Electric vehicle production begins with Neue Klasse

The transformation of BMW Group Plant Munich includes extensive modernisation, new production technologies and digital systems designed to increase efficiency, flexibility and automation. The company is investing around €650 million in the facility as it transitions towards exclusive production of all-electric vehicles from 2027.

The launch of BMW i3 production in Munich represents the next stage in the company’s Neue Klasse rollout across its global manufacturing network.

“We have been making rigorous preparations. With the BMW iFACTORY we have devised a consistent, strategic framework for our production,” explains Milan Nedeljković, Member of the Board of Management of BMW AG, Production. “We have paved the way for the upcoming start-ups in all our plants and have invested heavily in technologies, digitalisation and AI.”

The site will produce multiple Neue Klasse models in the coming years, with BMW confirming that the BMW i3 Touring will also be manufactured in Munich.

Major investment in a fully electric manufacturing site

The Munich plant has undergone a significant redevelopment programme while continuing production of up to 1,000 vehicles per day during the transformation process.

A new body shop and a modern vehicle assembly system have been installed, along with updated logistics infrastructure covering around a third of the plant’s footprint.

According to Peter Weber, Head of BMW Group Plant Munich, the transformation is already delivering operational improvements.

“We have considerably reduced production costs over recent years. With the start of production of the BMW i3, we will reduce overall production costs at the Munich plant by a further 10 per cent, bringing them below the level of the current vehicle generation,” says Peter Weber, Head of BMW Group Plant Munich.

Digital manufacturing strategy: BMW iFACTORY

The transformation of the Munich site is being implemented under the BMW iFACTORY framework, which focuses on efficiency, sustainability and digitalisation across the company’s global manufacturing network.

The approach aims to strengthen resilience and improve the company’s ability to deliver vehicles worldwide.

“We have rethought the entire value stream from supplier to finished customer vehicle. We have looked at every single process in detail and made optimisations. Now our plant is even more efficient, more flexible and even more digitised than ever before. We are thereby safeguarding the future viability of the plant,” adds Peter Weber.

Advanced production technologies and automation

The updated manufacturing processes at the Munich plant incorporate new levels of automation, robotics and AI-supported quality control.

In the press shop, steel and aluminium sheets are converted into tens of thousands of components each day using automated press lines. Standardised press and tooling systems across the global production network allow tools to be exchanged between sites and support workforce mobility.

An AI-assisted camera system performs quality control before an underground transport system moves components to the body shop. Scrap metal from the process is collected, sorted and reused to produce new steel or aluminium coils.

Robotics and digital twins in the new body shop

A newly constructed body shop developed using a virtual twin supports the production of Neue Klasse models.

The facility includes 800 new industrial robots responsible for joining processes, with automation levels reaching approximately 98 per cent.

Reducing the number of joining processes to five helps lower process complexity, while automated surface inspection systems assist with quality assurance. The building meets the KfW 40 EE energy efficiency standard and includes a photovoltaic system that generates electricity on site.

AI-supported paint shop and quality control

Digital and AI-based technologies also play a central role in the plant’s paint shop operations.

Automated surface inspection systems use cameras and artificial intelligence to identify even minor deviations on painted surfaces, while automated surface processing corrects detected variations during the running process.

The paint shop also uses the electrically powered eRTO process to purify exhaust air. Additional systems include heat and energy recovery technologies and water-saving production cycles.

Smart assembly and connected production systems

The former engine manufacturing area of the plant has been converted into a new assembly facility for Neue Klasse vehicles.

This assembly system is designed around end-to-end digital processes, linking vehicles, equipment and tools through integrated production data systems.

During assembly, the BMW i3 can transmit the status of up to 20,000 features directly to production systems. Digital live tracking and automated inline quality checks support employees on the assembly line.

Ergonomic workstations and height-adjustable systems are designed to improve working conditions, while training programmes prepare employees for new digital manufacturing processes.

Supply chain and logistics transformation

The transformation also includes major changes to supply chain and logistics operations at the Munich plant.

The facility handles approximately 2.5 million parts per day, with future operations expected to deliver around 70 per cent of components directly to assembly workstations.

A multi-storey logistics structure has been developed to support the plant’s urban location. Parts are delivered at ground level and transported by conveyor systems to upper levels, where they are distributed directly to production areas.

Automation in logistics is also increasing significantly. Automated supply systems, smart transport robots and driverless transport vehicles are expected to handle around 60 per cent of supply tasks, while a digital logistics control station manages operations centrally.

In-house seat manufacturing strengthens quality control

A dedicated in-house seat manufacturing facility forms a key part of the Munich production system.

Operating as a “plant inside a plant”, the facility produces seats for all vehicle versions manufactured in Munich and delivers them directly to assembly in sequence.

The seat manufacturing operation is regarded as a benchmark for quality assurance across the BMW Group. Automated processes support continuous quality monitoring, including fully automated end-of-line checks for safety-related components.

The facility also serves as a competence centre and innovation hub where new materials, technologies and manufacturing concepts are evaluated.

Regional supply chain for batteries and e-drives

BMW’s electric vehicle supply chain for the Munich plant includes regional production facilities for key drivetrain components.

High-voltage Gen6 batteries will be supplied from a new assembly plant in Irlbach-Straßkirchen in Lower Bavaria, located around 90 minutes from Munich. The facility will deliver batteries to Munich and other German BMW plants as part of a “local for local” production strategy.

Battery manufacturing incorporates inline quality controls, digital twins and artificial intelligence systems.

Meanwhile, the Gen6 electric motor for the BMW i3 will be produced at BMW Group Plant Steyr in Austria, a facility with more than 40 years of drivetrain manufacturing experience. The aluminium housing for the e-motor is supplied by the aluminium foundry at BMW Group Plant Landshut.

Sustainability and long-term production strategy

Sustainability is embedded within BMW’s broader manufacturing strategy and production network.

Within the BMW iFACTORY framework, plants worldwide are implementing site-specific solutions that support efficiency, digitalisation and sustainable production.

The transition of the Munich facility to exclusive electric vehicle production from 2027 forms part of the company’s wider commitment to sustainability across the full product lifecycle, from supply chain and manufacturing to end-of-life vehicle management.

Milestones of BMW Group Plant Munich

• 1922: Bayerische Motoren Werke AG establishes its headquarters on Lerchenauerstrasse in Munich, a few kilometres outside the city centre to the north of what is today the Olympic Park.
• 1923: The first BMW motorcycle, the R 32, is built. From the mid-1920s, the plant premises grow from 140,000 square metres to around 216,000 square metres.
• 1930: As well as in-line aircraft engines, BMW also builds radial power units. In 1934 production of the first large radial engine developed by BMW – and fitted in aircraft including the legendary JU 52 – begins in Munich and continues there until 1945.
• 1948: Post-war series production of vehicles starts with the launch of the R 24 single-cylinder motorcycle.
• 1952: For the first time, BMW cars are built in Munich. The first model is the BMW 501.
• 1954: Motorcycle production hits a new milestone of 30,000 units a year. However, as a result of the ‘motorcycle crisis’, sales slump to 5,400 units over just three years.
• 1955: Production of the BMW Isetta begins in April. The success of the model safeguards jobs at the Munich plant.
• 1962: The first Neue Klasse model, the BMW 1500, goes into production in mid-1962. The sporty, four-door, mid-size sedan lays the foundation for BMW’s economic success.
• 1965: The 100,000th Neue Klasse car is built in late August.
• 1968/69: The relocation of parts of production to Dingolfing and Berlin gets underway. Production of BMW motorcycles in Munich ends after 46 years.
• 1975: Production facilities at the Munich plant are reconfigured for the first BMW 3 Series. The change allows BMW to build cars to customers’ specific needs from as early as the body shop stage.
• 1977: After streamlining the plant structure, the BMW 3 Series range and all engines for BMW cars come from Munich.
• 1978/79: The BMW plants are adapted to meet the new production volumes. The look of the Munich plant changes quite a bit with the alterations and new constructions. These include tearing down and redesigning the South Gate on Dostlerstrasse, which was originally built in 1934.
• 1981: On 20th July, the original building at the Munich plant has to make way for structural changes.
• 1986: Although the development departments have gradually been moved to the new Research and Innovation Centre (FIZ), the only way to meet production targets at the plant, given its location in an urban neighbourhood, is to optimise and automate the production processes.
• 2001: The Plant Award in Gold – recognising the “Best Car Plant in Europe” – goes to the Munich plant for the first time in 2001. This attests to the premium quality achieved by BMW production.
• 2003: Plant Munich is presented with the City of Munich’s Environmental Award.
• 2008: As part of Project i, a small series of MINI E cars are manufactured at the Munich plant.
• 2010: The world premiere of the sixth-generation BMW 3 Series takes place at the Munich plant. A high-speed servo press is put into operation in the press shop.
• 2014: BMW Group Plant Munich wins the Lean Award in the OEM category. An all-electric truck is deployed to supply the parts required.
• 2015: In April, the foundation stone is laid for the new paint shop.
• 2016: The ten-millionth vehicle runs off the assembly line at the Munich plant. The plant is presented with the Ludwig Erhard Award.
• 2017: In May, the new paint shop, one of the most state-of-the-art facilities in the automotive industry, goes into operation. This investment is part of the plant’s preparations for the future.
• 2019: A package of investment totalling 200 million euros is channelled into the preparation – up to 2021 – of buildings, production facilities and logistics systems for series production of the BMW i4.
• 2020: The BMW Group announces that it will relocate its long-established engine manufacturing operations in Munich to BMW Group plants in Steyr (Austria) and Hams Hall (UK) by the middle of the decade. A new assembly and logistics facility entirely dedicated to electrified vehicles is built on what used to be the engine production site. The ambitious schedule for the work envisages just over two years from the first day of demolition to commissioning of the new facility and production of the first vehicles. At the same time, a new body shop is being built on the site of the old paint shop, which was decommissioned in 2018. The two new buildings will enable series production of the modern Neue Klasse at the Munich plant from 2026.
• 2021: The start of production of the BMW i4, the BMW Group’s first all-electric Gran Coupé, means that five different models with all the available drive system variants (internal combustion engine, plug-in hybrid and fully electric) are built on the same line at Plant Munich.
• 2022: Plant Munich celebrates its centenary.
• 2026: The new buildings for assembly and body construction, with a new production area covering 200,000 square metres, are completed and put into operation. In addition, the logistics systems for production at Plant Munich have been comprehensively modernised and integrated into the existing structures. Series production of the new BMW i3, the first Neue Klasse model to be manufactured at the Munich plant, will commence in the second half of the year.

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New agreement supports growing power demand from AI data centres

The agreement extends the companies’ existing collaboration to deliver stable and rapidly deployable power solutions for hyperscale AI infrastructure.

Under the agreement, ABB will provide 35 synchronous condensers with flywheel technology along with associated prefabricated eHouse units to the Texas-based microgrid power generation company . The orders are expected to be booked in the second quarter of 2026.

Power stability for next-generation AI infrastructure

The equipment will support VoltaGrid’s expanding data centre power platform, delivering the voltage stability required by high-performance AI computing systems.

Synchronous condensers act as stabilising assets within VoltaGrid’s behind-the-meter power solutions. They provide instantaneous inertia, support short-circuit events and maintain network voltage through reactive power management, helping ensure resilient operation for high-density data centre loads.

ABB’s scope also includes high-availability medium- and low-voltage distribution infrastructure and excitation systems, designed to maximise system reliability and uptime.

Expanding distributed power solutions for hyperscale computing

The collaboration aims to accelerate the deployment of power infrastructure designed specifically for the needs of AI data centres.

“VoltaGrid’s power platform is purpose-built to deliver large-scale power with exceptional dynamic performance and reliability for next-generation digital infrastructure,” said Nathan Ough, CEO of VoltaGrid.

“By integrating ABB’s advanced grid stabilization technologies with our AI-optimized power systems, we are able to meet increasingly stringent transient performance requirements while accelerating deployment at gigawatt scale.”

VoltaGrid’s systems are designed to combine performance and speed with operational efficiency, reduced noise and a compact footprint.

Integrated offering across ABB technology divisions

The partnership brings together capabilities from multiple ABB business areas, including automation, electrification and motion technologies.

“Extending our collaboration with VoltaGrid demonstrates the strength of ABB’s businesses working together combining automation, electrification and motion expertise and technologies with innovative distributed power systems to create greater value for customers,” said Per Erik Holsten, President of ABB’s Energy Industries division.

“Together, we are enabling reliable, resilient and scalable power infrastructure for data centers serving the rapidly growing AI economy.”

Rising energy demand from global data centres

The project comes as energy demand from data centres continues to grow globally. Data centres accounted for approximately 1.5 percent of the world’s electricity consumption in 2024, with the United States responsible for around 45 percent of this total.

ABB supports data centres worldwide with automation, electrification and digitalisation technologies designed to improve reliability, efficiency and scalability as demand for digital infrastructure increases.

The post ABB and VoltaGrid Extend Collaboration on Data Centre Power Infrastructure appeared first on EME Outlook Magazine.

Expanding fan experience on digital platforms

IBM and the Masters Tournament have launched new AI-powered digital features for the 90th edition of the tournament, expanding the fan experience across the event’s digital platforms.

Powered by IBM watsonx, the new capabilities use generative AI and agentic AI technologies to help golf fans explore tournament history and gain deeper insight into gameplay during the event at Augusta National Golf Club in Augusta, Georgia.

The enhancements build on a 30-year collaboration between IBM and the Masters, with the goal of bringing the tournament’s history and on-course action to millions of fans worldwide.

AI-powered search unlocks 50 years of Masters history

A new feature, Masters Vault Search, transforms the tournament’s video archive into an interactive search experience.

Using conversational prompts, fans can explore more than 50 years of Masters final-round broadcasts. The system uses AI agents powered by IBM technologies including Granite small language models and watsonx Orchestrate to locate clips instantly within full-length replays.

The platform analyzes footage using optical character recognition, speech-to-text transcription of broadcast commentary and scene detection. It also uses the Masters’ historical database to provide metadata on each clip, including tournament results dating back to 1968 and individual stroke data from 2015.

Hole Insights enhanced with AI-driven shot analysis

IBM has also enhanced Hole Insights, an AI-powered feature now returning for its third year on Masters digital platforms.

The feature combines visuals with data-driven insights to explain how each shot influences outcomes during play. When a ball comes to rest, its coordinates are captured and compared with historical data for the hole location.

Using watsonx analysis, the system calculates the probabilities of outcomes such as eagle, birdie, par or bogey and generates contextual insights for fans.

Legendary caddie and commentator Jim ‘Bones’ Mackay advised the development team to help deliver more accurate and context-rich analysis of the course.

AI transforming digital fan engagement

“The Masters Tournament and IBM have continually raised the bar on unique digital experiences that blend cutting-edge technology with the timelessness of Augusta National Golf Club,” said Jonathan Adashek, Senior Vice President of Marketing and Communications at IBM.

“The introduction of Masters Vault Search and updates to Hole Insights show how generative and agentic AI can transform vast amounts of data into meaningful insights – whether you’re a golf fan who wants to understand the implications of a single shot in real time, or a financial institution using AI to analyze millions of transactions to identify patterns and inform decisions.”

The new capabilities join other AI-enabled features on Masters platforms, including AI Highlights, Round in Three Minutes, My Group and the Masters app available on devices such as Apple Vision Pro.

90th Masters Tournament

The 90th Masters Tournament will take place April 9–12, 2026, at Augusta National Golf Club in Augusta, Georgia.

Fans can access the AI-powered features through Masters.com and the official Masters mobile app.

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Mission 2025 Sustainability Progress Across Climate, Packaging and Water

By the end of 2025, the company met or made significant progress on the majority of its 18 Mission 2025 targets, with nine delivered ahead of schedule and seven exceeding original commitments.

In climate, emissions remained aligned with its NetZeroby40 roadmap for the fifth consecutive year, while 54% of total energy now comes from renewable and clean sources, exceeding the 50% target. The company also achieved 100% renewable and clean electricity use across the EU and Switzerland.

Packaging progress included reaching 78% recovery of primary packaging for recycling or reuse, surpassing the 75% target, and increasing rPET content in bottles to 35%, with EU countries and Switzerland exceeding 65%.

In water stewardship, the company launched projects across all high-priority locations, achieving full coverage of its 19 identified water risk areas.

Community initiatives also exceeded targets, with 1.2 million young people trained through the #YouthEmpowered programme.

Zoran Bogdanovic, Chief Executive Officer, Coca-Cola HBC, said:

“Together with our teams and partners, we advanced our sustainability efforts at scale. Mission 2025 has helped clarify where our actions can have the greatest impact – and it has reinforced a simple truth: lasting change requires focus, persistence, and the humility to keep learning. Our progress is greatest when we innovate alongside our partners and build solutions for all. I’m grateful to our teams and our partners for their commitment to open up a more sustainable future.”

External Recognition for Sustainability Performance

Coca-Cola HBC’s sustainability performance has been recognised externally, including being ranked for the ninth time as the world’s most sustainable beverage company in the S&P Global Sustainability Yearbook.

The company is also listed among industry leaders across benchmarks including CDP’s A list for Climate and Water, ISS ESG, MSCI ESG, Morningstar Sustainalytics’ ESG and FTSE ESG.

Mission Refresh Sets New Sustainability Commitments

Building on its progress, the company has launched “Mission Refresh”, a set of flagship sustainability commitments and measurable targets designed to guide future actions.

Karyn Harrington, Chief Corporate Affairs & Sustainability Officer, Coca-Cola HBC, said:

“Mission Refresh reflects our continued commitment to creating value for our communities, partners and the environment while strengthening our resilience.

“Sustainability continues to be part of our growth story, and we’ll keep reporting with the transparency our stakeholders expect.”

Net Zero, Water and Biodiversity Targets for 2030–2040

Under Mission Refresh, Coca-Cola HBC has outlined several long-term commitments, including achieving net zero emissions across its value chain by 2040, with an interim target to reduce absolute emissions by 30% by 2030.

The company also aims to achieve a net positive impact on biodiversity by 2040 and eliminate deforestation in its supply chain.

Water commitments include replenishing every drop of water used in beverages by 2035, with a focus on high-risk locations.

Packaging, Circular Economy and Supply Chain Targets

The refreshed strategy includes targets to support circularity and reduce environmental impact, including reaching 80% collection of packaging by 2035, increasing rPET to 40%, and removing 12,000 metric tonnes of plastic packaging by 2030.

The company also aims to ensure 100% of key agricultural ingredients are sustainably sourced by 2030 and to screen more than 95% of significant suppliers based on sustainability and business relevance.

Social Impact and Community Investment Goals

Coca-Cola HBC’s targets also include training more than three million young people by 2035 through its #YouthEmpowered programme, achieving 45–50% women in management roles, and targeting zero on-site fatalities.

Additional biodiversity and operational targets include achieving full compliance with the EU Deforestation Regulation and reducing food waste and loss by 40% by 2030.

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UK Government commits £1bn to accelerate transport electrification

The UK Government’s recent £1bn commitment to transport electrification marks a significant step forward in the transition to net zero. This funding underlines the scale of ambition to decarbonise the transport sector and accelerate the adoption of zero emission vehicles.

Since December 2025, the UK Government and industry have been engaged in several significant consultations. At last count, EO Charging has responded to at least six, including ESA requirements for interoperability, tariff interoperability, licensing conditions for operators of large loads (>300MW), security, EV tax (eVED) and a ZEV mandate for electric HGVs.

This represents significant effort and clearly demonstrates that the current administration is serious about achieving its net zero objectives.

Why decarbonising transport is critical to the UK’s net zero targets

January’s HGV consultation highlights these key framing principles:

The Climate Change Act 2008 commits the UK to achieving economy-wide net zero CO₂ emissions by 2050, with the decarbonisation pathway marked by legally binding five-yearly carbon budgets. Accelerating to net zero offers huge opportunities for the UK. Domestic transport is the biggest contributor to the UK’s greenhouse gas emissions (GHG), comprising 29% of emissions in 2023.

HGVs alone account for 16% of total transport emissions. By electrifying and therefore decarbonising the transport sector, the UK government has the opportunity to remove 30% of the country’s carbon output. This is a significant proportion of emissions and is entirely achievable with today’s technologies, the right policies and appropriate incentives.

Fleet electrification is already gaining momentum

Outside of these Government targets and incentives, UK commercial fleets (vans, trucks and HGVs) have already started to decarbonise.

Our research, conducted in collaboration with Vanson Bourne, surveyed over 300 fleet operators to understand the state of the market and found that what began as ambitious endeavours has now become a mainstream business strategy.

On average, more than half (53%) of organisations’ fleets are already electrified. This momentum is being driven by a powerful mix of factors, including financial savings, ESG (Environmental, Social, and Governance) commitments, a favourable regulatory environment and the desire to build a more responsible reputation.

As a result, the vast majority (84%) of organisations are at least partially implementing a net zero transportation initiative, clear evidence that electrification is no longer just about meeting targets but about driving transformation.

The three stages of fleet electrification adoption

The report shows that decarbonisation and electrification efforts have started within the fleet sector and that there is now significant momentum.

Of course, not everyone has achieved full electrification, and all organisations are on a journey. As with any change management exercise, there are those who lead the way and have already electrified (who we call ‘the Pioneers’), those who are actively progressing (‘the Navigators’) and those who are still developing their plans (‘the Transformers’).

Key barriers to EV fleet adoption

Along this journey, organisations face a series of practical challenges.

The first major hurdle is bridging the operational gap when operating a commercial EV fleet, with high upfront costs cited by 42% of respondents, difficulties in integrating EVs with existing systems reported by 38% and limited availability of charging infrastructure (36%).

Two of these three challenges – high upfront costs and access to charging infrastructure – are directly tied to finances.

While traditional fleets also faced significant upfront purchase costs, their refuelling infrastructure was typically outsourced to fuel retail stations. In contrast, electrifying a fleet requires organisations to invest in both new vehicles (such as vans, trucks and HGVs) and the supporting charging infrastructure, creating a very different financial and operational model.

Total cost of ownership and the long-term business case for EV fleets

Despite these hurdles, many Pioneers and Navigators have looked beyond the initial costs, recognising that the overall total cost of ownership (TCO) of an electric fleet is, or will soon be, lower than a conventional ICE fleet.

Long-term planning has given fleet operators at every stage – whether a Pioneer, a Navigator or a Transformer – the confidence to move forward, demonstrating that electrification is not only operationally viable, but also financially advantageous.

How the UK’s new electrification grants support fleet transition

Against this backdrop, the recent £1bn funding commitment is particularly encouraging.

The Department for Transport has made available the following grants:

• £81,000 off the heaviest zero emission trucks, covering up to 40% of upfront cost.

• £1 million toward installing depot charging infrastructure for vans, coaches, and HGVs, covering up to 70% of costs.

These represent a substantial financial incentive. Reducing 40% of a vehicle cost or reducing the installation costs by £1 million (or up to 70%) is a significant bonus.

However, no two customers are the same, and every site has unique operational needs. As a result, it is not possible to state exactly how much these grants will reduce TCO. Careful analysis for each customer will be required to determine the impact, but these funds should strengthen the business case for electrification.

Why businesses must act quickly to secure EV funding

The grants are already live, and such funding often has a limited time span. Therefore, businesses must act quickly and apply now to maximise their benefit.

There are now two major funding schemes covering both the purchase of vehicles and installation of EV charging infrastructure, creating strong alignment between the key challenges fleet operators have highlighted (high vehicle costs and access to EV charging infrastructure) and the support now available.

A new era for zero-emission transport

This is a standout moment in collaboration between government and industry to decarbonise the transport sector. Trials are conducted, challenges are highlighted and practical solutions are delivered.

Surely, this marks the start of a golden era for electrification and decarbonisation as the transition from fossil fuels to zero emission vehicles continues to accelerate.

The post OPINION: The Impact of the UK’s £1bn Investment in Transport Electrification – Richard Earl, EO Charging appeared first on EME Outlook Magazine.

A global flavour powerhouse

Unilever PLC and McCormick & Company have announced an agreement to combine Unilever’s Foods business with McCormick to create a global flavour powerhouse with a portfolio of leading brands including McCormick, Knorr and Hellmann’s, alongside growth brands such as Cholula, Maille and Frank’s.

The combined company will have revenues of approximately $20 billion, based on fiscal year 2025 data, and a strong presence across retail and foodservice markets. The deal reflects an enterprise value of $44.8 billion for Unilever Foods, equivalent to an EV/Sales ratio of 3.6x and an EV/EBITDA multiple of 13.8x, based on McCormick’s one-month volume-weighted average share price of $57.84.

As part of the transaction, Unilever and its shareholders will receive shares equal to 65% of the fully diluted combined company equity, while Unilever will also receive $15.7 billion in cash. Unilever shareholders will own 55.1% of the combined company, with Unilever retaining a 9.9% stake, while McCormick shareholders will hold 35%.

The transaction is expected to close by mid-2027, subject to shareholder approval, regulatory clearances and other customary conditions.

Building a global flavour business

The combination will bring together complementary portfolios across herbs, spices, seasonings, cooking aids, sauces and condiments, supported by global R&D capabilities and a broad geographic footprint.

The merged business is expected to generate around $600 million in annual run-rate cost synergies, with full value realised by the end of year three. A further $100 million in incremental cost and revenue synergies will be reinvested to support growth.

McCormick will retain its name, global headquarters in Hunt Valley, Maryland, and its NYSE listing, while establishing an international headquarters in the Netherlands and planning a secondary listing in Europe.

Unilever’s strategic shift to home and personal care

Following the separation of its foods division, Unilever will become a €39 billion pure-play home and personal care (HPC) company, operating across Beauty, Wellbeing, Personal Care and Home Care.

Based on FY2025 revenues, Beauty, Wellbeing and Personal Care will account for around 67% of group turnover, while emerging markets will represent 62% of revenues. The company said the shift will strengthen its focus on high-growth categories and markets.

Unilever reaffirmed its medium-term financial framework, targeting mid-single digit underlying sales growth, supported by at least 2% underlying volume growth and modest operating margin expansion.

Executive comments

Fernando Fernandez, Chief Executive Officer of Unilever, commented:

“For Unilever, this transaction is another decisive step in sharpening our portfolio and accelerating our strategy towards high-growth categories as a€39 billion pureplay HPC company with a proven sector-leading growth profile.

We are unlocking trapped value through a growth-led separation of Foods, creating a scaled, global flavour powerhouse. By combining Unilever Foods’ iconic leading brands and global reach with McCormick’s exceptional portfolio, category expertise and capabilities, we are establishing a focused, high-quality business with significant top line growth and value creation potential.

This is a combination built on strong strategic and cultural alignment, providing exciting opportunities for our people and ensuring our Foods brands continue to thrive as part of a global flavour leader. Our retained ownership stake reflects our conviction in the strength of the combined company and its future prospects.”

Brendan Foley, Chief Executive Officer of McCormick, commented:

“This transformative combination accelerates McCormick’s strategy and reinforces our continued focus on flavour. The Unilever Foods business is one we have long admired, with a portfolio that complements our existing business, capabilities and long-term vision. Together, we will be better positioned to accelerate growth in attractive categories. This combination will create a diversified flavour leader with a robust growth profile that remains differentiated by its focus on flavouring calories while others compete for them.

Unilever Foods’ global portfolio of strong brands, combined with our proven expertise in insight-driven brand-building and integration, will enable us to deliver flavour in new and exciting ways for more consumers, driving significant growth across the combined portfolio and value for all stakeholders. Integrating two global organisations of this scale requires disciplined execution, and we are confident that our detailed integration roadmap, experienced teams from McCormick and Unilever, external advisors and our strong partnership will enable us to capture the full value of this opportunity. McCormick is the right partner for Unilever Foods’ brands and employees, and our shared culture and values will empower our combination. We are excited to welcome their exceptional talent and international expertise to our Power of People culture.”

Leadership and governance

Upon completion, Brendan Foley will serve as Chairman, President and Chief Executive Officer of McCormick, while Marcos Gabriel will be Executive Vice President and Chief Financial Officer.

Executives from both McCormick and Unilever Foods will take senior leadership roles, and Unilever will appoint four of the twelve members of the combined company’s board.

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A New Approach to Vulnerability Management

NinjaOne has announced the launch of NinjaOne Vulnerability Management, a new solution designed to help IT teams identify, prioritise and remediate vulnerabilities faster.

Built natively into the company’s Unified IT Operations Platform, the solution combines AI-driven real-time vulnerability assessment, patch confidence scoring and automated remediation workflows. The goal is to reduce the time organisations remain exposed to vulnerabilities while simplifying operations for IT and security teams.

Traditional vulnerability management approaches rely on periodic scans and manual processes, which can create delays between detection and remediation. NinjaOne says its new platform addresses this gap by enabling organisations to identify and remediate vulnerabilities continuously in real time.

Reducing Risk in Modern IT Environments

“The traditional vulnerability management model – scan once or twice a week, export, hand off, wait – creates gaps, delays, and unnecessary risk,” said Rahul Hirani, Chief Product Officer at NinjaOne.

“Our customers are looking for ways to reduce risk faster without slowing down their teams and organizations. By integrating real-time vulnerability assessment, which scans continuously, directly with patching and endpoint management, we help customers reduce risk faster in a way that fits their existing processes and simplifies their work.”

Real-Time Visibility and Automated Patching

The new solution uses AI to analyse millions of data points across NinjaOne’s device inventory, enabling organisations to identify vulnerabilities continuously without relying on scheduled scans.

By linking vulnerability detection directly with autonomous patching workflows, the platform allows IT teams to prioritise and deploy patches across Windows and Linux systems from the same environment.

The system is designed to operate server-side using existing device telemetry, meaning vulnerability identification occurs without intrusive scans, agent spikes or any impact on endpoint performance.

Key Capabilities

The new solution is designed to deliver benefits for IT teams and security operations, including:

• Real-time vulnerability visibility without scheduled scanning
• Integrated detection and remediation workflows in a single platform
• Autonomous patching across Windows and Linux systems
• No endpoint performance impact through server-side analysis
• Continuous vulnerability and remediation records to support compliance and auditing

Customer Experience

“Implementing NinjaOne’s real-time vulnerability assessment has transformed how we manage endpoint risk. The single pane of glass approach gives us consolidated visibility into endpoint health, detected vulnerabilities, and remediation guidance all in one place. This centralized view allows us to prioritize patching based on real risk, accelerate remediation timelines, and reduce the operational friction that often comes with coordinating across multiple tools and teams,” said Spencer Stycos, Manager, Systems Engineering – IT Infrastructure at Great Minds.

“Prior to NinjaOne, vulnerability tracking required aggregating data from different systems, which increased reporting overhead and slowed response efforts. Today, vulnerability insights are directly integrated into our patching workflows, making next steps clear and actionable. The result is a more streamlined process, improved cross-team efficiency, and a stronger overall security posture without impacting endpoint performance or user experience.”

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A DIGITAL TRANSFORMATION MILESTONE

Campari Group has reached a key milestone in its digital transformation journey, successfully going live with SAP Cloud ERP Private solutions.

Headquartered in Milan, the company is a global leader in the spirits industry, with more than 50 premium brands marketed across more than 190 countries and supported by 24 production sites worldwide.

As its operations continue to expand, the need for a scalable, unified digital backbone has become increasingly important.

By embarking on the RISE with SAP journey – an end-to-end approach that facilitates digital transformation – Campari Group is adopting innovations in cloud enterprise resource planning (ERP) and embedded artificial intelligence (AI).

This enables the business to reshape processes in line with evolving requirements, improve planning, and enhance supply chain efficiency to ensure continuous product distribution worldwide.

A centralised process model sits at the heart of this transition, supporting improved productivity and a consistent reduction in total cost of ownership.

As such, the go-live represents both a technological and strategic step forward for the company’s global operations.

BUILDING AN INTELLIGENT ENTERPRISE

Campari Group’s transformation is underpinned by an end-to-end digital architecture built on a unified foundation.

Finance, supply chain, marketing, and human resources are integrated through a suite of SAP solutions, creating a connected backbone for planning, analytics, and application development.

This integration enhances visibility across the organisation, enabling decision-makers to access timely insights and respond swiftly to changing business demands.

Embedded AI is playing a key role in improving both operations and employee experience.

AI-assisted capabilities are streamlining order and payment posting, supporting better decision-making, and optimising operational costs.

At the same time, automated expense matching and AI-supported goal setting are helping to improve efficiency and engagement across the workforce.

In addition, SAP Business Data Cloud is being implemented to unify data from SAP and third-party systems, delivering contextual insights while maintaining core business logic.

To strengthen governance, Campari Group has also adopted SAP LeanIX solutions, mapping interdependencies between applications, processes, and business owners to enable more agile and informed decision-making.

SETTING A NEW STANDARD

The successful deployment of SAP Cloud ERP Private solutions positions Campari Group as a strong example of digital transformation in the food and beverage sector.

By combining cloud ERP with AI and data-driven planning, the company is enhancing efficiency and building a more connected, responsive business model.

With this foundation in place, Campari Group is well equipped to optimise its operations and adapt to evolving market demands.

Ultimately, the go-live highlights how integrated technologies can support more efficient processes and improved decision-making across a global organisation.

The post Campari and SAP Unveil Advanced Cloud Capabilities appeared first on EME Outlook Magazine.

Scaling fuel cell technology for heavy-duty applications

The collaboration will combine Daimler Truck and Volvo’s commercial vehicle expertise with Toyota’s fuel cell development, production technology and manufacturing experience. The partners aim to develop, produce and commercialise fuel cell systems for heavy-duty vehicles and other applications with comparable requirements.

Toyota and cellcentric also intend to jointly manage the development and production of fuel cell unit cells, the core component of fuel cell systems, along with related architecture and control elements.

Hydrogen as a key pathway to decarbonisation

Daimler Truck, Volvo and Toyota have positioned hydrogen as one of the key energy sources to decarbonise transport. Through cellcentric, the companies aim to advance technological innovation in fuel cell systems and contribute to the development of a hydrogen society.

The partners also plan to collaborate with industry associations and partners across the hydrogen value chain to support the development of hydrogen supply and infrastructure in its early stages.

Karin Rådström, President & CEO, Daimler Truck, said:

“We are proud that Toyota plans to join cellcentric as a shareholder. This will enable us to strengthen development and further scale hydrogen technology, which we believe complements battery-electric drives in decarbonising transport”.

Equal shareholding and joint venture structure

The three companies intend to collaborate based on an equal shareholding, with Toyota joining as the third partner in cellcentric. To achieve this structure, Toyota plans to participate in a capital increase in the joint venture.

Cellcentric will continue to operate as an independent and autonomous entity, serving customers across heavy-duty on- and off-road transport and stationary applications. Daimler Truck, Volvo and Toyota will continue to compete independently in all other areas of their respective businesses.

Collaboration across the hydrogen value chain

The agreement highlights the importance of collaboration in advancing hydrogen technologies. The companies intend to work with like-minded partners to share technological developments and address common challenges, with the aim of achieving sustainable and effective implementation of fuel cell systems for heavy-duty applications.

Martin Lundstedt, President and CEO, Volvo Group, said:

“We are thrilled to explore this collaboration with Toyota, so that we through cellcentric can accelerate and create critical mass for hydrogen applications. This is an important signal to customers, suppliers, and others in the ecosystem. Given the importance of accelerating the transformation into net-zero transportation, the need of great companies coming together and collaborating is more important than ever. Welcoming Toyota onboard will be a big leap towards realising decarbonisation of our industries.”

Leadership perspectives on fuel cell collaboration

Andreas Gorbach, Daimler Truck Board Member responsible for Truck Technology and former cellcentric CEO, said:

“Joining forces with the world’s largest automotive manufacturer and fuel cell pioneer is a privilege for us―and a game changer in making hydrogen in transportation a reality and cellcentric the go to place for fuel cell technology in commercial vehicles worldwide.”

Koji Sato, President and CEO, Toyota, said:

“We are deeply grateful for the opportunity to soon be joining Daimler Truck and Volvo Group as partners in building a hydrogen society. cellcentric which possess deep expertise in commercial fields together with Toyota’s over 30 years of fuel-cell development in the passenger car sector, can combine their strengths to deliver one of the world-leading fuel cell systems for heavy commercial vehicles. Toyota will continue to contribute to realising a hydrogen society alongside like-minded partners.”

Nicholas Loughlan, Managing Director and CTO, cellcentric, said:

“We are extremely proud that Toyota intends to join as a shareholder of cellcentric―a great sign of trust in our company from one of the world’s leading automotive companies. Together, in this new set-up, we look forward to seizing the opportunity to significantly improve our company across the entire value chain.”

Next steps for the agreement

The agreement is non-binding, and the parties will continue discussions with the aim of reaching a legally binding agreement. Any final agreement will be subject to approval by relevant boards and regulatory authorities.

The collaboration also aims to contribute to the long-term vision of the European Green Deal objectives and the hydrogen society act in Japan, supporting the wider deployment of fuel cell systems in heavy-duty transport.

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Real-world electric freight deployment

The report highlights the growing commercial viability of electric freight vehicles and draws on operational data gathered from UK logistics fleets participating in the Electric Freightway project.

Electric Freightway is part of the Zero Emission HGV and Infrastructure Demonstrator programme (ZEHID), funded by the UK Department for Transport and delivered in partnership with Innovate UK.

The programme brings together more than 30 industry partners, led by GRIDSERVE, to accelerate the adoption of electric trucks and the development of charging infrastructure.

To date, the initiative has deployed eHGVs across 25 hauliers operating on UK logistics routes, collectively covering more than two million zero-emission kilometres. The real-world trials have generated operational insights into vehicle performance, charging requirements and fleet integration.

Building the business case for electric freight

The fourth Electric Freightway report also explores the financial case for electrifying freight fleets. According to the findings, electric HGVs could reach cost parity with diesel vehicles in certain operating conditions, particularly where fleets operate high annual mileage and optimise charging between depot and en-route infrastructure.

Operational experience from participating fleets also indicates growing driver confidence, with many drivers reporting positive feedback on vehicle performance and drivability once they gain hands-on experience with electric trucks.

Nick Day, Director of Distribution, UK at ADM Milling, said:

“As a business, we are constantly seeking more sustainable solutions to service our customers’ needs and have been exploring ways to improve energy efficiency and reduce GHG emissions in our manufacturing processes for many years now.

“Using electric trucks was the natural next step in this process and so we started engaging with a third-party haulier to introduce electric trucks and charging solutions into our fleet and then expanded this capability through the ZEHID scheme.

“While we still have more work to do to fully embed eHGVs within our operation, we are encouraged by the progress we’ve made so far and the ZEHID project has been a great opportunity for us to gain hands-on experience operating them.”

Industry collaboration driving freight decarbonisation

The project also highlights the role of collaboration between logistics operators, infrastructure providers and technology companies in accelerating the transition to zero-emission freight transport.

Leon Clarke, Head of Operations and Delivery at Hitachi ZeroCarbon, said:

“Electric Freightway demonstrates what can be achieved when industry partners come together with a shared ambition to decarbonise road freight.

The collaboration between hauliers, infrastructure providers and technology specialists has been key to getting electric trucks on the road and generating real-world insights that will help the industry achieve its long-term net zero goals.”

Next phase: scaling zero-emission freight

With the initial deployment phase complete and electric trucks now operating across multiple fleets, the Electric Freightway programme will move into its next phase of development.

This stage will focus on collecting long-term operational data, refining charging strategies and supporting the wider transition to zero-emission freight transport.

Mike Biddle, Executive Director Net Zero at Innovate UK said: 

“Electric Freightway, led by GRIDSERVE in collaboration with principal partner Hitachi ZeroCarbon, has been instrumental in supporting the early efforts towards UK road freight decarbonisation, facilitated through the UK government’s Zero Emission HGV & Infrastructure Demonstrator (ZEHID) programme, delivered in partnership with Innovate UK.

This report reflects on the project’s extensive findings as it moves beyond the earlier deployment efforts into large scale data collection in real world operations for the next five years.”

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HP unveils an intelligent ecosystem for connected work

The new system –  announced at HP Imagine 2026 – is designed to coordinate experiences across select HP AI PCs and workplace devices, enabling employees to move work seamlessly between tools and environments while giving IT teams centralised control.

“HP’s vision for the future of work is a connected, intelligent ecosystem that helps work flow across devices, spaces, and the moments in between,” said Tuan Tran, President of HP’s Technology & Innovation Organization. “HP IQ is how we connect those experiences, reducing digital friction for employees while fitting into the environments IT already manages, so organizations can bring these experiences to life with confidence.”

On-device AI designed for everyday work

At the core of HP IQ is a local AI model with 20 billion parameters, allowing many functions to run directly on devices rather than relying on cloud processing. The aim is to deliver fast, secure intelligence that can operate even in environments with limited connectivity.

The technology will debut on the next generation of HP EliteBook X G2 PCs, transforming everyday work devices into context-aware tools capable of assisting with routine tasks, data analysis and meeting workflows.

Initial AI features expected to launch with HP IQ

• Ask IQ – responds to text or voice inputs with contextual answers and guidance
• Analyze – helps users interact with files such as PDF, TXT, DOC and PPT to generate summaries and insights
• Notes & Knowledge – maintains a running record of interactions and searchable notes
• Meeting Agent – captures ideas and meeting notes without requiring users to switch applications

Additional AI capabilities are planned to roll out to more HP devices later in the year.

HP NearSense enables proximity-based collaboration

A second component of the platform is HP NearSense, a spatial intelligence capability designed to help nearby devices automatically discover and connect with each other.

The technology allows work to move easily between devices in shared spaces such as offices or meeting rooms.

Initial capabilities planned for HP AI PCs and select HP notebooks

• Secure PC-to-PC file sharing, enabling users to drag and drop documents to nearby colleagues
• Single-click meeting join, allowing quick access to conference room sessions

HP expects NearSense to expand across a wider device ecosystem including Poly video conferencing solutions, printers, workstations and peripherals.

Exploring potential future capabilities

• Faster device discovery in shared environments
• Automatic pairing with headsets and peripherals
• Casting from a PC to a nearby display or meeting-room screen
• Printing or scanning to nearby devices without installing drivers
• The Visor interface brings AI into the workflow

Employees interact with HP IQ through a new Visor interface, an intelligent software layer on the PC designed to surface relevant actions and controls without forcing users to switch applications.

The interface supports natural language interaction through both voice and text. According to HP, Visor adapts to the context of a user’s workday, presenting relevant information and tools as needed.

Local-first architecture prioritises security

HP IQ is designed with a local-first architecture, meaning many experiences run directly on the AI PC while only certain tasks are routed to the cloud when enterprise policies allow it.

This approach aims to keep sensitive data, proprietary information and organisational knowledge within the control of enterprise IT systems.

Integration with enterprise IT platforms

The platform is designed specifically for enterprise deployment and integrates with the HP Workforce Experience Platform, HP’s management system for workforce devices.

“As HP IQ introduces a new intelligence layer across devices and workspaces, WXP operates above it as a trusted control plane for IT, delivering unified visibility, built-in security, seamless manageability, and proactive remediation across the device fleet,” said Manoj Leelanivas, President of HP Solutions. “Together, on-device AI and WXP enable HP to deliver intuitive, high-performance user environments while giving organizations the governance and actionable insights needed to thrive in the future of work.”

HP IQ rollout and availability

HP IQ will first be introduced at HP Imagine 2026, with early access expected to begin on select HP AI PCs in Spring 2026.

A limited release is planned for Summer 2026, expanding support to additional HP notebooks, desktops and Poly Studio Video Bars. HP expects the first HP IQ-enabled devices to begin shipping in Fall 2026, with broader availability across the HP portfolio beginning in the second half of 2026.

The post What is HP IQ? appeared first on EME Outlook Magazine.

Developing new materials for circular design

Among the materials developed by the company are Original Blended Material, a paper-based material made from bamboo, sugarcane fibres and recycled paper, and Triporous, a porous carbon material produced from rice husks. Together, these materials form part of Sony’s efforts to reduce environmental impact through its long-term environmental plan, Road to Zero environmental plan, which aims to achieve a zero environmental footprint by FY2050.

Sony’s material innovation programme focuses on developing alternatives that make more effective use of renewable or recycled resources while enabling new design possibilities.

What is Sony’s Original Blended Material?

Original Blended Material was initially developed for use in product packaging. By combining bamboo, sugarcane fibres and recycled paper, the material delivers a paper-based solution designed to support effective material circulation. Its use has expanded beyond packaging to include applications such as business cards and exhibition fixtures across Sony Group companies.

The material can also be moulded into different forms by adjusting the size and structure of its fibres. This allows it to be processed into compressed boards through heat pressing or formed into cord-like structures by thinning the fibres. In some applications, Sony has incorporated a plant-based binder derived from corn stalks and wheat straw to reinforce its environmentally conscious design.

The material is made by blending bamboo, sugarcane fibres and post-consumer recycled paper, creating a durable and recyclable paper material that can be moulded to suit a wide range of packaging formats. The use of rapidly renewable plants such as bamboo and sugarcane helps reduce reliance on traditional wood pulp and supports more sustainable resource use.

By combining recycled fibres with longer plant fibres, Sony has developed a material that maintains structural strength while enabling versatile packaging designs. The approach also helps reduce plastic use and encourages more effective recycling by using a single paper material across different packaging components.

What are the key uses and benefits of Original Blended Material?

• Plastic-free packaging alternative – designed to reduce reliance on petroleum-derived plastics in product packaging.
• Made from renewable and recycled resources – combines bamboo, sugarcane fibres and post-consumer recycled paper.
• Supports material circulation – using one paper material across packaging components simplifies recycling and material recovery.
• Versatile and mouldable – can be formed into many packaging elements including outer boxes, inner boxes, cushions, sleeves and protective sheets.
• Lower resource impact – uses fast-growing plants such as bamboo and sugarcane rather than relying only on wood-based pulp.
• Reduced ink and colouring needs – text and logos can be embossed directly into the material.

Triporous turns agricultural waste into functional carbon material

Sony has also developed Triporous, a naturally derived porous carbon material created from rice husks.

Rice husks are produced in large quantities as agricultural by-products. Japan alone generates around two million tonnes annually, while global production is estimated to exceed 100 million tonnes each year. By converting this biomass into Triporous, Sony aims to support the transition towards a more recycling-oriented society.

The material’s patented microstructure enables a range of potential applications, including water purification and air purification, highlighting its potential as a functional sustainability material.

Because of these properties, the material is being explored for a wide range of applications, from water purification and air filtration systems to products in sectors such as textiles, food, cosmetics and electronics. Sony is also licensing the technology so other companies can integrate Triporous into their own products and environmental solutions.

Potential applications of Triporous

• Water purification systems capable of removing pollutants, viruses and bacteria.
• Air purification and deodorisation, helping adsorb industrial gases, odours and pollutants such as particulate matter.
• Environmental cleaning filters for wastewater treatment and other industrial applications.
• Textiles and apparel, including fibres designed to absorb odour molecules in clothing.
• Product applications across multiple industries, including cosmetics, electronics and consumer goods.

Design as a platform for sustainable materials

Sony’s Creative Center continues to explore how design can help unlock new value from these materials and broaden their potential applications.

“At Sony, design stands on the philosophy to “Create New Standards”. We envision new paradigms, give meaning to ideas, and engage globally — a process that resonates with a diversity of values, bringing new standards, or the future, into being,” says Daisuke Ishii, Head of Creative Center, Sony Group Corporation. “With ESQUISSE, we explore the hidden potential within materials and connect them with diverse disciplines, seeking to create new experiences that resonate emotionally while contributing to a more sustainable world.”

Milan Design Week installation explores future materials

Sony will showcase these materials at Milan Design Week 2026 through an installation titled ESQUISSE – A dialogue with materials for the future, presented as part of the FuoriSalone 2026 – INTERNI MATERIAE exhibition.

Hosted at the University of Milan from 20–30 April 2026, the installation explores how materials can connect different disciplines and creative practices.

The exhibition will feature furniture and spatial elements made from Original Blended Material, alongside cushions and rugs created using Triporous. The installation aims to highlight the tactile and expressive potential of these materials while exploring new applications beyond their current uses.

Collaborative pieces designed by Milan-based designers Setsu Ito and Shinobu Ito will also be included, reflecting the multidisciplinary dialogue around materials, design and sustainability.

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AUTONOMOUS DRIVING ENTERS THE MAINSTREAM  

Uber Technologies (Uber) has announced a new partnership with Pony.ai and Verne – two growing start-ups in autonomous vehicle technology.  

The collaboration will oversee the launch of the first commercial robotaxi service in Zagreb, the Croatian capital, before eventually being rolled out to the rest of Europe. 

As part of the agreement, Chinese robotaxi provider Pony.ai will supply the autonomous driving technology, whilst Verne will serve as the fleet owner and be responsible for the smooth running of day-to-day operations.  

Founded in Silicon Valley, the US, a decade ago, Pony.ai has become a frontrunner in autonomous mobility and is on a significant upward trajectory with a rising number of sites across the world.  

Meanwhile, with a mission to improve the way people move, Verne is altering the autonomous vehicle landscape with a growing commercial robotaxi service.  

Uber will introduce the service onto its globally established ride-hailing platform, operating alongside Verne’s own customer-facing app.  

BUILDING A SCALABLE PATH  

The three-pronged partnership strives to build a scalable path towards commercial robotaxi services in Zagreb, before expanding further with thousands of robotaxis into other European cities and markets over the coming years.  

The deal will also see Uber invest in Verne and support its expansion as a strategic partner.  

In preparation for the launch, all parties have started road testing in Zagreb and developing pricing systems.  

Verne has also been put in charge of obtaining European regulatory approvals and coordinating the upcoming launch of Pony.ai’s fleet of robotaxis across Uber and Verne’s platforms.  

This deal follows a wealth of partnerships for Uber of late, collaborating with nearly 25 autonomous vehicle technology companies – ranging from robotaxis and trucking to sidewalk delivery robots and drones – emphasising how the company hopes to capitalise on the rise of driverless taxis.

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A growing offshore wind UK order book

The proposed facility represents a capital investment of more than €250m and would produce nacelles and hubs for the company’s V236-15.0 MW offshore wind turbine. The investment could create up to 500 skilled direct jobs, while supporting additional employment across the wider supply chain.

The announcement follows record-breaking AR7 auction results in January 2026, a growing offshore wind order book for Vestas in the UK, and strategic discussions between the UK Government, the Scottish Government and Vestas on developing and co-investing in the facility.

Investment linked to UK offshore wind auctions

Vestas said the final investment decision will depend on securing sufficient UK-based orders through the AR7 and AR8 auctions.

Subject to the timing of those results and the planning process, the facility could start production by 2029/2030. Plans also include identifying opportunities to co-locate sub-suppliers producing other major turbine components.

“The UK government has made a big statement with AR7, showcasing how wind energy creates a positive impact on energy security, sustainability, and affordability for end consumers. We welcome the UK and Scottish governments’ dedication to fostering a competitive offshore wind market and look forward to working together to progress our co-investment plans”, said Henrik Andersen, CEO Vestas.

“Establishing a nacelle and hub assembly factory in Scotland would create hundreds of local jobs and support further jobs across the wider supply chain, delivering long-lasting economic benefits to the region.”

Government support for clean energy investment

The proposed facility is intended to support the UK’s clean power ambitions and energy security, with government leaders highlighting the role of offshore wind in driving investment and employment.

“The Government’s clean energy mission is delivering good industrial jobs for Scottish workers-boosting growth as part of our drive to give the UK energy security,” said UK Energy Secretary Ed Miliband.

“This is happening because of the Government’s record-breaking offshore wind auction and the confidence our mission has given industry to invest in Scotland. We will not stop in driving to create many more jobs like these for Scotland and the UK.”

Strengthening Scotland’s offshore wind supply chain

 “Vestas’s proposal to develop a hub and nacelle factory in Scotland, with the potential to support hundreds of jobs, speaks to the huge potential of the Scottish offshore wind sector and our attractiveness as an investment destination,” said Kate Forbes, Deputy First Minister and Economy Secretary.

“Scottish Ministers have engaged closely with Vestas since 2021, and we look forward to continuing to work with the company and delivery partners to develop our offshore wind supply chain and deliver long-term economic benefits for our communities.”

Vestas said the potential factory would become its fifth factory in Europe dedicated solely to the manufacturing of offshore wind turbine nacelles and blades, reflecting its approach of investing where a strong and visible pipeline can support a competitive and sustainable business case.

200 GW milestone reached

​In mid-December 2025, Vestas reached 200 GW of installed wind turbines globally with the installation of a V172-7.2 MW turbine at German energy investor and developer ENOVAs 65 MW Meppen repowering project in Germany.  

Achieving 200 GW of installed wind turbines is both a testament to Vestas’ position within wind energy solutions and the scale at which renewables is growing in the global energy system.

Vestas was also the first to reach 100 GW of installed wind turbines in 2018. A milestone that was four decades in the making, and in contrast the subsequent 100 GW have been installed in less than seven years, underlining wind energy competitiveness, scale and fast deployment.  

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Flexible plastic packaging driving global pollution

The report has been endorsed by 47 businesses, NGOs, investors and academics, all supporting efforts to accelerate innovation in paper-based flexible packaging solutions.

Flexible plastics — including sachets, wrappers and pouches — are the fastest-growing type of plastic packaging worldwide. According to the report, these materials represent a major source of pollution in regions with limited waste management infrastructure.

In countries with low formal collection and recycling systems, flexibles make up around 80% of the plastic packaging that ends up in oceans. The report notes that small-format flexible packaging is widely used for everyday products ranging from snacks and shampoo to coffee and milk.

The Foundation warns that, without intervention, an estimated 20 trillion flexible plastic packaging items could enter the oceans over the next 15 years.

The potential role of paper-based alternatives

The report — titled Paper-Based Flexible Packaging – The role it could play in tackling small-format flexible plastic pollution in markets with high leakage rates — suggests paper could provide an alternative to plastic in certain applications.

Paper-based packaging can potentially be designed to be both recyclable and biodegradable. In markets where flexible packaging frequently escapes into the environment, these materials could reduce persistent plastic pollution while still allowing recycling once collection systems improve.

The research highlights that this approach could be particularly relevant in countries such as India, Indonesia, the Philippines, Thailand and Vietnam, where packaging leakage rates are high.

Safeguards needed to ensure environmental benefits

Despite its potential, the report warns that paper packaging must be carefully designed and sourced to avoid creating new environmental problems.

To address this, the report outlines six criteria for responsible paper-based flexible packaging:

• Responsibly sourced to avoid contributing to forest degradation.
• Responsibly produced to minimise pressure on climate and water resources.
• Meets technical, economic, and consumer needs to be viable in practice.
• Recyclable locally and supported by efforts to scale up collection infrastructure.
• Avoids hazardous chemicals and persistent plastic pollution. 
• Fits within a broader, socially inclusive circular economy strategy.

Sander Defruyt, Plastics Strategy Lead at the Ellen MacArthur Foundation, said:

“Flexible plastic packaging pollution is a systemic challenge – with an estimated 20 trillion items expected to enter our oceans over the next 15 years. There’s no silver bullet, therefore adding paper-based alternatives to the mix helpfully expands the toolbox, complementing other priority solutions such as reusable packaging.

“This will require major innovation and action from industry and policymakers to speed up development and scaling, guided by the six critical criteria in this report to ensure we don’t replace one problem with another.”

While innovation is progressing, the Foundation notes that paper-based flexible packaging solutions are not yet available at the scale, cost or performance levels required for widespread adoption.

Launched in 2010, the Ellen MacArthur Foundation is an international charity accelerating the transition to a circular economy – one that is globally resilient and thrives within planetary boundaries. 

Businesses explore next-generation packaging solutions

Major consumer goods companies are already exploring paper-based packaging technologies.

Pablo Costa, Global Head of Packaging, Digital & Transformation at Unilever, said:

“Next-generation paper-based flexible packaging is a key focus for Unilever and an industry-wide priority.

“This report is clear on the important role paper will play and what it will take to scale solutions that are desirable for consumers, better for the environment, and viable for businesses.”

Allison Lin, Global VP Healthy Planet at Mars said:

“Well-designed, responsibly-sourced paper, as laid out in this report, is one of the viable solutions against plastic pollution.

However, we need more innovation to broaden the scale and applications of paper-based packaging, including coating and adhesive technologies. We hope this report highlights the need for additional investments and innovation into this space, as well as the necessary guardrails.”

Gilles Demaurex, Head of Global Packaging Development at Nestle said:

“Nestlé believes paper-based flexible packaging can play a valuable role in addressing virgin plastic reduction and minimizing flexible packaging waste and pollution.

This report provides stakeholders with a much‑needed common vision and a clear set of criteria to ensure that paper‑based flexible packaging solutions are developed and deployed responsibly. We call on the entire value chain and policymakers to join us in taking action to accelerate innovation aligned with these criteria, while prioritizing collection and recycling systems for all packaging.”

David V Allen, Vice President Sustainable Packaging at Pepsico said:

“Business, governments, financial institutions and civil society all have a role to play to continue to drive packaging circularity.

We hope this report helps align all stakeholders behind a common vision and set of critical criteria to responsibly advance paper-based flexibles as one of the possible levers to support circularity.”

Research highlights need for innovation and collaboration

Experts say innovation across materials, design and supply chains will be needed to make paper-based flexibles viable.

Gaurav Goel, Professor at Indian Institute of Technology Delhi, said:

“This report, backed by evidence and stakeholder input, sets the initial canvas on challenges and critical conditions to turn the promise of paper flexibles into a scalable reality.

“It strongly emphasises the need to combine judicious material choice and radical material innovation with deep collaboration and data-driven assessment for engineering packaging solutions that protect the product and the planet.”

Erin Simon, Vice President and Head, Plastic Waste and Business WWF said:

“Small-format flexible packaging is a significant contributor to plastic pollution, particularly in high leakage markets, making it one of the most pressing challenges we face.

Material substitution has an important role to play in addressing this crisis, but it must be applied thoughtfully — alongside elimination and reuse solutions — to avoid unintended trade-offs. This report provides the much needed guardrails and practical guidance to ensure that any transition to paper-based packaging is pursued responsibly and delivers real environmental and social benefits.”

Paper packaging part of a broader circular economy strategy

The Ellen MacArthur Foundation stresses that paper alternatives represent only one part of a broader strategy to tackle plastic pollution.

Its research prioritises reducing reliance on small-format flexible packaging overall, including scaling reuse models alongside material innovation.

The new report forms part of the Foundation’s wider 2030 Plastics Agenda for Business, which identifies small-format flexible packaging as one of the key systemic barriers to achieving a circular economy for plastics.

How supply chains play a key role in paper based packaging

The report highlights that transitioning to paper-based flexible packaging is not simply a material substitution but a supply chain transformation requiring end-to-end coordination.

From responsibly sourced fibre and certified forestry inputs to converters, brands and retailers, every stage must align to ensure sustainability gains are realised.

The findings also point to significant downstream challenges, particularly the lack of collection, sorting and recycling infrastructure needed to handle paper-based flexibles at scale.

Without these systems, material innovation risks shifting environmental impacts upstream rather than reducing them.

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