant Camlin, in which Kokuyo acquired a majority stake in 2011.
Hobbycraft owner buys WH Smith stores
Private equity firm Modella – whose portfolio includes the Hobbycraft arts and crafts chain – has acquired WH Smith’s UK High Street division.
WH Smith confirmed in January it was looking to offload this area of the business in order to focus on
its Travel division. Now, Modella has purchased the unit, which comprises around 480 stores, in a deal worth £76 million ($100 million). The acquisition is expected to close before the end of August.
The WH Smith trading name is not part of the transaction. Therefore, after a short transition period, the stores will be rebranded to TG Jones –an entirely new name on the UK high street.
Modella didn’t comment on its plans post-closing, but it was previously
speculated that about half of the WH Smith outlets might be on the chopping block. There are also reports the private equity group is mulling over a restructuring of Hobbycraft, which it only acquired last August.
Hobbycraft has around 124 stores, mostly located in retail parks. Given the adjacency of its core crafting ranges with WH Smith’s strong stationery offering, there may be an opportunity to develop store-in-store concepts, similar to WH Smith’s recent partnership with Toys ‘R’ Us.
Leadership developments at RAJA Office
There have been several high-level comings and goings at pan-European business products reseller RAJA Office in recent weeks.
Starting in France, Karine Lagier has been named as Managing Director of JPG, succeeding Jean-Louis Coustenoble who left the business at the beginning of the year. Lagier is an experienced retail and e-commerce executive who started her career as a buyer at Carrefour in the mid-1990s. More recently, she has held senior roles at leading garden/DIY retail group InVivo and its publicly listed parent company Teract.
Meanwhile, another RAJA Office division – Viking UK & Ireland – had been without a permanent leader since Simon Allan-Brooks (now at Arco) departed in March 2024. This role has now been filled, with seasoned European business products executive Jonathan Metcalfe starting in early April.
Metcalfe has a strong B2B background, having worked with major resellers such as RS Components and Staples. Most recently, he was Regional Managing Director at leading MRO and business equipment group Manutan. Finally, OPI readers may recall that Nicolas Roland was named the successor to Alain Josse – who retired at the end of 2024 – as Managing Director of the wider RAJA Office group. In addition to JPG and Viking UK&I, this comprises Viking Europe (Benelux/DACH), Mondoffice (Italy), Kalamazoo (Spain) and France-based resellers Bernard and Welcome Office.
Unfortunately, this appointment evidently has not worked out. Roland left the company in March, with Group CEO Danièle Marcovici currently overseeing RAJA Office while the search for a new leader takes place. This is expected to take a few months.
DM founder passes away
OPI was saddened to learn of the passing of Tom Fleming, founder and Chairman of Distribution Management (DM), and uncle of current company CEO Sean Fleming.
“It is with profound sadness that we announce the loss of Tom Fleming [...] who peacefully passed away [...] at his home,” St Charles, Missouri-based DM announced.
“Tom was a true visionary and leader who dedicated more than 50 years of his life to Distribution Management, his community. Tom’s legacy is one of integrity, compassion and unwavering dedication. He will be deeply missed by all who had the privilege of knowing him.”
OPI extends its deepest sympathies to Tom’s family, friends and colleagues.
Quantore buys wholesaler
Dutch business products organisation Quantore has announced the acquisition of Supplies Service Partner (SSP) for an undisclosed sum, effective 9 April.
SSP is a leading local player in the procurement and logistics of ink and toner for retail organisations. Quantore offers a similar assortment to that of SSP, complemented by more than 20,000 other workplace products.
“The acquisition creates a solid combination which leverages economies of scale,” Quantore noted, adding: “This is very important in a market where margins are under pressure and consolidation is a strategic necessity.”
SSP will continue to operate under its own name and as an independent entity. For existing customers, core aspects of the service, such as ordering processes, contact and commercial support will remain unchanged. “In the coming period, we will work on a smooth integration, focusing on continuity for customers,” Quantore said.
The integration will be led by outgoing Quantore Managing Director Arnold Theuws who will remain with the cooperative on a part-time basis until July 2026.
Jonathan Metcalfe
Karine Lagier
ODP Federation change
Bryan Wight (pictured top) has left his role heading the Federation strategy at ODP Business Solutions. The former S.P. Richards exec has been named as CEO of industrial fittings and supplies distributor Midland Industries.
Taking on the ODP Federation role is Ted Walter (bottom), President of Complete Office –acquired by ODP in 2017.
Exertis Supplies names new Managing Director UK office products wholesaler Exertis Supplies has named Matt Balcombe (pictured) as its new Managing Director. Balcombe –who has been with the company for ten years – replaces Andrew Beaumont who left the business at the end of April.
Senior developments at Sylvamo
Sylvamo CFO John Sims (pictured top) will become the company’s next CEO when Jean-Michel Ribiéras retires at the end of the year. Meanwhile, Shawn Lawson (bottom) has been confirmed as the manufacturer’s new General Manager in Europe, succeeding Olivier Taudien.
New leadership at ADVEO
French wholesaler and reseller network ADVEO has appointed former Lyreco CEO Hervé Milcent as Managing Director. He has taken over from Anna Bordes who left the company after just two and a half years in the top job.
Jones leaves Reckitt Ross Jones (pictured top), Head of Sales, Northern Europe and Australia New Zealand at Reckitt Pro Solutions, left the vendor at the end of April. Taking over his responsibilities is Ben Sutton (bottom) in the new role of Team Lead – Wholesale, Cash and Carry, B2B.
Takkt presents new strategy
Business equipment, office furniture and foodservice reseller Takkt held an investor conference at the end of March to present its new strategy, Takkt Forward.
As expected, the company said it would give more focus to its Europe-based Industrial & Packaging (I&P) division, the segment it believes has the greatest potential for growth and profitability. The aim is to create a Grainger-like model, with larger customers benefitting from a high-touch approach; SMBs will mostly be catered for via self-service digital channels.
Other areas I&P will look at include expanding the number of product categories while simplifying assortment and procurement processes. Currently, complexities are driven by the large number of suppliers (3,000), products (170,000+) and sourcing countries (20).
There was speculation about what the I&P focus would mean for Takkt’s other businesses, which mostly operate in the US. The only unit confirmed to be undergoing a “strategic review” was the Displays2Go retail visual displays subsidiary, which achieved revenue of €76 million ($82 million) last year.
Takkt said it would continue to develop its National Business Furniture and FoodService divisions in the US. However, with the longer-term strategy clearly aligned with I&P, coupled with the uncertain trading situation between the EU and the US, one wonders how much longer these businesses will remain in the Takkt portfolio.
Furthermore, there are other markets and regions in Europe, such as France, Scandinavia, and Central and Eastern Europe where the reseller is currently underrepresented in its I&P categories. Therefore, one potential strategy may be to offload its US-based assets and focus on adding scale in Europe.
Eakes grows again
US dealer Eakes Office Solutions has acquired fellow Nebraska business My Central Supply. Based in Fremont, the company has been locally owned and operated since 2022, providing customers with janitorial supplies and equipment, foodservice products, packaging materials and other workplace essentials.
Its owner, Amy Brown, will be stepping away to pursue other opportunities, but several team members – including Justin Brown –will remain with the business under Eakes. As Eakes CEO Mark Miller said: “Amy and Justin, along with the team at My Central Supply, have provided a high level of customer care to many Nebraska communities for a long time. Together we are [even] stronger.”
The acquisition further strengthens Eakes’ footprint. The dealer now operates 14 locations across Nebraska and Wyoming that also serve customers in Colorado, South Dakota, Iowa and Kansas.
Takkt CEO Andreas Weishaar
Circana reports on US office supplies market
Market research specialist Circana believes office supplies trends in the US retail sector will stabilise over the next couple of years. According to its latest figures, US office supplies sales revenue across physical and digital retail channels totalled $11.5 billion in 2024. This represented a year-on-year decline of 5% as unit demand fell by 2%.
“With persistent inflation impacting consumer spending on retail goods, the outlook for 2025 remains challenged but increasingly stable, with a projected 2% decline in 2025 and expected industry flattening through 2027,” Circana stated, based on numbers from its latest Future of Office Supplies report. Other findings include:
• Consumers remained price-conscious in 2024, prioritising essential product categories, seeking out discounts and increasingly choosing private label brands.
• At retail level, sales continued to migrate online with e-commerce accounting for 24% of total office supplies revenue.
• Bricks-and-mortar sales softened, declining 6%, reinforcing the need for retailers to adjust to evolving shopping habits.
• Although most categories saw declines in 2024, certain segments such as self-stick notes, encased pencils and colour markers, are expected to show modest growth in 2025.
• The back-to-school (BTS) season will remain a key sales period, with early promotions and discount strategies playing a crucial role.
• Circana estimates 35% of total office supplies dollars in 2025 will be spent during the third quarter BTS period and revenue will decline less than 2% compared with Q3 2024.
Sofidel set for further US expansion
Sofidel is in a prime position to take over the operations of US-based commercial, consumer and private label tissue and paper products manufacturer Royal Paper.
On 8 April, Royal Paper filed for voluntary Chapter 11 bankruptcy proceedings in order to “facilitate” a transaction with Sofidel America, the US arm of the Italy-based group. The deal, which still needs court approval, will result in Sofidel acquiring “essentially all” of Royal Paper’s assets, including four facilities in Arizona and South Carolina. Sofidel will also make employment offers to a “significant portion” of Royal Paper’s employees, adding it is committed to integrating them “seamlessly into its operations, ensuring continuity and stability”.
Sofidel is a ‘stalking horse’ bidder in the transaction. This means it could potentially be outbid by a third party. However, if successful, it will be the group’s second US acquisition in fewer than 12 months. Last July, it bought the tissue business of Clearwater Paper.
ON THE MOVE
Colton makes permanent United move
In mid-April, fast-growing UK dealer United appointed Helen Colton as Head of Marketing and Sustainability on a permanent basis. The experienced business products executive had previously been in the role on an interim basis.
Farrell joins tesa
Former long-standing 3M exec Gareth Farrell has joined adhesive solutions manufacturer tesa as VP, Head of Sales Modern Trade. His role at the Germany-based group involves “leading sales and activation in key regions of Europe”.
New MD at ExaClair ExaClair – the UK subsidiary of France-based Exacompta Clairefontaine – has promoted former Finance Director Kate Garner to Managing Director. She succeeds Chris Exner –formerly Chief Commercial Officer at OPI – who left the vendor at the end of April.
Reorganisation at Langstane
Scottish dealer Langstane has named company veteran Gwyneth Hume (pictured) to the newly created role of Business Relationship Manager, overseeing customer and supplier relationships, with Warren Orr promoted to Commercial Lead, responsible for the customer and catalogue pricing strategy.
Meanwhile, Hannah Ocheje, who recently joined the firm, has been appointed Marketing Lead, tasked with boosting Langstane’s brand visibility across key Scottish markets. The changes come following the retirement of Commercial Director Graham Taylor (pictured) after a career of almost 50 years with the Aberdeen-based business.
High CO2 levels can lead to concentration problems, reduced cognitive performance and increased stress
Fernando de la Cruz Quintilla, EMEA New Markets Director, Airzone
Tork launches inclusivity coalition
Tork, an Essity brand, has formed the Tork Coalition for Inclusive Hygiene to improve accessibility and comfort in public restrooms. Partnering with experts and advocates, the initiative aims to raise awareness and develop practical solutions for inclusive hygiene in shared spaces.
¥22.6 billion
Q1 revenue for uni-ball brand owner Mitsubishi Pencil – up 13% YOY
Avery celebrates 90-year legacy
Avery marked an important milestone in April – its 90th anniversary. Nine decades after founder Stan Avery established the company, the labels specialist paid tribute to his vision as well as the contributions of past and present team members.
61% Millennials who place greater value on high-quality coffee than before COVID
Cold coffee opportunities
Nescafé’s Espresso Concentrated range is now available in the UK, capitalising on the growing consumer demand for convenient, personalised cold coffee. Following its successful launch in the US, Japan, China and Australia, plans are underway to introduce the range globally across Asia, Latin America and other parts of Europe.
577
Underperforming suppliers targeted by the US General Services Administration for removal in the coming months
Workplace solutions: pizza anyone? Lyreco has introduced ‘Lyreco Pizza’ as part of its ongoing mission to meet workplace needs – or so it claimed in a light-hearted April Fools’ Day joke.
PICTURE OF THE MONTH
GREEN THINKING
AI-driven packaging cuts waste and emissions
Amazon is expanding its use of automation and machine learning to reduce packaging waste across its global operations. Announced at its Delivering the Future event in Germany at the beginning of May, the company said more than 70 machines are set to be deployed by the end of 2025 in Germany, the UK, France, Italy and Spain, with additional installations planned by 2027 to create made-to-fit cardboard boxes and paper bags. By leveraging machine learning and sensor technology, packaging is tailored to the exact dimensions of each product, eliminating unnecessary materials and cutting carbon emissions tied to shipping.
The new system produces these made-to-fit cardboard boxes in real time, applying shipping labels automatically. Meanwhile, former plastic bag machines have been retrofitted to cut paper bags to size using similar sensor technology. Bags are made from durable, weather-resistant paper and sealed with heat rather than tape or glue.
According to Amazon, the new approach avoids an average of more than 26 g (1 oz) of packaging per shipment, with the added benefit of using fully recyclable materials and removing the need for internal padding.
CEP awarded Blue Angel
Emerald relocates production to the US
Sustainable foodservice products supplier Emerald Ecovations has said the onshoring of manufacturing to the US will support American farmers, streamline the company’s supply chain and help its distribution partners control costs in the face of rising overseas tariffs.
Emerald’s recently acquired facility in Arkansas will serve as a hub for transforming renewable plant fibres into compostable and biodegradable alternatives to conventional paper and plastic products. The initiative, it noted, represents “a long-term commitment to sustainability, transparency and economic growth – delivering impact not only for the planet, but also for local communities and the broader US economy”.
“We began taking proactive steps three years ago to fortify ourselves against supply chain uncertainty and price fluctuations,” said CEO Ralph Bianculli Sr. “We work directly with American farmers to source renewable fibres for over 300 products while reducing emissions from overseas shipping and providing our partners with greater inventory reliability and cost stability.
“These partners want more than a product –they want a programme that solves problems. With domestic production, we can now offer even more flexibility, faster shipping and lower costs while staying true to our mission of ending deforestation and plastic pollution.”
French manufacturer CEP Office Solutions has received Blue Angel certification for its new TerraNova product range which is made using post-consumer recycled plastic. The line is also certified by LNE, the France-based laboratory that assesses the quality and safety of products.
The Blue Angel label, a respected endorsement awarded by the German government, recognises products made from post-consumer recycled plastic that meet strict environmental and health standards. It signals the absence of hazardous substances, guarantees durability and requires the products to be recyclable.
CEP’s TerraNova collection includes desk accessories such as letter trays, filing units, pencil cups, magazine racks, mouse pads and desk mats in a selection of colours.
RAJA sets emissions target
RAJA France has announced a new objective to reduce its transport-related greenhouse gas emissions by 15% by the end of 2027 under the FRET21 programme.
FRET21 is a voluntary initiative which encourages logistics firms to integrate environmental performance into their operations and reduce freight transport emissions.
Between 2021-2024, the company cut emissions by 61% – exceeding its initial target of 28%. To maintain momentum, RAJA plans to continue investing in cleaner vehicle technologies such as biogas and biofuel, optimise its transport operations and deepen ties with environmentally responsible carriers.
“Optimising our fleet and choosing the right partners help us go further in reducing emissions and delivering transparent carbon reporting to our customers,” said Mathieu Dubalais, Transport Director at RAJA France.
Dow and Google partner to tackle recycling with AI
Global materials science company Dow has teamed up with Google to explore how AI can help recycle hard-to-recycle materials, specifically soft, flexible plastics.
The collaboration will combine Dow’s materials expertise with Google’s AI and cloud capabilities to identify and scale solutions for films and other soft plastics. These materials are notoriously difficult to recycle due to their composite nature and use alongside other substances. This makes them hard to detect and sort in conventional recycling systems, leading to only a small portion being accepted by such systems.
By leveraging AI to improve material recognition and sorting accuracy, the two companies hope to increase recovery rates and help develop sustainable, circular markets for these challenging waste streams.
Ariston collaborates with Amazon Business
Global heating solutions provider Ariston Group has partnered with Amazon Business to improve its procurement strategy in support of its long-term sustainability goals.
With operations in approximately 40 countries, Ariston has integrated Amazon Business tools into its sourcing practices to promote environmental responsibility
and supply chain efficiency.
The collaboration aligns with the company’s Road to 100 ESG plan, a strategy which guides Ariston towards its 100th anniversary in 2030.
Key targets include sourcing more than 80% of materials locally by 2025 and ensuring all strategic suppliers meet ESG criteria by 2030.
Ariston is using Amazon Business to make more sustainable purchasing decisions through features such as Local Buying, Guided Buying and the Climate Pledge Friendly certification.
“Partnering with Amazon Business has given us greater visibility and control over our purchasing, allowing us to make more informed and responsible decisions,” said Giulia Gladi, Procurement Specialist at Ariston Group.
Ariston heating solutions
ABOVE and BEYOND
With social responsibility at the heart of its operations, ACS Group not only looks after its customers but also, uncompromisingly, after its own people
Aside from being one of the biggest dealers in the UK, ACS Group stands out for its amazing culture and employee engagement.
The company won the Best Workplace prize at this year’s European Office Products Awards (see Event, OPI April/May 2025, page 50). In the aftermath of this win, OPI’s Heike Dieckmann spoke to Liz Stevenson, Strategic Director at ACS and the person that spearheads the company’s vision and direction from a ‘good employer’ point of view.
Infectiously enthusiastic, Stevenson effortlessly combines business acumen with an unbridled passion for ACS, with the aim to be the best company it can be.
OPI: Let’s start with a snapshot of ACS.
Liz Stevenson: Sure. ACS Group was founded in 2008 by our CEO Mike Hussain, Commercial Director Harry Stevenson and Sales Director Sacha Jones. We started out selling office supplies to predominantly SMB customers but quite quickly moved into the public sector and the contract business. We’re now on various public sector frameworks and have accumulated a lot of experience and knowledge in this area.
Over the years, we’ve ventured out into different categories, starting off with managed print about ten years ago, then interiors, IT services and print – the latter referring to promotional products and marketing print.
In 2022, we decided to rebrand because ACS Business Supplies – what we were called then – didn’t really capture what we were doing. We became ACS Group and at that time, each division assumed its own entity with its own strategy, tone of voice and target audience. We had Office, IT, Managed Print, Interiors and Print. We’ve since merged IT and Managed Print into IT Services as we found that, essentially, we were talking to the same audience and the two would happily sit under the same umbrella.
As well as our company-wide operational functions such as marketing, customer service and purchasing, all divisions follow ACS Group’s culture and vision. However, having separate brands allows us to better showcase our true expertise in all product categories –they are not just adjacencies.
They also work well together. For instance, we have a lot of OP contracts which have led to print contracts and vice versa. Interiors and IT Services frequently join up too. Customers appreciate this one-stop-shop outlook.
About 50% of our sales team work in Office, and 30% in IT Services. The remaining 20% are split between Interiors and Print.
OPI: Can you give me some revenue percentages for these divisions?
LS: We turned over £28.6 million ($37 million) last year and Office is the largest component with about £14 million. It includes a lot of sub-segments though: office supplies, breakroom and catering, cleaning/hygiene, and workwear/safety – the various categories commonly referred to as ‘business supplies’. IT Services is £5 million (with transactional tech another £8 million), Interiors £1 million and Print £0.5 million.
OPI: I remember reading about considerably higher sales a while back. What happened?
LS: You’re right. You probably know that Lloyds Pharmacy is no longer on the high street as it filed for voluntary liquidation and was divested in 2023. This was a large partner for us – about £8 million. We had consolidated all supplies for every Lloyds Pharmacy across the country with everything the branches needed that wasn’t for resale: cartons, bottles, prescription bags, pens, rubbish bags – you name it.
Having separate brands allows us to better showcase our true expertise
Losing that customer was a big hit. Luckily, we were able to manage it without any impact on our business operations. Our aim is to get back to £30 million this year.
OPI: Does that £28.6 million figure include the Upstream business you bought a stake in at the end of 2024?
LS: No, we report this separately. Upstream generates another £5-£6 million. We’re seeing good results from this collaboration, in terms of working together and streamlining things.
Historically, we’ve always grown organically. However, this deal – which was a 50% acquisition – has been successful for both parties so far and has made us actively look for other M&A opportunities.
OPI: Tell me a bit more about your public sector business. Given your competition –Lyreco, Commercial, Banner and Complete –you seem to be punching above your weight with some big-name contracts such as the National Police Service and NDA.
LS: Absolutely. Martine Box, now our Group Sales Director, came in from Supplies Team –which eventually became VOW – where she had worked in the public sector team, so she came with a lot of relevant knowledge.
Way back, we got on a framework first and the BBC contract came up. There were five suppliers on the framework and everyone had to tender for it. We realistically weren’t in a position to win it, but we did and it was a real “Oh my God” moment. We kept that contract for over four years – it gave us some excellent exposure to other big contracts – both in the public and private sector.
OPI: Are these contracts for office supplies?
LS: Mostly. We have MPS customers too and are also starting to see success in IT Services and in our Print division.
OPI: You’re largely stockless, I believe?
LS: Yes, although we do have a small warehouse to help us service customers with bespoke stock or branded items.
We, for instance, have the office products –as well as the print – contract for Culina Group, the big logistics supplier that owns Eddie Stobart. Culina buys generic office products through our webstore and we have added branded print items – water bottles, pens, pads and so on – onto the same store. We hold stock of the latter in our warehouse and the group can order both categories together.
As well as branded stock, we hold IT items for customers such as printers and laptops. It means they benefit from better prices due to volume and can call off the hardware as and when they need it.
OPI: It’s often been a criticism that the wholesalers – VOW included – have not been keeping up with the times in terms of products customers wanted. Is that valid from your point of view?
LS: VOW is definitely trying to become better with its breadth of range. Workwear is a good example. I was sceptical at first, though we
have been pleasantly surprised by the level of stock. I think VOW is really trying to widen its remit to adjust to how offices work today.
The wholesaler has been a great partner for us over the years. It’s always easy to criticise but I definitely see lots of positives.
OPI: Let’s talk about you for a moment. What has your journey been like at ACS?
LS: My background is in marketing – it’s what I did at university. As part of my student placement, I worked at Supplies Team – my first taste of the office supplies industry. After I finished my degree, I ended up going back to Supplies Team, which is where I met Mike, Harry as well as many of the other people who have since come to ACS.
After a couple of years, I joined a marketing web agency for a while. During that time, Mike, Sacha and Harry – now my husband –set up ACS. In 2009, the company needed a dedicated marketing person – previously, the function had been outsourced. I had a young baby by then and became that person, on a part-time basis initially. I have since built the marketing team up and brought everything completely in-house.
My job evolved with new and different responsibilities. I added looking after all our vendors pretty soon and more recently sustainability came under my remit. I also managed one of our large contracts which was somewhat unusual in my position. It began when we needed to pitch a consolidated webstore as a concept. This fell to me.
As I had started the project and had the best understanding of what was needed, I was asked to help pull the tender together and then pitch to the customer. By the time we had won the business, it made sense for me to manage the implementation process and then run the contract for the five years we serviced it. It was
Members of the ACS Apprentice Academy
an amazing learning curve for me and a huge milestone for the business.
Although I wear a few hats, my passion is marketing and I have loved helping to build the ACS story over the past 16 years. My favourite achievement, I would say, was leading the rebranding strategy to become ACS Group.
OPI: You are part of the leadership team at ACS now, aren’t you?
LS: I am, yes. There’s seven of us in total –Mike, Harry, Sacha, Martine, Simon Walsh (Operations Director), Adam Coates (Sales Director, ACS IT) and myself. Everybody has their dedicated roles and different skillsets and it makes for an excellent mix of people to lead the organisation.
We also have a very flat, non-hierarchical structure so everyone on the leadership team is involved in the day-to-day running of the business as well as the long-term strategy –this helps us be the best leaders we can be.
OPI: You are the ‘head of culture’, for want of a better term. How did that happen from your initial marketing remit?
My passion is marketing and I have loved helping to build the ACS story
LS: We’re all involved – the whole leadership team. It’s just what we do; our internal mantra at ACS is to ‘have a positive impact from the inside out’ – we are all passionate about this. Without anything being formalised, it’s something we try and improve on all the time. I suppose you could say I have spearheaded some things, especially how we have pulled it all together into our ‘impact’.
It began with me reading the Innocent Drinks book and discovering that the founders gave 10% of their profits to local charities. I loved the idea and went to Mike with a big pitch about how we should support charities. I only got about 30 seconds in when he said: “Yes, I agree, let’s do it.”
This started the ball rolling for what is now ACS Social Enterprise, which has enabled us to raise more than £200,000 over the past 14 years – monies used to support many national and local charities. It led onto our volunteering and trying to give back as much as we can to our community.
OPI: You’re a nationwide operator, but also very focused on local business and your community in Bradford and West Yorkshire, both from a company culture as well as customer point of view – is that correct?
LS: Definitely. We sponsor the Bradford Bulls – our local rugby club – we’re part of the Yorkshire Asian Business Association, West
and North Yorkshire Chamber of Commerce and for 2025 we are a big supporter of the Bradford City of Culture. We are proud of being a Bradford business, so want to give back to our community as much as we can.
In terms of our divisions, IT Services is especially Yorkshire orientated. Having our own engineers, it makes sense for us to focus locally. We’re trying to create more awareness of our brand and showcase our exceptional expertise in this area – and the fact we are not just an office supplies firm dipping its toes.
We want people to feel valued and recognised –and heard, no matter how crazy it may seem sometimes
We’re becoming a recognised player in this space and because we have capability in so many different sub-segments (support, cybersecurity, telecoms, AI, etc), we can help businesses with anything they need. Being engaged locally, through networking and sponsorships, helps enormously.
OPI: Let’s talk some more about ACS as an employer. There’s a general mandate to come to the office every day I believe. This is interesting given work preferences in this post-COVID world.
LS: I guess it is. Nobody worked at home pre-COVID, with just a couple of location-related exceptions. Then everyone went home during the lockdowns and ACS kept going. During this time, we lost some of the culture and what made ACS ACS, so when it was legal again, we wanted everybody back.
The memo was: if there’s a reason you can’t or you feel you don’t want to, come and speak to us, but essentially, we want to try and get everyone back in the office. And people did come back, there were no issues – I think everyone understood why we did what we did.
Again, there are some exceptions, mainly to do with distance. That said, we’re almost 100% back-to-office full-time. Our culture is here. Whenever we have visitors – suppliers, vendors, customers – they always comment on the atmosphere and buzz our office has. We had this pre-COVID and we managed to get it back.
OPI: Does this cause an issue with recruitment? Obviously, the people you have know that and why it works, but to entice new staff in…
LS: It can be an obstacle on paper when a job is first advertised. The right type of people will understand why we have everyone here when they come for the interview. And it’s never been an issue after the interview stage.
We also get a lot of referrals – precisely because of our culture. It’s a real differentiator. Take my area of marketing: typically, individuals would always opt to market high-profile brands such as Gucci handbags or Coca-Cola; nobody comes in from the outset wanting to market shredders or ink and toner. Our culture and how we act as a company makes individuals want to open that door.
OPI: Can you give an overview of staff as regards gender, age, etc?
LS: In terms of a total workforce of 98, it’s fairly evenly split – 50 men and 48 women. Plus, we have our dog Frosty (pictured below) – he is proof that office dogs can boost morale, reduce stress and create a positive atmosphere.
Age-wise, we are really varied: we have people who’ve been working here from the start, so nearly 17 years, and they are typically in their 40s and 50s. On the other side of the spectrum, we are doing a lot with apprentices and have plenty of youth coming through.
OPI: How do you define company ‘culture’?
LS: I think some people get confused between culture and perks. Culture is not a free fruit bowl or a pool table – these are just perks
some may appreciate, others may not. Culture is how you make people feel.
This is what we try and really focus on at ACS. We want people to feel valued and recognised – and heard, no matter how crazy it may seem sometimes. We encourage them to have a voice. It means staff feel at ease to share ideas and thoughts, whether it’s the 16-year-old apprentice who started last month or the office veteran with years of experience.
Having a flat hierarchy is one of our biggest strengths, I’m convinced, because the leadership team is approachable and makes decisions quickly. We have an initiative called Lightbulb, which has been really successful. It’s on our hub and it’s basically a way people can send ideas or suggestions for how to make our business better. They can be anonymous if they want or they can put their name to it. It could be a workplace idea or a product or process suggestion. We love receiving these.
We go through all suggestions on a quarterly basis. We then communicate which ones we’re going to put in place and explain why others won’t be. We feel it really helps us move the business forward. Also, if you listen to your employees, they will be more engaged and likely do a better job – it’s a no-brainer.
Culture and perks do overlap, of course. Again, for me, it’s about being heard first and foremost. We bought the building we’re in now a year before COVID; it was dated and needed a complete overhaul.
We brought everybody here in hard hats, boots and high-vis jackets and took them on
a tour. We asked: what do you want in this space? What will make you happy, productive and keen to come to work?
Rooftop bar aside, on the whole we were able to give people what they asked for, partly because we had a blank canvas –budget-restricted obviously – but also because we had anticipated what they might want. However, we didn’t want to just assume and instead try and give them a voice so they felt involved in the renovation.
Some of the perks we now have are not big, but they are meaningful. A quiet room, for instance. It’s a space with soft furnishings, no phones and no chatting. Staff come here for a bit of calm and quiet. It’s hugely popular.
We also have a multi-faith room and a tuck shop which is particularly popular with the younger generation. We buy loads of snacks in bulk, sell it through the tuck shop and the profits go to our partner charities.
There’s a gym with showers which is used a lot. We give everyone an hour a week outside their lunch break for exercise. We feel this is appreciated and also important. Good physical health lends itself to good mental health, right?
OPI: How do you deal with professional development and career progression?
LS: It’s a mix of ad-hoc and formalised. We have our ACS Apprentice Academy which is designed to give a structured start. All apprentices usually begin in sales and after a few months, we jointly decide where they would fit in best across the organisation.
Typically, our apprentices come in at the age of 16 or 18 straight from school or college, so it’s likely they don’t necessarily know what they want to do. We give them the opportunity to learn about every part of the business and then go from there.
For example, Sam came in via the apprenticeship route – he started his career at ACS in sales, helping to manage our police contract. However, he showed a passion for technology and AI and is now our Web Developer. Sam is currently looking at starting a software development course to assist him in his new role.
On a less structured note, we feel strongly about giving employees opportunities and pride ourselves on supporting, nurturing and mentoring staff whenever we can and as best we can. Back in 2022, we wanted to step up our focus on sustainability. It was tricky – we’re almost stockless and as such rely on other parties much more than a stocking dealer. But the topic was important to us and we were looking at hiring a sustainability expert to help.
Tom, our Vendor Manager who worked for me, was hugely interested in sustainability, so he put a business case forward to Mike, Harry and I. He had found a course studying Business Sustainability Management that was accredited by Cambridge University. He argued that, if we could support him with the course, he would take on the new responsibilities alongside his existing role.
It was a risk: could he fit the new role in with his current workload? Does he know enough to help take our business forward? Well, we signed it off and he completed the course in 2023. It’s been great for us: we didn’t have to hire anybody – saving a salary – and we gave Tom the opportunity to learn, develop himself and do what he feels passionate about. He is doing a fantastic job and it’s already having a real impact on ACS.
OPI: It’s probably not as simple as saving a salary. Without wanting to finish on a negative: is being a really good company –like you obviously are – expensive?
LS: It’s a choice we make and we certainly believe it’s paying off – we’re a credible business and a credible employer.
Yes, no doubt, it can be expensive. We have invested in our culture since we opened our doors in 2008 and it’s something we have always committed to. Naturally, it’s easy to do it when all is going well; the hard thing is to maintain that commitment when things are getting tough – this is where I think we have made a real impact with our staff.
In addition to the various things I’ve mentioned, we’re big on celebrating achievements and milestones. Recognising five, ten or 15 years of service is a big deal. When the company got to five years, for example, we bought everybody who had been with us for that time a personalised watch, took them out for a nice meal and put together a bespoke booklet about their time at ACS.
We were so proud of turning five, we didn’t consider that we now had to do this for everybody reaching their five-year milestone. And also that we would have to do even better for ten years of service and so on.
We have stuck with it and every single person has the exact same experience as that first year no matter what situation the business is in. We also have a different treat to celebrate other anniversaries.
We have invested in our culture since we opened our doors in 2008
Another thing we do is a big team-building promotion in Q4 of each year. Basically, the whole company is put into teams and they have to complete a set of challenges, having been nominated by their peers. There is always a theme, like ACS Big Brother, ACS Get Me Out Of Here or ACS Apprentice, etc. The winning team gets an all expenses paid trip to somewhere in the world. The Get Me Out Of Here trip, for instance, was to South Africa. On the surface, it looks like we’re just having fun, yet there’s a lot of work in the background and a lot of KPIs we look at for the challenges – they range from strategic planning to team-building physical activities.
We’re very serious about what we do and we are good at it. But we also want to make sure our people enjoy what they do.
OPI: It has been an absolute pleasure talking to you – inspiring. Thank you!
Tariff TURMOIL
How
are US tariffs impacting organisations in the business products industry? OPI surveyed readers to get their take on the situation
Tariffs were a major talking point at the OPI Executive Dinner in Chicago on 7 April, just five days after President Trump’s ‘Liberation Day’ announcement. Attendees were still trying to understand the implications after the US President imposed new levies on virtually all of the country’s trading partners.
A lot has happened in the weeks since then, of course, and many of the initial tariffs have been paused. However, at the time of writing (6 May), goods imported into the US from China are subject to a 145% import tax, with a 10% rate applicable to most other countries.
Meanwhile, a 25% levy on all steel and aluminium, including finished goods, entering the US has been in place since 12 March.
“Our entire product line has 145170% tariffs. Office products are a commodity, non-mapped category, so it is an extreme challenge raising retail prices across the market (for example Amazon) to make sure all parties are still profitable – and hoping sales don’t take a massive hit at the same time.”
–US vendor
The latest noise coming from the White House is that the current level of China tariffs will not be maintained; indeed, it is highly likely the situation will significantly evolve over the next few weeks and months. One consequence of this is uncertainty, not something hugely appreciated in the business community.
At the end of April, OPI canvassed opinion on the impact tariffs were having on our readers’ businesses.
Out of all survey respondents, 68% were based in the US, with the other dominant locations being Canada/Mexico (12%), the European Union (10%) and the UK (9%). In terms of business types, 54% of respondents were resellers, 35% from the manufacturing/ supplier community and 10% represented the wholesaling channel (1% ‘other’).
Here are the core results of the survey as well as comments from several participants.
What impact is the tariff situation having on your business?
“The 145% duty affecting our business in the US means we would have to increase consumer prices to make up the extra duty.”
–UK vendor
“It’s time we made a serious effort to negotiate better/fairer deals as a country: the US is a darn good customer which pays a premium. With that said, deals need to be made sooner rather than later. We bulked up on most of the items before they became affected [by tariffs]. In some cases, we moved to a new manufacturer for a better deal. We are having good success converting new customers because their current vendor is not communicating. Most people are willing to have a conversation to negotiate their own best deal.”
–US dealer/distributor
“As we are not selling products from Europe to the US, we are not directly affected. However, many B2B customers of our resellers or distributors are suffering from tariffs, leading to high uncertainties and shrinking demand in the market. This just adds to the continually negative sales trend.”
–EU
vendor
Have you delayed
or
Have you made changes to (or are planning to) your sourcing or supply chain set-ups as a result of tariffs?
“Depending on the product category, some price increases have exceeded 25%; others remain at 10-20%. Sales have declined. The supply chain will take years to move elsewhere and may not move to the US, just diversify globally.” – US vendor
“We are a stockless dealer, selling only to state government, which requires 45-day firm prices. We are tracking the source of goods of every item we quote – and getting out the crystal ball to predict what our cost of goods might be 45 days after we set prices to our customer. We will also be implementing strict overtime controls as this is our main variable expense which can be controlled easily. The second quarter is the main year-end purchasing period for state government, so the timing for this could not be worse.” – US dealer
What average price increases have you made (or expect to make) as a result of tariffs, assuming they stay at current levels?
“We will attempt to pass through all cost increases and remain profit neutral. Fortunately, the consumer base is aware of this, so it’s an easier process. We are trying to remain diligent but have concerns some suppliers will raise pricing where tariffs are not actually a concern.” – US dealer
CATEGORY UPDATE
WORKPLACE reset
Resellers
have a unique chance to expand their offerings and create supportive environments that foster physical and mental health – by
Kate Davies
Current trends shaping the health and well-being category reflect the changing nature of work. Notably, there’s growing focus on mental health, ergonomics and achieving a good work/life balance.
The new way of working is not just a legacy of the pandemic, it also stems from generational changes. According to design and architecture firm Gensler, millennials and Gen Z now make up over 50% of the workforce worldwide, bringing with them stronger expectations around well-being and flexibility. These priorities are reshaping everything from workspace design to value propositions.
As organisations adapt, vendors are responding swiftly. Rolf Schifferens, Managing Director at Durable in Germany, highlights some priorities: “Companies are investing more in resilience, mindfulness and stress management. Offerings like meditation, yoga and coaching for mental support are becoming standard practice.”
THE RISE OF ERGONOMICS
Interest in ergonomic solutions has surged in recent years. Schifferens attributes this to various factors, including changes in working models, demographics and technological progress. Products like monitor arms, sit-stand desks and ergonomic lighting are integral to creating healthier workplaces. They allow staff to maintain better posture, which can prevent or reduce common physical complaints including back and neck pain.
Schifferens emphasises the benefits of embracing these products, stating: “Companies that make the necessary
VENDOR
investments are seeing higher employee satisfaction and productivity. It also creates a stronger employer brand.”
In addition, businesses are offering more personalised solutions that incorporate the latest advancements in design and functionality. These aim to create a rounded approach to employee health. “By utilising innovative products and technologies, companies can create a health-promoting work environment which increases productivity and improves well-being in the long term,” Schifferens notes.
Companies are investing more in resilience, mindfulness and stress management
This being said, he warns that ergonomic solutions can only deliver their full benefits if implemented correctly. To truly improve well-being, businesses must conduct careful needs assessments, tailor practices to individual requirements, provide ongoing training and actively involve staff in the deployment process.
ADDRESSING AIR PURIFICATION
Air quality is a crucial component of wellness strategies for both workplace and education facilities. “Indoor air quality (IAQ) is essential in all workplaces, but we’re seeing an emphasis on K-12 settings. We recently surveyed North American educators and found that 64% graded their classroom’s IAQ as unsatisfactory, with 83% noting they’re worried poor IAQ contributes to major respiratory
illnesses,” says Jason Jones, Director of Sales and Marketing – AQM, at Fellowes Brands.
“It’s a huge and warranted concern as there are many schools which struggle with outdated heating, ventilation and air conditioning (HVAC) systems and a lack of resources to install IAQ measures.”
The importance of air quality management (AQM) is underscored by emerging regulations. For example, ASHRAE Standard 62.1 – developed by the American Society of Heating, Refrigerating and Air-Conditioning Engineers – sets minimum ventilation and air quality requirements for both commercial and institutional buildings.
Organisations like Fellowes are helping employers meet benchmarks through advanced air purification systems. These efforts also contribute to achieving building certifications such as LEED, WELL and Fitwel.
A common misconception about air purification is that increasing ventilation by bringing outdoor air inside will automatically improve IAQ. “In reality, buildings’ IAQ are affected by a range of factors, including allergens, mold and off-gassing from office furniture,” Jones explains.
“Also, when outdoor air is polluted, the solution isn’t to bring in more air – it’s to increase the quality of the air already in the room. HVAC systems have limitations and often do not account for poor air quality, which is why having a dedicated AQM system is integral.”
The US Environmental Protection Agency clarifies that common building materials and furnishings, such as paints, adhesives and carpets, emit volatile organic compounds which can negatively impact IAQ.
These emissions can lead to health issues like headaches, dizziness and even respiratory problems, highlighting the need for a comprehensive approach to AQM which considers ventilation, purification and filtration.
TROUBLESHOOTING
Education and awareness play a critical role in overcoming the aforementioned misconception. As Jones points out, it can be difficult for people to fully grasp the impact of poor IAQ because it’s invisible.
“Make it personable, relatable and easy to visualise,” he advises resellers. “Dashboards and monitoring technologies help bring this issue to life – they allow customers to understand what’s in the air around them and how a properly integrated system can clean and manage that air.”
One of the most impactful innovations in workplace air purification is the ability to monitor IAQ and respond to real-time data.
Fellowes has been at the forefront of this shift with its patented EnviroSmart+ Technology which enables air purifiers to automatically adapt to fluctuations in occupancy and environmental conditions.
Sensors continuously track IAQ and adjust airflows accordingly, while also providing data that helps facilities teams make informed decisions such as when to increase or reduce outdoor air intake.
When outdoor air is polluted, the solution isn’t to bring in more air – it’s to increase the quality of the air already in the room
This intelligent automation is embedded in Fellowes’ Array line which integrates real-time IAQ data with building management systems. By optimising ventilation and filtration based on actual need, Array contributes to healthier workspaces as well as reducing unnecessary strain on HVAC systems.
SUSTAINABILITY IN WELL-BEING
Sustainability is increasingly intertwined with health and well-being, as organisations recognise creating healthier workplaces also means making environmentally responsible choices. This connection is driving innovation, with vendors developing products that are user-friendly and eco-conscious.
One example is Durable’s RETHINK strategy, launched in 2024. The initiative reflects a comprehensive approach to sustainable product development. “From development to production, packaging and shipping, we review our products with sustainability in mind,” says Schifferens.
Fellowes Brands’ Array air quality system
“For example, we use recycled materials for production wherever possible or ensure all
materials used can be easily separated and returned to the material cycle.”
Fellowes further demonstrates this dual commitment to human and planetary health through sustainable design and life cycle management. Its Array AQM system features packaging that is 99% recyclable, made primarily from corrugate and paperboard. This supports the company’s broader Sustainable Packaging Policy which targets at least 80% recyclable packaging by 2030 and the elimination of all single-use plastics by 2028.
A commitment to sustainability is vital as businesses look to reduce their environmental footprint while meeting growing expectations for health-orientated workplace products.
EMPLOYEE RETENTION
Fostering a sense of belonging is becoming just as important as meeting physical health needs. According to Gensler, ‘belonging’ is the new currency in workplace design –influencing layout, lighting, wellness amenities and much more. Employees who feel seen, safe and supported are more likely to stay with a company, perform better and advocate for their employer.
In addition, sensory elements like scent, sound and lighting now play a strategic role in creating spaces people want to spend time in. Underlining Gensler’s findings, Vectair Systems, a leader in aircare, has observed a change in demand, with facilities prioritising building inviting environments through aromatherapy-inspired fragrances.
“In recent years, there has been a growing trend towards fragrances such as lavender, thyme and sandalwood which create welcoming atmospheres,” said Chelsey Schwartz, VP of Marketing at Vectair.
The rise of fragrance-based solutions aligns with broader efforts to improve workplace settings, not only for aesthetic reasons but also to support employee well-being. Schwartz emphasises that companies must
value clean, hygienic environments to retain employees and attract new talent. “Offices that are professionally cleaned and smell great help create an environment where staff want to work,” she notes.
EXPANDING RANGES
As companies seek to meet the changing needs of employees, they’re recognising the true scope of wellness. As Jones points out, corporate wellness is no longer just about financial perks or employee programmes. “It’s about basic amenities which will empower staff to feel secure and do their best work,” he says.
Certainly, the demand for health and well-being products shows no sign of slowing down, meaning it’s essential for resellers to address the diverse needs of their customers. To succeed in this ever-expanding category, Schifferens suggests resellers follow a carefully tailored strategy.
It’s about basic amenities which will empower staff to feel secure and do their best work
“A holistic approach that is customised to the needs and wishes of customers is key,” he explains. “By leveraging market research, offering a broad product range, prioritising sustainability and innovative services like health counselling and workshops, resellers can successfully enter this growing market and build lasting customer relationships.” By integrating these insights into their offerings, resellers are better positioned to support businesses in creating environments that actively promote employee health, well-being and productivity. The result will be an ultimately happier, healthier and more engaged workforce.
Vectair Vibe Pro fragrance delivery system
Vectair Vibe Pro Refills
PEOPLE first
In today’s evolving workplace, how can companies go beyond token gestures to create truly supportive cultures?
Amid growing recognition of the importance of mental health, OPI’s Kate Davies spoke with Pascale Anderson Mair, Lyreco’s Chief People & Culture Officer, to discover how businesses can truly embed employee well-being into their organisation.
With an international background in HR and a passion for aligning business success with people-centric values, Anderson Mair brings a strategic lens to a crucial conversation.
OPI: To start with, what makes supporting employee mental health so challenging?
Pascale Anderson Mair: Lingering stigma is one of the biggest issues. Many people still worry about being judged or seen as weak if they speak up, making fostering open dialogue incredibly difficult. Added to that, there’s often a lack of awareness and education, meaning managers don’t fully understand how to identify or address mental health issues.
Company culture also plays a part. High-pressure environments, demanding workloads and poor work/life balance can undermine even the best-intentioned well-being initiatives. Access to support is always a concern, particularly for businesses with budget constraints.
In today’s hybrid and remote working environments, feelings of isolation can easily grow; it also becomes harder to spot when someone is struggling. Measuring the effectiveness of mental health strategies is certainly more challenging when staff split their time between home and the office and it’s difficult for businesses to assess what’s working and where improvements are needed.
OPI: What role does leadership play to foster a culture of well-being?
PAM: When it comes to mental health, the influence of exceptional leaders cannot be overstated. Their attitude and actions directly impact how well-being is perceived and prioritised at every level. Without visible and consistent support from the top, employees are unlikely to feel safe and positive in terms of engaging with health initiatives.
Leaders who model healthy habits – taking breaks, setting boundaries or openly
discussing mental health – help create a culture where staff are confident to open up without repercussions. Listening to employee feedback and adapting accordingly is another piece of the puzzle.
Allocating time, training and resources to mental health sends a strong message that well-being is a real priority, not a box-ticking exercise. When companies evolve their approach based on actual needs, the results are so much more impactful and sustainable.
OPI: Can you point to some practical steps?
PAM: Simple, consistent actions make a meaningful difference. Encouraging conversations about well-being in team meetings, checking in with staff beyond their workload and sharing personal experiences where appropriate all help reduce stigma.
Leaders who model healthy habits [...] help create a culture where staff are confident to open up
Promoting the use of assistance programmes, providing access to mental health resources and championing peer mentorship schemes further reinforce the message that help is always available.
OPI: How can companies go beyond surface-level tokenism – you’ve just referred to box-ticking – to create a truly supportive culture?
PAM: It takes more than a few perks, for sure; instead, a sustained effort, thoughtful strategy and an authentic commitment to people are needed. Superficial actions often fall flat because they don’t tackle the deeper structural and cultural elements which shape the employee experience.
To really move the needle, well-being needs to be embedded into the company’s core values and daily operations. This means fostering inclusivity and promoting balance not just in policy, but in practice. Regularly reviewing workloads and expectations, for instance, is essential in order to prevent unnecessary stress.
Pascale Anderson Mair
Psychological safety is another key component. When people feel able to share challenges and ideas, the workplace becomes more supportive and innovative. Accessible mental health resources also matter.
OPI: What are the standout initiatives which in your experience have a real impact?
PAM: While every organisation is unique, some initiatives consistently stand out. Flexible work arrangements are one of the most effective strategies, allowing staff to better balance personal and professional demands. Comprehensive benefits such as access to mindfulness programmes, therapy and mental health days further signal that the company takes employee health seriously.
Equally powerful is training managers to recognise the signs of mental distress and respond appropriately. Managers are often the first point of contact for employees facing difficulties; equipping them with the right tools – and compassion – can make a real difference in how supported their team feels.
It is non-negotiable that mental health support should be inclusive and accessible to everyone. This also means recognising and addressing the unique barriers marginalised or underrepresented groups face when accessing support.
Well-being conversations and initiatives should reflect a broad range of perspectives and experiences. These include presenting diversity in mental health campaigns, offering culturally competent counselling services and acknowledging that there is no one-size-fits-all solution. Well-being looks different for everyone and inclusivity means being open to all needs.
OPI: Do you feel there are misconceptions about workplace well-being?
PAM: Yes, definitely. It’s not about perks such as free yoga classes or office snacks. While these gestures can be appreciated and contribute to a nice environment, they don’t address the root causes of stress or burnout.
True support means creating an environment where employees feel valued and safe. It involves making mental health part of the everyday experience, not merely an afterthought.
Suppliers in our industry, and indeed all sectors, can help by offering more than quick fixes. These might include tools and services which help develop leadership engagement and drive behavioural change.
OPI: How can organisations communicate the unquestionable value of well-being –especially when budgets are tight?
PAM: Well-being should be viewed as an investment rather than a cost and companies can play an important role in shifting away from this outdated perception.
One effective way to communicate the value is highlighting the connection between employee well-being and overall business performance. It helps improve productivity, reduce absenteeism and enhance employee retention – all compelling arguments.
Well-being looks different for everyone and inclusivity means being open to all needs
OPI: Are there any specific trends shaping the future of workplace well-being?
PAM: Absolutely. One example is the increasing use of data to tailor and measure well-being efforts. Organisations are leveraging employee feedback and analytics to better understand needs and track impact.
There’s also growing momentum around personalised health strategies. Rather than blanket policies, businesses are recognising that different employees need different types of support. More flexibility in working arrangements, broader access to resources, such as financial and social well-being programmes, and a focus on individual preferences are all becoming more common, which is encouraging.
OPI: What advice would you give to companies looking to improve their approach to employee mental health?
PAM: The most important step is simply to take action. Mental health and well-being shouldn’t be treated as static goals – show commitment, communicate transparently and consistently review your approach.
Small changes can have a big impact, especially when they’re part of a larger, values-driven culture. With honesty and collaboration, companies can build workplaces where well-being isn’t just supported – it’s expected.
&
BIN the taboo
VENDOR
Businesses are increasingly – and rightly – expected to provide inclusive, hygienic and sustainable environments for their employees, including appropriate provisions for menstrual health. Although there has been a fair bit of attention on tackling period poverty and providing free sanitary products in public and workplace settings, another part of the conversation is often overlooked: the safe and dignified disposal of these products.
VENDOR
For employees who menstruate, inadequate facilities can lead to discomfort, embarrassment and even missed work, highlighting menstrual hygiene is a fundamental workplace health issue.
RETHINKING SANITARY WASTE
Period dignity doesn’t stop at product access; it also means having clean and functional disposal systems in place. Historically, workplace sanitary disposal has relied heavily on external services, with bins collected and replaced on a contractual basis. While functional, these systems can be expensive and environmentally damaging in the long term. They often involve plastic-lined containers, for instance, regular vehicle servicing and lengthy supplier contracts.
For many businesses, particularly those with a keen eye on sustainability, these structures are becoming outdated. There’s also recognition that period care deserves the same attention as other staff health needs. This evolution in attitude has given rise to innovations in the feminine hygiene space.
Manufacturers are developing solutions which balance sustainability, user experience and efficiency. Sanni Bin, as an example, helps meet these ambitions and offers practical benefits: flat-packed for easy storage, simple to assemble and suitable for disposal via standard waste streams. They further reduce logistical complexity and give facilities managers greater control.
Reflecting its impact, the product was shortlisted at the 2024 BOSS Awards and received a Highly Commended accolade at
OPI’s European Office Products Awards earlier this year (see Event, OPI April/May 2025, page 50)
STEPPING FORWARD
Sanni Bin’s innovation sits within a wider movement where business leaders are re-evaluating how they support the health and dignity of their staff. Conversations around period inclusivity are no longer niche. Governments, education providers and larger employers are increasingly expected to provide free products, better education, and safe, discreet and accessible disposal.
The link between well-being and productivity is well documented and organisations that actively support employee needs often report benefits in morale, retention and reputation.
The way workplaces handle menstrual health is a reflection of their values
As younger generations enter the workforce with higher expectations around social responsibility, the importance of addressing menstrual health in a modern, considerate way becomes even more critical.
BIG IMPACT
Patrice Whelehan is inventor and Sales and Marketing Director at Sanni Bin, a division of Ireland-based Natural Hygiene
Ultimately, the way workplaces handle menstrual health is a reflection of their values. By investing in better, greener hygiene infrastructure, organisations can send a clear message that they care about creating genuinely inclusive and responsible environments. It also demonstrates a willingness to embrace innovation and improve processes that no longer meet the needs of today’s workforce.
As more businesses look to align employee well-being with sustainability and operational efficiency, menstrual hygiene solutions like Sanni Bin offer a compelling model. They show that, with a bit of rethinking, it’s possible to address several pain points – all while supporting period dignity at work.
The road to DIGITAL PRODUCT PASSPORTS SPOTLIGHT
Non-compliant cartridges are flooding the EU market. But there could be a solution, asserts David Connett
The imaging consumables sector in Europe is facing a crisis of compliance. While many businesses invest heavily to meet safety, chemical and environmental regulations, others are sidestepping the rules entirely. The result? An unfair situation where compliant products are undercut by those that fall well short of legal standards.
Under EU law, the responsibility for ensuring compliance lies with the entity placing the product on the market – typically the importer. This company must ensure each cartridge adheres to various regulations. These include directives, standards and obligations such as CE; Registration, Evaluation, Authorisation and Restriction of Chemicals (REACH); Waste Electrical and Electronic Equipment (WEEE); Restriction of Hazardous Substances (RoHS); and packaging rules.
FALLING THROUGH THE CRACKS
The challenge occurs when products are imported through drop-shipping arrangements or listed via online marketplaces with no traceable importer. In these cases, responsibility is often vague or deliberately obscured – and consumers are left exposed.
Many of the products arrive as low-value parcel shipments from outside the EU. No import duties are paid and there is no registration under national WEEE or take-back schemes. As a result, the cost of compliance – particularly WEEE collection and recycling – increasingly falls on OEMs and compliant European remanufacturers.
The European Commission has now moved to close this loophole. Under current rules,
goods valued under €150 ($170) are exempt from customs duties. In 2024 alone, over 4.5 billion such parcels entered the EU, the majority from China. A new proposal from Brussels aims to scrap the €150 threshold entirely, meaning all imports will be subject to customs checks and duties – regardless of value. The objective is to level the playing field and enhance safety and compliance for items entering the EU market.
Online platforms may also soon be required to collect VAT and duties at the point of sale and take more responsibility for ensuring listed products meet EU standards. If adopted, these reforms could significantly curb the flow of non-compliant cartridges and help restore fairness across the sector.
Product compliance should never be seen as a burden: it should be a basic expectation
While much of the criticism is levelled at new-built, non-OEM cartridges, OEMs are not immune from scrutiny. There have been instances where their products have lacked CE markings or failed to list an EU-based contact address. To their credit, OEMs generally respond swiftly to correct such failings – but these cases highlight that compliance lapses are not confined to one corner of the market.
THE COST OF COMPLIANCE
Doing the right thing costs money. Testing to comply with REACH can cost €1,000-€3,000 per product. There are additional costs for CE marking, WEEE registration and packaging compliance. According to recent industry
estimates, the overall cost of legally placing a compliant cartridge on the EU market is approximately €3.75 per unit.
Non-compliant importers avoid these costs altogether. They gain an unfair price advantage and the compliant side of the industry is left to carry the burden.
DO CUSTOMERS CARE?
The average end user may not give much thought to whether a cartridge is CE-marked or REACH-compliant. For individuals, price and availability often trump compliance concerns. For public sector and corporate buyers, the situation is different. EU procurement rules require that products meet environmental and safety standards. Yet enforcement is inconsistent.
Non-compliant products are routed through the UK to gain access to the EU [...] via the back door
Several public contracts have been awarded to suppliers offering non-compliant cartridges, often because the due diligence was insufficient or the information provided misleading. In one Italian case, a supplier used a ‘certificate of conformity’ to an internal standard to win tenders. The certification was later revealed to be neither independent nor valid as an ecolabel.
REGULATORY DEVELOPMENTS
David
Over the past decade, compliance requirements in the EU have steadily tightened. The 2019 update to the RoHS directive broadened the list of banned substances. REACH continues to add new chemical restrictions. WEEE and CAM (minimum environmental criteria) schemes are becoming more robust, particularly in public procurement.
At the same time, EU institutions are seeking to ease the regulatory load on businesses. In early 2024, Commission President Ursula von der Leyen launched a “competitiveness check” to review the impact of new legislation on SMEs. This has prompted calls to reduce red tape, especially around data protection rules such as GDPR.
While some regulations could undoubtedly be simplified, I would argue that product compliance should never be seen as a burden: it should be a basic expectation. No one would accept buying an unsafe car or hiring one that hadn’t passed its MOT. Why should it be any different for a cartridge? Compliance is not optional – it’s essential.
ENFORCEMENT AND RESPONSIBILITY
In theory, enforcement is the job of national market surveillance authorities. In practice, resources are limited and coverage is inconsistent. Some EU member states carry out detailed checks, while others do very little. Meanwhile, since leaving the EU, the UK has moved to its own regulatory regime. CE marking has been replaced by UKCA, although a grace period for CE continues. UK REACH and UK WEEE mirror the EU rules but operate independently.
There are signs some traders are exploiting this divergence. Non-compliant products are routed through the UK to gain access to the EU single market via the back door, circumventing proper checks. This growing trend needs to be addressed at EU level.
One longer-term solution could be the introduction of Digital Product Passports (DPPs). Part of the European Green Deal and the Ecodesign for Sustainable Products Regulation, DPPs will store structured data on a product’s origin, materials, repairability, compliance and environmental impact. For cartridges, this could include:
• Number of times remanufactured
• Compliance (REACH, RoHS, WEEE and CE)
• Identity of the firm placing it on the market
• Authorised representative for imported items
• Labelling and packaging compliance
• Safety datasheets and recycling information
The data will be stored in a central registry and is accessible via QR codes or serial numbers. Mandatory DPPs are not expected until well into the 2030s for imaging consumables, but pilot schemes and voluntary adoption could begin sooner.
INDUSTRY OPPORTUNITIES
DPPs won’t fix everything, but they do offer a way to improve transparency, prove compliance and support responsible procurement. A sector-led scheme may launch sooner, supported by the European Toner & Inkjet Remanufacturers Association or a community interest company. Voluntary DPPs might even become a requirement in public tenders ahead of any legal mandate.
Policymakers in Brussels have said that early adoption “could strengthen green procurement and improve market surveillance”. It’s a tool which may finally reward compliant companies – and expose those that continue to break the rules.
For now, compliance remains patchy. But with the right tools, incentives and political will, the road to a level playing field is still open.
Connett is a Partner at Germany-based Connett & Unland. He specialises in environmental, regulatory and market issues affecting the European imaging supplies sector
CATEGORY UPDATE
IMAGING SUPPLIES/ MPS/PRINT
SHIFTING sands
Print remains an evolving beast. Keeping a firm watch on trends and being agile enough to act on them fast is imperative – for all concerned
Plenty is going on in the print space, with several topics high on the agenda right now. OPI spoke to four stakeholders with various vantage points. They delve into the core issues invested operators have to contend with. One common denominator undoubtedly is the fact that the sector overall is in decline.
DIRECTION OF TRAVEL: SUSTAINABILITY AND AI
STEVEN HOLE, VP OF BUSINESS DEVELOPMENT EUROPE, STATIC CONTROL
In the aftermarket, there’s a strong push towards quality, sustainability and IP compliance. Dealers and customers are becoming more discerning, prioritising cartridges that meet performance standards and reduce environmental impact. The OEM market continues to focus on firmware updates to discourage aftermarket use.
Firmware-resistant chip development, advanced remanufacturing techniques and digital sales enablement tools are all driving new opportunities. Additionally, offering value-added services help our partners differentiate themselves in a crowded market. Consumers consciously purchase solutions that have a recycled element to it – such as remanufactured cartridges.
Indeed, sustainability is a decisive buying criterion today, especially in Europe where regulations like the EU Ecodesign Directive are shaping demand. Customers want to procure products that support a circular economy.
Many print fleets are ageing, but instead of full hardware replacements, businesses are extending the life of existing devices, especially A3 and multifunction printers, through MPS programmes. This too is a sustainability-driven decision – core MPS suppliers offer closed-loop collection programmes and carbon emission monitoring.
AI holds promise in predictive maintenance, supply chain optimisation and customer service automation.
TONY KO, VP HARDWARE & BUSINESS SOLUTIONS, KATUN
One trend we are seeing is the attention paid to overall costs, in terms of owning and maintaining equipment in the field. These can be programmes like Print-as-a-Service or subscriptions which move towards monthly service models.
Another growing development are cloud-based workflow integrations. Digitisation and remote document access continue to be key drivers. The ability to access, process, route and share content is becoming equally or even more important than the basic printing functions of the device.
As employees began returning to the office, we observed a shift from traditional large workgroup A3 devices to mid-sized A3s and more advanced A4 equipment. This shift will likely continue, with a growing number of workplaces adopting A4 devices due to their smaller footprint, lower costs and improved flexibility.
There’s increasing focus on how AI can be integrated into the print and imaging space, and we see tremendous potential here. From remote diagnostics to workflow optimisation and enhanced security features, AI can play a key role in improving efficiency and reducing costs.
AI isn’t the solution for every challenge, but we believe it will be a powerful tool in helping us adapt to a rapidly changing sector.
HYBRID WORKING: PROGRESS AND PITFALLS
MATTHEW WRIGHTON, HEAD OF DEVICE TECHNOLOGY & PARTNER DEVELOPMENT, FUJIFILM EUROPE
In Europe at least, hybrid working has shifted from trend to standard, with nine out of ten organisations blending remote and office-based models in some shape or form. There are three major developments which are reshaping the hybrid working landscape.
As more business activity moves online, vulnerabilities have increased
First, the acceleration of digital transformation has driven firms to adopt technologies that enable seamless collaboration across locations and time zones. It’s no longer just about having the right tools, but ensuring they genuinely support real-time connection and productivity. This means robust cloud infrastructure, intuitive communication platforms and heightened cybersecurity.
Second, the latter – cybersecurity – has taken centre stage. As more business activity moves online, vulnerabilities have increased. A large majority of organisations now expect cyberattacks, with concerns ranging from ransomware to email-based threats. In
response, companies are developing comprehensive approaches to secure access, encrypt data and monitor systems continuously.
Third, employee well-being has become a core consideration as it directly affects culture, retention and engagement. Many businesses struggle to maintain strong communication and a shared sense of purpose across dispersed teams. Gaps in IT infrastructure in this context are definitely unhelpful.
Effective hybrid working relies on a combination of strong cybersecurity, thoughtful management and reliable technology. Automating workflows can reduce approval delays and improve document management, helping teams operate more efficiently regardless of location.
Equally important is supporting managers and staff with clear expectations, communication training and consistent user experiences across devices. When employees can easily understand and use the tools provided, adoption is smoother and stress reduced.
Finally, reliable technology and simplified IT management are essential. Providing robust infrastructure and support ensures everyone has access to the tools they need.
THE DISTRIBUTOR POINT OF VIEW
DESIREE CRUZ, VP, VENDOR BUSINESS MANAGEMENT, PRINT, TD SYNNEX
The print and IT markets are evolving with growing demand for Print-as-a-Service and subscription models as businesses seek predictable costs and scalability. Security, compliance and sustainability are becoming essential, particularly in hybrid environments.
As such, we’ve expanded our portfolio to include MPS, automation tools, security consulting and life cycle solutions, thereby enabling our partners to reduce complexity and remain competitive.
Digitisation is transforming demand, changing the focus from hardware to value-added services. While this transition may reduce hardware volumes, it also creates a host of higher-margin opportunities. The potential is particularly strong in education, healthcare and government sectors where secure, hybrid print environments are being prioritised.
MPS and Device-as-a-Service models are gaining traction, alongside the heightened demand for sustainable solutions such as eco-certified and energy-efficient products. In addition, workflow automation and cloud-based document management continue to offer cross-selling potential.
Challenges remain. Supply chain variability – particularly for toner and ink – is one of them. Tightening hardware margins again emphasise the need to focus on other services. Upskilling partners to transition from transactional to solution-based selling is a key priority.
[AI]
technology improves efficiency, reduces downtime and streamlines support
Innovations in print analytics and fleet monitoring are enabling resellers to deliver smarter, data-driven solutions which optimise usage and reduce costs. Converged solutions integrating print with AV, unified communications and collaboration, and security as well as self-service portals and digital procurement tools are opening up new revenue streams.
AI is also playing a role, particularly in fleet diagnostics, usage prediction, supply forecasting and customer service chatbots. The technology improves efficiency, reduces downtime and streamlines support.
HEALTH &
WELL-BEING
Get the best from your TECH STACK
IMAGING SUPPLIES/ MPS/PRINT
IMAGING SUPPLIES/ MPS/PRINT
Keeping pace with digital transformation can be tiring for organisations. With technology in a constant state of flux, every year brings new tools, platforms and promises, but all this change doesn’t necessarily help. Often, it simply makes things harder.
Despite significant investment in new technologies, many businesses find that their core issues have a tendency to persist. Systems remain disjointed, teams grow frustrated and projects stall repeatedly, resulting in a constant cycle of disruption.
streamline operations and gain more from less. Integrated systems lead to smoother workflows, faster access to data and better collaboration. Support becomes simpler too, with employees – importantly – spending less time navigating platforms and more on carrying out meaningful work.
Fewer vendors further aid long-term strategic planning. Instead of constantly reacting to the latest tool or trend, businesses can develop a coherent digital strategy and stick to it – making room for smarter decisions and stronger performance.
Without a clear roadmap, even the best solutions will fall short
Adding more digital tools once seemed like a smart solution, each designed to fix a specific problem. Over time, however, it led to a bloated tech stack: multiple vendors, disconnected platforms and a digital environment which slows down rather than speeds up productivity. It’s no surprise that 73% of companies have experienced business disruption as a result of poor IT infrastructure.
COSTLY INFRASTRUCTURE
Too much complexity doesn’t come cheap either: companies often carry the cost of redundant equipment, manage numerous contracts and struggle with fragmented training across disparate systems. When issues arise, accountability is unclear, creating further stress and inefficiency. Extra tools don’t guarantee better outcomes –frequently, they just introduce more noise.
One practical solution is vendor consolidation. By reducing the number of technology providers, organisations can
Technology alone won’t fix fundamental issues. Investing in the right tools is essential, but without a clear roadmap, even the best solutions will fall short. Organisations need to understand the problems they’re solving, why they matter, and how each digital step fits into the wider business picture. That’s where strategic consulting plays a vital role.
Good consultants don’t just review your tech stack; they look at how a firm operates day to day. They help clarify what works, identify bottlenecks and map out a practical, business-focused path forward.
Digital transformation doesn’t have to feel endless – and relentless. Companies don’t need to adopt every new platform to stay relevant. What most of them need is a simplified approach, fewer vendors and clear direction. When the focus shifts from stacking tools to ensuring systems work together seamlessly, the impact is immediate: smoother operations, empowered teams and a stronger foundation for growth – without the burnout.
Kyodo Consulting is part of Kyocera. Its remit is to guide organisations through their challenges and build practical roadmaps that assist with making better use of existing technology
Steve Doust is Group Sales Director, Business Solutions & ICT, at Kyocera Document Solutions UK.
Sustainable print: ON THE UP
Since Quocirca produced the print industry’s first comprehensive sustainability report in 2022, the focus on environmental and associated issues has continued to rise. In our 2024 Bridging the MPS Sustainability Gap study, 72% of 500 surveyed firms across Germany, France, the UK and the US reported that they were accelerating their sustainability plans.
This is driven by a combination of factors. Firstly, companies following Science Based Targets initiative guidance are fast approaching the 2030 deadline for halving CO2 emissions. Secondly, increasing regulatory reporting burden across multiple aspects of sustainable corporate performance means that environmental factors remain a high customer priority.
INVESTING IN TECH
We live in an era of major technology infrastructure investment. The imminent end of life of Windows 10, combined with the emergence of AI-powered laptops and GenAI applications, is proving to be a catalyst for organisations to review and replace their tech stack (see also Opinion, page 36). The aim typically is to future-proof their business and establish and maintain a competitive position. Quocirca research shows that 73% of businesses plan to review their print fleet as part of this approach.
It offers considerable opportunity for MPS providers to strengthen existing relationships and engage with new customers. In fact,
reducing environmental impact is the top expected benefit of MPS, exceeding security, cost control, efficiency and reliability.
However, customers are not always satisfied with the results. From a list of 14 MPS perceived benefits, the satisfaction gap is highest for reducing environmental impact, meaning providers are not delivering on customer expectations.
Reducing environmental impact is the top expected benefit of MPS
This gap is particularly significant in German businesses, companies with more than 1,000 employees and in the financial services sector. As such, there is great potential to improve performance and develop comprehensive sustainability approaches that appeal to IT decision-makers looking to refresh or change their MPS.
WHAT CUSTOMERS WANT
Energy efficiency tops the list of priorities in terms of what executives are seeking in an MPS proposition, as organisations strive to hit emissions reduction targets and reduce energy costs. Device manufacturers across the board have worked hard to reduce energy consumption – to the extent that some believe we are reaching the limit of what may be achievable at an individual device level.
This is only part of the story, however. MPS providers can also maximise potential energy reductions by optimising fleet deployments and configuring devices to implement energy-saving features by default.
Customers are further seeking device longevity and the industry is stepping up to this demand. Several manufacturers have launched equipment with longer lifespans and started offering warranty extensions for devices already in the field.
The third key selection factor is sustainable ink and toner. This typically relates to the schemes in place for the collection and recycling or re-use of toner cartridges. It’s an area where many manufacturers have long-established programmes in place.
FEAR OF GREENWASHING
Transparency and data are important: companies want to see information about device sustainability. The difficulty in obtaining this is highlighted as one of the main barriers to improving environmental performance. By the same token, there’s concern about greenwashing: any sustainability claims must be fully evidenced.
Quocirca CEO Louella Fernandes
As the great technology infrastructure refresh gets underway, this is a pivotal period in MPS
This being said, it is widely acknowledged that the print industry has become more sophisticated in recent years as regards the circular economy. Significant advances have been made in post-consumer recycled plastic (PCR) content in devices, with products regularly featuring more than 50% PCR content. Another rapidly improving area is refurbished and remanufactured devices, with leading vendors offering certified products supported by robust warranties.
SEIZE THE MOMENT
MPS providers are exposed to both opportunity and risk right now. The potential lies in the general hardware refresh and new propositions – in sustainability as well as in security and cloud-based print management. The danger, meanwhile, manifests itself in waning customer loyalty. According to Quocirca research, 65% of firms are open to change, with 26% saying they will switch MPS providers at the end of their contract.
Developing a strong sustainability proposal is therefore vital to grasp the opportunities and mitigate risks. This should include:
• Sustainability assessment services which identify and clearly explain the potential benefits that fully optimised, well-managed MPS can deliver.
• Robust and transparent data on device performance across energy consumption, consumables and longevity, alongside data on certifications.
• A solid understanding of the drivers –strategic, ethical, financial and regulatory – impacting the client and influencing their procurement decisions.
• Analytics and reporting solutions which help clients track MPS performance, providing visibility over environmental progress.
• Exploring partnerships with third parties offering complementary services, such as reputable carbon offsetting initiatives.
• Providing assistance for digital transformation projects which help customers streamline workflows, reduce print volumes and minimise paper use.
In addition to customer-focused initiatives, MPS providers must ensure their in-house sustainability programme can withstand client scrutiny. 36% of companies state that it is extremely important for suppliers to demonstrably reduce their own carbon impact, while 57% formally track the environmental performance of their print suppliers.
PIVOTAL TIMES
As the great technology infrastructure refresh gets underway, this is a pivotal period in MPS and a chance to develop and market sustainability as part of a comprehensive offering. The print industry has a strong story to tell, but it needs to be presented in a way that responds to client drivers, key concerns and challenges.
RESEARCH
SITTING pretty
Ergonomics is not a new topic, but not enough is being done by businesses to ensure staff are looked after and protected, argues Fellowes Brands
Special Issue
Workspaces are evolving, with ongoing demand for flexible working and a trend towards downsizing, particularly for larger organisations, city-based businesses and the public sector. This shift is driving more shared spaces. At the same time, technology advances and changing skill requirements mean that the number of desk-based roles is steadily increasing.
WELL-BEING CRISIS
In January 2025, Fellowes Brands commissioned a study into the state of workspace ergonomics. Conducted by Atomik Research, it surveyed over 6,000 employees across Europe. The findings, published in the March 2025 white paper The Workplace Ergonomics Revolution, reveal that poor workstations increasingly impact well-being. Below are some worrying statistics:
• Two out of three respondents have suffered from pain or discomfort as a result of their workstation set-up and 72% report back pain throughout their working day.
• On average, employees take 14 days off work due to workstation injury and pain. Fellowes estimated annual productivity loss from poor ergonomics at around €2,000 ($2,277) per employee (based on the average EU annual salary of €37,000).
• 10% of those surveyed are not sure who to ask for support in relieving physical pain, with 13% asking for help from anybody at work sharing the same experience.
• As a positive, 89% of those using ergonomic equipment feel more valued, comfortable, productive, motivated and energised.
VENDOR SPECIAL Special Issue
VENDOR SPECIAL Special Issue
Demographics can play a key part in the context of ergonomics. And they are changing too: the share of older workers – between the ages of 55 and 64 – has increased significantly from 11.1% in 2005 to 18.4% in 2019, according to OSHA Europa (www.osha. europa.eu), which equates to around 35.8 million employees in Europe.
In addition, more women are entering the job market. Fellowes’ study found that 73% of females suffer from a sore back compared with 61% of males.
The growing demand for shared workspaces is creating a need for adjustable equipment suitable for a variety of workers. Ergonomic products, especially monitor arms, height-adjustable monitor stands, sit-stand desks and back supports are possible solutions where shared/hot desks are required.
Regular workstation risk assessments are vital in order to identify the needs of people
Hybrid working, meanwhile, is seeing a drive towards transportable items – products with handles, those that fold away and are mobile are becoming more important.
Percentage of staff reporting positive results from a good ergonomic set-up 89%
Regular workstation risk assessments are vital in order to identify the needs of people and provide the right ergonomic solutions. The EU Directive for Display Screen Equipment has been in place throughout Europe since 1990; one of the areas it references is risk assessments. However, employers are often not complying or conducting these regularly.
Fellowes’ research highlighted that across Europe, one in two workers are not receiving regular equipment assessments with almost a quarter of those surveyed not receiving any checks at all.
Research shows a distinct relationship between mental well-being and workspace ergonomics
In November 2023, Poland amended the regulation on safety and hygiene at workstations with computer monitors. Employers by 17 May 2024 had to adapt these to the minimum occupational health and safety requirements and ergonomic standards specified in the regulation.
The amendments have driven growth for ergonomic solutions, but Polish businesses still have some way to go, with 90% of those surveyed in the country experiencing pain or discomfort due to their workstation set-up. It’s a similar picture across much of Europe.
SOUND ADVICE
Below are several steps Fellowes Brands recommends resellers discuss with their customers as regards the issue of workspace ergonomics. By effectively implementing these steps, businesses can reduce the negative impacts of a poor workstation set-up.
• Promote a culture that prioritises health and well-being: a healthy workforce is a productive workforce, so it is in every company’s interest to hightlight this topic.
• Identify the risks: employers should be conducting regular risk assessments – and act on the results, thereby promoting awareness and best practice.
• Invest in education: in doing so, employees feel empowered to take ownership of their workspaces, encouraging responsibility for their comfort and well-being while ensuring they are using the right ergonomic solutions correctly.
• Implement solutions: where problems are identified, businesses should be supplying the best product solutions to avoid more issues from arising further down the line. Prevention is always better than cure.
• Continuous training: educating staff on the correct use of equipment is vital as, without this, they may not see the benefit of the products they are using.
• Re-evaluate and readjust: people and their environments change over time – due to health, age or social circumstances, for instance. Be sure to regularly reassess employees’ needs.
Additionally, the EU Strategic Framework on Health and Safety at Work has identified several objectives to execute by 2027 and aims to address the changing needs of workers’ protection. The framework, which began in 2021, has “anticipating and managing change in the new world of work” as one of its key objectives.
The focus will be on regularly reviewing workplace and DSE Directives as well as preparing an EU-wide initiative related to mental health at work, which will assess emerging challenges and recommend new guidance for action.
Indeed, Fellowes’ research shows a distinct relationship between mental well-being and workspace ergonomics, with 10% struggling to play with their children, 13% sometimes unable to attend social events outside of work, and 26% saying pain from workstation set-up negatively impacts their mood, making them less enjoyable to be around.
THE HYBRID SETTING
Hybrid working models, as stated, remain prevalent. But they also vary considerably, as does the approach of businesses towards ergonomics in a hybrid environment. Using makeshift workstations at home – as is so often the case – increases the complexity of risk assessment and the enforcement of standards. 22% of hybrid or homeworkers, for instance, are working from the sofa, 16% from their bed, 19% with a laptop on their lap and 18% from any available work surface.
Needless to say, it is always recommended that employees – wherever they are based – use a designated workstation, equipped specifically for their needs.
Since COVID-19, permanent legislative initiatives have been passed in Austria, Croatia, Greece, Estonia, Poland, Portugal and Spain relating to occupational safety and health. Several studies have consistently shown that home workers are particularly exposed to psychosocial risks, musculoskeletal disorders (MSDs) and other physical health problems such as eye strain.
The initiatives are all slightly different but aim to address risk assessment and enforcement, coverage of accident insurance and new rules aimed at preventing psychosocial risk and other physical problems.
TIME FOR A RETHINK
There’s no doubt organisations need to rethink their approach to employee well-being and workplace culture. Ergonomic products are often seen as an optional accessory to a workspace, rather than an essential solution
Breyta laptop carry case from Fellowes Brands
Workers do not receive regular workplace risk assessments
Percentage of hybrid/home employees working from their sofa
which helps to prevent MSDs and ensures long-term health and well-being. This lack of awareness and education is a real concern across Europe, as trends show the growth in sedentary roles. What is striking from the research conducted by Fellowes is that almost half of those surveyed didn’t recognise the definition of ergonomics from a dropdown list, suggesting training is crucial.
On top of this, when represented in online product descriptions, the word ‘ergonomic’ has been devalued to the extent it is often rendered meaningless. A quick search on Amazon for an ‘office chair’ will show that every available chair is classed as ‘ergonomic’. The untrained have no method of measuring the accuracy of the description.
Organisations need to embed ergonomics into their operational ethos to ensure employees are comfortable both in and out
of the office. They further need to educate them on its importance, offering resources and training to ensure safe and effective workspace set-ups.
MAKING INFORMED CHOICES
One of the typical misconceptions around this topic is that “any solution will do”. It will not. Without conducting a proper risk assessment, pain and discomfort may not be relieved and will lead to longer-term issues if not addressed.
According to Fellowes’ research, over a quarter (27%) of employees who received ergonomic equipment had no training on how to use and implement their solutions. It should be part of every company’s health and safety policy to provide training on workstation best practices and the correct use of products. Overall, awareness of ergonomics and how crucial it is to employees’ health remains low – it needs to be integral to every firm’s culture and well-being package. Education, training and support are just as vital. For ergonomic solutions to be successful, the purchaser –and user – needs to make informed choices.
To download the white paper, please visit https://www.fellowes.com/uk/en/marketing/ pg/worklife-coach-ergonomics
the state of the industr y report
Where Is The
olume?Part 2
The era of CONVERGENCE
STATE OF THE INDUSTRY REVIEW
Following a turbulent period of global disruption, market research firm Martin Wilde Associates (MWA), in collaboration with OPI, has released the twelfth edition of The State Of The Business Products Industry 2024–2025. This authoritative 300-page guidebook offers critical insight into the current and future direction of the global business supplies sector.
Based on 56 in-depth interviews with senior executives in Australia, Benelux, Canada, France, Germany, the UK and the US, MWA found that the gap between volume and value trends in core office products began to narrow in 2024.
Digitalisation, hybrid working, economic instability and cautious business spending continued to suppress demand. However, a modest return to workplaces and residual price increases helped support market value. As a result, while 92% of respondents reported a decline in core OP volumes in 2024, only 73% saw a drop in value.
In terms of overall product sales, 62% of respondents said volumes had fallen, with just 42% reporting a decline in total value. Those who experienced growth often attributed this to diversification into higher-performing categories such as cleaning/janitorial supplies, catering/breakroom items and workwear.
CHANNEL BLURRING
In several markets, a growing overlap is emerging between business supplies distributors and industrial/MRO channels. A significant number of respondents foresee further competition from MRO players encroaching on traditional business supplies territory. Nearly 20% of executives, meanwhile, anticipate that industrial/MRO
products will represent a larger portion of business supplies sales in 2025.
As one US distributor said: “I don’t know much about the resellers of MRO. We’re targeting Grainger and making sure we are competitive. Right now, we feel very good about where we stand. We’re going to take share out of [that] market.”
MARKET SHIFTS AHEAD
Sales values are consistently outperforming volumes. Only 27% of respondents reported volume growth in 2024, while 49% noted an increase in value. Gross margins also appear to be on a slow upward trajectory, with 32% of distributor respondents citing improvements and just 24% observing a decline. The full report offers a comprehensive analysis of these trends.
The gradual return to office life is fuelling demand for workplace infrastructure and supplies. Again, cleaning/janitorial products, catering and breakroom essentials, PPE, signage and workwear were the most frequently cited growth categories in 2024.
Nearly 20% of executives anticipate that industrial/MRO products will represent a larger portion of business supplies sales in 2025
Conversely, traditional stationery, cut paper and print consumables continue to decline, driven by ongoing digitalisation. MWA’s study provides forecasts for product performance in each of the seven countries in 2025.
Predictably, online channels remain dominant. Amazon, Amazon Business and other marketplaces gained significant ground in 2024. However, large independent business supplies dealers have also been doing well. In contrast, traditional players – small independents, national contract stationers and wholesalers – were most likely reported as losing share.
Additional findings reveal that categories such as office furniture, catering, educational supplies, PPE and cleaning products are expected to comprise a greater share of distributor revenue in 2025.
The State Of The Business Products Industry 2024–2025 is now available – visit www.opi.net/ SOTI2025 to order your copy
Print catalogues are steadily diminishing in importance, with some respondents expecting to eliminate them entirely by 2026.
Finally, approximately 60% of those surveyed in this state of the industry report indicated plans to acquire another business in 2025, pointing to further sector consolidation in the coming months.
WORKSPACE EXPO 2025 REVIEW
With French FLAIR
OPI’s Andy Braithwaite meets some well-known faces at the 2025 Workspace Expo in Paris
Covering the workplace furniture, design and layout sectors for the local market, French trade fair
Workspace Expo took place from 25-27 March. It was OPI’s first-ever visit to the event – think of it as a smaller version of NeoCon in the US or Orgatec in Germany.
Workspace Expo is, in fact, three events rolled into one, with cleaning show Europropre and facilities manager-focused SETA (Le Salon de l’Environnement de Travail et des Achats) both taking place at the same time at the Paris Expo Porte de Versailles exhibition centre in the south of Paris.
As such, it is far from a small event. This year, almost 21,000 visitors attended the three-day gathering – an increase of around 2% versus 2024, according to organiser WeYou – while more than 300 exhibiting brands were present. These included contract furniture giants Steelcase and Haworth as well as retail behemoth IKEA. The latter is eyeing the B2B space following the launch of its Mittzon office system last year and a new IKEA Pro loyalty programme.
FAMILIAR NAMES
There were also a several familiar names to OPI readers from the vendor and reseller channels, some Workspace Expo ‘veterans’ and others attending for the first time.
As Fiducial Office Solutions Managing Director Jean-Yves Sebaoun explained, its inaugural presence intended to raise awareness
among clients and prospects. It aimed to highlight its ability to handle global projects in what is a growing segment for the reseller.
A regular exhibitor is Bruneau, which has had its own specialist division – Bruneau Aménagement – for the past 12 years. Indeed, Group CEO Nicolas Potier told OPI furniture has been part of the firm’s DNA ever since founder Jean-Marie Bruneau was the first in France to offer next-day delivery for seating products.
The biggest [...] trend in the sector is how businesses are rethinking and reinventing their workplaces
Today, while office chairs – including own brands such as Activ’ – represent a significant portion of company sales, Bruneau has developed a sophisticated offering, working with interior designers and space planners on larger projects or directly with customers using its own design team.
For Lyreco, Workspace Expo 2025 was the setting for the unveiling of its own brand of office seating, ranging from the Centaurus visitor chair to the Phoenix ergonomic desk chair. Product & Services Marketing Director Gauthier Delannoy said it was a “no-brainer” moving into this category some 20 years after Lyreco launched its own furniture products.
MARK THE DATE
The next edition of Workspace Expo will take place in Paris from 24-26 March 2026
Fellowes Brands was marking its eighth consecutive year at Workspace Expo as its European operations look to emulate the success the company has had in the North American contract furnishings space.
The acquisition of Netherlands-based monitor arm and power solutions providers
Filex almost two years ago has opened new doors for Fellowes and given it greater credibility in the market. The company certainly raised eyebrows with its large, two-storey stand that appeared to be constantly busy.
According to International Key Account Manager Charles Drevon-Balas, the biggest – but not newest – trend in the sector is how businesses are rethinking and reinventing their workplaces to make them more attractive for employees and to better foster interaction and communication.
Ergonomics is an important factor here, with the executive referring to a recently commissioned study in which two-thirds of employees complained of experiencing some form of pain while working at their desks (see Research, page 44)
This is an area ACCO Brands is also focusing heavily on after launching a Leitz branded ergonomic range in Europe last year. During Workspace Expo, the vendor hosted a workshop featuring ergonomics expert Paul Voillemin who has partnered with the company in France.
The
office
IBERIAN APPEAL
Two first-time exhibitors were Iberia-based vendors Rocada and Bi-silque. The former has redefined its French go-to-market strategy for 2025, establishing a distribution partnership with Maul Schneider France.
Workplace Expo represented the kick-off of this relationship, as Rocada shared a booth with Maul. The Spanish firm’s Export Manager Arnau Verdaguer confirmed the full range of 5,000 SKUs would be offered in France, with deliveries being made from the company’s main distribution centre in Barcelona.
For Bi-silque CEO André Vasconcelos, meanwhile, reaching the key target group of architects and designers was the main reason for attending Workspace Expo as the Portugal-based company increasingly targets verticals such as education, HoReCa and industrial environments.
interiors sector
[in France] has had a challenging start to 2025
Voillemin highlighted the need to adopt active working practices which, naturally, was an opportunity to present the benefits of products such as Leitz’s new compact sit-stand workstations.
As ACCO Brands France Managing Director Jérôme Guérin told OPI, ergonomic solutions can help customers save money in the long term. Research in France has shown that, for a company with 300 employees, the average cost per year due to absenteeism caused by back pain is €1 million ($1.1 million). It’s a message ACCO is communicating to the market via its distributor partners.
The manufacturer was mainly showcasing its ARCHYI brand of collaborative products, but has also introduced shelving and lockers into its assortment, enabling it to provide complementary solutions. Vasconcelos pointed to trends such as greater use of colour as businesses look to create cosier, more homely spaces, intended to entice their employees to spend more time at the office. “We make whiteboards, but they are not necessarily white anymore,” he stated.
An autumnal colour palette – featuring dark greens, oranges, reds, browns and yellows – appears to be very much in vogue and was prevalent in the furniture offerings of many exhibitors at Workspace Expo.
Also evident was the popularity of soundproof pods and booths; there was a surprisingly large number of suppliers displaying these types of products, ranging from phone box-sized individual spaces to larger meeting areas kitted out with furniture and the latest audiovisual technology.
CHALLENGING INDUSTRY LANDSCAPE
2024 was a tough year for the French office products market. Figures from research firm GfK showed a double-digit decline in some traditional categories in the B2B channel. Diversifying into wider workplace solutions –wherever that place of work may be – is one strategy for achieving growth.
That said, the current macroeconomic and geopolitical situation – including political instability in France – is making decision-makers somewhat reluctant to invest in large, capital-intensive projects. As such, the office interiors sector has had a challenging start to 2025, but the hope is business activity will pick up in the second half of the year.
MINUTES WITH...
Paul Gatens
What is the hardest thing you’ve ever had to do?
Watching my son recover from a spinal cord injury. He’s one of the lucky few who 100% recovered thanks to the team at the Shepherd Center in Atlanta, Tom Gallagher and Wayne Beacham. You feel so powerless, but his strength and resilience were inspiring to me.
Who’s your celebrity twin?
A customer once told me I looked like a young James Stewart. If that was ever true, I aged out of it.
What would you sing at karaoke night?
My current favourite is Blister in the Sun by Violent Femmes. If you dig deep enough, you might find a video of me performing Young MC’s Bust a Move at an S.P. Richards (SPR) ABC.
Any family traditions?
Paul Gatens, ECI Software Solutions
If you could have the answer to any question, what would you ask?
What is the cure for cancer?
What weird food do you love?
One that nobody outside West Virginia understands is a peanut butter and mayonnaise sandwich.
Guilty pleasure?
Texas Hold ’Em poker and a good bourbon.
What is your worst character trait?
We stopped birthday gifts and started annual family trips as our kids grew up. No one remembers their presents, but they’ll never forget cruising together, climbing the Eiffel Tower or sunsets at Piazzale Michelangelo.
When I’m focused on something, I tune everything else out – just ask my wife!
Favourite musician?
Probably James Taylor, though my taste ranges from AC/DC to Run-DMC, Adele and Miles Davis.
CAREER Q&A
Describe your job.
I have started a new role managing sales for ECI Software Solutions’ distribution division across North America and EMEA. The products include EvolutionX, Khamelon, DDMSPlus and Red Falcon. I’m loving it!
Best career move?
Going back to school for my MBA set me on a new career path in sales and marketing management.
If you weren’t in your current role, what would you like to do?
Hosting a TV show that combines my loves of travel and fishing.
Which industry figure do you admire most?
Jim O’Brien. He embodied SPR’s culture – caring for the team, company and customers. Jim had a brilliant business mind and an instinct for great ideas.
Any advice to someone who has just joined the industry?
Network, network, network. You can’t know everything in this sector so develop good relationships and learn where to go to learn more.
What one thing would you change about our industry?
I’d love to see the IDC grow along with increased utilisation of white-collar office space.
How do you tackle challenges?
I break them down into manageable chunks. Big problems are seldom solvable in one fell swoop.
Favourite office product?
I’m a writing instrument hog. I love Flairs, EnerGels and V5s.
Your preferred place to work?
I’ve always liked the camaraderie and impromptu collaborations in the office, but I’ve learned to appreciate the flexibility of remote work.
Family holiday in Florence, Italy
Jim O’Brien, SPR
Granddaughter Cypress
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Be SMART to be WELL
Facility managers play a crucial role in shaping the experience of consumers as the cleanliness and usability of shared spaces in the workplace directly impacts well-being, safety and brand perception. It’s a tough job, but new technology can help to create environments where people feel comfortable, cared for and confident in coming often.
Commercial facilities typically prioritise efficiency, safety and compliance, yet locations such as break, locker and restrooms don’t always receive the same attention as production areas – despite constant use by employees. The COVID era taught us a painful lesson: without effective cleaning protocols and proper hand hygiene, germs can spread quickly, increasing absenteeism and slowing down operations.
Especially in industrial facilities, where labour availability directly impacts production processes, clean and wellstocked shared spaces are essential to keep everything running smoothly. By focusing on hygiene in these high-traffic areas, facility managers can help reduce germ spread, support workforce well-being and minimise costly disruptions.
SMART SOLUTIONS
According to Memoori research, 79% of decision-makers are already investing or planning to invest in technology to optimise facility management. Applications are well-accepted in some areas, but less so in spaces such as restrooms.
A common concern we hear when helping customers outfit commercial toilets is that investing in internet-connected – or ‘smart’ – technology feels daunting. One of the biggest misconceptions is that digital solutions for hygiene and cleanliness –connected dispensers, touchless fixtures and real-time monitoring systems, for instance – are too complex for the teams running them.
The truth is, these tools are built with facility managers in mind. The best systems offer small sensors that detect how much product is left in dispensers at all times. Sensors can be installed inside paper dispensers, connected with soap dispensers and traffic counters, and paired with a mobile app and dashboard to provide
real-time insights which let cleaners know when and where they are needed most.
Labour shortages continue to challenge the cleaning industry. Smart solutions allow teams to do the job without sacrificing quality or user satisfaction.
Another concern is that technology-driven hygiene initiatives are too costly to implement and operate. This is why leaning on the expertise of vendors familiar with these systems makes for smoother selection and adoption – and faster ROI.
Financial benefits of smart hygiene solutions are evident: they reduce unnecessary replenishment of paper in towel and tissue dispensers and curtail consumer complaints which can lead to lost business or reputational damage.
One of the biggest misconceptions is that digital solutions for hygiene and cleanliness […] are too complex
THE FUTURE OF WELL-BEING
Prioritising well-being is no longer just about meeting minimum standards. It actually leads to greater workforce productivity and consumer confidence.
Technology solutions that seamlessly integrate with existing workflows enhance the experience for both guests and staff. Moreover, finding the best fit for a facility will actually keep the technology invisible to consumers as it blends into the environment.
One of OPI’s Influential Women 2025 (see Special Feature, OPI March 2025, page 28), Susan Gambardella heads up KCP in North America. The vendor helps facility managers evaluate smart restroom systems. For more information, visit kcprofessional.com
Susan Gambardella, President, Kimberly-Clark Professional (KCP) North America
Since 1957
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