A Significant Step in Volvo Cars’ Electrification Strategy

Customer deliveries of the new mid-size electric SUV will begin in early summer, with the EX60 being produced at Volvo Cars’ Torslanda manufacturing plant just outside Gothenburg, Sweden.

As the first fully electric car to be designed, developed and built in Sweden, the EX60 represents a significant step in Volvo Cars’ electrification strategy and reinforces the company’s long-term commitment to Sweden as a centre for premium electric vehicle development and manufacturing.

The model is also expected to become one of Sweden’s largest export products by value, supporting both regional economic growth and Western Sweden’s position as a major automotive manufacturing hub.

“Today is an important milestone for our company and for Sweden as a whole, as we start to build the first EX60 customer cars,” said Håkan Samuelsson, CEO of Volvo Cars.

“We are now focused on a steady ramp-up of high-quality EX60 production, making sure this game-changing car will be a profitable growth driver in the coming years.”

Strong Demand Drives Higher Production Volumes

Last month, Volvo Cars announced it would increase EX60 production volumes for 2026 following stronger-than-expected customer demand across Europe.

The company said strong initial demand in key markets such as Sweden and Germany, alongside retail orders that exceeded internal forecasts in nearly all major European markets, prompted the decision.

Following the strong European order intake—and with order books for the U.S. and Asian markets opening later this spring—Volvo Cars is now aiming to keep the Torslanda plant open for one extra week this summer, which would be the first time in the plant’s history.

The EX60, first revealed in January, offers a range of up to 810km, charging from 10–80% in 16 minutes, and is priced in line with Volvo’s best-selling XC60 plug-in hybrid.

The SEK 10 Billion Factory Transformation

Behind the EX60 launch sits a major manufacturing transformation.

Volvo Cars has heavily upgraded the Torslanda site in recent years as part of an investment of around SEK 10 billion (approximately $1 billion), preparing the plant for production of the EX60 and future next-generation electric vehicles.

The investment includes the introduction of mega casting capabilities, a new battery assembly plant, and a fully refurbished paint shop and final assembly operations.

These upgrades are designed to support higher efficiency, lower costs, and more sustainable production.

Why Mega Casting Matters

A major part of the investment is the introduction of mega casting of aluminium body parts—one of the most significant manufacturing changes in the plant’s history.

Casting major sections of the vehicle floor as a single aluminium part reduces weight, improves energy efficiency, and extends electric driving range. It also enables better use of interior cabin and luggage space.

Mega casting also reduces manufacturing complexity, creating cost savings across material use and logistics while lowering the overall environmental footprint across manufacturing and supply chain operations.

The battery assembly plant integrates battery cells and modules directly into the floor structure of the vehicle, while upgrades to the assembly shop include a new “marriage point” where the top body and floor of the vehicle meet for the first time.

The paint shop has also been modernised with new machinery and processes designed to reduce energy consumption and emissions.

A Long-Term Electric Manufacturing Strategy

The original Torslanda investment plan was first announced in 2022 as part of Volvo Cars’ wider ambition to become a fully electric car company by 2030.

At the time, the company said the plant would play a crucial role in its transformation, supported by additional investments in battery development and manufacturing through its partnership with Northvolt.

The site’s logistics areas were also upgraded to improve material flow and optimise the transport of parts and goods, while employee facilities such as break areas, locker rooms and offices were improved to support working conditions.

Torslanda remains Volvo Cars’ largest manufacturing plant, with annual production capacity of 300,000 vehicles, around 6,500 employees, and operations running across three shifts.

With EX60 production now underway, the billion-dollar investment is moving from strategy to execution—placing Torslanda at the centre of Volvo Cars’ next generation of electric manufacturing.

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SUSTAINABILITY FOR THE BETTER

On Earth Day 2026, Electrolux Group has reaffirmed its commitment to environmental and social progress with the relaunch of its ‘For the Better’ sustainability framework, aligning it more closely with its evolving business strategy.

The updated framework places sustainability firmly at the core of the organisation’s operations, with an intensified emphasis on circularity, durability, and connected home ecosystems, alongside strengthened partnerships to accelerate impact.

REFINING A SUSTAINABLE FOUNDATION

Originally launched in 2016, the For the Better framework continues to centre on three pillars – Better Company, Better Solutions, and Better Living – each now refined to support the Group’s strategic ambitions.

Better Company remains the foundation, focusing on climate-responsible and resource-efficient operations, alongside ethical practices across the value chain. This includes ongoing efforts to reduce both operational emissions and those generated by suppliers.

Meanwhile, the Better Solutions and Better Living pillars have evolved to better position the business in an increasingly sustainability-driven marketplace.

ACCELERATING CIRCULAR INNOVATION

Under the updated framework, Better Solutions now prioritises appliance performance through enhanced energy efficiency, smart functionalities, and increased use of recycled materials.

Circularity also takes centre stage, with a focus on durability and reparability, as well as deeper, lifetime engagement with consumers through connected home ecosystems.

This approach aims to extend product lifecycles whilst fostering stronger relationships between consumers and the brand.

EMPOWERING SUSTAINABLE LIVING

The Better Living pillar sharpens its focus on encouraging healthier and more sustainable everyday habits among consumers.

In addition, community engagement and partnerships have been elevated as key components of the Group’s sustainability agenda, reflecting a broader ambition to contribute positively to society.

TRACKING MEANINGFUL PROGRESS

Electrolux Group has already demonstrated significant progress against its sustainability targets. Notably, it achieved its 2025 science-based targets three years ahead of schedule, in 2022.

New goals, established in 2023, include reducing Scope 1 and 2 emissions by 85 percent, and Scope 3 emissions by 42 percent between 2021 and 2030. The long-term ambition remains achieving net zero emissions across the entire value chain by 2050, in line with the Paris Agreement.

By 2025, the Group had reduced emissions from its own operations by 45 percent, and product-related emissions by 33 percent compared to 2021 levels.

Progress extends beyond emissions. Recycled steel and plastic accounted for 23 percent of materials used in self-manufactured products in 2025, moving towards a 35 percent target by 2030. Additionally, over 99 percent of waste generated at manufacturing sites was recycled or recovered.

DRIVING GLOBAL IMPACT

As part of its Earth Day 2026 initiatives, the Group, alongside the Electrolux Food Foundation, has launched a new programme supporting the UN World Food Programme’s #ShareTheMeal Challenge, aimed at combating global hunger.

Through the relaunch of its For the Better framework, Electrolux Group is not only reinforcing its sustainability leadership but also setting a clear direction for integrating circularity, innovation, and social responsibility into the future of its business.

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Building on Packaging and Circular Economy Progress

The strategy centers on integrating sustainability into core operations, with an emphasis on value creation for the business, communities, and the environment.

The new roadmap builds on progress achieved under the company’s 2025 strategy, particularly in packaging innovation.

Since introducing a recyclable toothpaste tube in 2019, Colgate-Palmolive has transitioned approximately 97% of toothpaste SKUs in North America and 98% globally to recyclable formats. These tubes are now sold in more than 70 countries worldwide.

Across its broader portfolio, around 96% of packaging is currently designed for recycling, with a target of reaching 100% by 2030.

Embedding Sustainability into Business Strategy

Colgate-Palmolive emphasized that sustainability is being integrated directly into its business model to drive innovation and long-term value.

Ann Tracy, Chief Sustainability Officer at Colgate-Palmolive, said:

“Our 2030 Strategy targets the areas where we can make the greatest difference, fostering growth for our business and our communities.”

“This work involves Colgate-Palmolive People around the world and supports our purpose to reimagine a healthier future for all.”

Expanding Social Impact Through Global Health Programs

Colgate-Palmolive continues to scale its social impact initiatives as part of its sustainability agenda.

The Colgate Bright Smiles, Bright Futures program has reached approximately 2 billion children and their families in over 100 countries since 1991, providing oral health education and support. The company aims to expand this to 2.7 billion people by 2030.

In parallel, its Hill’s Food, Shelter & Love program in the United States has delivered over $300 million in pet food donations, supporting more than 1,000 shelters and helping over 16 million pets find homes since 2002.

Advancing Renewable Energy and Climate Targets

Colgate-Palmolive is also progressing its climate transition plan. As of the end of 2025, approximately 83% of its global electricity use comes from renewable energy sources, with a target of reaching 100% by 2030.

These efforts form part of a broader push to build a climate-resilient value chain and improve operational sustainability.

Three Strategic Pillars Drive 2030 Roadmap

The company’s 2030 strategy is structured around three core ambitions:

•             Driving Social Impact through inclusion, wellbeing, and healthier habits

•             Helping Millions of Homes by delivering sustainable product innovation and improving lives for people and pets

•             Preserving the Environment by addressing plastic waste, climate resilience, water security, operational efficiency, and biodiversity

Together, these pillars are designed to align sustainability goals with business performance.

Committing to Impact

“I continue to be inspired and optimistic about our future, especially as CP People around the world are committing to impact and innovating to support a healthier planet,” adds Ann Tracy.

“As we look toward 2030, we will focus on how our actions drive value creation, fostering long-term growth and resilience for people, pets and the planet – we call this our win-win-win principle. We Make more Smiles when we create this positive fly-wheel.”

Focus on Value Creation and Operational Resilience

The company highlighted that its approach prioritizes high-impact initiatives designed to deliver benefits across consumers, the business, and the planet.

By embedding sustainability into operations, Colgate-Palmolive aims to strengthen resilience, support innovation, and meet evolving expectations from stakeholders, including customers, employees, partners, and investors.

Next Steps and 2030 Outlook

The 2030 Sustainability & Social Impact Strategy is fully integrated into the company’s broader strategic plan.

Colgate-Palmolive plans to report progress and introduce additional 2030 targets in its upcoming Sustainability and Social Impact Report later this year.

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Multi-agent AI orchestration across platforms

The collaboration introduces new integrations between SAP Customer Experience (SAP CX), SAP Engagement Cloud, and Joule solutions with Google Cloud’s Gemini Enterprise—creating a unified environment where AI agents can securely access and act on data across both platforms.

At the core of the partnership is a multi-agent architecture designed to connect systems, data, and workflows. Gemini Enterprise serves as a central hub, enabling AI agents to coordinate actions across SAP and Google Cloud environments.

These integrations are supported by SAP Business Data Cloud Connect for Google and BigQuery, allowing bidirectional, zero-copy data access with enterprise-grade security and governance. This foundation enables agents to exchange context, trigger actions, and optimize outcomes across platforms.

AI agents turn insights into action

The joint solution addresses a key challenge for many organizations: fragmented and outdated data. According to SAP Engagement Cloud research, more than half of marketers say this limits their ability to act in real time.

With the new capabilities, AI agents can operate on unified data to execute complex tasks. For example, users can define high-level goals such as increasing repeat purchases or maximizing customer lifetime value, and an AI agent will manage the full workflow—from content personalization to campaign execution.

Automation of end-to-end business processes

Using Joule Agents within SAP Engagement Cloud, businesses can automate campaign planning, execution, and optimization without manual intervention across multiple tools.

This enables:

• Autonomous campaign generation and optimization
• Continuous performance improvement
• Reduced operational overhead
• Faster time-to-market

The result is more efficient operations and the ability for teams to focus on higher-value strategic activities.

Executive perspectives on agentic AI transformation

“This is more than a data integration; it’s a leap forward for AI agents that can collaborate naturally and execute seamlessly,” said Balaji Balasubramanian, President and Chief Product Officer, SAP Customer Experience and Consumer Industries. “By combining SAP Business Data Cloud Connect for Google with interoperable AI agents across SAP and Google Cloud, we’re giving organizations a path from AI experimentation to AI-enabled customer experience at scale. Marketers can spend less time on manual tasks and more time shaping the customer journey.”

“To realize the full potential of agentic AI, businesses need their systems to speak the same language,” said Kevin Ichhpurani, President, Global Partner Ecosystem at Google Cloud. “By uniting SAP’s enterprise data and customer engagement platform with Google Cloud’s AI, we’re enabling marketers to move beyond simple automation to multi-agent orchestration, driving dynamic campaigns that reason and adapt to market shifts in real time.”

Expanding beyond marketing use cases

While marketing is the initial focus—with availability expected in the second half of 2026—the multi-agent orchestration model is designed to extend across the full SAP CX portfolio.

This positions the partnership as a foundation for broader enterprise adoption of AI agents, enabling organizations to connect data, systems, and workflows into a unified, AI-driven operating model.

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Next-gen silicon carbide technology

The company is already supplying samples to global automakers, signalling the next phase of deployment in electric vehicle (EV) power electronics.

The latest generation of SiC chips delivers a 20% performance increase compared to previous iterations, while also being significantly smaller. This combination of higher power density and reduced size enables greater efficiency in drive electronics and allows more chips to be produced per wafer.

“Silicon-carbide semiconductors are the key drivers of electromobility. They control the flow of energy and make it as efficient as possible. With our next-generation SiC chips, we’re systematically expanding our technological leadership in this field and helping our customers put even more powerful and efficient electric vehicles onto the road,” said Markus Heyn, member of the Bosch board of management and chairman of the Bosch Mobility business sector.

“Our next-generation chips deliver 20 percent higher performance and are also significantly smaller than the previous generation. This miniaturization is the key to greater cost efficiency, as we can produce many more chips per wafer. That means we’re playing a key role in making high-performance electronics more widely available.”

Bosch targets global leadership in SiC chips

Bosch is positioning itself to lead in the rapidly expanding SiC semiconductor market, driven largely by electrification trends.

“Our ambition is clear: we want to be a globally leading manufacturer of SiC chips,” said Markus Heyn.

Since starting production in 2021, Bosch has already delivered more than 60 million SiC chips worldwide, underscoring growing adoption across the automotive sector.

Billions invested to scale global semiconductor manufacturing

To support demand and scale production, Bosch has invested heavily in its global semiconductor manufacturing footprint:

• Around €3 billion invested in semiconductors through European IPCEI programs
• Additional €1.9 billion investment in its U.S. facility

The company’s third-generation SiC chips are produced on 200-millimeter wafers at its Reutlingen, Germany fab, while a second facility in Roseville, California is being equipped for production, with initial samples already planned for customer trials.

“In the future, Bosch will supply its innovative SiC chips from these two fabs in Germany and the U.S.,” Heyn said, highlighting a strategy aimed at building more robust and resilient supply chains for automotive electrification.

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IT/OT convergence and virtual twin technology

The two companies announced a collaboration to integrate virtual twin technology with industrial automation, enabling manufacturers to design, simulate, and operate production systems through a unified digital and physical environment.

The partnership addresses a common issue across industrial environments, where “product design, automation, and production systems operate in silos,” leading to “longer commissioning times, higher error risks, and limited flexibility.”

By linking 3D design and simulation with real-world equipment such as robots and sensors, the companies aim to replace fragmented systems with a more connected, software-defined manufacturing model.

Virtual twins enable pre-validation and continuous optimization

At the core of the collaboration is the integration of Dassault Systèmes’ 3D UNIV+RSES platform with OMRON’s Sysmac automation platform.

This enables the creation of a “Virtual Twin of Production Systems,” allowing manufacturers to “test a new production line, validate robot behavior, or optimize logistics flows—prior to building anything physically.”

The approach extends beyond initial deployment. Once production lines are operational, real-time data from sensors and controllers feeds back into the virtual environment, enabling comparison between simulated and actual performance, as well as predictive maintenance and ongoing optimization.

From automation to autonomy

For Dassault Systèmes, the partnership reflects a broader shift toward intelligent, adaptive manufacturing systems.

“Manufacturing is entering a new era. With OMRON, we are building living production systems, AI-driven, self-improving, and software-defined, where the virtual and physical worlds are fused into one continuous loop of learning,” said Pascal Daloz.

“Our industry world models transform complexity into intelligence, making factories not just automated, but autonomous. This is how we reinvent industrial systems, from reactive to predictive, from rigid to adaptive and define the next frontier of manufacturing.”

Delivering a unified IT/OT manufacturing model

For OMRON Corporation, the collaboration strengthens its ability to deliver integrated solutions spanning both operational and information technologies.

“Our partnership with Dassault Systèmes strengthens our ability to integrate the OT and IT worlds and provide customers with a holistic solution from simulated to fully implemented, intelligent production,” said Motohiro Yamanishi.

Toward a continuous digital manufacturing loop

By converging IT and OT systems into a continuous digital loop, the partnership is positioned to help manufacturers reduce errors, lower costs, and improve flexibility across increasingly complex production environments.

The combined platform enables a lifecycle approach—from simulation and validation to real-time optimization—marking a shift toward fully connected, AI-driven manufacturing systems.

The post “Manufacturing is Entering a New Era”: Pascal Daloz Dassault Systèmes CEO on OMRON Partnership appeared first on EME Outlook Magazine.

ADVANCING THE PRESENCE OF PHYSICAL AI 

Siemens and Humanoid have reached a significant milestone in bringing physical artificial intelligence (AI) into real industrial environments, following the successful testing of a humanoid robot at Siemens’ electronics factory in Erlangen, Germany. 

The collaboration builds on Siemens’ strategic partnership with NVIDIA, which aims to develop fully AI-driven, adaptive manufacturing sites.  

At the centre of this development is the HMND 01 Alpha, a wheeled humanoid robot designed specifically for industrial use. Built using NVIDIA’s physical AI stack, the robot has been deployed in logistics operations, where it autonomously carried out tote-handling tasks such as picking, transporting, and placing containers.  

During testing, the robot achieved key performance targets, including a throughput of 60 tote moves per hour, uptime exceeding eight hours, and autonomous pick-and-place success rates above 90 percent. 

Physical AI refers to systems that can perceive, reason, and act in real-world environments. Applying this capability to manufacturing requires a combination of advanced computing and simulation, robotics platforms, and industrial automation infrastructure working together as a cohesive ecosystem. 

INTEGRATION THROUGH SIEMENS XCELERATOR  

Physical AI refers to systems that can perceive, reason, and act in real-world environments. Applying this capability to manufacturing requires a combination of advanced computing and simulation, robotics platforms, and industrial automation infrastructure working together as a cohesive ecosystem. 

A key factor in enabling humanoid robots on the shop floor is their integration into existing production systems. This includes real-time data exchange, coordination with machinery and other automated systems, and the ability to adapt dynamically to changing conditions.  

Siemens supports this integration through its Siemens Xcelerator portfolio, which includes technologies such as digital twins, AI-enabled perception, control systems, PLC-robot interfaces, fleet management, and industrial communication networks.  

Together, these form the digital and automation infrastructure required for scalable deployment in industrial settings. 

ACCELERATING DEVELOPMENT WITH NVIDIA 

Humanoid has incorporated NVIDIA’s full physical AI stack into the HMND 01 platform, including Jetson Thor for edge computing, Isaac Sim for simulation, and Isaac Lab for reinforcement learning and training.  

This approach has significantly reduced development timelines. By using a simulation-first design, the team was able to optimise components such as actuators and joint structures virtually, reducing prototype development time from 18 to 24 months to just seven months. 

“Factories of the future demand robots that can perceive, reason, and adapt autonomously alongside human workers, tackling the labour shortages and operational complexity that traditional automation struggled to handle,” comments Deepu Talla, Vice President of Robotics and Edge AI at NVIDIA.  

“With Siemens providing the industrial integration backbone and Humanoid deploying NVIDIA’s full physical AI stack – from simulation-first training to real-time edge inference – this deployment paves the way for humanoid robots meeting real production targets on a live factory floor.” 

A HUMANOID BUILT FOR INDUSTRIAL ENVIRONMENTS 

Humanoid, a UK-based robotics company, developed the HMND 01 Alpha as a robot specifically designed for industrial applications. Combining omnidirectional wheeled mobility with advanced manipulation capabilities and powered by its proprietary KinetIQ AI framework, the robot is intended to operate in human-centric environments and perform a range of complex tasks. 

 “Our mission is to create humanoid robots that perform not only in controlled lab settings, but also in real-world factory environments, handling meaningful industrial tasks. Our collaboration with Siemens and NVIDIA gives us a powerful advantage by combining NVIDIA’s leading AI infrastructure, simulation tools, and frameworks with Siemens’ deep industrial expertise and integration capabilities,” insights Artem Sokolov, CEO and Founder of Humanoid.  

“Together, we’ve proven that humanoid robots are ready for real-world industrial deployment.”

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A POWERFUL FRAMEWORK

A new chapter in automotive innovation is unfolding as Stellantis strengthens its strategic collaboration with Microsoft, accelerating a sweeping AI-led transformation across its global operations. Announced on April 16, 2026, the five-year partnership signals a decisive push towards a more agile, data-driven, and digitally interconnected future.

Building on a longstanding alliance, the two companies are combining Stellantis’ engineering expertise and multibrand scale with Microsoft’s advanced cloud, AI, and security capabilities. The result is a powerful framework designed to embed intelligence across every layer of the automotive value chain, from design and manufacturing to customer interaction.

AI AT SCALE

Central to the collaboration is the co-development of more than 100 AI initiatives spanning sales, customer care, product development, and operational processes. These initiatives are designed to unlock faster, smarter innovation through advanced analytics and secure data insights.

Key focus areas include AI-powered product development and validation, predictive maintenance and testing, and the rapid deployment of new digital features and services. Together, these capabilities are reshaping how vehicles are designed, built, and experienced.

For customers, this translates into tangible benefits. Drivers can expect intelligent, real-time insights that enhance efficiency and usability, such as personalised recommendations for energy-efficient driving or proactive vehicle health updates. By placing AI at the heart of its ecosystem, Stellantis is reinforcing its commitment to customer-centric innovation.

CYBERSECURITY REINVENTED

As vehicles and services become increasingly connected, cybersecurity has emerged as a critical priority. Stellantis is addressing this challenge head-on through the deployment of an AI-driven global cyberdefense centre.

This unified platform spans IT systems, connected vehicles, manufacturing sites, and digital services, enabling faster threat detection, consistent protection of customer data, and enhanced resilience across operations. AI-driven analytics will allow Stellantis to anticipate and respond to cyberthreats with unprecedented speed and precision.

Importantly, cybersecurity is being embedded directly into the digital vehicle experience. From mobile applications to in-vehicle systems, customers will benefit from secure, reliable connectivity wherever they travel, ensuring confidence in an increasingly digital driving environment.

CLOUD-POWERED TRANSFORMATION

Underpinning these advancements is a major cloud modernisation programme powered by Microsoft Azure. Stellantis is targeting a 60 percent reduction in its datacentre footprint by 2029, a move that will significantly enhance agility, scalability, and performance.

This transition is enabling a more interconnected digital ecosystem capable of supporting seamless global delivery of connected services. At the same time, it strengthens operational resilience across manufacturing and logistics, ensuring the company can respond quickly to evolving market demands.

EMPOWERING THE WORKFORCE

Beyond technology, the collaboration is also transforming how Stellantis employees work. The company is equipping its global workforce with enterprise-grade AI tools, including widespread access to Copilot Chat and the rollout of 20,000 Microsoft 365 Copilot licences.

Supported by a dedicated training programme, these tools are enhancing productivity, streamlining collaboration, and enabling teams to integrate AI into their daily workflows. This people-centric approach ensures that innovation is not only driven by technology, but also by the individuals using it.

A SHARED VISION FOR THE FUTURE

As the partnership evolves, Stellantis and Microsoft will continue to work closely alongside certified partners to accelerate priority programmes and unlock new opportunities across engineering, manufacturing, and supply chain operations.

With AI, cybersecurity, and cloud innovation converging at scale, Stellantis is positioning itself at the forefront of the automotive industry’s digital evolution. Through its collaboration with Microsoft, the company is not only redefining mobility, but also shaping the future of connected, intelligent transportation.

The post Stellantis and Microsoft Drive Next Wave of AI-Powered Automotive Transformation appeared first on EME Outlook Magazine.

Scale potential

A new cross-industry initiative is aiming to break the supply-demand deadlock limiting the scale-up of textile-to-textile (T2T) recycled and next-generation fibres across the global fashion supply chain.

The initiative comes as the industry struggles to move beyond pilot-stage adoption. Currently less than 1% of global fibre consumption comes from T2T recycling, with limited use of post-consumer waste.

According to estimates, up to 2 million tonnes of T2T recycled and next-generation material capacity could be achieved, increasing share from less than 1% towards 8% of global fibre production by 2030.

However, scaling remains constrained by fragmented demand, insufficient financing, and a lack of well-developed recycling infrastructure and supportive policy frameworks, creating a “chicken-and-egg” dynamic between supply and demand.

Aggregating demand to unlock supply chain investment

The Circular Fibre Collective is structured to address these barriers through coordinated action across brands, suppliers, and innovators—particularly by creating clearer demand signals.

“The Circular Fibre Collective demonstrates the power of collective action,” said Eva von Alvensleben, Executive Director at The Fashion Pact.  “Together, we can bring a strong, unified voice to accelerate the scaling of textile-to-textile recycled and next-generation materials. By sending a clear market signal through CEO leadership, we believe this will drive both investment and adoption across the industry.”

The initiative will facilitate voluntary forms of aggregated demand, alongside efforts to enable financing, policy alignment, and material supply mapping.

Tools and partnerships to accelerate adoption

Alongside demand aggregation, the Collective provides practical tools to help companies integrate circular materials into commercial operations, including Fashion for Good’s Fiber Club, toolkits, and dedicated material cohorts.

“We’ve been working with brands on next-generation material adoption long enough to know that good intentions don’t move markets — shared engagement does,” said Katrin Ley, Managing Director at Fashion for Good.  “The Circular Fibre Collective is built on that premise, and our Fiber Club work gives us a concrete foundation to build from.”

The Ellen MacArthur Foundation will continue to provide circular economy expertise as the initiative scales.

“It was great to have supported the design of this initiative,” said Joe Murphy, Chief Strategy & Innovation Officer at Ellen MacArthur Foundation.   “The vision of a circular economy for fashion and textiles is clear. The past decade has built real momentum behind it. Now is the time to move to implementation at scale and initiatives such as this are an important step on the long-term journey.”

Industry alignment critical to scaling circular materials

The launch underscores the need for coordinated action across the full value chain to balance supply and demand for sustainable materials.

“Scaling low impact materials is not a question of technology alone, it is a question of collective effort,” said Leyla Ertur, Chief Sustainability Officer at H&M Group.  “Without credible, long term demand signals, suppliers cannot invest; without capable supply, brands cannot commit. Creating balance between the two requires collective action across the value chain, shared definitions of what ‘circular’ truly means, and a proven business case for every actor involved.”

The organisations are now inviting brands and suppliers to join the initiative.

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Strategic collaboration scales global AI capacity, custom silicon adoption and enterprise access

The agreement includes a commitment from Anthropic to spend more than $100 billion over the next decade on Amazon Web Services (AWS) technologies, alongside Amazon’s plan to invest $5 billion immediately and up to an additional $20 billion in the future, tied to commercial milestones.

At the core of the partnership is a significant expansion of compute capacity. Anthropic will secure up to 5 gigawatts (GW) of infrastructure capacity using Amazon’s Trainium chips to train and power advanced AI models.

The collaboration spans multiple generations of custom silicon, including Trainium2, Trainium3 and future iterations, alongside tens of millions of Graviton CPU cores. This is designed to deliver improved price performance and scalability for large-scale AI workloads.

The companies are also continuing joint development efforts through Project Rainier—one of the world’s largest AI compute clusters—which uses nearly half a million Trainium2 chips to train and deploy Anthropic’s Claude models.

Expanding global AI deployment across cloud ecosystems

The partnership also strengthens international reach, with expanded inference capabilities planned across Asia and Europe to support growing enterprise demand.

Anthropic’s Claude Platform will now be available directly within AWS, allowing customers to access the full developer experience through existing AWS accounts without additional credentials or billing relationships. This complements availability via Amazon Bedrock, giving enterprises flexibility in how they deploy and scale AI applications.

More than 100,000 customers are already running Claude models on AWS, making it one of the most widely adopted model families on the platform.

Driving enterprise AI adoption across industries

The collaboration is focused on enabling organisations to build, deploy and scale AI applications more efficiently across sectors.

Andy Jassy, CEO of Amazon, said:

“Our custom AI silicon offers high performance at significantly lower cost for customers, which is why it’s in such hot demand. Anthropic’s commitment to run its large language models on AWS Trainium for the next decade reflects the progress we’ve made together on custom silicon, as we continue delivering the technology and infrastructure our customers need to build with generative AI.”

Dario Amodei, CEO and co-founder of Anthropic, added:

“Our users tell us Claude is increasingly essential to how they work, and we need to build the infrastructure to keep pace with rapidly growing demand. Our collaboration with Amazon will allow us to continue advancing AI research while delivering Claude to our customers, including the more than 100,000 building on AWS.”

Strengthening engineering collaboration and innovation pipeline

Beyond infrastructure, the partnership includes close engineering collaboration between Anthropic and Amazon’s Annapurna Labs to optimise future generations of Trainium chips. This includes direct feedback from AI training workloads to inform chip design and performance improvements.

Anthropic continues to use AWS as its primary training and cloud provider for mission-critical workloads, while Amazon developers are also leveraging Claude models to enhance customer-facing services across its ecosystem.

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MODERNISING FOR A LOWER-CARBON FUTURE

Cargill has taken a significant step forward in its sustainability journey with the successful modernisation of its Baupte site in Normandy, France.

Backed by an investment of approximately €25 million, the project has delivered a 45 percent reduction in total site CO2 emissions, marking a major milestone in improving operational efficiency whilst reducing environmental impact.

At the heart of the initiative is the transformation of one of the site’s most energy-intensive processes, demonstrating how targeted technological upgrades can unlock substantial emissions savings without compromising performance.

INNOVATION THROUGH ELECTRIFICATION

Central to the upgrade is the introduction of Mechanical Vapor Recompression (MVR) technology. This advanced system replaces traditional natural gas-based steam generation with an electrically driven solution that captures, recompresses, and reuses vapours generated during production.

By turning waste vapours into a primary heat source, the system significantly enhances energy efficiency, reducing reliance on fossil fuels while maintaining consistent production output. Operating since the end of 2025, the technology is expected to cut emissions by approximately 13,700 metric tons of CO2 annually.

The initiative also aligns with Cargill’s broader global ambition to reduce operational emissions by 25 percent by 2035, reinforcing the company’s commitment to more sustainable industrial practices.

STRENGTHENING INDUSTRIAL PERFORMANCE

Beyond environmental benefits, the modernisation reinforces the Baupte site’s role as a key industrial hub within Normandy and across Europe.

The facility produces carrageenan, biopolymers, and other texturizing solutions used in a wide range of applications, including dairy desserts, cocoa-based drinks, plant-based alternatives, confectionery, sauces, cosmetics, and pharmaceutical products.

By improving energy efficiency and operational resilience, the upgrade ensures the site can continue supporting food manufacturers in developing and reformulating products that meet evolving consumer expectations for texture, stability, and consistency.

SUPPORTING NATIONAL DECARBONISATION GOALS

The project also reflects France’s wider strategy to accelerate industrial decarbonisation through electrification.

Sébastien Martin, Minister Delegate for Industry, highlighted the initiative as a strong example of how competitiveness and sustainability can go hand in hand.

A LEGACY OF INNOVATION AND GLOBAL IMPACT

Established in 1941, the Baupte site employs around 275 people and exports more than 75 percent of its production worldwide, contributing significantly to both the regional economy and Europe’s food ingredient supply chain.

The facility also hosts a dairy-focused Food Innovation Center that supports product development and provides technical expertise for customers.

As part of Cargill’s global network, the site exemplifies how long-standing industrial operations can evolve through innovation, delivering tangible sustainability outcomes whilst continuing to meet the needs of a growing global market.

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GS1 QR CODES TRANSITION TO EVERYDAY USE  

Tesco has become the first UK supermarket to roll out QR codes powered by GS1 UK (GS1) across an entire product line, replacing traditional linear barcodes on its own-label core sausage range.  

Although shoppers are unlikely to notice any difference at checkout, the change represents a meaningful shift in how product information is handled behind the scenes. By moving beyond trial phases and applying next-generation barcodes to a live product range, Tesco is demonstrating how QR codes powered by GS1 can be integrated into everyday retail operations.  

“We hope this progress encourages others to follow Tesco’s lead so that consumers and businesses alike can benefit from richer, more trusted product information,” she adds.  

This development follows two years of industry testing led by GS1 UK in collaboration with retailers and brand partners. These trials explored how the technology could be used reliably and safely in real retail environments and were presented at the 2026 GS1 Global Forum.  

Tesco’s decision brings those findings into practice, marking a transition from experimentation to full implementation. 

BUILDING ON ESTABLISHED SYSTEMS  

For more than 50 years, linear barcodes have underpinned global retail, enabling consistent product identification, reliable checkout scanning, and efficient supply chain management. That role remains important and continues to function effectively.  

However, demands on product data have evolved. Expectations around transparency, accuracy, and responsiveness have increased, whilst physical packaging space has remained limited. Retailers are now required to manage significantly more detailed information, including expiry dates, batch data, sourcing details, and sustainability credentials.  

QR codes powered by GS1 have been identified as a solution to these challenges. Linked to GS1 identifiers such as Global Trade Item Numbers (GTINs), they enable access to trusted digital information that can be updated in real time whilst still functioning at the checkout.  

Rather than replacing existing barcodes outright, this approach allows the technology to develop in line with changing needs. 

STRENGTHENING OPERATIONAL CAPABILITIES 

The primary benefits of QR codes powered by GS1 lie in their operational impact. By improving the capture of batch and date information, retailers gain better visibility of products in store. This supports more accurate inventory management, improved stock rotation, and a reduction in food waste.  

In the case of product recalls, the technology enables more targeted action. Instead of removing entire product lines, retailers can isolate specific affected batches, reducing disruption whilst maintaining safety and availability.  

On top of these operational advantages, the technology also enhances access to product information for shoppers. As adoption increases, consumers will be able to use their smartphones to access more detailed, up-to-date information without any change to how they shop or pay.  

Over time, this may support the development of additional digital tools to help consumers make informed decisions and manage products more effectively at home. 

MOVING FROM TRIALS TO EVERYDAY USE 

Tesco’s rollout builds directly on insights gained during earlier pilot programmes. 

Over the past two years, GS1 UK has worked with its members to test the performance of QR codes powered by GS1 in real retail settings, ensuring they can be implemented in a way that is reliable, scalable, and interoperable.  

Whist earlier trials addressed questions around feasibility, Tesco’s adoption demonstrates how the technology can operate as part of standard retail processes.  

Speaking at the beginning of the trial, Isabela De Pedro, Supply Chain Development Director for Tesco, highlighted the initial impacts of the rollout that were already having tangible benefits.  

“While it’s still early days, we’re already seeing the benefits of connecting our products to dynamic digital information that will help customers to know more about the products on our shelves.  

“As well as improving the customer experience and unlocking new supply chain value, we are testing how QR codes can help Tesco with issues including traceability, compliance, sustainability, and shelf-edge communication.”   

This type of gradual, collaborative change reflects how developments are typically embedded within the retail sector through testing, validation, and eventual integration into everyday operations. 

IMPLICATIONS FOR THE WIDER INDUSTRY  

Tesco’s move serves as a practical example of how QR codes powered by GS1 can be introduced across a live product range using existing standards and infrastructure. It also reflects a broader industry direction towards improved data, transparency, and digital connectivity.  

For many businesses, the key challenge is not understanding the direction of travel but determining how to prepare effectively as expectations continue to evolve. 

The shift towards QR codes powered by GS1 forms part of a wider, industry-led transition that is already underway. GS1 continues to work with retailers and manufacturers to support adoption in a structured and collaborative way.  

Traditional barcodes will remain in use during this transition period. Tesco’s approach highlights how GS1 standards can adapt to new requirements while maintaining continuity where it is needed. 

The post “A Significant Step Forward for UK Retail”: GS1 UK CEO on Tesco’s Move to QR Codes appeared first on EME Outlook Magazine.

Regional bottling deal strengthens beverage footprint

Under a new agreement, Carlsberg will become the PepsiCo bottler in Denmark, Finland, Latvia, Estonia and Lithuania from 1 January 2029, taking over production, sale and distribution of the PepsiCo portfolio in those markets.

The move builds on an existing relationship in which Carlsberg has been the PepsiCo bottler in Sweden and Norway for more than 25 years.

Full Nordic coverage and expanded Baltic presence

With the addition of five new markets, the partnership will cover all Nordic markets as well as the Baltic states.

Following the agreement, Carlsberg will have bottling appointments with PepsiCo in 14 markets across Europe, Central Asia and South-East Asia, namely the UK, Ireland, Denmark, Norway, Sweden, Finland, Estonia, Latvia, Lithuania, Switzerland, Kazakhstan, Kyrgyzstan, Cambodia and Laos.

Portfolio strategy and growth opportunities

Carlsberg said the expanded partnership creates new opportunities linked to combining beverage portfolios.

Jacob Aarup-Andersen, CEO of Carlsberg Group, said:

“We’re very pleased that we’ll become the sole PepsiCo bottler in the Nordics and the Baltics. This is an exciting move, solidifying our longstanding strategic partnership with PepsiCo. The growth prospects and value creation opportunities from a business model which combines the Carlsberg and PepsiCo beverage portfolios are truly significant.”

“Carlsberg and PepsiCo have built a strong partnership across multiple markets in Europe and Asia over many years. We’ll now be able to further leverage PepsiCo’s iconic beverage portfolio across markets and, naturally, explore how to further expand our partnership.”

Transition aligned with existing agreements

The new arrangement follows Carlsberg’s current bottling agreements with The Coca-Cola Company in Denmark and Finland, which will run until 31 December 2028.

PepsiCo said the expanded agreement strengthens its long-term partnership with Carlsberg.

Eugene Willemsen, CEO, PepsiCo International Beverages, said:

“We’re pleased to further strengthen our collaboration with Carlsberg by adding five markets in January 2029. The expanded Carlsberg partnership announced today will provide exciting new growth opportunities for both parties.”

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Waitrose enters airport retail through Heathrow Terminal 2 partnership

The iconic retailer will launch its products in four RELAY stores in Heathrow Terminal 2, marking a new channel for the brand as it looks to grow beyond its core supermarket and online footprint. The first store is scheduled to open in May 2026, with all four locations due to be operational by the end of the year.

The partnership is with Lagardère Travel Retail, operator of the RELAY brand. Three of the stores will be located airside and one landside.

Targeting high-traffic food-to-go demand in travel retail

The move brings Waitrose into a high-traffic travel environment. Heathrow Terminal 2 serves around 20 million arriving and departing passengers a year, providing access to a large base of time-pressed consumers seeking convenient, ready-to-eat food options.

Each store will offer a range of Waitrose food-to-go products tailored to passengers, including items from the brand’s No. 1 range. The range will include sandwiches, wraps, salads, sushi, snack pots and fresh fruit. Breakfast options such as baked goods, granola, juices and smoothies will also be available, alongside Waitrose meal deals.

The first store, located airside on the upper level, will be open seven days a week from 5am to 10pm.

Supporting Waitrose’s multi-channel growth strategy

The airport expansion forms part of Waitrose’s broader strategy to grow through new locations and channels, alongside continued investment in its own shops and online business.

Charlotte Di Cello, Waitrose Chief Commercial Officer, said:

“Launching at Heathrow marks our first move into airport retail and an important step in growing our brand by bringing our offer to more customers in high-traffic locations. In partnership with Lagardère Travel Retail and RELAY, our food-to-go offer will launch in four stores in Terminal 2 by the end of the year, building on the progress we’re already making in travel retail, alongside continued investment in our own shops and online offer.”

Travel retail partnerships drive food-to-go strategy

For Lagardère Travel Retail, the partnership reflects a focus on enhancing food-to-go propositions within travel environments.

Nicholas Dunne, Commercial Director of Lagardère Travel Retail UK & Ireland, said:

“This partnership with Waitrose marks a significant step in our ambition to elevate the food-to-go experience within our blended Travel Essentials offer. By bringing one of the UK’s most trusted premium food brands to Relay at Heathrow Terminal 2, we are combining quality, convenience and strong brand recognition to better serve passengers in a fast-paced environment. The partnership demonstrates our ability to leverage our cross-business line expertise and partner with leading High Street brands to adapt their offer to the specific needs of travellers.”

Expanding brand reach through new retail formats

The Heathrow launch builds on Waitrose’s existing presence, which includes 320 shops and a strong online business, as well as agreements with brands like Welcome Break and Shell.

The move into airport retail represents a further step in extending the brand into high-footfall, convenience-led environments.

The post Inside Waitrose’s Travel Retail Strategy: Expanding Food-to-Go at Heathrow Airport appeared first on EME Outlook Magazine.

TACKLING A GROWING WASTE CHALLENGE

The global airline industry is facing a mounting sustainability issue. Cabin and catering operations generate an estimated 3.6 million tonnes of waste annually – a figure projected to reach four million tonnes by the end of 2025.

Without intervention, this could double by 2040 as passenger numbers continue to rise.

A notable share of this waste – between 18 and 20 percent – consists of untouched food and beverages. Due to strict international regulations, much of it is either incinerated or sent to landfill, posing both environmental and operational challenges.

Recognizing the urgency, Airbus has identified in-flight food waste as a key area for improvement, aligning its efforts with the UN 2030 Agenda for Sustainable Development.

FROM CONCEPT TO CABIN

In 2025, Airbus brought its “Smart Catering” concept into real-world testing through a collaboration with Virgin Atlantic. The AI-driven solution was designed to provide a clearer understanding of onboard consumption by automatically capturing data on passenger meal choices and tracking unused items.

Initial trials took place at a ground-based cabin mock-up facility in the UK, where the system demonstrated its ability to operate seamlessly without adding to crew workload.

Following this success, the technology was deployed on live flights, including routes from London to New York on an A330 and London to Orlando on an A350.

These trials validated the system’s capability to deliver accurate, actionable insights under real operating conditions.

ENHANCING THE IN-FLIGHT EXPERIENCE

Beyond waste reduction, Smart Catering introduces tangible improvements to onboard service. Designed for the connected aircraft environment, the solution equips cabin crew with digital tools that streamline operations and elevate passenger engagement.

Features such as interactive galley search, live inventory tracking, and intuitive dietary information eliminate the need for manual reporting.

Crew members can instantly locate food and beverages, identify stock levels, and access nutritional or allergy details, all in real time.

By reducing administrative tasks, the system enables the crew to focus more on delivering a premium passenger experience.

HOW AI POWERS SMART CATERING

At the core of the solution is a camera-based AI recognition system integrated into existing crew devices, such as tablets or smartphones.

As crew members remove meal trays or beverages from trolleys, the device camera captures the action, automatically updating onboard inventory. This process occurs seamlessly within normal service routines, requiring no additional steps.

The system also functions as an intelligent assistant, providing real-time insights into stock availability, item location, and passenger dietary needs.

Crucially, all collected data feeds into a central ‘ground cloud’, enabling fleet-wide analysis. Airlines can then leverage route-specific insights to better match catering supply with actual passenger demand.

DATA-DRIVEN SUSTAINABILITY

The implications of Smart Catering extend beyond operational efficiency. By aligning catering loads more closely with real consumption patterns, airlines can significantly reduce unnecessary uplift.

This data-driven approach has the potential to deliver double-digit reductions in preventable waste, particularly in relation to excess food and beverage provisioning.

For airlines, this represents a dual benefit – lowering environmental impact while optimizing costs and logistics.

LOOKING AHEAD

With successful trials completed, Airbus is now showcasing Smart Catering to the wider industry.

A working prototype will be available for demonstration at the Aircraft Interiors Expo (AIX) in Hamburg from April 14–16, offering airlines the opportunity to experience the solution firsthand.

As sustainability and efficiency become increasingly central to aviation, innovations such as Smart Catering highlight how AI and digital tools can transform even the most routine aspects of airline operations into smarter, more responsible systems.

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