Tier 1 Progress Is Not Cascading Through Supply Chains

The 10th edition of the EcoVadis Sustainability Ratings Index, based on nearly 200,000 scorecards from more than 100,000 companies assessed between 2021 and 2025, found that sustainability improvements are largely concentrated within tier 1 suppliers.

According to the report, 80 per cent of rated companies have no documented process for identifying or managing sustainability risks within their own supply chains. In addition, 73 per cent do not report upstream Scope 3 emissions, while 77 per cent have no downstream emissions tracking.

The report also found that only 2 per cent of companies provide an external grievance mechanism that workers deeper in the supply chain can use to report human rights concerns, while fewer than 1 per cent share detailed, decision-grade sustainability data with buying organisations.

Climate and Human Rights Performance Continues to Improve

Despite the challenges further down the supply chain, the report identifies continued progress within suppliers’ own operations.

Environmental performance recorded the largest improvement of the four themes assessed, with average scores increasing by 9.6 points between 2021 and 2025. The proportion of companies achieving Advanced+ status, with scores of 65 or above on the EcoVadis 0-100 scale, increased from 17 per cent to 38 per cent over the same period.

Climate action also continued to develop, with 46 per cent of rated suppliers purchasing or generating renewable energy and 38 per cent providing climate training for employees. However, the report found that 78 per cent of companies have not established science-based carbon reduction targets.

Labour and Human Rights remained the highest-scoring theme, with an average global score of 59.5. According to the report, 80 per cent of companies have formal diversity, equity and inclusion (DEI) policies, while 78 per cent have employee health and safety policies in place.

Sustainable Procurement Remains a Weakness

EcoVadis found that supplier sustainability verification continues to rely heavily on documentation rather than direct assessment.

According to the report, 42 per cent of companies still depend on unverified supplier questionnaires, while only 46 per cent require suppliers to sign a sustainability code of conduct. Just 20 per cent conduct on-site supplier audits, a figure that has changed little over the past four years.

Supplier Data Quality Limits AI Adoption

The report also highlights the relationship between supplier data quality and the increasing use of artificial intelligence (AI) in sustainable procurement.

According to the accompanying EcoVadis Barometer 2026 report, 68 per cent of corporate buyers have deployed AI tools within their sustainable procurement programmes, with 62 per cent using them to validate carbon data.

However, supplier data remains a significant constraint. The report found that 30 per cent of suppliers provide no carbon data, while a further 26 per cent submit only aggregated estimates.

“Organisations have built sophisticated tools to analyze supplier sustainability data. The suppliers either don’t have that data or can’t report it in a form the tools can use,” said Sylvain Guyoton, Chief Rating Officer, EcoVadis. “Better software does not close that gap. The measurement problem lives in the supply base itself, and closing it requires sustained engagement over time: structured assessment, scored performance, and documented follow-through.”

Long-Term Supplier Engagement Improves Performance

The report suggests that sustained supplier engagement can significantly improve sustainability performance.

Across company sizes and sectors, organisations that had received multiple EcoVadis ratings scored an average of 63.2, compared with 51.5 for companies being assessed for the first time, representing an average improvement of 12 points.

“Companies willing to treat supplier engagement as an ongoing process, rather than a one-time compliance exercise, close the distance between what they intend and what they can actually verify,” added Sylvain Guyoton.

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ACCELERATING THE NEXT PHASE

London-based AI infrastructure company OLIX has raised $312 million in a Series B funding round, valuing the business at $3.3 billion just two years after its founding.

The funding marks another milestone for Founder James Dacombe as OLIX prepares to bring its first AI inference platform to market and expand its global engineering footprint.

The financing attracted new investors including Fundomo, Arm, Hudson River Trading, and angel investor Reed Hastings, co-Founder of Netflix. Existing backers Hummingbird Ventures, Crane, Plural, Creandum, Phoenix Court, and Transition also increased their commitments, signalling continued confidence in the company’s long-term vision.

Alongside the investment, OLIX has strengthened its leadership with two high-profile appointments. Professor Nick McKeown has joined the board of directors, whilst former Wise CFO Matt Briers has been named Chief Financial Officer.

McKeown is recognised as one of the pioneers of modern networking, having co-invented software-defined networking, OpenFlow, and P4. A Professor Emeritus at Stanford University and recipient of the 2025 Marconi Prize, he has also founded several networking companies, including Nicira and Barefoot Networks.

REIMAGINING AI INFERENCE

OLIX believes the current approach to AI inference hardware is approaching its efficiency limits.

Rather than relying on increasingly powerful general-purpose processors, the company has developed an architecture that assigns specialised chips to individual stages of the AI inference process. By fully distributing AI models across multiple chips, its X-1 platform creates a production line where each processor performs a dedicated task whilst retaining the flexibility to support evolving model architectures.

At the heart of the system is a proprietary optical interconnect that transfers data between chips using light rather than copper, reducing both latency and energy consumption. Combined with a deterministic compiler that schedules workloads across multiple racks, OLIX believes the approach will improve AI inference performance whilst reducing operational costs.

The first processor in the platform, DX-1, has been designed specifically for the decoding stage of AI inference, where models generate responses. The company says the accelerator is capable of delivering more than 10,000 tokens per second per user for 100-billion-parameter models, whilst maintaining higher output token throughput per watt than conventional general-purpose chips.

SCALING FOR THE FUTURE

DX-1 has also been engineered with scalability and supply chain resilience in mind.

The processor stores AI models in fast on-chip SRAM memory to improve energy efficiency and reduce latency. It also avoids the use of advanced packaging and high-bandwidth memory, two components that remain in particularly short supply across the semiconductor industry.

According to OLIX, the architecture has been designed to scale efficiently to AI models exceeding 10 trillion parameters, supporting increasingly demanding inference workloads as frontier AI continues to evolve.

BUILDING TOWARDS COMMERCIAL DEPLOYMENT

The new funding will support the delivery of DX-1 to OLIX’s first customers during the second half of 2027, whilst accelerating development of the wider custom silicon platform underpinning its AI infrastructure.

Investment will also fund manufacturing capacity and supply chain commitments needed to scale production, alongside continued recruitment across silicon, photonics, compiler, and systems engineering teams in London, Bristol, Austin, Toronto, and San Francisco.

Founded in London in 2024, OLIX designs every element of its AI inference systems, from chips and optical networking technology to complete rack-scale infrastructure. With fresh capital, expanded leadership, and commercial deployment on the horizon, the company is positioning itself to support the next generation of frontier AI workloads.

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A FIVE-YEAR ROADMAP FOR GROWTH

Stellantis has unveiled FaSTLAne 2030, a five-year strategic plan that will guide the company’s growth between 2026 and 2030 through investments exceeding €60 billion.

Designed to deliver sustainable, profitable growth, the strategy combines Stellantis’ portfolio of global brands with focused capital allocation, technological innovation, regional decision-making, and an expanded network of strategic partnerships.

“We have great people, global scale, unmatched brands, deep regional roots and strong dealer partnerships,” says Antonio Filosa, CEO of Stellantis.

“Combined with innovation, execution and win-win partnerships, those strengths position us to deliver on our FaSTLAne 2030 ambitions – moving people with brands and products they love and trust.”

Built around six strategic pillars, the roadmap focuses on sharper portfolio management, disciplined investment, partnerships, manufacturing optimisation, operational excellence, and empowering regional teams.

INVESTING IN BRANDS AND TECHNOLOGY

Approximately 60 percent of the planned investment will support Stellantis’ brands and products, including the launch of more than 60 all-new vehicles and around 50 significant model refreshes across battery electric, plug-in hybrid, hybrid, and internal combustion powertrains.

The company has identified Jeep, Ram, Peugeot, and FIAT as its four global brands, with 70 percent of brand and product investment directed towards these marques and Pro One, Stellantis’ commercial vehicle business.

The remaining 40 percent of investment will be allocated to global platforms, powertrains, and technology, with the aim of simplifying vehicle architectures while allowing brands to maintain distinct customer experiences.

By 2030, Stellantis expects half of its global annual vehicle volume to be built on three global platforms, including the new STLA One architecture, whilst AI-enabled technologies such as STLA Brain, STLA SmartCockpit, and STLA AutoDrive are scheduled to launch in 2027.

PARTNERSHIPS AND REGIONAL STRENGTH

Strategic collaborations form another cornerstone of FaSTLAne 2030.

Stellantis plans to expand partnerships with organisations including Leapmotor International, Dongfeng, Tata, Jaguar Land Rover, Applied Intuition, Qualcomm, Wayve, NVIDIA, Uber, Mistral AI, and CATL to accelerate product development, strengthen manufacturing, improve sourcing, and expand market reach.

Alongside these partnerships, the company is placing greater responsibility in the hands of its regional businesses.

Each region will develop plans tailored to local customer preferences whilst benefiting from Stellantis’ global scale. North America is expected to receive 60 percent of investments in brands and products, whilst Enlarged Europe will focus on affordable electric mobility, including a new generation of European-built city EVs based on the forthcoming STLA One platform.

DELIVERING LONG-TERM VALUE

Operational execution is another major focus of the strategy.

Stellantis aims to reduce vehicle development times from as much as 44 months in 2026 to 24 months, whilst targeting top-quartile quality performance across all regions by 2028.

The company’s Value Creation Program is expected to generate €6 billion in annual cost reductions by 2028, supported by more than 120 AI applications already deployed throughout its operations.

Financially, FaSTLAne 2030 targets revenue growth from €154 billion in 2025 to €190 billion by 2030, alongside a seven percent adjusted operating income margin, €6 billion in industrial free cash flow, and more than €1.5 billion in adjusted operating income from Stellantis Financial Services.

Together, these initiatives are intended to strengthen Stellantis’ competitiveness whilst delivering greater customer value through focused investment, technological innovation, and regionally tailored execution.

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AI BECOMES A PREMIUM BANKING BENEFIT

Revolut is expanding its premium banking proposition through a new partnership with OpenAI, bringing ChatGPT Go to millions of retail customers as demand for artificial intelligence continues to grow.

The collaboration gives eligible customers access to ChatGPT Go at no additional cost for up to 12 months, depending on their subscription plan, reinforcing Revolut’s strategy of extending value beyond traditional financial services.

As AI becomes increasingly embedded in both professional and personal life, the partnership aims to provide customers with access to advanced productivity tools while simplifying subscription management through a single banking platform.

With almost one billion people using ChatGPT every week to learn, create, solve problems, and complete everyday tasks, the announcement reflects the growing role of AI as an essential digital service rather than an optional technology.

EXPANDING EVERYDAY PRODUCTIVITY

ChatGPT Go provides users with significantly higher usage limits than the free service, alongside additional capabilities including more file uploads, document analysis, image generation, and memory.

The enhanced functionality is designed to support a wide range of everyday activities, from researching purchases and planning travel to organising personal tasks and running a business, allowing customers to use AI more seamlessly without encountering free-tier restrictions.

The offering follows the launch of OpenAI’s GPT 5.6 model family, providing Revolut customers with access to the latest generation of AI capabilities through their existing banking subscription.

Eligible customers will receive different access periods depending on their plan. Ultra subscribers receive 12 months of ChatGPT Go alongside a 12-month Buddy Pass, while Metal customers receive 12 months of complimentary access. Premium, Revolut Pro, and Revolut Mobile customers receive six months, while Plus and Standard customers will receive a promotional three-month offer.

The three-month promotional offer for Plus and Standard customers will be rolled out in the coming weeks, while benefits for all other eligible plans are available immediately.

BUILDING VALUE BEYOND FINANCE

The partnership forms part of Revolut’s wider strategy to position its subscription plans as comprehensive lifestyle offerings rather than purely financial products.

By combining premium services into a single membership, the company aims to reduce the need for multiple standalone subscriptions while increasing the overall value available to customers. According to Revolut, its subscription portfolio now represents a combined value of £4,000 per year across travel, transport, health, fitness, learning, creativity, and entertainment services.

Tara Massoudi, Partner and General Manager for Premium Products at Revolut, said: “We want to empower our customers with tools that are part of their entire day, beyond finance. We’ve been building an extensive portfolio that supports how they travel, work, connect, and take care of their health.

Emmanuel Marill, Managing Director, EMEA, at OpenAI, added: “We’re excited to partner with Revolut to bring ChatGPT Go to its millions of customers worldwide, so they can use AI to make everyday life easier – from tackling life admin and planning trips to learning and creating. With this partnership even more people will be able to get even more from AI.”

The collaboration underscores how financial services providers are increasingly evolving into digital lifestyle platforms, using strategic partnerships to deliver technology, productivity, and everyday services alongside core banking products.

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Rockwell Automation is helping Belgian energy producer Luminus strengthen cybersecurity across its operational technology estate through the deployment of its SecureOT Platform, enhancing asset visibility, risk management, and regulatory readiness across critical infrastructure.

Rockwell Automation has announced that Belgian electricity producer and energy supplier Luminus has selected its SecureOT Platform to enhance cybersecurity resilience throughout its operational technology (OT) environment. 

The deployment forms part of the Rockwell Automation SecureOT industrial cybersecurity solution suite, providing an OT-focused platform that delivers asset visibility, vulnerability management, and risk prioritization. Designed to support organizations regardless of their cybersecurity maturity, the platform adopts a vendor-neutral approach while aligning with recognized industry standards and regulatory frameworks, including IEC 62443 and the NIS2 Directive. 

By improving visibility into industrial assets and supporting proactive risk management, the platform enables organizations to maintain operational uptime while preparing for increasingly stringent cybersecurity requirements. 

MEETING MODERN ENERGY INFRASTRUCTURE DEMANDS  

As industrial environments become more interconnected, energy providers are placing greater emphasis on protecting critical infrastructure while maintaining reliable operations. For companies such as Luminus, this means strengthening operational continuity alongside effective asset lifecycle management and cybersecurity resilience. 

SecureOT Platform has been developed to provide organizations with a comprehensive view of OT assets across multi-vendor environments, helping operators identify vulnerabilities and prioritize remediation efforts according to risk. 

“Energy producers are managing increasingly complex and connected operational environments, where visibility and risk management across OT systems are essential,” said Rick Kaun, Global Director, Cybersecurity Services, Rockwell Automation.  

BUILDING LONG-TERM OPERATIONAL RESILIENCE  

Luminus operates a broad portfolio of generation assets spanning thermal, hydro, battery, and wind facilities. Under the agreement, SecureOT Platform will be deployed across the company’s industrial operations to improve visibility into OT assets and support a more systematic approach to identifying, assessing, and managing cyber risk. 

The implementation was delivered through a collaborative model that combined Rockwell Automation’s expertise with the development of in-house capabilities at Luminus. Following the successful rollout, the energy company is independently expanding deployment by progressively integrating additional OT assets into the platform. 

This ongoing approach is providing increased visibility across its industrial environment while establishing a scalable and consistent framework for cybersecurity risk management throughout the organization. 

SUPPORTING COMPLIANCE AND INTERNAL EXPERTISE  

Alongside strengthening cybersecurity resilience, the deployment is also helping Luminus address evolving regulatory requirements while developing internal operational expertise. 

“We are committed to continuously strengthening the security and resilience of our OT environments. Growing regulatory requirements, including NIS2, together with an increasingly complex threat landscape, require a structured approach to understanding and managing cyber risk,” said Maarten Baert, O&M Manager for Cybersecurity, Infrastructure & Network, Luminus.  

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Sustainability and AI: Coupa Advances Responsible AI and Climate Commitments

Coupa has published its sixth annual Sustainability Report, detailing progress across artificial intelligence governance, climate action and corporate responsibility while demonstrating how its autonomous spend management platform is supporting organisations in meeting sustainability, resilience and compliance objectives.

The report marks a significant milestone for the company following its achievement of ISO/IEC 42001 certification, the international standard for artificial intelligence management systems, alongside the launch of an AI Centre of Excellence.

According to Coupa, the certification reinforces its commitment to developing AI capabilities that are ethical, transparent and secure, helping customers adopt agentic AI with greater confidence.

“ISO 42001 compliance reinforces that we are developing our AI capabilities in the most ethical, transparent, and secure way, giving customers peace of mind to continue innovating with Coupa AI and deepening their agentic AI investments,” said Mitch Jones, Chief Information Security Officer (CISO), Coupa.

Key Achievements

• Achieved ISO/IEC 42001 certification for AI governance.
• Launched an AI Centre of Excellence.
• Reduced Scope 3 emissions intensity by 42 per cent from the FY23 baseline.
• Reduced Scope 1 and 2 emissions by 54 per cent from the FY23 baseline.
• Completed its Climate Transition Plan and Climate Risk and Opportunity Analysis.
• Reported more than $320 billion in customer lifetime savings generated through Coupa AI.
• Supported 848 non-profit organisations through more than 4,000 employee volunteering hours.

Climate Strategy Delivers Measurable Progress

Alongside its AI governance initiatives, Coupa reported continued progress against its climate commitments.

The company reduced Scope 1 and 2 greenhouse gas emissions by 54 per cent from its FY23 baseline and achieved a 42 per cent reduction in Scope 3 emissions intensity while continuing business growth.

During the year, Coupa also completed its Climate Transition Plan, setting out its roadmap towards net zero emissions by FY41, while continuing to operate its offices using 100 per cent renewable electricity.

Using Spend Data to Support Sustainable Procurement

Coupa said its AI-native platform now draws on more than $10 trillion of community-generated spend data across a network of more than 11 million buyers and suppliers.

The company says customers have realised more than $320 billion in lifetime savings through Coupa AI, while using procurement data to improve supplier diversity, manage Environmental, Social and Governance (ESG) risks and make more sustainable sourcing decisions.

Examples highlighted in the report include:

• Kantar, which uses Coupa’s Source-to-Pay platform to support its 12.5 per cent supplier diversity target while reducing costs.
• Save the Children International, which reconciles more than 97 per cent of over 4,000 monthly banking transactions automatically across 120 banking partners and 500 accounts.
• Ecore International, which has unified sourcing, supplier management, purchasing and spend analysis through a single platform.

Sustainability Remains Central to Growth Strategy

Chief Executive Officer Leagh Turner said sustainability continues to underpin the company’s long-term business strategy.

“Twenty years ago, we asked our customers to trust us with their data. With their trust, we are building the future of agentic trade because we believe that insightful, data-driven spend management is one of the most powerful levers that companies have to create a more resilient, equitable, and sustainable world,” said Leagh Turner, Chief Executive Officer, Coupa.

The report also highlights wider corporate initiatives completed during FY26, including the granting of 15 US patents, with 25 per cent co-invented by women, more than 4,000 employee volunteering hours supporting 848 non-profit organisations, and over 29,000 hours of employee professional development.

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GROWING IMPORTANCE OF MICE IN HEALTHCARE

As healthcare and life sciences continue to evolve at pace, the meetings, incentives, conferences, and exhibitions (MICE) sector is playing an increasingly important role in bringing together professionals to exchange knowledge, navigate complex regulations, and accelerate innovation.

From advances in artificial intelligence (AI) and biotechnology (BioTech) to shifting compliance requirements and growing international collaboration, the industry’s rapid transformation is creating demand for more specialised events tailored to the unique needs of healthcare professionals.

Against this backdrop, M&I Healthcare is preparing to launch its first-ever US forum in Dallas, Texas, between 29^th August and 1^st September 2027, marking a significant milestone in the organisation’s expansion and bringing its specialist, community-driven model to one of the world’s largest healthcare and life sciences markets.

Unlike traditional business events, healthcare meetings must balance scientific education, regulatory compliance, and meaningful commercial engagement, requiring organisers to create environments where trusted knowledge-sharing and business development can coexist responsibly.

As the sector becomes increasingly specialised, curated communities, targeted networking, and accredited educational opportunities are becoming essential for delivering lasting value.

We sit down with Paula Jurvanen, Managing Director at M&I Forums, to discuss why healthcare and life sciences has become one of the fastest-growing specialist sectors within the global events industry, the trends shaping how professionals connect and collaborate, and how M&I Healthcare – the specialised life sciences and medical arm of M&I Forums – is supporting the next generation of compliant, community-driven events.

Firstly, why do you think the healthcare and life sciences MICE sector has become one of the fastest-growing and most specialist areas within the global events industry?

Paula Jurvanen, Managing Director (PJ): Healthcare and life sciences is a sector unlike any other within the meetings and events space because it sits at the intersection of science, industry regulation, and human impact.

Every event must balance rigorous compliance requirements with the need to bring people together to share knowledge, collaborate, and ultimately improve patient outcomes.

At the same time, innovation within healthcare is accelerating at an incredible pace. Advances in areas such as AI, precision medicine, BioTech, and digital health are transforming the sector, while evolving regulations and changing global healthcare priorities mean professionals need regular opportunities to exchange knowledge and stay up to date.

That combination of rapid innovation, increasing complexity, and strict regulatory oversight means healthcare professionals are looking for specialist events that understand their world rather than generic industry gatherings.

It’s why we’ve seen such strong demand for M&I Healthcare and why we believe dedicated communities like this have such an important role to play in the future of the industry.

What do you think 2027 demands from healthcare event professionals as compliance requirements, scientific innovation, and international collaboration continue to evolve?

PJ: Healthcare event professionals are expected to wear more hats than ever before. They need a strong understanding of compliance and evolving regulations across different markets, while also creating events that facilitate meaningful collaboration, education and business outcomes.

Technology will continue to play an increasingly important role, whether that’s using data to create more personalised event experiences, embracing AI to improve planning and efficiency, or helping delegates access knowledge in more engaging ways. But technology should support human connection, not replace it.

Perhaps most importantly, organisers need to create environments where scientific learning and commercial conversations can coexist responsibly. The most successful healthcare events will be those that combine trusted education, compliance accreditation and carefully curated business connections in a way that delivers genuine value for everyone involved.

How are organisers staying ahead of the curve, and what trends are you seeing in how healthcare and life sciences professionals are connecting, collaborating, and doing business?

PJ: The best organisers are staying close to their communities and working alongside industry advisors, compliance specialists, and healthcare experts to ensure their events continue to reflect the changing needs of the sector.

One trend we’re seeing very clearly is a move away from larger, transactional networking towards smaller, more curated communities where every interaction has greater relevance. Healthcare professionals are incredibly busy, so they’re looking for events that respect their time and deliver high-quality conversations rather than simply high volumes of meetings.

We’re also seeing a growing appetite for practical education. Delegates increasingly want content that they can take back into their organisations immediately, alongside opportunities to share experiences with peers facing similar challenges.

That’s why education has become such an important part of the M&I Healthcare experience, developed in partnership with specialists including 3Sixty and supported by accredited learning opportunities from partners in Europe such as Healthcare Venues and, for the US, MPI.

Why is North America the natural next step for M&I Healthcare, and what opportunities does the region present for the forum’s future growth?

PJ: North America was the natural next step because it’s home to one of the world’s largest and most innovative healthcare and life sciences sectors. It brings together leading pharmaceutical companies, BioTech organisations, research institutions, healthcare providers and world-class meeting infrastructure, creating an environment where collaboration is essential.

Over the past few years, we’ve seen growing demand from both buyers and suppliers for a dedicated M&I Healthcare event in North America. Our European forums have demonstrated the value of bringing this specialist community together through carefully curated meetings, industry-leading education and meaningful networking, and we’re excited to introduce that same model to a new audience.

Dallas is an ideal launch destination because of its strength as both a healthcare hub and a major meetings destination, providing the perfect platform for the next phase of M&I Healthcare’s growth.

How will M&I Healthcare’s first US forum in Dallas help connect the healthcare and life sciences community, and what can delegates expect from the experience?

PJ: Our focus has always been on quality rather than quantity, and Dallas will be no different.

Delegates can expect highly relevant, pre-scheduled one-to-one meetings with organisations that genuinely match their business objectives, alongside specialist educational sessions designed specifically for the healthcare meetings community. Every aspect of the programme has been created with the unique requirements of healthcare and life sciences professionals in mind.

What makes M&I Healthcare different is that it isn’t simply a meetings event with a healthcare label attached. It’s a forum built specifically for this sector, where everyone in the room understands the importance of compliance, regulation and responsible engagement.

Alongside the business meetings, delegates will have the opportunity to exchange ideas with peers, learn from recognised industry experts and build long-term relationships that continue well beyond the event itself. That’s ultimately what M&I Healthcare is about – creating a trusted community that supports both professional development and business growth.

Looking ahead, what does the future hold for M&I Healthcare, and how do you plan to continue supporting the growth of the global healthcare meetings industry?

PJ: We’re incredibly excited about the future.

Our ambition is to continue building M&I Healthcare as a year-round global community rather than simply a series of annual events. That means continuing to invest in specialist education, strengthening partnerships with leading industry organisations and creating more opportunities for meaningful collaboration throughout the year.

We’re also seeing increasing demand for more focused, high-value conversations. As the healthcare meetings sector becomes more specialised, we’ll continue refining our matchmaking, educational content and community-building to ensure every connection is relevant and every event delivers measurable value.

The launch of Dallas alongside our continued investment in Europe through Milan marks an important milestone, but it’s only the beginning. Our goal is to continue supporting healthcare and life sciences event professionals with forums that combine compliant business meetings, practical learning and lasting relationships, helping the global healthcare meetings community connect, collaborate and grow together

The post “Healthcare Professionals are Looking for Specialist Events That Understand Their World” : Q&A with Paula Jurvanen, M&I Healthcare appeared first on North America Outlook.

AI and Digital Procurement Fuel Growth

Amazon Business has reached USD$60 billion in annualised gross sales during the second quarter, reflecting continued demand for digital procurement solutions from organisations seeking to improve purchasing efficiency and reduce costs.

The business buying platform now serves more than 11 million organisations across 11 countries, with more than 1.8 million new organisations joining during the first half of the year.

Customers range from hospitals, schools and manufacturers to hotels, with Amazon Business reporting that 97 of the Fortune 100 companies now use the platform.

AI Tools Improve Purchasing Efficiency

The company has introduced several AI-powered tools designed to help procurement teams identify savings opportunities and improve purchasing decisions.

These include Amazon Business Assistant, which provides real-time account support and purchasing recommendations based on previous buying activity, Savings Insights, which analyses spend to identify opportunities such as quantity discounts and repeat ordering, and Spend Anomaly Monitoring, which alerts organisations to unusual purchasing activity to help reduce errors and unnecessary expenditure.

Shelley Salomon, Worldwide Vice President of Amazon Business, said: “Organizations of all sizes trust Amazon Business for vast selection, everyday value, and fast, reliable delivery—and that trust is reflected in our continued growth.

As organizations look to do more with less, we’re inventing new ways to help them save time and money—and reinvest in growing their business.”

Expanding Product Selection Supports Supplier Consolidation

Amazon Business has expanded its product catalogue by nearly 30 per cent globally this year, with growth across categories including repair tools, office furniture and fresh groceries.

Additional procurement tools such as Guided Buying help organisations direct employees towards preferred products, while Alexa for Shopping Assistant supports product discovery and evaluation.

Logistics Network Supports Business Deliveries

To strengthen fulfilment capabilities, Amazon Business completed more than half a billion deliveries worldwide last year.

The company is also expanding its dedicated business delivery network across 13 US states with purpose-built delivery vehicles designed to serve commercial locations, including warehouses, office buildings, universities and distribution facilities.

The service supports scheduled delivery windows, palletised freight, parcel deliveries and consolidated drop-offs to improve delivery predictability for business customers.

Prime Business Adds Operational Benefits

Amazon Business has also expanded the benefits available through Prime Business membership.

Recent additions include Amazon Quick, an artificial intelligence (AI) assistant designed to help organisations schedule meetings, create dashboards and generate work outputs using enterprise security and governance provided through Amazon Web Services (AWS).

The platform has also introduced benefits through partnerships with CrowdStrike, Gusto and QuickBooks, supporting cybersecurity, payroll and accounting alongside procurement activities.

Scott Thompson, Vice President, Logistics, North America, at Carnival Corporation, said: “Amazon Business has made it easier for our teams to get what they need, when they need it. Procurement tasks that used to take hours—searching across vendors, routing approvals, reordering supplies—can now be done in minutes. It’s a better experience for our team members, and we’re looking forward to building on that with Amazon Business as we find new ways to improve how we work.”

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AI Investment Continues to Grow

The Forrester Consulting Opportunity Snapshot, commissioned by Basware, found that 76 per cent of enterprise finance and AP decision-makers plan to increase AI investment over the next 12 to 24 months.

However, the study found that 68 per cent require demonstrable return on investment (ROI) before committing additional spending on finance technology, while 55 per cent expect AI investments in AP to deliver payback within six to 24 months.

According to the research, 67 per cent of finance teams already use AI for targeted AP applications, but only 39 per cent have established AI centres of excellence capable of operating at scale.

Governance Becomes a Priority

The study found that finance leaders are placing greater emphasis on governance and control as AI adoption matures.

According to the survey, 64 per cent of respondents prioritise stability and compliance over innovation when selecting AI technologies, while only 46 per cent believe they have achieved an effective balance between governance and innovation.

The report also found that 65 per cent of finance leaders believe major or urgent improvements are needed to meet new financial regulations, while 63 per cent identified growing demand for data-backed decision-making.

Accounts Payable Emerges as an AI Test Case

Basware said accounts payable has become an important area for demonstrating the business value of AI because financial outcomes can be measured more easily.

“Finance is a strong place to start with AI because the value can be measured,” said Donna Wilczek, Chief Product and Technology Officer, Basware. “The challenge is getting from ambition to execution in a way the business can trust. Once outcomes are proven, the remit can grow.”

The company said organisations are increasingly evaluating AI based on its performance in live operational environments, where process complexity can expose weaknesses in business cases.

Trust And Auditability Drive AI Adoption

According to Basware, finance leaders are increasingly focused on ensuring AI decisions are transparent and auditable.

The company said AI agents handling tasks such as invoice exception management or approval recommendations require appropriate permissions alongside a reliable audit trail documenting every decision.

“Governed AI is no longer aspirational, it’s a board-level requirement,” said Donna Wilczek, Chief Product and Technology Officer, Basware. “Every AI decision in accounts payable needs to be logged, traceable, and auditable from the moment it’s made, not reconstructed after the fact.”

Basware said its Governed Autonomy framework enables finance teams to define how much authority AI systems have, while retaining human oversight where judgement is required. The framework establishes three levels of AI authority—Advisor, Collaborator and Operator—with greater autonomy introduced only as performance is demonstrated.

From Experimentation to Operational Execution

The findings suggest finance organisations are moving beyond AI experimentation towards operational deployment supported by governance and measurable business outcomes.

According to the study, future investment decisions are likely to depend less on AI capabilities alone and more on organisations’ ability to demonstrate control, compliance and financial value as AI becomes more widely embedded within finance and procurement operations.

The study surveyed 231 decision-makers responsible for finance and AP technology across the UK, US, France and Germany during March 2026.

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ESG Report Introduces Double Materiality Assessment

JAGGAER has published its 2025 ESG Report, marking five consecutive years of sustainability reporting and setting out the company’s latest environmental, social and governance priorities.

A key addition to this year’s report is JAGGAER’s first Double Materiality Assessment (DMA), carried out with reference to the European Sustainability Reporting Standards (ESRS). The assessment evaluates both the impact of the company’s activities on society and the environment, and how sustainability-related risks and opportunities could affect the business. According to JAGGAER, the findings have shaped the priorities and scope of its latest ESG reporting.

The company also said it has continued to develop its Plan Zero climate strategy while embedding additional ESG capabilities into its JAGGAER One Source-to-Pay platform.

Andrew Roszko, Chief Executive Officer at JAGGAER, said: “This is not simply a record of what we have measured or disclosed. It is a reflection of who we are, and a commitment to who we are becoming. This report reflects a structured, evidence-based program that we are committed to improving year over year. Our aim is to measure our impact honestly and to support our customers as they work toward their own sustainability goals.”

Key Achievements

• First Double Materiality Assessment: Published its first Double Materiality Assessment, aligned with the European Sustainability Reporting Standards (ESRS), to strengthen ESG reporting and identify both business risks and environmental and social impacts.
• EcoVadis Performance: Improved its EcoVadis sustainability score by 83 per cent since 2021, rising from 41 to 75 and placing JAGGAER in the top 8 per cent of more than 130,000 companies assessed globally and the top 4 per cent in its industry.
• Industry-First AI Certification: Became the first Source-to-Pay provider to achieve ISO/IEC 42001 certification, the international standard for Artificial Intelligence Management Systems, recognising its approach to responsible AI governance.
• Climate Progress: Reduced total greenhouse gas emissions by 42 per cent since 2021 and remains on track to meet its Science Based Targets initiative (SBTi) commitments, supported by a refined emissions measurement methodology.
• People and Workplace Recognition: Achieved external recognition for its workplace culture, with JAGGAER India earning Great Place to Work® certification and its North America business named a Gallagher Best-in-Class Employer for the fourth consecutive year.

Climate Strategy Delivers Emissions Reductions

JAGGAER has now measured and published its greenhouse gas (GHG) emissions for five consecutive years.

Since its 2021 baseline, the company reports a 42 per cent reduction in total emissions. Scope 1 and Scope 2 emissions have fallen by 23 per cent, while Scope 3 emissions have decreased by 43 per cent, exceeding the company’s Science Based Targets initiative (SBTi)-aligned 2030 target.

JAGGAER attributes part of this progress to a refined emissions measurement approach developed in collaboration with enterprise sustainability platform Watershed.

The company also reported a significant improvement in its EcoVadis sustainability rating. Its overall score has increased by 83 per cent since its first assessment in 2021, placing JAGGAER among the top 8 per cent of companies assessed globally and the top 4 per cent within its industry in 2025.

Responsible AI Governance Recognised

Alongside its environmental progress, JAGGAER highlighted advances in AI governance.

During 2025, the company became the first Source-to-Pay provider to announce certification to ISO/IEC 42001, the international standard for Artificial Intelligence Management Systems.

JAGGAER said the certification reflects its approach to responsible and transparent AI governance, aligned with both the National Institute of Standards and Technology (NIST) AI Risk Management Framework and the European Union AI Act.

Workforce and Community Investment Continue

The report also outlines progress across the company’s social commitments.

By the end of 2025, JAGGAER employed more than 1,200 people across 17 countries. Women represented 41.8 per cent of the global workforce and held 35 per cent of management positions.

Employee volunteering also increased during the year, while the company received external recognition for its workplace culture. JAGGAER India achieved Great Place to Work® certification, and its North America business was recognised as a Best-in-Class Employer by Gallagher for the fourth consecutive year.

The latest report forms part of JAGGAER’s ongoing ESG reporting programme, with the company stating that its sustainability strategy is intended to support both its own operations and customers seeking to achieve their environmental and procurement objectives.

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Stronger controls for procurement and finance teams

The latest updates to the Mastercard In Control virtual card platform introduce stronger controls across the payment lifecycle while providing a single API connection to Mastercard’s expanding embedded payments network. The enhancements are intended to support organisations looking to scale virtual card programmes, improve spend visibility and reduce operational complexity.

As virtual cards become more widely used across procurement, accounts payable and corporate payments, Mastercard has introduced new capabilities to improve governance and reduce fraud.

The new Issuer Enforced Controls allow financial institutions to apply spending limits, transaction caps and card validity periods when virtual cards are created. Meanwhile, enhanced Clearing Controls extend validation beyond payment authorisation into the settlement stage, allowing businesses to block invalid transactions, enforce payment policies and improve reconciliation.

According to Mastercard, fraud rates on virtual cards are already significantly lower than traditional payment cards, with additional reductions achieved through the In Control platform.

Marc Pettican, Global Head of Corporate Solutions at Mastercard, said: “As payments become more digitized and embedded into business workflows, expectations for performance, security and control are higher than ever. We’re expanding our virtual card capabilities to deliver more unified and scalable experiences — helping partners simplify how they implement and scale virtual card programs with greater security, control and consistency.”

Simplifying embedded B2B payments

Mastercard has also expanded its Commercial Connect API, enabling organisations to access virtual card creation, payment initiation and payment controls through a single integration.

New capabilities include applying multiple control sets at the real card level, allowing businesses to enforce spending policies across all associated virtual cards without exposing sensitive payment credentials. The API also enables virtual card generation and payment initiation within a single workflow, reducing implementation effort for banks, enterprise platforms and corporate customers.

The company says the approach addresses a common challenge facing finance teams, with many organisations continuing to struggle to integrate payment systems with ERP and procurement platforms.

Growing embedded payments ecosystem

The enhancements build on Mastercard’s embedded virtual card programme, launched in 2025, which is expanding across procurement, expense management, ERP and accounts payable platforms.

Recent integrations include SAP, while partnerships with Emburse, HSBC and several travel technology providers are extending virtual card capabilities into procurement, travel and expense workflows.

Citi has become the first issuer to deploy both Issuer Enforced Controls and enhanced Clearing Controls and is expected to roll out the capabilities globally later this year.

Scott Southall, Global Head of Citi Commercial Cards & Domestic Payments at Citi, said: “Our deep collaboration with Mastercard makes Citi the first issuer to deliver these advanced security capabilities to the market on a global scale. This reflects our commitment to helping clients streamline payments and operate more securely and efficiently around the world.”

Thomas Mehlkopf, general manager and head of Treasury and Working Capital Management CoE at SAP SE, said: “Our partnership with Mastercard marks an important step toward Autonomous Finance, embedding virtual card payments directly into the workflows our customers already run. Putting AI to work automates accounts payable, giving finance teams greater visibility and control at scale, helping organizations strengthen working capital and make it easier to realize the benefits of secure, automated commercial payments, wherever they run SAP.“

Supporting digital procurement transformation

Mastercard’s latest platform enhancements reflect the growing demand for embedded, secure and automated B2B payment solutions that integrate directly with procurement and finance systems.

By combining stronger security controls, simplified API integration and an expanding embedded payments ecosystem, the company aims to help procurement teams, finance leaders and financial institutions reduce payment friction, improve visibility across commercial spending and support the wider digital transformation of source-to-pay processes.

Saket Nailwal, regional head of Commercial Cards, MENAT, HSBC, said: “Mobile virtual cards represent an important evolution in how businesses manage payments, combining the control and security of virtual cards with the convenience of mobile wallets. Our collaboration with Mastercard has enabled us to bring this capability to customers in the UAE, providing greater flexibility in how they make payments while maintaining the controls and security businesses expect. We see significant potential for mobile virtual cards as more organizations look for simpler, more secure and digitally enabled ways to manage business payments.”

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Customer Feedback Drives Operational Changes

The new initiatives are the latest phase of its brand transformation programme, which has focused on acting on customer feedback.

The company introduced the changes after receiving thousands of calls and text messages from guests following its Listening Initiative, which invited customers to share feedback directly with President Tom Curtis.

According to Burger King, customers consistently highlighted the importance of receiving accurate orders, high-quality food and a welcoming in-restaurant experience.

New Restaurant Role Focuses On Guest Experience

In response, Burger King has created the “Your Way Champion”, a redesigned restaurant manager role intended to place greater emphasis on customer service.

The Your Way Champion will serve as a visible point of contact for guests, wearing dedicated branding while welcoming customers, checking that orders are prepared as requested and resolving any issues that arise during a visit.

It is investing in additional staff training and restaurant resources to support the new role and help deliver a more consistent customer experience.

Whopper Guarantee Reinforces Quality Commitment

The company has also introduced a Whopper Guarantee covering its signature menu item.

If a Whopper does not meet a customer’s expectations, Burger King will continue to remake the burger immediately. In addition, customers will receive their next classic Whopper free.

To simplify the process, guests can scan a QR code printed inside their Whopper packaging to receive a unique six-digit code that can be redeemed during their next visit.

Investment In Restaurant Standards

“When we asked Guests where we could do better, they gave us a lot of honest feedback, and now it’s our responsibility to act on it,” said Tom Curtis, President of Burger King US&C.

“We’re not going to get everything right every single time, but we’re committed to listening intently and improving every day. When Guests choose us, they expect high-quality food, orders made the way they asked, and a team that’s there when they need us. That’s what these changes are about. We’re raising the standard in our restaurants, so every Guest feels like they made the right choice.”

Continuing Brand Transformation

Burger King said the Your Way Champion and Whopper Guarantee initiatives build on earlier improvements introduced as part of its customer-focused transformation programme.

The company plans to continue using customer feedback to guide future operational and menu developments, with additional initiatives expected later this year.

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3M AND MICROSOFT TEAM UP

3M and Microsoft have announced a strategic partnership to enhance artificial intelligence (AI) data center infrastructure and drive enterprise transformation.

Through this groundbreaking integration, they are set to redefine efficiency and performance in data management, paving the way for a new era of enhanced computational power and streamlined processes.

As part of this collaboration, Microsoft’s Azure cloud and AI infrastructure will become the first major hyperscale cloud provider to implement 3M’s Expanded Beam Optical (EBO) technology.

Additionally, 3M will utilize Microsoft’s AI and digital platforms to transform key business functions within the company.

Together, the two companies will combine Microsoft’s digital and hyperscale infrastructure with 3M’s expertise in materials science and precision manufacturing.

This partnership aims to accelerate the adoption of AI and strengthen the physical networks necessary for the growth of cloud and AI workloads.

INNOVATING DATA CENTERS FOR THE AI ERA

As Microsoft continues to develop high-performance, efficient, and sustainable infrastructure for enterprise and generative AI workloads, it will implement 3M’s proprietary EBO technology in its Azure data centers.

The technology utilizes an EBO interface, which eliminates the need for direct contact found in traditional connectors. This design allows for fiber connections to be installed more quickly, provides greater tolerance for contamination, and simplifies maintenance.

By incorporating this technology, Microsoft aims to reduce the frequency of cleaning and inspections while ensuring reliable optical performance in dense, high-volume deployment settings.

Initial applications of EBO technology by Microsoft have shown promise in shortening network deployment timelines in specific environments.

Additionally, the technology has proven to deliver strong signal performance even in live data center conditions, where exposure to dust and routine handling are common during installation and maintenance.

3M’S EBO TECHNOLOGY REVOLUTIONIZES AI INFRASTRUCTURE

3M is ramping up production of its EBO technology to meet the growing demand from hyperscalers and data center operators who are building the infrastructure needed for AI.

Leveraging decades of expertise in materials science and precision manufacturing, 3M has developed advanced single-mode expanded beam optical technology specifically designed for high-volume data center applications.

This supports disciplined commercialization and wider adoption across the data center ecosystem.

Additionally, 3M played a key role in establishing the EBO Multi-Source Agreement (MSA) to promote standardization and facilitate broader industry adoption of EBO technology.

TRANSFORMATING ENTERPRISE OPERATIONS

3M will implement Microsoft’s AI and digital capabilities across key areas of its enterprise transformation roadmap, which includes customer service, finance, sales, and marketing.

These initiatives aim to simplify processes, enhance decision-making, improve customer experiences, and boost employee productivity.

A notable collaboration involves Microsoft Frontier Company deploying engineers to assist 3M’s Global Business Services team with automating customer order management.

The two companies are developing an AI-driven workflow that will streamline tasks such as credit checks, delinquency assessments, and system updates. This workflow will include human oversight and a custom monitoring dashboard for real-time visibility and approvals.

This solution is expected to significantly reduce manual effort, enhance process speed and consistency, and accelerate cash flow. As a result, 3M staff will have more time to focus on higher-value work, leading to scalable and auditable operations.

A SMARTER FUTURE

Microsoft and 3M are set to enhance their partnership by deepening their technical collaboration.

This initiative will encourage more direct interactions between their engineering and commercial teams, paving the way for innovative joint projects.

The focus of this collaboration will be on harnessing 3M’s extensive expertise in areas such as materials science, optical connectivity, and advanced manufacturing techniques.

Together, they aim to address the increasingly sophisticated demands for reliability, rapid deployment, high-density solutions, and long-term scalability within Microsoft’s ecosystem of data centers and devices.

This partnership is poised to drive significant advancements in technology integration and performance, benefiting both companies and their customers.

Discover how 3M is shaping the future at 3M.com/news

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SHINING A LIGHT ON SUSTAINABILITY

Since 2009, leading US consumer electronics retailer Best Buy has been working toward its goal of achieving net zero emissions by 2040.

To make further progress, the company has established two new solar sites at its locations in New York and California. These solar projects will provide renewable, clean energy to the local communities and help reduce Best Buy’s carbon footprint.

These initiatives are part of Best Buy’s broader commitment to minimizing its environmental impact and promoting a circular economy. This approach emphasizes using fewer new natural resources and keeping products and materials in use for as long as possible.

The new solar sites are joining Best Buy’s existing solar projects in South Carolina, Michigan, California, and Texas. 

Here’s a look at the company’s new solar projects:  

BEST BUY SOLAR GARDEN – LONG ISLAND CITY, NEW YORK

The Best Buy store located in Long Island City stands out as a pioneering establishment, being the company’s first brick-and-mortar location to feature a rooftop community solar garden.

This innovative initiative harnesses solar energy, with the roof-mounted panels generating an impressive annual total of approximately 461,800 kilowatt-hours (kWh) of electricity. The substantial output not only provides clean energy but also significantly benefits the surrounding community.

The solar rooftop system is designed with a capacity of 371.8 kilowatts (kW-DC), making it capable of producing enough energy to effectively power about 44 homes and small businesses each year.

The eco-friendly energy produced by this system will be fed into the local electrical grid, where it will be distributed to subscribers enrolled in a third-party-managed community solar program.

This collaborative approach not only supports sustainable energy use but also empowers local residents by making renewable energy more accessible.

BEST BUY SOLAR FIELD – DINUBA, CALIFORNIA

The company has recently established an impressive solar field at its distribution center located in Dinuba.

This expansive installation is capable of generating approximately 5.87 million kWh of clean electricity annually. To put this into perspective, the energy produced is enough to power around 559 homes for an entire year.

The electricity generated by this innovative system will not only supply energy to the distribution center itself but will also significantly reduce Best Buy’s overall energy consumption, showcasing its commitment to sustainability and environmental responsibility.

Best Buy continues to take action to do better for the planet, its employees, customers, and the communities it serves. Read more about Best Buy’s sustainability efforts.  

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MEETING RISING DEMAND

Global aviation may be navigating geopolitical uncertainty and operational constraints, but Boeing believes the industry’s long-term trajectory remains firmly upward.

Released ahead of the Farnborough International Airshow, the company’s 2026 Commercial Market Outlook (CMO) projects that the global commercial fleet will expand by nearly 80 percent over the next two decades, surpassing 50,000 aircraft by 2045.

To meet this demand, airlines and cargo operators are expected to require almost 44,000 new aircraft, reflecting sustained passenger growth, expanding freight markets, and continued fleet renewal.

Half of those deliveries are expected to replace previous-generation aircraft with more fuel-efficient models, supporting both operational efficiency and wider sustainability ambitions.

“Airlines are adapting quickly to manage near-term industry constraints while demand for air travel remains resilient,” said Brad McMullen, Senior Vice President of Commercial Sales and Marketing at Boeing.

DEMAND REMAINS RESILIENT

Despite ongoing disruption across parts of the global aviation market, Boeing expects passenger demand to remain remarkably robust over the long term.

The company forecasts global passenger traffic will grow by around four percent annually, doubling between 2026 and 2045. While recent geopolitical tensions have affected some long-haul routes, particularly in the Middle East, travellers are largely changing destinations and routings rather than abandoning trips altogether.

Boeing also highlights broader structural drivers behind future demand, including growing tourism, expanding global trade, dispersed family networks, and increasing international connectivity.

Airlines continue to respond by expanding their route networks. Since 2015, almost 5,500 new airport pairs have been introduced, increasing global airline networks by nearly 30 percent and giving passengers greater access to direct services.

At the same time, carriers are diversifying their offerings. Premium travel continues to grow across mature markets such as North America and Northeast Asia, whilst low-cost airlines are expanding rapidly throughout emerging economies, improving affordability and widening access to air travel.

MODERNISING THE GLOBAL FLEET

Fleet expansion will be matched by significant modernisation over the next 20 years.

Of the projected 43,625 aircraft deliveries, more than 33,500 will be single-aisle aircraft, reinforcing their role as the backbone of global short-haul aviation. Widebody aircraft will account for more than 7,700 deliveries, alongside regional aircraft and dedicated freighters.

Replacement demand is expected to accelerate across both mature and developing markets. By 2045, Boeing projects fewer than 10 percent of previous-generation aircraft will remain in service as operators prioritise newer, more efficient fleets.

The company also notes that advances in aircraft efficiency are becoming increasingly important. Without the productivity gains delivered by modern aircraft, airlines would require an additional 9,000 airplanes to transport the same number of passengers.

CARGO CONTINUES TO GAIN ALTITUDE

Passenger travel is only one part of the industry’s long-term growth story.

Boeing forecasts global air cargo traffic will increase by approximately 3.7 percent annually through 2045, driven by cross-border e-commerce, demand for time-sensitive and high-value goods, and the need for resilient supply chains.

Even amid geopolitical disruption, international freighter capacity has already risen by five percent year-to-date in 2026, demonstrating the adaptability of global cargo networks.

Looking ahead, Boeing expects demand for more than 2,900 new and converted freighters as operators modernise fleets whilst supporting growing freight volumes.

Together, the forecasts present a picture of an aviation sector continuing to invest in capacity, efficiency, and connectivity. Although short-term challenges remain, Boeing’s latest outlook suggests the industry’s long-term fundamentals remain firmly intact as airlines prepare for a future where global air travel is larger, more connected, and increasingly efficient.

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