ENHANCING MEALTIMES WITH FIBROUS FOOD

Supermarket titan, Sainsbury’s, simplifies healthy eating and makes it more affordable for families, increasing the amount of fruit, vegetables, and fibre on UK plates.

New Full on Fibre labelling is being launched across more than 500 products:

• Sainsbury’s strengthens its health commitment with a new ambition to add thousands of tonnes of fibre and millions more portions of fruit and veg to UK diets by 2030.
• Comes as only four percent of the UK^* get enough fibre, and only half (52 percent)^** of people recognise fruit as a source of it.
• The range of moves will support ambition with more to come as the business goes further on health:
  • New Full on Fibre labelling across more than 500 products.Great summer deals on fibre-rich foods like oranges and blackberries.Working to roll out a Healthy Start scheme top-up, via a £3 voucher for fruit and veg.Supporting a nutritious, free breakfast provision for over a quarter of a million children as part of Sainsbury’s partnership with the Department for Education’s free breakfast clubs.
  • Continued focus on making healthy everyday products affordable, with 75 percent Aldi Price Match products healthier and better for you on average.

Historic high street staple, Sainsbury’s, has announced a significant enhancement to its long-standing commitment to helping families eat well. The retailer has unveiled a strengthened health initiative to make healthy eating more accessible and affordable for millions of people across the UK.

As part of this new initiative, Sainsbury’s plans to add thousands of tonnes of fibre and millions of extra portions of fruits and vegetables to the meals of families.

The company aims to achieve this through a series of new measures designed to simplify healthy eating and prioritise fibrous, fresh foods at every meal.

DECODING HEALTHY EATING

The national discussion surrounding healthy eating is increasingly getting bogged down by passing trends and complex terminology.

For example, from the latest protein hacks to the myriad of fibre fads, the overwhelming barrage of information is leaving many individuals feeling alienated and uncertain about their dietary choices.

Moreover, research conducted by Sainsbury’s highlights this issue: whilst an impressive three-quarters of respondents claim they understand what fibre is, fewer than half recognise fruit (52 percent) or pulses (58 percent) as valid sources of these important nutrients.

As a result, instead of being a straightforward and accessible aspect of daily life, healthy eating has become a puzzling labyrinth that complicates what should be simple, nutritious choices for everyone.

BOOSTING NUTRITION

In an exciting move to meet customer needs, the retailer is unveiling a vibrant Full on Fibre labelling system that will be featured on over 500 products.

This initiative aims to make it easier for consumers to boost their fibre intake without any hassle. Amongst the extensive selection, over 100 Full on Fibre products are currently available under Aldi Price Match or Nectar Price, showcasing a variety of everyday fibre-rich heroes, including hearty oats, nutritious beans, and crisp broccoli.

Additionally, this labelling will grace some fresh and innovative offerings debuting this summer, including by Sainsbury’s Mediterranean Style Veg Burgers, packed with flavour and nutrients, as well as Spiced Mixed Nuts & Seeds with Apple Granola. This delightful, wholesome snack perfectly blends taste and health.

SUMMER DEALS AND SCHOOL SUPPORT

Sainsbury’s is making it easier to enjoy fibre-rich foods this summer with great deals on cherries, blackberries, bakery items, and frozen fruits and vegetables.

Until June 23rd, Sainsbury’s is offering half-price cherries, which provide about three percent of the daily recommended fibre intake – one gram (g) per portion.

In addition, customers can save 29 percent on fine beans, which contribute nearly 10 percent of the daily fibre requirement (2.7 g per portion), and 25 percent off oranges that provide about three percent of daily fibre with Nectar Price discounts.

Overall, Sainsbury’s is committed to providing healthy options at great value, with 75 percent of its Aldi Price Match products being healthier or better-for-you choices.

To ensure every child has a healthy start to their day, Sainsbury’s is also supporting schools by providing £200 gift cards to those participating in the Department for Education’s free breakfast club programme.

To date, Sainsbury’s has supported breakfast clubs in over 1,250 schools, making free breakfasts available to over 300,000 children across England as the rollout continues. Through the programme, ten million free breakfasts have been served to children in England.

FOOD SECURITY INITIATIVES

For individuals and families living on low incomes, accessing nutritious, high-quality food can feel like an insurmountable challenge.

In response to this pressing issue, Sainsbury’s is developing initiatives to assist those in financial difficulty.

One such effort is the collaboration with the UK government’s Healthy Start Scheme, which offers a valuable £3 top-up for the most vulnerable members of the community. This support aims to make healthier food options more accessible to those who need them most.

PROMOTING INFORMED AND INNOVATIVE OPTIONS

Showcasing its enduring dedication to promoting healthy eating amongst its customers, Sainsbury’s commitment is evident through a series of innovative initiatives, such as the introduction of traffic-light calorie labelling back in 2005, which has helped consumers make more informed dietary choices.

Additionally, Sainsbury’s has been a strong advocate for mandatory nutritional reporting in both retail environments and out-of-home dining settings, further enhancing transparency for shoppers.

As a testament to its efforts, the retailer has consistently achieved healthy sales figures that exceed the industry average for several years running.

Looking ahead, Sainsbury’s intends to build upon these groundbreaking initiatives in its new strategic plan.

This forward-thinking approach aims to tackle some of the most pressing challenges related to food accessibility and to ensure that every individual in the UK has the opportunity to enjoy nutritious, wholesome food options.

*National Diet and Nutrition Survey 2019 to 2023: report (published June 2025)
**Research conducted by D+M, 2026
***80g portion sizes

By Sainsbury’s Cherries £1.75 on Nectar Price (£3.50 without)
By Sainsbury’s Fine Beans £1.00 on Nectar Price (£1.40 without)
By Sainsbury’s 4x large oranges £1.50 on Nectar Price (£2.00 without)

Full-on Fibre labelling includes on-pack, at shelf-edge, and on groceries online.

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ONE UNIFIED EXPERIENCE

Enterprise AI platform Ivalua has announced the launch of IVA Studio, a new solution designed to redefine how procurement teams work with artificial intelligence (AI).

Available in the coming weeks, IVA Studio serves as the control centre for Ivalua’s Intelligent Virtual Agent (IVA), enabling organisations to execute activities across the entire Source-to-Pay (S2P) process through a single agent that understands business data, follows governance rules, and takes action immediately.

Rather than requiring multiple AI agents across disconnected systems, IVA combines procurement knowledge, workflow automation, and organisational expertise into one unified experience.

A NEW WAY TO WORK

IVA enables procurement professionals to complete complex tasks through simple conversations.

For example, a category manager preparing to re-source an expiring contract can instruct IVA to retrieve the agreement, benchmark it against existing contracts, identify stronger suppliers, create an RFx, and launch the sourcing event. Similarly, Accounts Payable teams can use IVA to validate invoices against purchase orders, pricing information, and contractual obligations contained within supporting documentation.

The solution can also operate autonomously in the background. When supplier risk events occur, IVA can identify affected contracts, analyse open purchase orders, create mitigation plans, and recommend alternative suppliers without requiring manual intervention.

According to Ivalua, IVA can perform any action available to a user because it has access to the full functionality, data, and workflows of the company’s S2P platform.

A COMPLETE AGENTIC PLATFORM

At the heart of the launch is IVA Studio, which Ivalua describes as a complete agentic operating system for procurement.

Built on a skills-based framework similar to those adopted by leading AI laboratories, IVA can automatically assemble the tools, knowledge, and capabilities required for each task. For more sophisticated activities, it can create and coordinate temporary sub-agents while maintaining human oversight throughout the process.

This approach removes the need for procurement teams to build, configure, and manage multiple agents. Instead, IVA leverages the entire Ivalua platform as both its knowledge base and operational toolset, enabling organisations to begin realising value immediately.

GOVERNANCE BUILT IN

A key differentiator of IVA Studio is its governance model.

Rather than relying on the agent itself to determine access rights, governance is enforced at the platform level. IVA inherits the permissions of the user who activates it and cannot operate beyond those boundaries.

Even when functioning autonomously within workflows, the system remains linked to an accountable user and incorporates human-in-the-loop controls where required. Every action is recorded through a continuous audit trail, ensuring transparency and compliance.

This approach allows organisations to deploy AI confidently while maintaining clear oversight of decision-making and execution.

EXPERTISE THAT GROWS OVER TIME

Ivalua has also focused on enabling organisations to capture and scale procurement expertise.

The platform can learn and codify sourcing strategies, negotiation approaches, compliance requirements, and other best practices as reusable skills. These capabilities become part of the organisation’s collective knowledge, allowing teams to benefit from accumulated expertise regardless of individual experience levels.

IVA also maintains memory of previous interactions and continuously improves over time, helping organisations expand automation and efficiency as trust in the technology grows.

FITTING INTO THE WIDER AI ECOSYSTEM

Designed to be model-agnostic, IVA Studio allows customers to use AI models provided by Ivalua or integrate their own preferred large language models.

The platform also supports Model Context Protocol (MCP) integrations, enabling connections to external systems and tools. Through IVA Studio, customers, implementation partners, and IT teams can manage skills, integrations, permissions, and model configurations from a single environment.

As organisations continue to explore AI-driven procurement, Ivalua believes IVA Studio represents a significant step towards a future in which intelligent agents are embedded throughout sourcing, supplier management, and spend management processes.

The post Ivalua Transforms Procurement with IVA Studio appeared first on EME Outlook Magazine.

STRENGTHENING SUPPLY CHAIN EFFICIENCY

Consolidating five existing warehouse locations in Germany and the Benelux region, Henkel – the German multinational chemical and consumer goods company with 150 years of industry leadership expertise – has announced the opening of its largest warehouse to date for consumer goods in Europe.

This new logistics centre, located at the company’s Düsseldorf site, will strengthen supply chain efficiency and improve distribution across Europe. With a two-year planning and construction phase and an investment of 45 million euros, this monumental site will consolidate central warehousing capacity for laundry, cleaning, and hair care products at Henkel’s headquarters.

Carsten Knobel, CEO of Henkel, notes that “Düsseldorf is our global headquarters and at the same time our second-largest production and logistics site worldwide. We are continuously investing in the site – on average, around 100 million euros per year. The new state-of-the-art warehouse, in which we have invested 45 million euros, represents an important step towards more efficient logistics structures in our consumer business. Especially in our anniversary year, this investment is also a clear commitment to our home base in Düsseldorf.”

This high-bay warehouse expansion has been cohesively merged with the existing automated facility, which celebrated its opening in 2014.

After years of planning and effort, this site is a fully integrated logistics centre with a capacity of over 200,000 pallet spaces on a 24,000 square metre footprint, which is over three football fields in size, making it Henkel’s largest consumer goods warehouse on the continent.

ENHANCED SUSTAINABILITY

Following Henkel’s integration of its consumer goods businesses into one business unit – Henkel Consumer Brands – the company has consolidated five of its warehouses across Germany and the Benelux region in Düsseldorf to simplify supply chains, reduce transport distances, and improve efficiency and sustainability over the long term.

Additionally, the new logistics centre boasts a strategic geographic advantage – a direct rail connection. Through this connection, the company’s goods are transported in a carbon-efficient manner by rail from the Wassertrüdingen, Bavaria production site to Düsseldorf. The Wassertrüdingen site is where Henkel produces hair products for not only German markets but also for approximately half of the European market, cementing its position as a stalwart in the industry.

“The new high-bay warehouse is a key lever for our integration and creates the foundation for more efficient, consolidated, and more sustainable customer supply. In the future, our customers in Germany and the Benelux region will be able to order products from the entire consumer goods portfolio with a single order, one delivery, and one invoice,” states Wolfgang König, Member of the Management Board for Henkel Consumer Brands.

This grand opening of Henkel’s newest high-bay warehouse expansion for consumer goods represents a future where distribution across Europe and supply chain efficiency are at an all-time high, ready to lead the way in the ever-growing industry.

The post Henkel Invests 45 Million Euros in Warehouse Expansion appeared first on EME Outlook Magazine.

Making Informed Tech Decisions

As sustainability and operational technology markets become increasingly crowded, Verdantix has launched a new platform designed to help organisations make more informed technology investment decisions while reducing procurement and implementation risk.

The independent research and advisory firm has unveiled Atlas, a technology discovery and evaluation platform that combines analyst research, proprietary market data and vendor intelligence to support software and services selection across sustainability, industrial operations, risk management and built environment sectors.

The launch comes as organisations face growing pressure to demonstrate returns on sustainability and digital transformation investments while navigating an expanding ecosystem of vendors, platforms and service providers. Verdantix estimates software spending across the markets it covers will exceed US$700 billion by 2029, increasing the importance of robust technology selection processes.

Addressing Complexity in Sustainability and Operational Technology Markets

Atlas is designed to help buyers compare solutions, evaluate vendors and identify technologies aligned with their operational, environmental and business objectives.

The platform covers a broad range of categories including ESG and sustainability management, climate risk, net zero, environmental health and safety (EHS), industrial operations, real estate and enterprise risk management.

By bringing together independent research and verified market intelligence, Verdantix aims to help organisations cut through increasingly complex technology markets and make faster, more informed decisions.

Tackling AI-Driven Procurement Challenges

A key objective of Atlas is to address growing concerns around the use of generative AI for technology research, where inaccurate information, unverified vendor claims and marketing-driven content can complicate procurement decisions.

The platform integrates analyst validation and independent market research directly into the evaluation process, providing organisations with a more reliable foundation for vendor assessments, shortlisting and business case development.

According to Rodolphe d’Arjuzon, Chief Product Officer at Verdantix, buyers are spending increasing amounts of time validating vendor claims as software markets expand and solutions become more difficult to differentiate.

“We’re investing significantly in our AI capabilities and expanding our technology team to deliver a dynamic product ecosystem that removes data and intelligence burdens and simplifies complex markets,” said d’Arjuzon.

“Atlas provides buyers with a clear, independent view of who is in the market, how solutions differ, and which vendors are worth serious consideration from the outset, so they can be confident in the decisions they make.”

Supporting Better ESG, Climate and Sustainability Technology Decisions

Atlas enables users to explore vendors by category, filter solutions based on functionality and industry requirements, and access relevant Verdantix research to support technology evaluations.

For sustainability leaders, the platform offers a structured approach to assessing software and service providers supporting emissions management, climate risk analysis, sustainability reporting, environmental compliance and operational performance.

The company says the platform is intended to accelerate vendor discovery while reducing the risk of selecting technologies that fail to deliver expected business or sustainability outcomes.

Independent Insights to Strengthen Technology Investment Outcomes

The launch reflects a broader market trend towards increased scrutiny of technology spending as organisations seek measurable value from sustainability and operational technology investments.

David Metcalfe, CEO of Verdantix, said the platform was developed in response to growing demands on organisations to justify technology expenditure and demonstrate business impact.

“Technology buyers are facing tighter budgets, higher expectations and greater scrutiny on every decision,” said Metcalfe.

“By combining independent analyst validation with an intuitive, buyer-focused experience, Atlas cuts through AI slop to help organizations save time, reduce risk and make technology decisions that are aligned to their business needs.”

Building a New Generation of Sustainability Intelligence Platforms

Verdantix describes Atlas as the first in a planned suite of platforms designed to support technology and services buyers as AI, digitalisation and sustainability requirements reshape enterprise software markets.

Available to technology buyers, function leaders and procurement teams through Verdantix Vantage, the platform forms part of the firm’s broader strategy to improve decision-making through independent market analysis and trusted intelligence.

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Key Regional Findings May 2026

Global supply chains remained under significant pressure in May as manufacturers increased purchasing activity and expanded safety stock levels in anticipation of higher costs and potential supply disruptions later this year, according to the latest GEP Global Supply Chain Volatility Index.

The index, which draws on survey data from approximately 27,000 businesses worldwide, indicates that companies are taking proactive measures to secure supply and manage inflation risks, driving a sharp increase in inventory accumulation and raw material purchasing.

• ASIA: Index fell from 3.79 to 2.96, signalling a slight easing of pressures versus April. Nonetheless, the index was indicative of significant supply chain stress for Asian manufacturers. 
• NORTH AMERICA: Index rose to 1.69, from 1.52, its highest level since August 2022. Stronger purchasing activity, particularly in the U.S., and greater stockpiling, drove the rise in supplier capacity pressures. 
• EUROPE: Index fell to 1.43, from 1.64, as factory purchasing volumes across the continent were tapered. This reflected fresh signs of weakness in the German and French manufacturing economies. 
• U.K.: Index rises to three-and-a-half year high of 1.34, up from 0.96 in April, pointing to greater capacity constraints for suppliers used by U.K. manufacturers.  

Manufacturers Accelerate Inventory Build-Up to Mitigate Risk

Safety stockpiling reached its highest level since January 2023, reflecting a growing trend among manufacturers to build inventory buffers against anticipated price increases and supply constraints.

The increase in precautionary purchasing pushed global demand for raw materials, commodities and intermediate goods to its strongest level since March 2022. Manufacturers across Asia, North America and Europe reported more aggressive inventory strategies as geopolitical tensions and supply uncertainty continued to influence procurement decisions.

The data suggests businesses are prioritising supply assurance over inventory optimisation, a trend reminiscent of behaviours seen during the height of the 2021–2023 supply chain crisis.

Supply Shortages Continue to Worsen Across Global Markets

Compounding the situation, material shortages intensified in May, reaching their highest level in three-and-a-half years.

The combination of constrained supply and stockpile-driven demand is placing additional pressure on suppliers and contributing to rising factory-gate costs. Elevated transportation expenses have further amplified supply chain challenges, despite some easing from the record highs recorded in April.

May marked the third consecutive month in which stockpiling activity, shortages and transportation costs all remained elevated simultaneously — a pattern rarely observed outside major supply chain disruptions.

According to GEP, similar conditions in the past have often been followed by a period of correction as inventory levels normalise and purchasing activity slows.

North America Records Highest Supply Chain Pressure Since 2022

Regional data highlighted growing pressure on supplier capacity, particularly in North America.

The North American index rose to 1.69 in May, its highest reading since August 2022, driven by stronger purchasing activity and increased inventory accumulation, particularly among U.S. manufacturers.

Asia remained the most strained region globally despite a modest easing in conditions. The regional index fell from 3.79 to 2.96, although manufacturers continued to report significant supply chain stress. Increased purchasing activity was reported across several key manufacturing economies, including Japan, India, South Korea and Taiwan.

In Europe, supply chain pressures eased slightly as procurement activity slowed, reflecting continued weakness in major manufacturing economies such as Germany and France. However, the UK diverged from the broader European trend, with its index climbing to a three-and-a-half-year high as supplier capacity constraints intensified.

Procurement Teams Face a Potential Demand Correction

The latest findings suggest that current procurement activity may represent a temporary surge rather than a sustained increase in underlying demand.

John Piatek, Vice President, Consulting at GEP, said the current wave of purchasing reflects efforts by businesses to limit exposure to future inflationary pressures.

“The path for inflation is already being set, and companies are trying to limit the damage,” said Piatek.

“The surge in purchasing we saw in April and May is likely temporary. Once companies have built inventory, they and their customers will pull back, which means supply chain pressures may ease.”

He added that inventory drawdowns later in the year could contribute to softer economic conditions and reduced purchasing volumes across supply chains.

“But, even if the Strait of Hormuz is opened fully, economic conditions will likely weaken in the second half of the year as companies will pull back on their input purchasing to draw down the inventories they’ve built up.”

About the GEP Global Supply Chain Volatility Index

The GEP Global Supply Chain Volatility Index is produced by S&P Global and GEP. It is derived from S&P Global’s PMI® surveys, sent to companies in over 40 countries, totalling around 27,000 companies.

The headline figure is a weighted sum of six sub-indices derived from PMI data, PMI Comments Trackers and PMI Commodity Price & Supply Indicators compiled by S&P Global.

The post GEP : Stockpiling Reaches Three-Year High as Manufacturers Brace for Supply Chain Disruption appeared first on EME Outlook Magazine.

Money20/20, the world’s leading FinTech show, celebrates a major milestone with its 10th Europe edition, convening more than 7,500 attendees, one in three at C-suite level, and over 2,300 companies from over 105 countries.  

Taking place in Amsterdam, the event witnessed significant industry announcements, strategic partnerships, and networking that will impact the future of financial services.  

Featuring more than 450 speakers across six stages, Money20/20 Europe welcomed leaders from banking, FinTech, payments, policy, technology, and digital assets to explore the forces reshaping the future of money. 

“This year’s show demonstrated that financial services has entered a new phase of transformation,” said Bryony Naylor, Vice President of Money20/20 Europe.  

“Across the show floor and on stage, we saw leaders move beyond discussing what’s next to actively building it. From AI and digital identity to financial sovereignty and digital assets, the conversations and partnerships formed in Amsterdam will influence the direction of the industry.” 

SHOWCASING INFLUENTIAL VOICES 

Throughout the show, some of the most influential voices in global finance, technology, and policy took to the stage, including Sebastian Siemiatkowski, CEO and Co-Founder of Klarna; Onur Genç, CEO of BBVA; Marguerite Bérard, CEO of ABN AMRO; Kelly Devine, President, Europe at Mastercard; Yoni Assia, CEO and Co-Founder of eToro; Francesca Carlesi, CEO of Revolut UK; Arjun Sethi, Co-CEO of Kraken; Simonas Krėpšta, Board Member of the Anti-Money Laundering Authority (AMLA); Sarah Wynn-Williams, technology policy expert and bestselling author and many others.  

Policy20, the invitation-only round table sessions, convened more than 40 senior policymakers, regulators, central banks, and industry leaders for a high-level forum examining how regulatory coordination, interoperability, and trust can support innovation across an increasingly interconnected global financial ecosystem.  

FACILITATING THE FUTURE OF FINTECH  

Money20/20 Europe also showcased six start-ups defining the future of FinTech through its Startup Media Session and Startup Hub, the premier platform for early and growth-stage fintechs to gain visibility, forge critical connections, and accelerate their path to scale.  

Aviel Intelligence, a UK-based anti-scam intelligence company that identifies and engages with active scammers at scale using AI-powered synthetic personas to extract live mule accounts in real-time, won the industry-leading Start-Up Pitch Competition, earning recognition on one of FinTech’s most influential stages.  

The other selected companies, Fraudio, Vouchsafe, Softbees, SAPI, and Serene presented breakthrough innovation across AI-native finance, fraud prevention, digital assets, trust infrastructure, and modular banking technology. 

Across more than 100 hours of content, speakers explored the rise of AI and the Agentic Age, the future of European competitiveness, cross-border payments, digital identity, cybersecurity, embedded finance, and the evolution of financial infrastructure. Discussions around financial sovereignty, digital assets, and the future role of stablecoins emerged as some of the defining themes of the week. 

STRENGTHENING EUROPEAN FINANCE 

European financial sovereignty was discussed throughout the show, with leaders from banking, payments, technology, and policy examining how Europe can strengthen its financial infrastructure, accelerate innovation, and maintain strategic autonomy in an increasingly competitive global environment.  

Conversations highlighted the importance of resilient payment systems, digital identity frameworks, and homegrown innovation in shaping Europe’s financial future. 

Digital assets also moved firmly into mainstream conversation. Industry leaders explored the growing role of stablecoins, tokenised assets, and blockchain-based financial infrastructure, alongside the increasing convergence of traditional finance and decentralised finance.  

Reflecting this shift, Money20/20 launched The New Intersection of Money: Where TradFi and DeFi Converge, addressing how established financial institutions and decentralised financial networks are coming together to reshape payments, liquidity, asset ownership, and the broader financial ecosystem.  

The publication brings together insights from leaders across banking, FinTech, digital assets and policy, and examines the opportunities and challenges emerging at the intersection of traditional and decentralised finance. 

AI also remained a dominant topic throughout the show, with speakers focusing on the transition from experimentation to deployment and the impact AI is already having across customer experience, fraud prevention, compliance, risk management, and operational efficiency.  

Conversations increasingly centred on how AI is transforming financial services from a productivity tool into a core business capability. 

ABOUT MONEY20/20 

Launched by industry insiders in 2012, Money20/20 has rapidly become the heartbeat of the global fintech ecosystem. Over the last decade, the most innovative, fast-moving ideas and companies have driven their growth at the event, which takes place across Las Vegas, Amsterdam, Riyadh, and Bangkok. 

The post Money20/20 Europe Celebrates Ten Years of Industry Leadership appeared first on EME Outlook Magazine.

GRANTING TIME AND HEADSPACE 

Step into a GP surgery on a typical Monday morning and the strain is apparent. With appointments that run through lunch, reception staff squeezing in one more “urgent” patient, and a backlog of prescriptions and test results sits in the electronic inbox.  

Behind the consultation room door, a clinician is trying to listen carefully, think clearly, and document accurately whilst navigating a clunky record system that was never built for the way general practice actually works. 

Technology should reverse that reality, rather than intensifying it. Any digital tool must pass a simple test: does it give clinicians time and headspace for safe care, or does it add more friction to an already stretched system? 

The most meaningful role for AI in healthcare is quiet: technology that handles the background work so clinicians can return to the core of medicine, connecting with patients, hearing their stories, and delivering high-quality care. 

PAST DIGITAL TRANSFORMATION: UNFIT FOR GENERAL PRACTICE 

Over the past decade, general practice has been pushed to breaking point. Demand and case complexity have risen; expectations have expanded; administrative work has skyrocketed.  

The average health professional now spends well over a day each week on tasks that never appear on any rota: repeat prescriptions, document processing, coding, and chasing results. 

Previous waves of digital transformation were supposed to help. Instead, many enterprise record systems were designed around managerial and financial requirements rather than the realities of a 10 or 15-minute consultation, leaving clinicians with slow, unintuitive workflows and drops in productivity despite the heavy investment. 

As days run on without natural breaks, cognitive performance understandably falls and burnout increases. Against that backdrop, scepticism towards another round of technology is justified. 

CHANGING THE DYNAMICS OF PATIENT CONSULTATION  

Into this environment comes a new generation of ambient clinical AI: an AI care partner that supports the whole clinical day. Documentation has been the proven starting point, including ambient voice technology (AVT).  

Instead of focusing on typing during or after the appointment, clinicians can focus on the patient whilst the technology listens in, assembles a structured draft note, and identifies tasks and follow‑up prompts based on the conversation. 

Recent evaluations of AVT in UK primary and urgent care have reported documentation time per consultation cut by roughly half, with paperwork completed outside contracted hours reduced by more than 60 percent and many clinicians describing a noticeable drop in documentation‑related stress and better work‑life balance. 

The impact goes beyond efficiency. Clinicians using these systems report greater psychological safety because they are no longer trying to memorise and later reconstruct every detail. The dynamic between clinician and patient shifts as it creates space for more direct eye contact, trust, and connection.  

Importantly, AVT has clear limits around clinical judgement, particularly when we think about situations where context carries more weight than language alone. For example, a familiar patient mentioning chest pain in passing may not mean the same as a new, unexplained symptom in a stranger, even if the words are identical. Decisions about nuanced management of patients remain firmly with the clinician. 

As these systems mature, the care partner role extends across the full clinical day: helping the clinician to prepare by synthesising fragmented patient history and highlighting priorities, bringing evidence and local guidelines into the conversation in real time at the point of care, and then coordinating what happens afterwards, from drafting referrals and tasks for the wider team to checking on treatment response and escalating when needed. 

SAFETY, DATA PROTECTION, AND CLINICAL RESPONSIBILITY  

Any AI system used in patient care must be built with safety and data protection embedded in it from the start. That means GDPR compliance and Data Protection Impact Assessments that set out what is collected, where it is hosted, and how it is processed.  

Consultation data should not be reused to train models, and organisations need control over retention and deletion so local governance and national standards are met. 

On safety, headline “hallucination rates” are not enough. Assurance requires precision monitoring, recall, and composite accuracy, backed by incident handling and independent audits so vendors are not marking their own homework. 

Throughout, clinical responsibility does not shift. AI tools or care partners are not clinicians, and so notes, diagnoses, and treatments will always remain the clinician’s role. Regulators, defence organisations and professional bodies will continue to look to the human professional when care is scrutinised, so provider organisations and integrated care systems must choose tools that are demonstrably safe and effective. 

THE FUNDING AND PROCUREMENT TEST  

AI software is often squeezed into rigid budgets that tend to lack flexibility for system-wide benefits such as reduced burnout, better retention, or lower locum spend, even though workforce sustainability is one of the system’s most urgent challenges.   

Integrated care systems are encouraged to act at scale, yet individual practices and departments still shoulder much of the contracting and compliance burden. Central frameworks, shared assurance routes, and “procure once for many” mechanisms can help safe technologies spread more quickly, aligning incentives with outcomes and staff well-being. 

If those structural pieces do not move, the most promising AI will get stuck in the pilot stage rather than becoming a part of everyday care.  

The most powerful future for AI in healthcare is not a talking algorithm in the corner of the room. It is invisible technology that quietly manages information and administration so that clinicians can concentrate on patients without distraction.  

When AI becomes the quietest presence in the consulting room, the human relationship at the heart of medicine is finally able to speak louder. 

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As sustainability expectations continue to rise across the fashion industry, brands are under increasing pressure to understand and reduce the environmental impact of their products.

Whilst much of the focus has traditionally been placed on raw material sourcing, growing evidence suggests that some of the most significant environmental impacts occur deeper within manufacturing processes, where limited visibility and reliance on industry averages can obscure critical opportunities for improvement.

At the same time, evolving regulations, including Digital Product Passports and corporate sustainability reporting requirements, are driving demand for more accurate, traceable, and product-specific environmental data.

For many organisations, this has exposed the limitations of traditional measurement frameworks, which often rely on fragmented information and generalised datasets that fail to capture the realities of production at a process level.

By combining detailed manufacturing insights with scalable supply chain transparency, Impetus Group and TrusTrace are helping organisations move beyond estimates and assumptions toward a more comprehensive understanding of environmental impact.

Through the collection, verification, and standardisation of primary data, brands can identify hidden inefficiencies, improve resource utilisation, strengthen supplier collaboration, and make more informed sustainability decisions.

We speak with Tércio Pinto, Board Member, Impetus Group, and Shameek Ghosh, Co-Founder and CEO, TrusTrace, who discuss how greater visibility into manufacturing operations is reshaping environmental measurement and enabling a more data-driven approach to sustainable supply chain management.

Q&A WITH TERCIO PINTO AND SHAMEEK GHOSH

New data from Impetus Group highlights a blind spot in how environmental impact is measured across fashion supply chains. Why do you think manufacturing-stage impacts, particularly in processes like finishing, are so often underrepresented in reporting?

Sustainability reporting has historically relied on industry averages and modeled datasets, which tend to emphasize upstream raw material impacts while providing less visibility into what is actually happening during manufacturing.

Finishing is a good example. It is one of the most resource-intensive stages in textile production, often involving significant energy, water, heat, and chemical use, yet many companies lack the process-level data needed to accurately measure it. As a result, those impacts are frequently generalised or underestimated.

What Impetus’s work demonstrates is that once you begin collecting primary data directly from production facilities, a very different picture can emerge. In this case, finishing represented the largest share of climate impact within Impetus-controlled manufacturing stages and accounted for roughly 75 percent of water consumption within those operations.

It reinforces the idea that environmental hotspots depend heavily on system boundaries and data quality. The more granular and process-specific the data becomes, the clearer it is that some of the biggest opportunities for improvement sit inside manufacturing itself, not just at the raw material level.

The data shows that finishing accounts for the largest share of climate impact within Impetus-controlled stages, as well as 75 percent of water consumption. What does this reveal about where brands and manufacturers should be focusing their sustainability and efficiency efforts?

The findings suggest that many of the most meaningful and actionable sustainability gains are likely sitting inside manufacturing operations that companies can directly influence.

Raw material sourcing remains critically important, but manufacturing stages like finishing represent an area where operational changes can drive immediate reductions in energy use, water consumption, and chemical intensity. That includes everything from process optimisation and heat recovery to chemistry selection, renewable energy integration, and reducing unnecessary washing or dyeing steps.

What’s especially important is that these opportunities often remain invisible when companies rely solely on secondary datasets or generalised industry benchmarks. Primary production data makes it possible to identify which specific processes are driving impact and prioritise interventions accordingly.

The Impetus study also highlights how product and process design decisions can materially change outcomes. For example, the Revive product avoided conventional dyeing processes altogether by using pre-colored recycled fibres, significantly reducing additional water, chemical, and energy demand associated with achieving a comparable appearance.

Brands that are working toward connecting this kind of primary manufacturing data to their broader supply chain programmes will be far better positioned to act on these insights,  and to demonstrate credible progress to regulators and customers alike.

Many of the most actionable opportunities to reduce waste and improve resource utilisation sit within less visible production stages. How can companies begin to uncover and address these hidden inefficiencies more effectively?

Companies need to move from assumptions and averages to primary data gathered at the process level. In fashion, many sustainability decisions are still based on broad material-level estimates, but the Impetus data shows that important opportunities can sit deeper in the production process, especially in stages like finishing, where water, energy, and chemicals are used heavily.

For Impetus, the first step has been measuring actual inputs and outputs across the production process, including energy use, water consumption, chemical inputs, waste flows, and process losses. That level of visibility makes it possible to identify where resources are being overused, where waste can be reintegrated, and where changes to materials or processes can deliver measurable impact.

The key is not only collecting the data, but making it usable. When suppliers can capture accurate production data, and brands can connect that data to specific products, companies can move from generic sustainability targets to targeted interventions. That is where the biggest efficiency gains often become visible. It also means that suppliers only need to submit information once and update it only if there are material changes to the impact –  that data can then flow across programs and regulations without duplicating the burden on production teams.

TrusTrace works closely with brands to improve supply chain transparency. How is greater access to primary, process-level data changing the way organisations measure environmental impact and make operational decisions?

Greater access to primary, process-level data is changing impact measurement from a reporting exercise into an operational tool. Instead of relying solely on supplier declarations, certifications, or industry averages, brands can begin to understand the actual environmental impact of a product based on how it was made, where it was made, and which processes it moved through.

That matters because environmental hotspots can shift depending on the system boundary. In the Impetus LCA, primary data covered approximately 90% of the product system, which made it possible to identify specific contributors such as cotton cultivation, knit finishing, and spinning rather than treating the product as a single average footprint. The study found that cotton cultivation remained the largest overall contributor, while knit finishing and spinning were also significant contributors to climate impact.

For TrusTrace, the value lies in turning fragmented supplier and manufacturing data into an operational foundation brands can actually use. Once primary data is verified and mapped to product and supplier records, brands can apply that data directly to compliance, sourcing, supplier engagement, design, and risk decisions.

With over 112,000 suppliers active across more than 80 countries on the platform, the ability to structure and standardise data at scale is what makes these operational insights actionable rather than theoretical.

As system boundaries shift, so too do perceptions of where the biggest environmental hotspots lie. How important is it for companies to rethink traditional measurement frameworks to gain a more accurate, end-to-end view of impact?

It is critical. Traditional measurement frameworks often give companies a partial view of impact, especially if they focus too narrowly on raw materials or rely too heavily on generic datasets. Materials matter, but they are only one part of the picture. The way a product is spun, finished, dyed, transported, cut, sewn, and packaged can significantly change its overall footprint.

The Impetus study shows why system boundaries matter. Across the full cradle-to-gate assessment, cotton cultivation was the largest contributor to water consumption and land use. Within manufacturing, stages such as knit finishing and spinning emerged as major climate-impact contributors. Knit finishing alone accounted for 24.1% of climate change impact in the study.

For companies, the implication is that sustainability strategies cannot stop at fiber choice. A more accurate view requires connecting material data with process-level manufacturing data, logistics data, and, eventually, use and end-of-life data. Without that broader view, brands risk missing the areas where they have the greatest ability to act.

Both Impetus Group and TrusTrace emphasise the role of standardised data sharing across supply chain tiers. How is this improving coordination between brands and suppliers, and what are the implications for compliance with regulations such as Digital Product Passports and CSRD?

For suppliers like Impetus, primary data helps show what is actually happening in production, from water and energy use to waste recovery and finishing impacts. For brands, platforms like TrusTrace connect verified data across programmes, products, and supplier networks so it can power compliance, product claims, sourcing decisions, supplier engagement, and regulatory reporting simultaneously.

When verified primary data is standardised across programmes, brands can reuse the same supplier information across compliance, reporting, and sourcing workflows instead of repeatedly collecting it for separate requirements. This helps transform fragmented data collection into a single operational backbone that supports every programme they run.

Regulatory expectations are also evolving quickly toward more traceable, product-specific, and defensible data. Standardised data sharing helps close the gap between what suppliers know, what brands need to disclose, and what regulators increasingly expect across modern supply chains.

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Industry Leaders Unite Behind Large-Scale SAF Development

A consortium comprising Technip Energies, Airbus, Safran and Tereos has agreed to establish a new joint venture, Rebound, to advance a large-scale sustainable aviation fuel (SAF) project at the Port of Dunkirk in northern France.

The proposed facility is designed to produce around 160,000 tonnes of SAF annually using the Alcohol-to-Jet (AtJ) production pathway, positioning it among the largest projects of its type in Europe. The partners will initially fund development activities, including engineering studies and project planning ahead of a potential final investment decision.

The initiative reflects growing momentum across Europe to scale SAF production as airlines and fuel suppliers prepare for increasingly stringent renewable fuel mandates under the EU’s RefuelEU Aviation framework.

Julie Kitcher, Chief Sustainability Officer and Communications of Airbus, stated: “The Rebound project is a vote of confidence in SAF and in Europe’s ability to be a leader in the journey to decarbonise aviation. With renewable energy facing global headwinds, Airbus will work with our partners to open up an abundant new SAF pathway, Alcohol-to-Jet fuel, in France. This project aims to increase the availability of lower-carbon fuels, contribute to reducing aviation emissions and strengthen Europe’s energy supply security, while creating a new job market. I am delighted that Airbus is a partner in the Rebound project, which is a vital step forward for the SAF ecosystem in Europe.”

Alcohol-to-Jet Pathway Gains Strategic Importance

The project will utilise advanced ethanol derived from agricultural and forestry residues, converting it into aviation fuel that can be blended with conventional jet fuel and used within existing aircraft fleets and airport infrastructure.

As demand for SAF accelerates, the AtJ pathway is gaining attention as a potentially scalable and commercially viable route to expanding supply. European SAF requirements are expected to rise significantly over the coming decades, creating pressure on the industry to develop new production capacity and diversify feedstock sources.

Nathalie Stubler, Chief Sustainability Officer of Safran, commented: “Developing Sustainable Aviation Fuel at scale is essential for decarbonising air transport. This ambitious project brings together leading French and European expertise, supporting the emergence of a competitive SAF industry. By joining forces with our partners, Safran reaffirms its commitment to innovation and environmental responsibility, fully aligned with our strategy to reduce CO₂ emissions and support the energy transition in aviation. This commitment is reflected in our investments, through Safran Corporate Ventures, in the development of sustainable solutions for the aviation industry of tomorrow.”

Building a European SAF Value Chain

The partnership brings together organisations spanning the entire SAF value chain.

Technip Energies will lead project development and engineering activities, leveraging its experience in scaling industrial energy transition technologies. Airbus and Safran will contribute as industrial partners and support future fuel offtake opportunities, while agricultural cooperative Tereos is expected to provide the advanced ethanol feedstock required for production.

The integrated structure is designed to improve supply chain resilience and strengthen domestic European production capacity at a time when energy security remains a strategic priority.

Jérôme Bos, Chief Strategy Officer of Tereos, added: “We are delighted to contribute, through Rebound, to the emergence of the Alcohol-to-Jet industry in France, supporting the decarbonization of the aviation sector. This project is fully aligned with Tereos’ mission to develop low-carbon industrial value chains by creating value from agricultural production. Tereos will bring to the project its expertise and industrial assets dedicated to the production of advanced ethanol. It also provides a strong illustration of the development of a bioeconomy rooted in French and European agricultural production.”

Dunkirk Selected as Strategic Industrial Hub

The Port of Dunkirk has already allocated an industrial site for the development, providing access to logistics infrastructure for feedstock sourcing and fuel distribution, as well as supporting future permitting activities.

The partners will now move into the next phase of project development, including technology selection, front-end engineering and design studies, permitting work, feedstock agreements, SAF offtake negotiations and financing arrangements.

The creation of the joint venture remains subject to regulatory approvals and customary closing conditions, with completion expected later this year.

Benjamin Lechuga, Chief Strategy and Sustainability Officer of Technip Energies, commented: “Sustainable Aviation Fuel is one of the most critical levers to decarbonise aviation, and the Alcohol-to-Jet pathway offers a credible, scalable route to get there. With Rebound, we are putting into practice our strategy to capture greater value through adjacent business models, originating and developing projects in fast-growing energy transition markets alongside recognised industry leaders such as Airbus, Safran and Tereos. We look forward to advancing this project with the engineering rigor and disciplined execution that define Technip Energies.”

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AI ROLL-OUT ACROSS NHS ENGLAND 

NHS England is expanding its use of artificial intelligence (AI) technologies through a large-scale deployment of Microsoft 365 Copilot, providing access to more than 500,000 clinicians and support staff across the country. 

The initiative is intended to reduce administrative workloads, improve operational efficiency, and create more time for frontline patient care. Roll-out across NHS organisations is expected to be completed by October 2026. 

The agreement follows what has been described as the largest AI trial of its kind in global healthcare, involving over 30,000 NHS workers across 90 NHS organisations. Findings from the pilot indicated that AI-powered administrative support could save staff an average of 43 minutes per day, equivalent to around five working weeks annually per employee. 

NHS England anticipates that Microsoft 365 Copilot will be integrated into a wide range of healthcare functions, including clinical administration, ward operations, management processes, and support services. 

Each NHS Trust will receive a central allocation of licences based on organisational headcount, with most organisations initially receiving around 2,000 licences. 

REDUCING ADMINISTRATIVE PRESSURES 

The deployment aims to support NHS staff with a variety of day-to-day, time-consuming administrative responsibilities across healthcare services. 

Clinical teams are expected to use Copilot to assist with drafting letters and supporting registrar training activities. Ward clerks may utilise the technology for discharge processes, rota creation, bed management, and service data analysis. 

Medical secretaries are also expected to benefit from assistance with patient correspondence, meeting minutes, and template generation, whilst departments including human resources, finance, procurement, and management will be able to use the platform for reporting, organisational analysis, and briefing preparation. 

Health Innovation and Safety Minister, Preet Kaur Gill, said: “Technology should support our NHS staff, not slow them down. Every day, doctors, nurses and other healthcare professionals spend valuable time on administrative tasks that take them away from patients. 

“By rolling out Microsoft Copilot across the NHS, we can reduce that burden, free up clinicians’ time and help staff focus on what they do best, caring for patients. 

SUPPORTING DIGITAL TRANSFORMATION  

Microsoft stated that the AI deployment forms part of a broader effort to support digital transformation across the healthcare sector and address operational pressures facing NHS organisations. 

Darren Hardman, CEO of Microsoft UK and Ireland, commented: “By rolling out Microsoft 365 Copilot at scale, NHS teams can cut through everyday admin and spend more time where it matters most. 

Microsoft 365 Copilot is designed to assist users with creating content, analysing information, and streamlining workflows across applications including Word, Excel, Outlook, PowerPoint, and Teams. 

NHS England believes the wider deployment could save millions of staff hours annually whilst helping healthcare workers focus more directly on patient outcomes and service delivery. 

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Changing Consumer Preferences

According to Heineken UK’s 2026 Beer Report, beer sales in pubs, bars and restaurants increased by 5% year-on-year by value and now account for 45% of all drinks sold in hospitality venues.

The findings highlight changing consumer preferences, with drinkers increasingly seeking premium products, new flavour experiences and lower-alcohol alternatives.

Stout Emerges as a Major Growth Category

Stout was one of the strongest-performing beer segments in the on-trade during the past year, with sales rising 19% to reach £2 billion in value.

The report also highlighted rapid growth among challenger brands, with Murphy’s Irish Stout recording a 227% increase in sales year-on-year.

The performance reflects continued consumer demand for distinctive beer styles and a broader diversification of drinking occasions within the pub sector.

Fruit Beer and Flavoured Brews Gain Momentum

Flavoured and fruit beers also delivered significant growth, with sales increasing by 34%.

The category’s performance suggests consumers are increasingly looking for new taste experiences and greater variety when choosing beer in hospitality venues.

For brewers and operators, the trend points to growing opportunities for innovation and portfolio diversification as consumers move beyond traditional beer styles.

Alcohol-Free Beer Continues to Expand

The report also highlights ongoing growth in the no- and low-alcohol segment.

Sales of alcohol-free and low-alcohol beer increased by 31% and are now worth £271 million, reflecting continued consumer interest in moderation and more flexible drinking choices.

The category remains one of the fastest-growing segments within beer, creating opportunities for operators to broaden their offer and appeal to changing consumption habits.

‘Premiumisation’ Shapes Consumer Spending

While consumers are drinking fewer pints per visit than in previous years, the report suggests they are increasingly willing to spend more on higher-quality products.

More than half (55%) of beer drinkers said they are willing to pay extra for better-quality beer, supporting continued growth in premium categories.

As a result, premium world lagers have become the most valuable beer category in UK hospitality, generating £4 billion in sales, with Birra Moretti now the largest lager brand by value in the pub sector, with sales worth £1 billion.

Hospitality Operators Encouraged to Focus on Range and Experience

Heineken UK says changing consumer behaviour presents opportunities for pubs and hospitality businesses that can adapt their beer offering to evolving demand.

“Beer remains one of the great constants of British pub culture, but the way people enjoy it is changing,” said Will Rice, On-Trade Director at Heineken UK.

“Consumers are becoming more intentional about going out. They want quality, atmosphere and experiences that feel special and worth leaving home for.

“The opportunity for pubs is not simply to sell more beer, but to serve the right range of beers and create occasions people want to come back for.”

Category Growth Signals Opportunities Across the Supply Chain

The report suggests that growth in premium lager, stout, flavoured beer and alcohol-free categories is reshaping demand across the beer supply chain.

For brewers, distributors and hospitality operators, the findings point to increasing importance of portfolio diversification, premium positioning and responding to consumer demand for quality, moderation and differentiated drinking experiences.

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Investment Increases Capacity and Strengthens Food Supply Chain Resilience

The investment forms part of a wider programme focused on improving efficiency, competitiveness and scale across the company’s manufacturing network. Nomad Foods is Europe’s largest frozen food company and owns brands including Birds Eye, Ledo, iglo, Findus and Frikom.

The new production line will increase annual potato waffle capacity to approximately 18,250 tonnes, equivalent to nearly 45 million potato waffles, helping the company meet growing consumer demand for one of its best-known product categories.

Expanding Capacity for High-Demand Frozen Foods

The Lowestoft facility currently manufactures potato waffles around the clock, alongside a range of other frozen food products.

According to Nomad Foods, the new production line has been designed to enhance manufacturing efficiency while supporting the supply of key household staples to UK consumers.

The investment reflects the company’s focus on increasing production capacity in categories where demand remains strong, while ensuring consistent supply across retail channels.

Supporting Manufacturing Efficiency and Supply Chain Performance

The waffle line expansion is part of a broader investment programme at the Lowestoft site.

Recent projects include a £12 million investment in chicken processing operations, alongside plans for an on-site wind turbine intended to provide long-term, predictable renewable energy costs. The facility already operates using green electricity.

Together, these investments are aimed at improving operational efficiency, increasing manufacturing capability and supporting long-term competitiveness across the company’s production network.

Commitment to UK Food Manufacturing

Nomad Foods said the investment demonstrates its continued commitment to UK food manufacturing at a time when global food systems face increasing pressure.

Eduardo Bachiega, Chief Supply Officer, Nomad Foods, said: “This latest investment at our Lowestoft site is testament to our long-term commitment to UK food manufacturing. By increasing our production capacity we’re directly responding to consumer demand for household favourites, such as potato waffles, that are already being manufactured 24/7 at the factory.

At a time of increasing pressure on global food systems, as well as ongoing cost-of-living challenges for consumers, we continue to invest in our operations ensuring key frozen food categories such as fish, vegetables, chicken and potatoes remain an accessible food choice for families across the UK and Europe.”

Lowestoft Site Plays Key Role in European Supply Network

The Lowestoft factory has been operating since 1949 and remains a significant part of Nomad Foods’ manufacturing footprint.

Spanning more than 25 acres, the facility is the largest private sector employer in the local area and produces a range of Birds Eye products, including chicken dippers, potato waffles, peas and coated fish.

The site is also playing an increasing role in supporting demand across Nomad Foods’ wider European operations, with approximately 15% of production exported to other markets.

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Amazon European Investment

Amazon has unveiled plans to invest more than €10 billion in its European fulfilment network, alongside new robotics deployments, expanded rapid delivery services and a $1 billion commitment to employee upskilling.

The announcements were made during the company’s Delivering the Future event in London and form part of a broader strategy to increase operational efficiency, support workforce development and accelerate delivery speeds across international markets.

Robotics Investment to Modernise European Operations

A key element of the investment programme is the expansion and modernisation of fulfilment centres across Europe through the deployment of next-generation robotics technologies.

Amazon revealed the latest version of its autonomous Proteus robot, which can now operate throughout fulfilment sites rather than being limited to dock areas. The robot uses AI-powered capabilities that allow employees to provide instructions using conversational text prompts, enabling Proteus to determine priorities, routes and timing independently.

Designed to handle physically demanding tasks such as moving heavy carts and travelling long distances across facilities, Proteus is intended to support employees by taking on repetitive operational work. The technology is currently being piloted in Amazon laboratories, with deployment across Europe planned for the first half of 2027.

Alongside its technology investments, Amazon plans to expand its European fulfilment workforce by 25,000 employees over the coming years.

The investment programme also includes the expansion of Vulcan, Amazon’s robot with a sense of touch, and STARK, a robotic tote-handling system designed to work alongside employees by moving full totes from conveyors onto carts. Following an initial pilot in Barcelona, STARK is expected to be deployed at 15 European sites by 2027.

Workforce Expansion and Skills Development

The company is also committing $1 billion to its Career Choice programme by 2030 as part of its broader Future Ready 2030 initiative.

More than 300,000 employees have participated in Career Choice globally, including 30,000 in the UK. The programme provides access to training and education in areas including cybersecurity, software development, logistics, renewable energy and mechatronics.

“We couldn’t find enough skilled people for the roles we need, so we made a decision: we’re going to develop them ourselves,” said John Boumphrey, Amazon UK Country Manager. “That’s what this $1 billion commitment to Career Choice is about, preparing hundreds of thousands of employees for the careers of the future.”

Faster Delivery Network Expands Internationally

Amazon is also extending its rapid delivery capabilities across Europe and other international markets.

Amazon Now, the company’s ultra-fast delivery service offering groceries and household essentials in 30 minutes or less, is expanding beyond its existing locations. The service is currently available in parts of London, with planned expansion into Manchester and Birmingham later this year.

The model relies on a network of micro-fulfilment centres located close to residential and urban areas to support rapid order processing and delivery.

It is also increasing the reach of its Sub Same-Day Delivery network. More than 25 European locations are expected to be operating the model this year, including Coventry in the UK and Nürnberg in Germany.

The facilities combine inventory storage, fulfilment operations and final-mile delivery within a single site, allowing customers to place orders later in the day while still receiving products the same evening.

New Convenience Features for European Customers

Amazon announced that its Add to Delivery feature will expand across Europe later this year.

The service enables Prime members to add products to an existing order without completing a separate checkout process, with all items delivered together at no additional cost. The feature will be introduced in the United Kingdom, Germany, Spain, Italy and France.

Customers in parts of Central and East London can now combine fresh grocery purchases with other Amazon products in a single Same-Day Delivery order. The offering includes fresh produce, dairy, meat and frozen goods, with plans to expand availability across London and other parts of the UK.

Sustainability Progress in Delivery Operations

Amazon reported continued progress toward its sustainability goals through the expansion of low-emission delivery solutions.

It has now deployed more than 50,000 electric delivery vans globally, reaching the halfway point of its target to put 100,000 electric vans on the road by 2030. The fleet operates across the United States, Europe and India and includes vehicles developed in partnership with Rivian as well as models supplied by Mercedes-Benz.

The company also announced that it has surpassed 100 million deliveries across Europe using micromobility solutions, including electric cargo bikes, electric mopeds and on-foot delivery methods. According to Amazon, these operations have avoided more than 17,000 metric tons of carbon emissions.

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Investment Supports Manufacturing Growth

Ferrero has unveiled a new €60 million investment programme in France, reinforcing its commitment to expanding production capacity, supporting product innovation and strengthening its manufacturing network in the country.

The announcement was made during the Choose France summit and includes investments at the company’s Villers-Écalles facility in Normandy and the Nieppe factory in Hauts-de-France, owned by Biscuits Delacre, a Ferrero affiliate.

The investment is linked to the launch of a new Nutella-branded product and forms part of a broader industrial development strategy in France.

Ferrero said it has invested nearly €210 million in France since 2021 to modernise industrial sites, expand logistics capabilities and support environmental transformation projects.

The latest €60 million commitment builds on that strategy and reflects the company’s continued focus on strengthening production capacity and supporting the growth of its brands.

According to Ferrero, France continues to play a strategic role in the group’s European operations, with investments designed to support both industrial development and regional economic activity.

Villers-Écalles Remains a Strategic Production Hub

Part of the investment programme has been directed towards the Villers-Écalles site, described by the company as the world’s largest Nutella production facility, accounting for 26% of global Nutella output.

Projects at the site include ongoing industrial modernisation and environmental transformation initiatives, representing an investment of €15 million.

Ferrero has also invested €15 million in the development of a new 3kg Nutella packaging line designed for professional users.

Nutella Cookies Drive Expansion in Nieppe

A significant element of the new investment programme is the launch of Nutella Cookies production at the Nieppe facility in Hauts-de-France.

Ferrero has announced an investment of approximately €30 million to install a production line dedicated to the product. The company stated that the line will be unique within the European market.

Logistics Infrastructure Continues to Expand

Alongside manufacturing investments, Ferrero highlighted the completion of two logistics warehouses in Cléon and Barentin, projects that were announced during the Choose France 2025 event.

The company said the investments form part of a broader approach focused on strengthening industrial and logistics infrastructure while supporting regional employment and economic development.

Long-Term Commitment to France

Ferrero has operated in France for more than 60 years and currently employs 1,400 people in the country. The company stated that its activities support a further 11,300 indirect and induced jobs.

The latest investments reinforce France’s importance within Ferrero’s European network and reflect the group’s long-term commitment to manufacturing and innovation in the market.

“France has held a central place in Ferrero’s industrial and logistics strategy in Europe for many years. The investments announced today reflect our commitment to pursuing sustainable and tangible development in the country, by strengthening our industrial capabilities, supporting the innovation of our brands – such as the launch of Nutella Cookies on the French market – and making a lasting contribution to the economic vitality of the regions in which we operate,” said Mauro de Felip, Managing Director of Ferrero France.

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A New Global Food Giant?

Ingredion has announced a recommended all-cash acquisition of Tate & Lyle in a deal valued at approximately £3.7 billion ($5 billion), a move that would create one of the food industry’s largest specialty ingredient providers and significantly expand its capabilities across health-focused product development.

The proposed transaction brings together two established ingredient businesses with complementary portfolios spanning texture, sweetening, mouthfeel, fortification and formulation expertise. If completed, the combination would strengthen Ingredion’s position as food and beverage manufacturers increasingly seek solutions that balance nutrition, affordability and consumer expectations around taste and texture.

According to Ingredion, the acquisition will broaden its specialty ingredients platform while adding Tate & Lyle’s expertise in multi-ingredient systems and recipe development. The combined company would also gain greater reach across food and beverage categories, enabling it to support customers across a wider range of applications and product formats.

Building a Broader Platform for Health-Focused Innovation

Consumer demand for healthier products continues to reshape food and beverage innovation, driving manufacturers to reformulate products while maintaining sensory performance and cost competitiveness.

The proposed combination would unite Ingredion’s existing texture and sugar reduction capabilities with Tate & Lyle’s strengths in mouthfeel, sweetening and fortification technologies. The companies said this would enhance their ability to help customers develop products that meet evolving nutritional expectations without compromising quality or taste.

“Combining Ingredion and Tate & Lyle’s complementary portfolios establishes a global leader in ingredient solutions with the innovation expertise and geographic reach that will help create the future of food,” said Jim Zallie, chairman, president and CEO of Ingredion.

“The combined business will be better positioned to serve customers’ needs for the development of great-tasting, healthier and affordable food products that consumers demand. This compelling combination will create exciting new possibilities for employees and generate significant value for all stakeholders.”

Expanding Global Supply and Customer Support Networks

Beyond product capabilities, the acquisition would create a larger global manufacturing and supply network spanning the Americas, Europe, the Middle East, Africa and Asia-Pacific.

Ingredion said the expanded footprint would improve its ability to deliver ingredient solutions more quickly and efficiently while providing deeper regional market insights to support customer innovation strategies.

The company also expects the combination to strengthen its ability to partner with manufacturers throughout the product development process, from concept and formulation through to commercialization. Enhanced applications expertise and customer-led development capabilities are expected to support faster innovation cycles and improved speed-to-market.

Greater Scale for Ingredient Systems Development

The transaction would also bring together the intellectual property, technical expertise and innovation resources of both organisations.

Ingredion said the combined business would be better positioned to develop integrated ingredient systems across texture, sweetening, mouthfeel and fortification applications, helping manufacturers address multiple formulation challenges simultaneously.

Commenting on the deal, Tate & Lyle Chair David Hearn said: “Over the last few years, Tate & Lyle has been successfully repositioned as a leading global specialty food and beverage solutions business aligned to growing consumer demand for healthier, more nutritious and sustainable food and drink.”

“Looking forward, we believe the next chapter with Ingredion will create a business with even greater potential, greater scale, and increased investment in innovation in support of customers.”

Financial and Transaction Details

Under the proposed terms, Tate & Lyle shareholders would receive 595 pence per share in cash, representing a premium of approximately 59% to the company’s closing share price on 13 May 2026.

Ingredion expects the integration to generate approximately $130 million in annual run-rate cost synergies by the end of 2030. The company also expects the acquisition to be earnings accretive in the first year after completion and to enhance the long-term growth profile of the combined business.

The transaction remains subject to shareholder, court and regulatory approvals and is expected to complete during the second half of 2027.

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