THE FOUNDATION OF MODERN MANUFACTURING

Stellantis is strengthening the foundations of its North American manufacturing operations through expanded stamping capabilities at its Michigan facilities, reinforcing the production network that supports Chrysler, Dodge, Jeep®, and Ram vehicles across the region.

The latest investment sees the addition of a new blanking press at the Warren Stamping Plant (WSP), increasing in-house production capability while improving quality control and supply flexibility.

The enhancement further cements the strategic importance of Stellantis’ two Michigan stamping facilities, which sit just nine miles apart in metro Detroit and supply essential structural components to assembly plants throughout the US, Canada, and Mexico.

Together, the Sterling Stamping Plant (SSP) and WSP manufacture hoods, doors, liftgates, and numerous other critical body components, ensuring a reliable flow of precision-engineered parts that underpin vehicle production across multiple programmes.

According to Ed Daniels Jr., Vice President of North America Injection and Stamping Operations, stamping is where every vehicle begins.

As Stellantis continues to execute its USD$13 billion US investment plans, Daniels notes that these operations, and the workforce behind them, will remain fundamental to strengthening the company’s manufacturing base and supporting future production growth.

PRECISION AT SCALE

Inside both facilities, enormous coils of steel are transformed through an intricate, high-speed manufacturing process. Fed into powerful press lines, each stroke cuts, shapes, and forms metal into precisely engineered vehicle components before they continue downstream to assembly operations.

Despite the immense force involved, the process follows a carefully coordinated rhythm. Both plants operate across three shifts per day, creating six sequential production shifts that maintain a continuous flow of parts while allowing dedicated periods for equipment servicing and preventative maintenance.

The scale of Sterling Stamping is particularly significant. Covering more than 2.7 million square feet, it ranks among the largest stamping facilities anywhere in the world. Its extensive footprint enables simultaneous support for multiple vehicle programmes, producing millions of components each year while maintaining the consistency required to keep assembly plants operating efficiently throughout North America.

Warren Stamping, meanwhile, provides a different competitive advantage.

The facility houses one of the world’s fastest high-speed transfer press lines, known internally as the “Hellcat”, capable of moving up to 15 parts per minute while maintaining the tight tolerances demanded by modern vehicle design.

The newly installed blanking press further enhances this capability by allowing flat metal blanks to be produced on-site before progressing directly into the forming process.

According to Curtis Booth, Vice President and Plant Manager at Warren Stamping Plant, the additional equipment substantially expands the plant’s manufacturing potential.

The new press is capable of producing between 4.5 million and 6 million parts annually for vehicles including the Ram 1500, Jeep Wrangler, Jeep Gladiator, and Jeep Grand Cherokee.

Combined with the Hellcat line, the blanking press creates a highly integrated manufacturing operation capable of preparing and forming critical vehicle components within a single facility.

QUALITY BUILT INTO EVERY STAGE

Alongside greater production capacity, the investment also reinforces Stellantis’ focus on manufacturing quality.

From the moment raw metal enters either plant, production teams monitor every stage of the process using a combination of skilled craftsmanship and advanced inspection technologies designed to identify even minor variations before components progress to final assembly.

Among the most sophisticated tools deployed is the Automated Body Inspection System (ABIS), which captures detailed images and analyses component geometry throughout production.

Acting as a critical quality checkpoint, the system enables teams to detect and resolve potential issues early, helping ensure every component meets exacting manufacturing standards before reaching assembly plants.

However, while advanced technology plays an increasingly important role, Stellantis continues to place equal emphasis on the expertise of its workforce.

Greg Bauer, Vice President and Plant Manager at Sterling Stamping Plant, credits employees for maintaining consistent performance across every production shift.

He highlights the strong sense of ownership shared throughout the facility, ensuring the same high standards of quality and operational excellence are delivered around the clock.

SUPPORTING LONG-TERM GROWTH

The expanded capabilities at Warren and the continued scale of Sterling extend beyond today’s production demands. Together, the facilities play an important role in achieving the North America volume growth targets outlined in Stellantis’ FaSTLAne 2030 strategy.

By increasing internal production flexibility, strengthening quality assurance, and enhancing supply resilience, the two stamping plants provide a manufacturing platform capable of supporting multiple vehicle programmes as Stellantis continues investing in its North American operations.

Although customers rarely witness the stamping process itself, it represents one of the earliest and most critical stages of vehicle manufacturing. Every precisely formed panel and structural component produced at Sterling and Warren contributes directly to the craftsmanship, performance, and reliability expected from Chrysler, Dodge, Jeep®, and Ram vehicles.

As Stellantis continues to invest in advanced manufacturing technologies while building on the expertise of its workforce, Michigan’s central stamping operations remain integral to the company’s long-term manufacturing strategy, providing the precision, scale, and flexibility needed to support the next generation of North American vehicle production.

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AI-POWERED SUPPLY CHAIN MANAGEMENT  

Oracle has unveiled four new Fusion Agentic Applications designed to help organizations improve supply chain performance through greater inventory visibility, enhanced supplier management, and increased manufacturing efficiency. 

Integrated within Oracle Fusion Cloud Supply Chain & Manufacturing (SCM), the new applications use coordinated teams of specialized artificial intelligence (AI) agents that are outcome-driven, proactive, reasoning-based, and built for enterprise execution. Alongside the new applications, Oracle has also introduced additional inventory optimization capabilities aimed at helping organizations build more resilient supply chains. 

“Supply chain leaders are under increasing pressure to improve service levels, control costs, and respond faster to disruption amid ongoing economic and operational uncertainty,” said S.Y. Shenoy, Senior Vice President, Fusion SCM development, Oracle.  

As part of Oracle Fusion Cloud Applications, Oracle Cloud SCM provides a unified AI-powered platform that connects supply chain planning and execution processes, enabling organizations to respond more effectively to changing market conditions. 

The platform includes embedded AI agents and agentic applications that support product design, manufacturing, procurement, order fulfilment, and logistics execution. Customers can also use AI Agent Studio for Fusion Agentic Applications to create, connect, and deploy AI automation and agentic applications using Oracle, partner, and external agents without the need for traditional application development. 

FOUR NEW AGENTIC APPLICATIONS  

Running on Oracle Cloud Infrastructure and powered by large language models (LLMs), the latest Fusion Agentic Applications are designed to move beyond AI assistance by executing routine tasks within Oracle Fusion Applications’ existing security framework. The applications can autonomously complete work within established guardrails while escalating exceptions, trade-offs, and decisions where human judgment is required. 

The four new applications include: 

Inventory Planning Command Center – Enables supply chain teams to improve inventory availability, increase service levels, and resolve stock shortages more quickly by replacing manual inventory tracking with an automated, business-focused workflow. 

Supplier Qualification Workspace – Supports procurement teams by streamlining supplier qualification through a guided, risk-based process that helps reduce supplier risk, improve compliance, and accelerate onboarding decisions. 

Production Readiness Workspace – Helps manufacturing teams improve production readiness by replacing manual checklists with proactive recommendations and prioritized actions that reduce setup errors and minimize production delays. 

Kanban Administrative Workspace – Enhances kanban replenishment through proactive, exception-based optimization, helping manufacturers reduce shortages, limit excess inventory, and maintain production flow. 

NEW INVENTORY OPTIMIZATION CAPABILITIES  

Oracle has also expanded Oracle Fusion Cloud Supply Chain Planning with new inventory optimization capabilities designed to balance service levels with inventory costs. 

The enhancements include multi-echelon inventory optimization, which recommends safety stock targets across complex supply chain networks by analysing demand patterns and lead time variability. 

Additionally, interactive inventory network visualization provides planners with an integrated view of supply chain relationships, inventory levels, and service-level metrics to improve understanding of inventory performance and network dependencies. 

Completing the update is the Inventory Optimization Advisor Agent, which helps planners identify inventory risks, understand the causes of service-level shortfalls, analyse inventory dependencies, and recommend adjustments to safety stock levels. 

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AI growth drives a new phase of sustainability

The report highlights advances across renewable energy, water stewardship, circularity and waste reduction, while also reporting higher emissions as the company continues to expand its global AI and cloud infrastructure.

The rapid growth of AI is reshaping both its business and its sustainability strategy. Rather than treating sustainability as a separate initiative, the company said it is increasingly embedding environmental performance into how AI infrastructure is designed, built and operated.

Microsoft believes AI can deliver broad economic, societal and environmental benefits, but says innovation must be matched by responsible stewardship of natural resources and local communities. The company added that responsible growth requires greater operational discipline, transparency and collaboration across its value chain.

“An important shift in how we think about sustainability“

Melanie Nakagawa, Chief Sustainability Officer at Microsoft, said:

“Since setting our commitments in 2020, the rise of AI is accelerating innovation and creating new opportunities for economic and societal progress—but it is also increasing demand for energy, water, land, and materials. As a company at the forefront of this transition, Microsoft has a responsibility to help ensure that technology strengthens, rather than strains, the systems and communities on which it depends.

This year’s report reflects an important shift in how we think about sustainability: not as a separate objective, but as a core part of how responsible growth is defined. We remain committed to our long-term ambitions while becoming more precise, data-driven, and transparent about what progress requires—and where new approaches are needed.

The report highlights meaningful progress, including replenishing more water globally than we withdrew for the first time, matching 100% of our annual electricity consumption with renewable energy, continuing to scale carbon-free electricity, and advancing circularity across our cloud operations. Just as importantly, it reflects lessons learned about the challenges ahead and the need for deeper integration across our work to advance progress on carbon, water, waste, and ecosystems.

Sustainability outcomes will increasingly depend on our ability to align innovation with stewardship. That means being accountable for the impacts of growth, strengthening partnerships, and staying focused on durable outcomes for communities and the environment.”

Four Key Levers to Advance Microsoft’s Sustainability Progress

• Improving efficiency​

Reducing environmental impact at the source by designing infrastructure, products, and operations to use energy, water, land, and materials more efficiently.​

• Advancing policy​

Engaging with policymakers and industry stakeholders to help create the market conditions that enable sustainability solutions to scale.​

• Building markets​

Accelerating emerging sustainability solutions by using investment, procurement, and long-term demand to help scale availability.​

• Forging partnerships​

Engaging with policymakers and industry stakeholders to help create the market conditions that enable sustainability solutions to scale.​

Carbon Emissions Rise as Infrastructure Expands

The report says that Microsoft matched 100 per cent of its annual global electricity consumption with renewable energy during FY25 and continues to support the expansion of carbon-free electricity across the grids where it operates.

However, total Scope 1, 2 and 3 emissions increased 25 per cent year on year. Microsoft said the increase was driven primarily by continued expansion of its datacentre infrastructure and its decision to pause the use of non-additional, unbundled renewable energy certificates in favour of investments that add new carbon-free electricity capacity to power grids.

This approach increases reported emissions in the short term but is intended to deliver greater long-term sustainability benefits by supporting additional clean energy generation.

Water Stewardship Reaches a Milestone

One of the report’s most significant achievements was Microsoft’s progress towards its water positive commitment.

During FY25, the company replenished more water globally than it withdrew for the first time, exceeding 14 million cubic metres. Microsoft said future efforts will increasingly focus on restoring more water within the same watersheds where it operates, particularly in water-stressed regions, through locally relevant projects developed with community partners.

Circularity Remains a Key Focus

The report also highlights continued progress in circular economy initiatives across Microsoft’s operations.

The company said it has eliminated nearly all single-use plastics from its primary product packaging, with just 0.07 per cent remaining at the end of calendar year 2025.

Across its cloud operations, Microsoft reported reusing or recycling 92 per cent of decommissioned servers and components for the second consecutive year, diverting 90.5 per cent of construction and demolition waste from landfill and incineration, and expanding its global network of Circular Centers to seven facilities.

Microsoft said extending hardware life through circular approaches helps reduce both emissions and demand for raw materials across its value chain.

Building Sustainable AI infrastructure

The report concludes that the next phase of Microsoft’s sustainability strategy will depend on integrating carbon, water, waste and ecosystem priorities rather than managing them independently.

The company said responsible AI infrastructure will require more resilient electricity grids, stronger markets for lower-carbon materials, improved water stewardship and infrastructure designed with local communities in mind.

Microsoft added that while AI is increasing demand for natural resources, it does not intend to reduce its environmental ambitions. Instead, it plans to refine its approach using more operational data, greater transparency and closer alignment between technological innovation and environmental stewardship as it continues towards its 2030 sustainability commitments.

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Supporting the Growing AI Workloads

Meta has broken ground on its first data centre in Canada, launching construction of a 1 gigawatt (GW), artificial intelligence (AI)-optimised facility in Sturgeon County, Alberta.

The project marks Meta’s 33rd data centre globally and is designed to support the company’s growing AI workloads and core products. Once complete, the development will represent an investment of more than CAD$13 billion.

AI Infrastructure Expansion

The Alberta facility is designed to support Meta’s expanding AI infrastructure while helping power technologies used across its products.

According to the company, the project is expected to support more than 3,000 construction workers at peak activity and create more than 300 operational jobs once the data centre becomes operational.

Investment in Local Infrastructure

Alongside the data centre, Meta said it will invest approximately CAD$60 million in local infrastructure improvements, including roads and water infrastructure.

It also plans to launch its annual Data Center Community Action Grants programme in the region, providing funding for local non-profit organisations.

Rachel Peterson, Vice President, Data Centers at Meta, said:

“As we continue scaling Meta’s data center fleet to meet the demands of AI, every site we add is a deliberate choice — not just about where to build, but about how we show up as a long-term partner.

Today, I’m excited to share that Meta is building a 1GW data center in Sturgeon County, Alberta. This is our first facility in Canada, and the 33rd in our global portfolio. This is a more than CAD $13 billion investment, and it represents a significant milestone in our infrastructure journey.

We selected Sturgeon County for its access to energy and infrastructure, strong talent base, and a great set of community partners committed to working with us to move this project forward.”

Supporting Alberta’s Energy Infrastructure

Meta said it has worked with Greenlight Limited Partnership, AltaLink, Capital Power and the Alberta Electric System Operator to plan the energy requirements for the facility.

It will fully fund new electricity generation and grid infrastructure to support the data centre, adding that the investment is intended to improve reliability across Alberta’s electricity grid. Meta also said the facility’s electricity use will be matched with 100 per cent clean and renewable energy.

Water Stewardship by Design

The Sturgeon County facility will use a closed-loop, liquid-cooled system with dry cooling, resulting in no operational water use for the cooling system.

According to Meta, water use at the site will be limited to domestic uses, fire protection and equipment maintenance. It also pays the full costs of water and wastewater services for its data centres and aims to become water positive by 2030 by restoring more water than it consumes globally where it has owned operations.

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Progression Towards Carbon Neutrality

FedEx says operational efficiency, network optimisation and continued investment in fleet electrification are helping reduce emissions while supporting growing freight volumes, although challenges around sustainable aviation fuel (SAF) and charging infrastructure continue to affect the pace of decarbonisation.

FedEx has reported continued progress towards its 2040 carbon-neutral operations target, with operational efficiencies, network optimisation and technology investment contributing to lower emissions while supporting growth across its global logistics network.

The company’s 2026 Corporate Responsibility Report highlights advances in fleet electrification, renewable energy, artificial intelligence (AI) and network optimisation, alongside ongoing investment in supply chain resilience and operational efficiency.

Network Transformation Drives Efficiency

A key focus of the report is Network 2.0, FedEx’s multiyear programme to streamline package collection, transportation and delivery across its network.

The initiative is reducing operational redundancies, improving asset utilisation and creating a more integrated logistics network while also lowering emissions.

Karen Blanks Ellis, Chief Sustainability Officer and Vice President, Environmental Affairs at FedEx, said: “Efficiency has long defined how FedEx operates. Today, it is driving one of the most significant transformations in our history: Network 2.0.

“This multiyear effort streamlines how we pick up, transport, and deliver packages, reducing redundancies, improving asset utilization, and enabling a more flexible, integrated network. As we implement these changes, we are strengthening business, improving service for our customers, and reducing emissions across our operations.”

Emissions Fall as Global Network Expands

FedEx reported that it has reduced its Scope 1 and 2 emissions intensity on a revenue basis by 60 per cent since 2009 while daily package volumes have increased by more than 124 per cent over the same period.

It has also achieved an approximate 15 per cent reduction in absolute Scope 1 and 2 emissions since announcing its goal of achieving carbon-neutral operations by 2040.

Electric vehicles are now operating across six continents within the FedEx network, while the company continues to invest in renewable energy, more efficient facilities and technology designed to improve operational performance.

Technology and AI Support Supply Chain Performance

Alongside physical infrastructure improvements, FedEx said it is investing in AI education and digital technologies to support both employees and supply chain operations.

Raj Subramaniam, President and Chief Executive Officer of FedEx, said: “The challenges of tomorrow demand a new level of innovation, and we are meeting that demand head on. By leveraging our global network, investing in our people, and embracing cutting-edge technologies, we are not just moving goods — we are making supply chains smarter for everyone and building a more resilient future. Our work continues, and the best is yet to come.”

“In today’s rapidly evolving market, our strategy is clear: We are delivering for today while preparing for a resilient tomorrow.”

The report also highlights continued work to integrate data and technology across the company’s logistics network to optimise routing, reduce fuel consumption and improve overall system performance.

Decarbonisation Challenges Remain

Despite reporting progress, FedEx said several external factors continue to affect the pace of its decarbonisation strategy.

According to the report, limited supplies of sustainable aviation fuel (SAF), changing electric vehicle market conditions, charging infrastructure constraints and an evolving regulatory environment are influencing the company’s near-term progress.

Blanks Ellis said: “While we are proud of our progress, this work is not without its challenges. The technologies and infrastructure required to fully transform our operations — particularly sustainable aviation fuel (SAF) and fleet electrification — are not advancing at the pace or scale needed.

“Constraints in SAF supply, shifts in the electric vehicle market, challenges associated with charging infrastructure, and a rapidly evolving regulatory landscape continue to shape what we can achieve in the near term. In response to this rapidly evolving landscape, we are adapting our approach where needed to ensure our strategy remains grounded in reality while continuing to advance our long-term objectives.”

Long-Term Sustainability Strategy

FedEx said its sustainability strategy is built around three pillars: principles, planet and people.

Key environmental initiatives include fleet electrification, renewable energy deployment and investments in more efficient facilities, while longer-term innovation continues through its work with the Yale Center for Natural Carbon Capture, which has now reached five years of carbon removal research.

“Our efforts to deliver a more sustainable future are making a difference. Five years ago, we set an ambitious goal to achieve carbon-neutral operations by 2040. I am incredibly proud to report that we have made significant strides on this journey.

To date, we have achieved an approximate 15% reduction in Scope 1 and 2 emissions, a testament to the hard work and ingenuity of our team. From electrifying our vehicle fleet to investing in renewable energy and more efficient facilities, we are delivering on our promise to create a more sustainable network for everyone,” added Subramaniam.

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NEW REGIONAL MODEL INTRODUCED  

The Kraft Heinz Company (Kraft Heinz) has unveiled a new global operating structure designed to strengthen its international business, accelerate growth, and improve resource deployment across its portfolio of well-known brands. 

Effective from July 1^st 2026, the company will operate across three geographic regions – North America, Europe and Pacific Developed Markets, and other emerging markets – as it seeks to sharpen its organizational focus and support long-term expansion. 

The restructuring brings together Asia, West, and East Emerging Markets (WEEM) into a single Emerging Markets division. Marcel Regis has been appointed Regional President of Emerging Markets and will oversee the newly combined region. 

Meanwhile, the European markets previously managed within WEEM will become part of Europe and Pacific Developed Markets, where Willem Brandt will continue in his role as Regional President. North America, encompassing both the US and Canada, will remain under the leadership of Nico Amaya. 

STRENGTHENING OPERATIONAL EFFICIENCY  

Alongside the regional changes, Kraft Heinz is bringing its procurement and supply chain operations together into a single global function. 

Janelle Aydin will lead the combined division as Global Chief Procurement and Supply Chain Officer, with the move intended to strengthen oversight of the company’s end-to-end value chain while enhancing supply chain resilience. 

“We are building momentum across many areas of the business, and this regional structure will help us meaningfully accelerate and scale our progress,” said Steve Cahillane, CEO of Kraft Heinz.  

LEADERSHIP TRANSITION  

As part of the organizational changes, Cory Onell, Chief Omnichannel Sales & Asia Emerging Markets Officer, and Flavio Torres, Global Chief Supply Chain Officer, will step down from their current positions. 

Both executives will remain with Kraft Heinz during a transition period, serving as advisors to support the implementation of the new structure. 

“As a Company, we are proving that iconic brands can evolve, scale, and win,” said Cahillane.  

“This new structure positions Kraft Heinz to unlock the full potential of our portfolio and drive sustainable, volume-led growth across our global business.” 

A GLOBAL FOOD AND BEVERAGE LEADER  

Kraft Heinz is one of the world’s largest food and beverage companies, generating approximately $25 billion in net sales during 2025. Its portfolio includes globally recognized brands such as Heinz, Kraft, Philadelphia, Primal Kitchen, and Lunchables, with products enjoyed by consumers in more than 40 countries. 

The company continues to invest in both its brands and capabilities as it seeks to strengthen its portfolio while delivering high-quality, great-tasting, and affordable food and helping shape the future of the industry. 

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Automating Operational Decisions

Infios has introduced Infios Archer, a new intelligence layer designed to embed artificial intelligence (AI) directly into supply chain execution, enabling organisations to automate operational decisions and coordinate workflows across enterprise systems.

Infios Archer underpins its Infios AI platform by connecting systems, data and workflows to support what it describes as Intelligent Supply Chain Execution.

AI Embedded in Supply Chain Operations

The new platform is designed to move organisations beyond traditional systems of record by embedding AI directly into execution environments, allowing decisions to be made and acted upon in real time.

The technology has been developed to help supply chains respond more effectively to disruption, labour shortages and increasing operational complexity by reducing manual processes and improving operational continuity.

Eugene Amigud, Chief Innovation Officer at Infios, said: “Infios Archer represents a fundamental shift from systems of record to systems of action, connecting systems, creating shared operational context and autonomously executing decisions. Infios Archer is not AI layered on top of systems. It’s embedded inside execution, allowing it to sense, decide, act and learn dynamically. That’s what makes Intelligent Supply Chain Execution real: the ability to connect intelligence to action, instantly and at scale.”

What is Infios Archer?

Infios Archer is designed to operate across order management systems (OMS), warehouse management systems (WMS) and transportation management systems (TMS), creating a shared operational context and coordinating execution across supply chain functions.

The platform comprises five core components:

• Archer Connect integrates data across enterprise systems, partners and formats and converts information into execution-ready workflows.
• Archer Fabric synchronises data across OMS, WMS and TMS platforms to establish a shared operational context.
• Archer Runtime coordinates and executes decisions while providing governance, auditability and operational traceability.
• Archer Studio provides a no-code environment for building and deploying agentic workflows with embedded controls.
• Archer Assistant delivers insights, recommendations and agent actions through a conversational AI interface.

The components are designed to create a continuous decision-action loop that connects intelligence with operational execution.

Early Supply Chain Applications

Infios said organisations are already using Archer to automate workflows including carrier communications, order processing, shipment tracking and exception management.

John O’Callaghan, Director of Information Technology at CJ Logistics America, said: “Infios AI is the first line of defense. It reaches out, calls the carrier, gets an update and if they don’t answer, it immediately follows up with an email. We’ve drastically reduced the number of follow-ups our operations folks have to do, which ultimately alleviates concerns around on-time delivery.”

The platform is intended to reduce manual workloads, accelerate response times and improve service reliability by acting as an always-on intelligence layer.

Supporting Intelligent Supply Chain Execution

Infios said Archer provides the technology foundation for Intelligent Supply Chain Execution by enabling orders, warehouses and transportation networks to operate as a connected ecosystem.

The company said embedding AI into execution workflows allows organisations to detect operational issues earlier, automate routine and exception-based decisions, coordinate actions across supply chain functions, reduce manual intervention, improve service reliability, and maintain governance, transparency and auditability.

The result is intended to be a continuous, real-time operations designed to help supply chains remain responsive and resilient during disruption.

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As America marks the 250th anniversary of the signing of the Declaration of Independence, Coca-Cola Consolidated has celebrated the milestone through action rather than ceremony, reaching – and exceeding – an ambitious community goal designed to address one of the country’s most pressing social challenges.

The company announced it has surpassed its target of providing 250,000 meals across the 14 states and Washington D.C. that make up its operating territory.

Working alongside nonprofit organisations, community partners, America250, and The Coca-Cola Company, Coca-Cola Consolidated teammates have packed nearly 300,000 meals since the beginning of the year, helping support families facing food insecurity.

The initiative reflects the company’s belief that meaningful community investment is achieved through long-term partnerships and consistent local engagement.

SERVING COMMUNITIES THROUGH PARTNERSHIP

As the largest Coca-Cola bottler in the US, Coca-Cola Consolidated has a footprint across communities where millions of people live and work.

That local presence has enabled the business to collaborate with organisations that understand the specific needs of each region, ensuring support reaches those who need it most.

Food insecurity continues to affect more than 48 million people across the United States, highlighting the importance of coordinated efforts between businesses, charities, community organisations, and local stakeholders.

“Giving back to the communities where we do business is a fundamental part of who we are at Coca-Cola Consolidated, and we believe there’s no better way to recognise the America250 milestone than by serving those struggling with food insecurity,” said Brent Tollison, Chief People and Public Affairs Officer for Coca-Cola Consolidated.

The campaign demonstrates how established relationships between the private and nonprofit sectors can create measurable social impact while strengthening community resilience.

COLLABORATING FOR GREATER IMPACT

The success of the initiative has been driven by collaboration with a broad network of partners spanning sport, retail, charitable organisations, and civic institutions.

One of the largest events saw Coca-Cola Consolidated join forces with Charlotte Motor Speedway, NASCAR, 12 racing teams, Harris Teeter, and The Coca-Cola Company to pack 50,000 meals for Second Harvest Food Bank of Metrolina.

Elsewhere, teammates partnered with the Washington Nationals, America250 staff, and Harris Teeter to prepare another 50,000 meals for Capital Area Food Bank. A further 50,000 meals were packed alongside Nashville Soccer Club for Second Harvest Food Bank of Middle Tennessee.

Additional community events extended the initiative’s reach even further. At Darlington Raceway, Coca-Cola Racing Driver and 2026 Coca-Cola 600 winner Daniel Suarez joined volunteers to prepare 8,500 meals for Harvest Hope Food Bank.

In Indiana, Coca-Cola Consolidated participated in the Million Meal Marathon by packing 20,000 meals before distributing a further 35,000 meals through Gleaners Food Bank as part of the Jim Morris Day of Service.

Support also reached local organisations through hundreds of additional meals provided to nonprofits, including Blessing of Warriors Foundation in Sandston, Virginia, Hartsville Soup Kitchen in Bishopville, South Carolina, and Roof Above in Charlotte, North Carolina.

The programme also attracted support from local elected officials, who joined Coca-Cola Consolidated teammates in meal-packing activities as part of America250 celebrations across the company’s territory.

BUILDING ON A LONG-TERM COMMITMENT

While the America250 initiative provided a clear milestone, the campaign reflects a broader philosophy that has shaped Coca-Cola Consolidated’s approach to community engagement for decades.

Headquartered in Charlotte, North Carolina, the company has served consumers, customers, and communities for more than 124 years.

Today, it manufactures, sells, and distributes beverages from The Coca-Cola Company and other partner businesses across more than 300 brands and flavours, serving approximately 60 million consumers throughout its territory.

Its purpose – to honour God in all it does, serve others, pursue excellence, and grow profitably – continues to influence how the business approaches both commercial success and community responsibility.

By exceeding its original goal and delivering nearly 300,000 meals, Coca-Cola Consolidated has demonstrated the value of combining local knowledge with strong partnerships to create tangible outcomes.

As food insecurity continues to affect millions of Americans, initiatives such as this highlight the role businesses can play in supporting the communities they serve through practical, collaborative action

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VALUE, TASTE, AND AFFORDABILITY  

Bimbo Bakeries USA (Bimbo) has announced a series of ingredient and recipe commitments that will reshape many of its best-known brands over the next three years. 

The initiative forms part of a broader strategy to align its products with changing consumer preferences, focusing on the removal of artificial ingredients while maintaining the nutritional value, taste, and affordability of its baked goods. 

Covering breads, breakfast products, and sweet baked goods, the program establishes clear milestones through to 2028, with many product reformulations expected to be completed ahead of schedule. 

A ROADMAP FOR RECIPE CHANGES  

The first milestone will be reached by the end of 2026, when Bimbo completes the removal of artificial colors from occasional-consumption products, including sweet baked goods and snacks. 

The company notes that its everyday products, such as breads, buns, and rolls, are already completely free from artificial colors and flavors. 

Attention will then turn to artificial preservatives and emulsifiers. By the end of 2027, Artesano® breads and buns, Oroweat® breads and buns, and The Rustik Oven® range will no longer contain either of the ingredients. 

A year later, the same changes will come into effect across Sara Lee®, Oroweat® specialty varieties, Little Bites®, and Thomas’® products. 

Once these commitments have been fulfilled, Bimbo says these brands will be entirely free from artificial preservatives, colors, and flavors, making it the first business in its category to make this commitment across such a broad portfolio of everyday baked goods. 

The company also expects many recipe updates to be introduced before the published completion dates. 

The latest commitments build upon Grupo Bimbo’s wider nutrition strategy, under which 98 percent of its daily consumption products globally already meet Unilever’s Positive Nutrition criteria using the Health Star Rating. 

“Our Purpose is to Nourish a Better World, and that begins with the products we put on American tables every single day,” said Greg Koehrsen, President of Bimbo.  

PRIORITIZING EVERYDAY STAPLES 

Bread has been placed at the center of Bimbo’s recipe reformulation efforts due to its importance within American households and its contribution to everyday nutrition. 

Alongside wholegrain options, the company’s enriched breads provide key vitamins and minerals, including iron and folic acid, making them an important component of a balanced diet. 

As recipes evolve, Bimbo says it will continue to preserve this nutritional fortification while simplifying ingredient lists, an approach it believes differentiates it from many competitors. 

BUILDING ON EXISTING PROGRESS  

The latest announcement follows ongoing work to remove artificial colourants across Grupo Bimbo’s global portfolio by the end of the year. 

Within the US, Bimbo has already eliminated artificial colors and flavors from its breads, buns, and rolls, and has also removed Red No. 3 from its portfolio ahead of regulatory requirements. 

The company is now completing the final phase of artificial color removal across products intended for occasional consumption, including sweet baked goods and snacks. 

Having made significant progress in this area, Bimbo is applying the same approach to removing artificial preservatives and emulsifiers from many of its flagship brands. 

Through these measures, the company aims to ensure consumers do not have to choose between convenience, affordability, and products they feel confident serving to their families, whilst continuing to drive measurable progress across the baking industry. 

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A CATALYST FOR COMMUNITY

• Danone sources approximately 90 percent of its ingredients domestically and, in 2025, purchased approximately 200 million gallons of milk from US farms across several states.
• Danone’s US footprint supports domestic food production, local jobs, and resilient supply chains nationwide.
• Across the country, every Danone job supports nearly three additional jobs across farms, suppliers, transportation networks, and local communities.

Danone USA has announced findings from its first-ever Economic Impact Study, reporting a $9.6 billion contribution to the US economy in 2025.

The study demonstrates how Danone’s mission of bringing health through food to as many people as possible supports US jobs, farming and manufacturing communities, and economic resilience.

FEEDING THE NATION  

For nearly 85 years, Danone’s food and beverage products have been a part of everyday nutrition in the US. They can be found at breakfast tables, in school lunchboxes, at airports, in hospitals, in grocery store aisles, and on food delivery apps.

Danone’s portfolio of brands is designed to meet evolving consumer health priorities, offering high-quality protein, probiotics, fiber, plant-based nutrition, and options with low-to-no added sugar.

SUSTAINABLE SUSTENANCE

As one of the world’s largest Certified B Corps, here is a look at how Danone’s presence in the US impacts the broader economy and local communities:

• A national food footprint with impact – Danone’s US footprint supports domestic food production, local jobs, and resilient supply chains nationwide.

In 2025, the company’s business supported approximately 22,000 US jobs across agriculture, manufacturing, R&D, and other industries.

Across the country, every Danone job supported nearly three additional jobs across farms, suppliers, transportation networks, and local communities.

• Nutrition innovation as an economic engine – As demand for health and functional nutrition accelerates, Danone is leveraging scientific expertise to develop nutrient-dense foods and beverages that drive economic activity in the US food system.

In 2025, the company translated its nutrition science capabilities into new products, technologies, and ingredient innovations designed to address growing consumer demand for protein, gut health, plant-based, children’s nutrition, and more. For example, Danone expanded its high-protein OIKOS portfolio across cups, drinks, and shakes.

This included the launch of OIKOS Fusion, a first-of-its-kind high-protein drink specifically designed to support muscle maintenance and digestive health during weight loss.

• Business that grows US agriculture – Danone’s commitment to US agriculture extends across its sourcing, manufacturing, and farming partnerships. The company sources approximately 90 percent of its ingredients domestically.

EMPOWERING FARMERS

In 2025, Danone purchased approximately 200 million gallons of milk from farms across the US, contributing to economic activity in key farming regions such as Kansas, Utah, Idaho, Ohio, Indiana, and Wisconsin.

In addition to sourcing, Danone is committed to investing in regenerative agriculture and farm innovation. The company supports practices that enhance soil health, improve farm productivity, and promote long-term agricultural resilience.

SCALING MANUFACTURING AND SUPPLY CHAINS

Danone has a significant manufacturing presence in the US, which supports a reliable supply of nutritious food and contributes to long-term economic growth. Over the past decade, it has invested billions in domestic production, reinforcing supply chain resilience, creating US jobs, and fostering innovation.

By investing in US manufacturing, agriculture, and nutrition innovation, the company is committed to promoting economic growth while improving access to nutrient-dense foods.

Furthermore, Danone views this initiative not as a one-time effort but as a long-term commitment to enhancing the health and prosperity of communities across the country.

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KIND ALMOND ACRES INITIATIVE

Three years ago, KIND Snacks (KIND) launched the KIND Almond Acres Initiative – a regenerative agriculture pilot in partnership with olam food ingredients (ofi), an international leader in food and beverage ingredients and solutions.

Now, with the pilot having come to its conclusion, KIND has revealed the successful scale of regenerative agriculture practices that resulted along its almond supply chain. Specifically, in 2026, approximately 50 percent of its almond volume has been sourced from farms leveraging regenerative agriculture practices on a mass-balance basis.

This pilot program was the first step in the company’s commitment to source 100 percent of its hero ingredient from farms conducting these practices by 2030.

“We’re incredibly proud to hit the halfway mark in our almond sourcing pledge. The KIND Almond Acres Initiative has proven that regenerative agriculture is a scalable, operational engine. By sharing our outcomes and learnings, we are aiming to move the needle in encouraging the industry to build a more sustainable supply chain – one that’s better for the planet and for business,” says Daniel Calderoni, CEO of KIND North America.

The initiative was created to generate the data and insights needed to identify the most effective combination of practices and technologies for improving soil health, resource efficiency, and on-farm resilience. The results of the pilot program are assisting KIND in paving a sustainable future while contributing valuable insights that support broader adoption of regenerative agriculture across the industry.

The learnings directly showcase that regenerative almond production can deliver measurable environmental benefits while remaining viable at a commercial scale.

FUTURE-PROOFING THE SUPPLY CHAIN

KIND is one of North America’s largest almond buyers and recognizes the significant role it plays in helping to advance more sustainable almond production. The company’s KIND Almond Acres Initiative focused its testing in California – home to approximately 80 percent of the world’s almond production – in order to study what works on the ground and at scale.

After three years of data collection, including information provided by ofi’s Carbon Trust certified Digital Footprint Calculator, key results include 50 percent of almond sourcing value from farms leveraging regenerative agriculture practices on a mass-balance basis; a 19.5 percent efficiency gain in water management; a 33 percent reduction in the need for nitrogen fertilizer; a 28 percent decrease in overall carbon intensity; and marked improvements in soil health metrics like soil organic carbon and decreased compaction.

With these extremely promising results, KIND is now ready to enter its next phase of future-proofing its regenerative agriculture supply chain.

“KIND is moving quickly from a test environment to large-scale implementation. In almond orchards, a variety of regenerative practices such as cover crops, lower-carbon fertilizers, compost, and biochar can directly enhance ingredient quality and resilience. We are proud to partner with KIND to help demonstrate a model that can be replicated and scaled across the broader industry,” notes Zac Ellis, Senior Director of Agronomy, ofi, North America.

As KIND continues to look toward the future, the company is excited to find more ways of supporting the almond industry as it works to improve its water footprint in California.

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What is the Kyndryl People Readiness Report?

Kyndryl has released its second annual People Readiness Report, revealing that while organisations are rapidly embedding artificial intelligence (AI) into their operations, workforce readiness remains one of the biggest barriers to realising business value.

The global study surveyed 1,100 senior business and technology leaders across eight countries and found a widening gap between AI adoption and organisational preparedness.

AI adoption continues to accelerate

According to the report, 57 percent of organisations now have AI embedded in core business processes or deployed broadly across the enterprise, compared with 35 percent in 2025.

However, despite increased adoption, only 32 percent of organisations have achieved at least one of their top two AI objectives, while just 11 percent have achieved both.

The report also cites Gartner research forecasting worldwide AI spending will reach $2.52 trillion in 2026, representing a 44 percent year-over-year increase.

Workforce readiness emerges as the key differentiator

Kyndryl found that workforce preparedness has declined despite growing investment in AI.

Only 23 percent of business leaders believe their workforce is fully prepared for AI, down six percentage points from 2025. Meanwhile, 79 percent agree that the pace of AI development will outstrip their organisation’s workforce, governance, and operating models.

The report concludes that organisations achieving the strongest AI outcomes are redesigning work alongside technology deployment, rather than focusing solely on AI tools.

“This is a critical moment for global enterprises as they race to adopt AI, redesign workflows and pursue innovation, yet they’re finding that their greatest assets – their people – need more attention,” said Kim Basile, CIO, Kyndryl.

“The data shows that the organisations investing in people – whether it’s rethinking roles and workflows, dedicating resources for upskilling and retraining, or guiding employees through change – are experiencing positive outcomes at a much higher rate.”

Governance and trust support AI success

The report identifies a group of organisations described as Pacesetters, representing nine percent of respondents.

These organisations redesign roles around AI, implement structured change management, establish governance guardrails, and build workforce readiness. They are also approximately twice as likely to have fully implemented AI governance across every measured dimension.

As a result, Pacesetters are:

• 1.5 times more likely to achieve AI-related revenue growth
• 1.6 times more likely to report improved innovation in products and services

The report also highlights growing concerns around autonomous AI systems

While 81 percent of organisations expect AI agents to make impactful business decisions within the next year, only 25 percent currently have complete trust in AI systems operating without human oversight.

Organisations focus on skills and operating models

To prepare for AI-enabled workplaces, many organisations are reshaping roles and investing in employee capabilities.

The report found:

• 61 percent have already redesigned roles to support AI adoption
• 24 percent are creating new AI-focused management roles
• 52 percent say finding employees with the right AI skills has become more difficult
• One-third have fully implemented employee training programs focused on working alongside AI tools
• 33 percent have established clear policies defining which decisions AI can and cannot make
• 27 percent are using registries and monitoring capabilities across all AI systems

According to the report, organisations with stronger governance frameworks also report higher workforce trust in AI and are significantly more likely to achieve transformative business outcomes.

Aligning people with AI

Mark Paulek, Chief Human Resources Officer, Kyndryl, said organisations must rethink how work is structured as AI adoption expands.

“AI’s ability to reshape work is challenging organisations to reshape their workforce more rapidly than ever before,” said Mark Paulek, Chief Human Resources Officer, Kyndryl.

“The leaders pulling ahead are aligning skills, roles and decision-making with how work is actually changing. When people understand their role in that system, trust and performance scale together.”

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Improving supply chain performance through partnership

Loftware has announced a global partnership with management and technology consultancy BearingPoint to help organisations improve supply chain performance through enhanced product identification, traceability, and digital connectivity.

The collaboration combines BearingPoint’s expertise in SAP-enabled supply chain transformation with Loftware’s product identification and compliance capabilities to support end-to-end visibility across manufacturing, logistics, and supplier networks.

Supporting SAP transformation

As organisations move beyond basic supply chain visibility, increasing complexity across manufacturing, logistics, and partner ecosystems is driving demand for connected product data and real-time operational coordination.

The partnership aims to extend SAP transformation initiatives beyond core enterprise resource planning (ERP) systems into operational processes by leveraging Loftware Cloud’s SAP Endorsed App status.

According to the companies, the approach will improve product traceability, compliance, automation, and process standardisation across SAP and SAP S/4HANA environments while helping reduce operational complexity and accelerate time to value.

Improving supply chain visibility

By connecting product identity, business data, and operational processes across suppliers, manufacturers, logistics providers, and enterprise systems, the partnership is designed to help organisations build more resilient and connected supply chains.

Justin Sadler-Smith, Chief Revenue Officer at Loftware, said:

“Organisations are under increasing pressure to execute faster and more consistently across globally distributed operations. Our partnership with BearingPoint helps customers bridge the gap between strategic transformation initiatives and day-to-day execution, enabling teams to operate more efficiently, eliminate costly unknowns, respond more quickly to change, and realise greater value from their technology investments.”

Building resilience through collaboration

The companies said aligning product information with business processes will help organisations improve operational performance while supporting long-term supply chain resilience and growth.

Ralf Dillmann, Partner and CEO at BearingPoint North America LLC, said:

“Our clients are redesigning supply chains to improve agility and performance, while navigating complex SAP-driven transformation programs. To be successful, they must align people, processes, and systems around common business objectives. Together with Loftware, we help organisations accelerate adoption of digital transformation initiatives, improve cross-functional coordination, and build a stronger foundation for sustainable operational performance across the enterprise.”

The partnership is intended to support organisations seeking greater visibility, execution intelligence, and collaboration across increasingly complex global supply chains.

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Investment in Advanced Manufacturing and Distribution

Johnson & Johnson has announced an investment of more than USD$1 billion to expand its Vision manufacturing operations in Jacksonville, Florida, strengthening U.S.-based production, packaging, and distribution capacity for its contact lens business. The move is intended to enhance supply chain resilience, scale output, and support demand from more than 40 million patients globally.

The investment forms part of the company’s broader USD$55 billion commitment to U.S. manufacturing, research and development, and technology through early 2029. Construction of a new distribution facility is already underway, with full operational capability targeted for 2028.

The Jacksonville expansion includes the construction of a state-of-the-art distribution facility alongside the deployment of advanced manufacturing and packaging technologies. These upgrades are designed to increase production capacity for the company’s ACUVUE®-brand contact lenses and improve the efficiency of U.S. Vision operations.

The enhancements will aim to strengthen its ability to meet rising demand while reinforcing the reliability of its domestic supply chain.

Technology and Production Capacity

The investment will introduce next-generation manufacturing and packaging systems at the Jacksonville site, further modernising production processes for vision care products.

Johnson & Johnson currently manufactures more than 1.7 billion ACUVUE® contact lenses annually for U.S. patients. The expanded capabilities are expected to support continued growth in output while maintaining product consistency and operational scale.

The upgrades will reinforce its leadership in delivering eye health solutions that help improve sight for millions of people in the U.S. and worldwide.

Executive Commentary on U.S. Manufacturing Strategy

“This investment reinforces our long-standing conviction that advanced manufacturing in the United States is essential to delivering innovative, high quality healthcare solutions to patients at home and around the world,” said Joaquin Duato, Chairman and Chief Executive Officer of Johnson & Johnson.

He added: “By further strengthening our Vision operations in Jacksonville with next-generation manufacturing, packaging and distribution capabilities, we are enhancing the resilience of our U.S. supply chain while helping more people see better and live better. This commitment reflects the confidence we have in our people, our technology, and our more than 40-year legacy of advancing eye health globally.”

Economic Impact and Regional Expansion

The investment builds on the company’s estimated USD$6 billion annual economic impact in Florida and supports the continued expansion of its Jacksonville operations. It also reinforces opportunities for approximately 3,500 employees based in the area.

Local leadership welcomed the announcement as a boost to the region’s advanced manufacturing and life sciences ecosystem.

“Johnson & Johnson’s commitment is a strong vote of confidence in Jacksonville, our workforce, and our future,” said Mayor of Jacksonville Donna Deegan.

“Jacksonville continues to lead in advanced manufacturing and life sciences innovation. This expansion strengthens our high-tech footprint while creating quality jobs and long-term opportunities for our community.”

Long-Term Vision Care Presence in Florida

Johnson & Johnson has operated in Jacksonville for more than four decades, building a manufacturing and innovation base that has contributed to both regional employment and global eye health advancements.

Since establishing its presence in 1981, the company has developed more than 1.5 million square feet of manufacturing, research, distribution, and operational facilities in the region.

Jacksonville operations form a core part of its global Vision Care network, supporting production, innovation, and distribution at scale.

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Flytrex milestone highlights scalable drone logistics

Flytrex has announced a major milestone for commercial drone delivery, with its automated airspace management system now supporting nearly 10,000 coordinated flights per month alongside other operators without a single airspace conflict.

The achievement, recorded across shared operating zones in the Dallas–Fort Worth metroplex, demonstrates how autonomous traffic management could accelerate the commercial rollout of drone-based last-mile logistics while enabling multiple operators to safely share the same airspace.

Automated airspace management supports last-mile delivery growth

Operating under the US Federal Aviation Administration’s (FAA) UTM Operational Evaluation programme, Flytrex and fellow drone operator Wing exchange real-time flight data to automatically coordinate routes and prevent conflicts without manual intervention.

Built on the internationally recognised ASTM F3548-21 interoperability standard, the system is designed to provide the digital infrastructure needed to support large-scale autonomous logistics networks as drone deliveries become more commonplace.

Between January and February 2026, Flytrex and Wing completed around 8,000 drone deliveries across overlapping delivery areas in Little Elm and Wylie, Texas.

During the trial:

• The operators conducted simultaneous flights on 30 of 31 operational days.
• The system automatically deconflicted 100% of flight operations, with zero airspace conflicts.
• Combined daily operations increased 215% month-on-month, highlighting the rapid growth of shared drone delivery networks.

Shared airspace becomes critical logistics infrastructure

The Wylie operating area represents one of the closest commercial drone operating environments in the United States, with Flytrex and Wing facilities located just 1.36 miles apart.

According to Flytrex, the successful coordination of competing operators demonstrates that automated traffic management is becoming essential infrastructure as autonomous delivery networks expand into urban and suburban markets.

“What we’ve built in Dallas isn’t just a technical achievement — it’s a proof of concept for the entire industry,” said Shai Karassikov, Product Manager at Flytrex and Co-Chair of the U.S. UTM Tech Committee.

“Scaling from a handful of overlapping flights to thousands per month in just under a year shows how multi-operator drone delivery can scale not just in Dallas but in cities across the U.S.”

Autonomous traffic management underpins future supply chains

As drone delivery networks continue to grow, Flytrex says technologies such as automated route allocation, four-dimensional trajectory planning and real-time flight deconfliction will become fundamental to managing increasingly complex autonomous logistics operations.

Beyond last-mile delivery, the company believes the project demonstrates how autonomous traffic management systems could help support the wider evolution of digital supply chains by enabling safe, scalable coordination of commercial drone fleets without relying on traditional air traffic control.

Flytrex has completed more than 200,000 drone deliveries across the United States as it continues expanding autonomous delivery services for suburban communities.

Little Caesars Partnership

Flytrex recently partnered with Little Caesars, one of the largest pizza chains in the world, to expand drone delivery with a new drone capable of delivering dinner for an entire family. Delivered by Flytrex’s Sky2 drone, the service now enables customers to receive two large pizzas and sodas in a single drone delivery, a first for on-demand food delivery by air.

The first Little Caesars location in Wylie, TX is live and introduces a first-of-its-kind direct integration with Little Caesars’ ordering systems, allowing orders placed via the Flytrex app to flow directly into existing point of sale systems.

“Innovation at Little Caesars has always been driven by one thing—making it easier for customers to enjoy our pizza,” said Trish Heusel, Vice President of Innovation at Little Caesars. “Partnering with Flytrex to bring full family meals by drone delivery is a major leap forward, and a clear example of how we’re pushing the boundaries of convenience, speed, and accessibility in our category.”

“Flytrex is laser-focused on making on-demand food delivery by drone a reality for everyday families,” said Amit Regev, CEO and co-founder of Flytrex. “A big part of advancing this market is making sure people can get the food they actually want, when they want it. Until now, drones simply weren’t capable of delivering a full family meal. The Sky2 changes that. This partnership with Little Caesars expands what drone delivery can do and better meets customers’ expectations, which will drive real, lasting adoption of this technology.”

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