SUPPORTING DELIVERY AT SCALE

Helping the world’s leading enterprises reinvent by building their digital core and unleashing the power of artificial intelligence (AI) to create value at speed for organizations across various sectors, Accenture is the reinvention partner of choice for the widespread adoption of AI.

Recently, the international company has released Accenture Construct – a global business to help project owners plan, deliver, and optimize large infrastructure and capital projects. This new entity will bring together the company’s existing capital projects business to support delivery at scale and provide project owners with a single accountable partner across the entire project lifecycle.

Accenture Construct has been designed to address how capital projects are delivered to overcome delays, cost overruns, and execution risk through the evolution of fragmented project delivery models alongside the use of AI and data.

“Global demand for critical infrastructure capital programs is accelerating at the same time as AI is fundamentally changing how projects are planned, delivered and operated. Together, these shifts are significantly increasing our market opportunity for the capital project services provided by Accenture Construct, which combines deep capital project expertise with global scale, built to give owners a new level of visibility and certainty,” states Julie Sweet, chair and CEO of Accenture.

This new business will strengthen Accenture’s position to capture growth from three demand cycles. These include the AI infrastructure build-out of data center construction, the global energy transition, and long-term infrastructure replacement.

UNITING CAPABILITIES THROUGH ORGANIC GROWTH

With project complexity growing faster than traditional delivery models are able to handle, Accenture’s deep capital project expertise and leadership in data and AI are more crucial than ever.

Accenture Construct addresses these modern challenges via a common project data foundation, thus creating one operational view across the delivery ecosystem. The business’ AI-enabled workflows transition delivery from reactive management to predictive decision-making. These capabilities enable Accenture Construct to exist as an accountable partner from strategy through handover, reducing the transition costs, knowledge loss, and accountability gaps accumulating every time ownership moves between firms involved in a project.

Adam J. Shaw, CEO of Accenture Construct, notes that: “Capital projects haven’t lacked expertise; they’ve lacked alignment on shared success outcomes. Owners assemble exceptional teams, but accountability is often dispersed across the delivery ecosystem. Accenture Construct brings those capabilities together under one accountable partner, combining deep delivery expertise with AI and data to help owners make better decisions, reduce uncertainty, and deliver better outcomes.”

Ultimately, Accenture Construct unites capabilities Accenture has already built through organic growth and acquisitions, including over 5,000 practitioners with industry expertise and hands-on delivery experience across the Americas, EMEA, and APAC. The new business will seamlessly work with the existing company’s majority-owned joint venture, DLB Associates, which will continue to serve as the provider of full data center lifecycle services. This includes energy optimization and sustainable design to US-based clients, complementing Accenture Construct’s global capabilities.

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P&G Sets 2040 Net Zero Ambition

Procter & Gamble (P&G) is targeting net zero greenhouse gas (GHG) emissions across its supply chain and operations, from raw materials through to retailers, by 2040.

The company is prioritising absolute emissions reductions across its operations and supply chain before addressing remaining emissions through natural or technical solutions designed to remove an equivalent amount of GHG emissions from the atmosphere.

P&G has also established science-based targets for 2030 as interim milestones towards its longer-term ambition.

“Reducing supply chain emissions takes intentional partnerships and shared determination. That’s why collaboration with suppliers is central to P&G’s approach. Together, we are exploring lower-carbon materials and solutions that can help accelerate progress across our value chain,” said Erik Roberts, Chief Purchasing Officer at P&G.

Supply Chain Emissions Targeted for 40 Per Cent Reduction

By 2030, P&G aims to reduce Scope 1 and Scope 2 GHG emissions by 65 per cent against a 2010 baseline, an increase from its previous target of 50 per cent.

The company is also targeting a 40 per cent reduction in supply chain emissions per unit against a 2020 baseline.

Transportation forms another part of the strategy, with P&G aiming to cut the emissions intensity of global upstream finished product freight by 50 per cent compared with 2020.

At its Crailsheim site in Germany, for example, P&G has worked with logistics partners to develop a rail terminal supporting the movement of freight from road to rail.

Supplier engagement is also central to the programme. P&G established its Climate Unlock Program in 2023 to provide suppliers with education, resources and training intended to support their own climate progress.

The company is working with suppliers on lower-carbon materials and other measures designed to reduce the emissions associated with purchased materials.

Renewable Electricity Reaches More Than 99 Per Cent

P&G is working towards purchasing 100 per cent renewable electricity globally by 2030 and said more than 99 per cent of its electricity is already sourced from renewable sources.

Individual manufacturing facilities are also exploring alternative sources of energy. At P&G’s Feminine Care site in Budapest, a geothermal energy system is intended to help replace natural gas with a local renewable heat source.

The company’s climate strategy also extends to packaging. P&G aims to design all consumer packaging to be recyclable or reusable by 2030 and reduce the use of virgin petroleum plastic in consumer packaging by 50 per cent per unit of production compared with a 2018 baseline.

P&G Prioritises Absolute Emissions Reductions

P&G said reducing absolute GHG emissions remains its priority rather than relying on measures to address emissions elsewhere.

For emissions it does not eliminate, the company plans to explore natural and technical solutions capable of removing an equivalent amount of GHG emissions from the atmosphere. This includes working with environmental non-governmental organisations (NGOs) on projects intended to protect and restore forests and ecosystems.

P&G tracks its climate performance against defined goals and publishes results through its Citizenship Report and environmental, social and governance (ESG) Investor Portal.

The company follows the World Resources Institute (WRI) and World Business Council for Sustainable Development (WBCSD) GHG Protocol Corporate Accounting Standard and said it obtains independent assurance for GHG emissions data included in its climate disclosures.

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BRIDGING THE AI SKILLS GAP  

A new global study from the IBM Institute for Business Value has revealed a disconnect between the skills Chief Human Resource Officers (CHROs) believe employees need in an artificial intelligence (AI)-driven workplace and those workers prioritize. 

The study, which surveyed 1,500 CHROs and 8,800 employees globally, found that 71 percent of the former identify the ability to supervise, validate, and override AI outputs as the workforce’s most essential skill. Yet only 29 percent of employees rank judgment as important. 

At the same time, 60 percent of employees are concerned about skills erosion, with critical thinking cited most frequently as a declining capability. CHROs also rank critical thinking (57 percent) and human judgment (48 percent) among the workforce’s most important skills. 

“AI is changing not only how work gets done, but where people can contribute the greatest value,” said Nickle LaMoreaux, Senior Vice President and CHRO for IBM.  

REDESIGNING WORK AROUND AI  

Organizations generating the greatest value from AI are redesigning work, decision-making, and workforce capabilities around people and technology. 

Those that clearly define workflows as human-led, AI-assisted, or AI-executed report an 18 percent reduction in risk and a 20 percent improvement in quality. However, 46 percent of organizations do not involve the CHRO when defining their AI strategy. 

The study also highlights the importance of maintaining human judgment. Where judgment is embedded into workflows, 62 percent of CHROs report growing employee confidence in AI-enabled decisions. Where it is not, 57 percent report declining confidence. 

ACCOUNTABILITY UNDER THE SPOTLIGHT  

AI is also creating questions around responsibility when things go wrong. Some 43 percent of employees say blame falls on them when AI fails, while 41 percent of CHROs believe employees may not feel safe challenging or overriding AI outputs. 

Unclear accountability complicates AI deployment for 36 percent of CHROs, while only 28 percent report having a joint roadmap with IT supported by a shared operating cadence. 

HR involvement appears to influence employee confidence, with 76 percent of employees feeling safe to question or override AI recommendations where the CHRO shares responsibility for determining which decisions remain human-led. This falls to 43 percent where HR is only advisory. 

THE HIDDEN WORKLOAD OF AI 

AI adoption is also creating additional pressures for employees. Some 80 percent of CHROs believe AI generates “invisible” work, including validating recommendations, correcting mistakes, providing context, and managing exceptions. 

Meanwhile, 42 percent of employees say AI increases their workload or that their work goes unrecognized. 

Despite this, 42 percent of CHROs say AI productivity gains are primarily being reinvested in innovation or reskilling. 

HR MUST ACCELERATE ITS OWN ADOPTION  

While HR is expected to play a central role in AI transformation, adoption within the function remains limited. 

IBM’s study finds that 72 percent of organizations make limited or no use of AI within HR. CHROs rate HR capabilities particularly low in AI literacy across the team (13 percent), AI performance measurement (16 percent), and change management for AI adoption (20 percent). 

However, organizations with mature HR AI capabilities – including governance, architecture. and measurement – are nearly twice as likely to report a higher number of positive business KPIs. 

The findings underscore the need for organizations to place human capabilities, clear accountability, and workforce development alongside AI adoption as they redesign the workplace. 

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Square Brings Apple Business into its Dashboard

Square has launched an integration with Apple designed to help restaurants and other local businesses manage how their locations appear across Apple Maps and other Apple apps and services.

The integration allows eligible Square sellers with physical locations to connect their locations to Apple Business directly through Square Dashboard. Once connected, information including opening hours, addresses and phone numbers can be automatically synchronised, reducing the need for operators to update multiple channels separately.

For food and beverage businesses, the integration also provides a route from online discovery to ordering. Operators can add action links to their Apple Maps place cards directing customers to menus, ordering, pickup and delivery experiences.

Square said claimed locations receive 30 per cent more views on Apple Maps, while action links increase clickthrough rates by 31 per cent across website, call and action buttons.

Restaurants Target More Accurate Local Listings

Food and beverage operators can also manage their branding and add logos across connected locations through Square Dashboard.

The functionality could be particularly relevant for multi-site restaurant operators managing changing opening hours, menus and other information across several locations.

Christopher Tompkins, Founder of Broad Street Oyster Co., said: “With six locations and a menu that changes often, keeping every listing accurate used to be a constant chore.

“Now it all runs from one dashboard and syncs to the platforms we use automatically, Apple Maps included. That saves us meaningful time each week, which we’d rather spend running the restaurants.”

The initial integration is launching across Square’s eight supported regions: Australia, Canada, France, Ireland, Japan, Spain, the United Kingdom and the United States.

In the US and Canada, eligible business-verified Square sellers without an existing Apple Business account can also enrol directly through Square Dashboard.

Square Targets Customer Discovery

The partnership forms part of Square’s broader strategy to help businesses appear across the channels customers increasingly use to discover restaurants, retailers and other local companies.

Square has also introduced integrations with ChatGPT and Claude aimed at helping sellers appear in artificial intelligence (AI)-powered conversations.

“The survival and success of local businesses hinges on whether customers can find them, and today, more of that discovery happens through Apple Maps,” said Morgan Kuntze, Global Partnerships Lead at Block.

“This integration means our sellers don’t have to choose between running their business and keeping every channel updated. Once connected in Square, your presence across Apple stays accurate and syncs automatically. It’s one more way we’re helping sellers become neighbourhood favourites by driving discoverability where it matters most.”

More Apple Business Features Planned

Square plans to expand the integration with additional Apple Business capabilities.

Future functionality is expected to include place card engagement metrics and peer group benchmarks, giving operators further insight into how customers interact with their listings.

The integration is designed for businesses ranging from individual locations to multi-site operators, with the aim of reducing the operational workload involved in maintaining an accurate presence across digital discovery channels.

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NEXT-GEN PROCUREMENT INTELLIGENCE 

Beroe has introduced Beroe abi, a digital procurement analyst that enables users to ask sourcing questions in their natural language and receive a consolidated answer. 

The new platform represents a complete redevelopment of Beroe Live.ai, the company’s core market intelligence platform, rebuilt specifically for the artificial intelligence (AI) era. 

Rather than requiring users to navigate different modules and interpret multiple outputs, Beroe abi is designed to place decision-grade intelligence directly into the procurement workflow. 

FROM NAVIGATION TO CONVERSATION  

Beroe abi brings together intelligence across six areas: category, supplier, commodity, cost structures, macro data, and risk. 

The platform uses this information to generate a single, synthesised response to a user’s question. Where Beroe has coverage for a particular category, answers are drawn from its validated intelligence. Where it does not, users can opt to conduct a web search using Beroe abi’s procurement-focused lens. 

Sources and methodology remain visible in both cases, allowing users to understand how an answer has been reached. 

When further validation is required, Beroe abi also provides access to Beroe’s human intelligence network through Beroe VOX (Voice of Experts). The network now comprises 5,000 experts, alongside more than 400 analysts, category specialists, and industry experts. 

“Procurement teams are under pressure to reduce costs, protect margins, maintain supply continuity, and respond to volatile markets, usually with the same resources or fewer,” said Vel Dhinagaravel, Founder and CEO of Beroe.  

INTELLIGENCE BUILT FOR PROCUREMENT  

Beroe abi has been developed specifically for procurement rather than being adapted from a general-purpose AI tool. It draws on two decades of category, supplier, cost, and risk intelligence. 

Its underlying foundation contains more than 30 million validated data points derived from over one billion raw signals. It also incorporates information from more than 425 licensed subscriptions and data partners, a supplier network of over 25,000 companies, and insights from 10,000 procurement professionals. 

Expert analysis is used to validate intelligence before it is added to the platform’s foundation. Beroe has also continued to expand the expertise supporting Beroe abi, with its VOX network almost doubling over the past year and further growth planned. 

SUPPORTING PROCUREMENT DECISIONS  

Beroe abi is designed to bring relevant context together dynamically, helping users reach answers without having to move between different datasets and systems. 

Potential applications include assessing whether market developments warrant a change to category strategy, identifying financial, compliance, or geographic risks among suppliers, finding alternative suppliers for specific materials, and determining whether movements in input costs are temporary or structural. 

The resulting insights are intended to support the decisions that follow. Procurement teams can use cost structures, market benchmarks, and category context when negotiating, rather than relying solely on supplier claims. 

The platform is also designed to help teams identify potential risks earlier and find alternative suppliers before disruption restricts their options, while reducing the time required to gather and reconcile information and maintaining an explainable and defensible decision-making process. 

The post Beroe Launches the World’s Smartest Digital Procurement Analyst  appeared first on North America Outlook.

TURNING AI INTO ENERGY INTELLIGENCE   

Schneider Electric has published new research examining the role artificial intelligence (AI) can play in improving building energy performance, finding that AI-enabled buildings can reduce whole-building energy use by up to 22 percent compared with traditional controls. 

The research, released at Climate Week NYC 2026, estimates that this could translate into annual utility savings of between $13,600 and $49,300 per building at current commercial rates. These savings could also be scaled across larger building portfolios, creating opportunities for organisations to reduce operating costs year after year. 

The research further indicates that the carbon emissions avoided through AI-enabled building optimisation can be more than 100 times greater than the carbon footprint of the AI system itself. 

OPTIMISING BUILDING PERFORMANCE  

Buildings account for approximately 37 percent of global energy-related carbon emissions, making energy efficiency an important area of focus as scrutiny of AI’s environmental impact continues to grow. 

According to Schneider Electric’s research, AI-driven HVAC optimisation, delivered through a smart building management system, can generate an additional 7.2-12.7 percent in building energy savings.  

By analysing building conditions and managing energy use more intelligently, AI can help ease demand on building systems as well as the wider electric grid. 

The study identifies several further benefits associated with AI-enabled optimisation. These include annual carbon avoidance of up to 60 metric tons per building (59,869kg CO₂e), equivalent to the environmental benefit of planting 2,700 mature trees. 

In some building scenarios, annual energy savings exceeded 200 MWh, while AI-enabled optimisation was found to more than double the energy savings achieved through smart building controls alone. The research also found that both cloud and edge AI deployments can deliver significant energy and carbon benefits. 

CONNECTING DATA AND AUTOMATION  

The research assesses how an AI layer positioned on top of digital building management systems can bring together previously siloed data sources. By continuously analysing building conditions, the technology can automate HVAC optimisation in real time. 

Data relating to occupancy patterns, weather forecasts, equipment performance, and other operational inputs can be incorporated into the process. This allows buildings to respond more efficiently to changing conditions while reducing the demands placed on facility management teams. 

“The future of building management will be defined by how effectively organizations connect and contextualize data that was previously trapped in silos. An AI layer on top of existing business systems can turn complexity into intelligence and intelligence into action, reducing emissions, lowering costs and improving performance simultaneously,” said Pankaj Sharma, EVP, Software & Services at Schneider Electric.  

SUPPORTING SMALLER BUILDINGS  

The research also highlights the potential for AI-enabled optimisation to benefit small and mid-sized buildings measuring less than 100,000 sqft. 

Energy management systems have historically been regarded as potentially too complex or costly for smaller facilities, where access to dedicated facilities expertise can be limited. AI-enabled optimisation could help address this challenge by automating and simplifying energy management. 

This could make more sophisticated building management capabilities accessible to smaller facilities, supporting efforts to reduce energy consumption, operating costs and emissions. 

“AI is putting the power of energy intelligence into the hands of smaller building owners and operators. What once required significant expertise and investment can now be achieved more simply and at greater scale, helping organizations reduce energy waste, lower costs, improve performance, and make smarter decisions with confidence,” added Sharma. 

RESEARCH ACROSS THREE MARKETS  

Schneider Electric’s findings are based on building energy modelling validated against real-world pilot deployments. The research assessed the impact of AI-enabled HVAC control on energy consumption, carbon emissions, and operating costs across different building scenarios in Australia, India, and the US. 

The study demonstrates how AI can be integrated with existing digital building management systems to analyse operational data, optimise HVAC performance, and automate building responses in real time. 

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TURNING SUSTAINABILITY AMBITIONS INTO BUSINESS OPPORTUNITIES

In a practical pathway to measure emissions, build decarbonization roadmaps, and demonstrate sustainability progress, Lenovo has announced that Schneider Electric will join Lenovo 360 Circle as a partner in order to bring decarbonization expertise and management tools to IT channel partners.

Lenovo 360 Circle is the company’s global sustainability community, which brings together channel partners around the world to work together on shared challenges, accelerate sustainability transformation, and turn sustainability ambitions into innovative business opportunities. Equally, the program connects partners with leading technology and industry organizations to promote collaboration, providing access to specialized expertise to support the acceleration of sustainability goals.

Schneider Electric – a global energy technology leader – is providing its Decarbonization Champion initiative to the program. This provides eligible members with access to carbon management tools and hands-on support from Schneider Electric Advisory Services specialists.

Paul Tyrer, Vice President, Global AI Enterprise and Partner Ecosystem, states that: “Every partner’s sustainability journey is unique, but the need for action has never been greater. Through the Decarbonization Champion offer, we’re building the momentum needed to address the broader Scope 3 challenge and drive lasting progress across our industry. Now partners can accelerate progress on Scope 1 and Scope 2 emissions with tailored guidance and practical roadmaps aligned to their individual needs. The Decarbonization Champions will be recognized as the leading partners in the IT industry who are setting the highest standard for sustainability by turning ambition into measurable impact.”

Ultimately, this partnership brings together complementary strengths – Lenovo 360 Circle’s scale and engagement with Schneider Electric’s specialist expertise and proven experience in decarbonization.

CHAMPIONS OF DECARBONIZATION

Both Lenovo and Schneider Electric are recognized as champions in Omdia’s global Sustainable Ecosystems Leadership Matrix 2026, further highlighting their approach to advancing sustainability across the broader ecosystems.

“Sustainability is no longer about commitments; it is increasingly influencing market access, customer preference, and business growth. Through Lenovo 360 Circle and our collaboration with Schneider Electric, partners gain practical decarbonization expertise that helps them strengthen their competitiveness and respond to evolving customer expectations,” notes Virginie le Barbu, Executive Director of Global Sustainability for International Markets at Lenovo.

Specifically, Lenovo 360 Circle brings together over 860 partners across 86 markets, having demonstrated measurable progress across participating partners through independent ClimateChoice benchmarking. Meanwhile, Schneider Electric offers vast experience in helping various organizations translate their sustainability goals into action. This includes supporting its top 1,000 suppliers in reducing operational emissions by 56 percent between 2021 and 2025.

As sustainability becomes increasingly important to customer decisions, RFPs, and supply chain expectations, companies are facing increasing expectations to demonstrate credible progress. However, knowing where to start in this process can be a challenge. Through the new and strategic partnership between Lenovo and Schneider Electric, companies across the globe will be able to more easily understand where their greenhouse gas emissions come from, how to identify opportunities to reduce them, and how to translate those insights into practical actions with measurable results.

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Kyndryl Reports Progress Towards 2030 Climate Goals

Kyndryl has reported a 34 per cent reduction in Scope 1, market-based Scope 2 and applicable Scope 3 greenhouse gas emissions against its fiscal 2023 baseline.

The technology services company disclosed the progress in its fiscal year 2026 Corporate Citizenship Report, which covers its Environment, People and Trust strategy.

The emissions reduction covers the Scope 3 categories of purchased goods and services, capital goods, and fuel- and energy-related activities included within the boundary of Kyndryl’s Science Based Targets initiative (SBTi)-validated 2030 near-term targets.

The company is also working towards an ambition to achieve net-zero greenhouse gas emissions by 2040.

“Kyndryl is committed to operating responsibly while advancing human progress,” said Faith Taylor, Senior Vice President, Global Citizenship and Sustainability at Kyndryl.

“By accelerating our sustainability and social impact programs, investing in our people and maintaining a strong foundation of trust, we are creating more positive outcomes for our customers, communities and stakeholders around the world.”

Renewable Electricity Reaches 63 Per Cent

Kyndryl also reported a reduction in the amount of electricity it purchases.

Total purchased electricity decreased by 30 per cent compared with fiscal 2023, while renewable sources accounted for 63 per cent of the electricity purchased during fiscal 2026.

The results form part of the company’s wider efforts to embed environmental considerations within its operations alongside its emissions reduction targets.

Kyndryl Invests in AI and Technology Skills

Alongside its environmental targets, Kyndryl is increasing investment in employee skills as AI and other technologies become more prominent across enterprise operations.

Employees completed 3.5 million hours of learning during the year, covering areas including AI, cloud, security, resilience and other advanced technology skills.

Kyndryl recorded 1.3 million completed training courses, while employees held 108,346 digital credentials.

The company also launched an AI Learning Hub, bringing together role- and skill-based learning paths, certifications and practical resources intended to develop responsible AI capabilities.

Beyond its workforce, the Kyndryl Foundation helped train more than 46,000 people and announced third-year grants to 14 non-profit organisations across 13 countries, supporting access to AI and cybersecurity education.

Technology Governance Forms Part of Sustainability Strategy

Responsible technology governance represents another element of Kyndryl’s corporate citizenship strategy.

The company reported a 100 per cent completion rate among eligible employees for its Code of Conduct training for the fifth consecutive year.

Kyndryl’s approach brings environmental performance, workforce development and governance together under its three corporate citizenship pillars of Environment, People and Trust.

The company said its fiscal 2026 progress included embedding responsible practices into operations, developing future-ready skills, supporting communities and strengthening governance around emerging technologies.

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A NEW LANGUAGE FOR FASHION

Duolingo is bringing its distinctive approach to language learning to an unexpected new setting – the fashion world.

Ahead of New York Fashion Week (NYFW), the mobile language-learning platform has launched SS27: The Phonetic Collection, a seven-piece apparel and accessory capsule created in partnership with independent New York designer and Next in Fashion alum Megan O’Cain.

The collection transforms some of fashion’s most notoriously mispronounced luxury designer names into wearable, high-fashion language lessons. Rather than relying on traditional heritage logos, each piece features bold, playful phonetic spellings designed to make intimidating fashion vocabulary more approachable.

Among the standout pieces is a lime-green purse inspired by the iconic Birkin bag, emblazoned with the phonetic spelling “air-mess” for Hermès. Elsewhere, a structured statement jacket spells out “zhee-vahn-shee” for Givenchy.

The collection combines exaggerated silhouettes, classic tailoring, and a mostly monochrome palette to deconstruct the language barriers surrounding fashion.

ADDRESSING A LINGUISTIC ANXIETY

The campaign is rooted in a wider issue identified through a national survey commissioned by Duolingo and YouGov, which explored consumer confidence around fashion pronunciation.

The research highlights a notable gap between how confidently Americans believe they can pronounce certain designer names and how accurately they actually do so. While 62 percent expressed absolute confidence in pronouncing Hermès, just 15 percent actually pronounced it correctly.

Other names also generated significant hesitation, with 62 percent of respondents saying they were not confident pronouncing Jacquemus, followed by Issey Miyake at 60 percent, Comme des Garçons at 58 percent, and Loewe at 55 percent.

For Duolingo, the findings presented an opportunity to tackle a familiar linguistic anxiety through the brand’s playful identity.

In comments to US advertising and marketing publication Adweek, Manu Orssaud, Chief Marketing Officer at Duolingo, highlighted the human anxiety behind mispronunciation: “There’s something very human about avoiding a word because you’re worried you’ll say it wrong.”

BIDDING WITH LANGUAGE

The Phonetic Collection extends beyond the clothing itself, with Duolingo bringing the campaign to life through a multi-format experience across New York City.

The activation includes out-of-home (OOH) placements featuring Duolingo’s iconic green owl mascot, Duo, including a takeover of Canal Street, alongside a dedicated runway hero film debuting across digital platforms.

The centrepiece of the physical campaign is a free, exclusive two-day public pop-up shop at boutique and gallery Null Object, located at 146 E. Broadway in New York’s Lower East Side. Running on September 9 and 10, the space gives visitors the opportunity to experience the collection in person.

In keeping with Duolingo’s approach, however, the pieces cannot be purchased with traditional currency. Instead, visitors can bid using their active Duolingo learning streaks for the chance to win and take home an item from the collection.

Through The Phonetic Collection, Duolingo is extending its mission of making language learning fun and accessible into a new cultural space, using fashion as a playful way to turn pronunciation anxiety into participation.

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ADDRESSING THE TECHNICIAN GAP

Artificial intelligence could play a growing role in helping manufacturers tackle persistent workforce shortages, according to new research from Deloitte and the Manufacturing Institute (MI).

The study examines how AI could support the development of manufacturing technician talent by expanding the pool of qualified applicants, reimagining workflows, and supplementing on-the-job training.

At the heart of the research is the potential to make technical knowledge and guidance more accessible to workers. By embedding AI into new workflows, manufacturers could provide critical information to people entering technician roles, including those transitioning from adjacent industries with transferable skills.

The opportunity is significant. Deloitte analysis estimates that manufacturing technician employment could grow six times faster than production occupations in manufacturing between 2025 and 2030.

During the same period, employers may need to fill 2.3 million openings across manufacturing and adjacent-industry technician occupations, driven by employment growth alongside retirements, other labour force exits, and occupational transfers.

BROADENING THE TALENT PIPELINE

The research identifies nearly two million technicians in adjacent industries whose broad skills could transfer to manufacturing.

For manufacturers struggling to find workers with the specific knowledge required for technician positions, this represents a potential source of talent.

Rather than relying solely on conventional pathways, AI-enabled workflows could help organisations support workers as they develop the additional capabilities required for manufacturing environments.

The research also highlights AI’s potential to digitise technical knowledge and put information directly at workers’ fingertips. This could reduce time spent searching for answers, support employees moving from adjacent fields, and allow experienced manufacturing workers to concentrate on higher-value activities.

The opportunity, therefore, extends beyond simply providing workers with another digital tool. AI could augment human judgement while making technical capabilities more accessible across the workforce.

INVESTING IN FUTURE-READY SKILLS

For Carolyn Lee, President of the Manufacturing Institute, the findings point towards an opportunity to rethink how people prepare for and develop within manufacturing roles.

“AI has the potential to change not only how manufacturing work gets done, but how people prepare for and succeed in these critical roles,” Lee says.

She highlights the importance of incorporating AI fluency and digital skills into established training programmes to accelerate skills development, widen pathways into manufacturing, and help address critical skills gaps.

Steve Shepley, Industrial Products and Construction Sector leader at Deloitte, similarly emphasises the role AI could play in making technical expertise more accessible while retaining workers’ experience and judgement.

“AI could help manufacturers make technical expertise more accessible while preserving the judgment and experience of the people doing the work,” Shepley says.

For manufacturers, the research highlights an opportunity to consider how technology, training, and workforce development can work together as technician roles become increasingly important.

With millions of openings expected across manufacturing and adjacent technician occupations, AI-enabled approaches to skills development could form part of a broader effort to strengthen the industry’s workforce pipeline.

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Six Consumer Goods Groups Back PaperFlex Consortium

Six global consumer goods companies have joined forces to develop and scale paper-based alternatives to flexible plastic packaging, targeting applications such as sachets, wrappers and pouches.

The PaperFlex Consortium, convened by the Ellen MacArthur Foundation and powered by (RE)SET, brings together founding members Colgate-Palmolive, Mars, Nestlé, PepsiCo, Procter & Gamble and Unilever.

The initiative will focus particularly on markets where flexible plastic packaging is widely used but collection and recycling infrastructure is limited, increasing the likelihood of packaging entering the environment.

Members aim to develop alternatives that can be recycled as collection systems improve while also being biodegradable if they unintentionally enter the environment.

Packaging R&D Targets Performance and Scale

Over the next few years, members intend to shape, fund and conduct collaborative trials covering biodegradable coatings and other technologies designed to provide product protection, shelf life and consumer usability.

Research will also address the performance of paper-based materials on manufacturing lines, a key consideration for food and beverage companies seeking to deploy alternative packaging at scale.

Sander Defruyt, Strategy Lead for Plastics at the Ellen MacArthur Foundation, said: “Responsible paper-based flexible packaging solutions don’t yet exist at the performance, scale and cost required.

“This consortium signals strong demand for them – and real ambition from six consumer goods companies to help scale them. We’re inviting other FMCG companies, innovators, suppliers and investors to get involved now – the faster we develop such solutions, the sooner they reach the markets that need them most.”

Food and Beverage Groups Target Packaging Innovation

Nestlé, Mars, PepsiCo and Unilever are among the major food and beverage businesses participating in the initiative.

Gilles Demaurex, Head of Global Packaging Development at Nestlé, said: “Nestlé believes that paper-based flexible packaging can play a valuable role in addressing virgin plastic reduction and minimising flexible packaging waste and pollution. By joining our efforts under the PaperFlex Consortium, promising paper innovations will be developed and deployed responsibly at scale faster and at lower cost.”

Allison Lin, Global Vice President of Healthy Planet and Chief Circularity Officer at Mars, said: “The consortium challenges the traditional mindset of innovating on our own, demonstrating that partnership – structured with legal oversight, clear guardrails on permissible topics, and an independent third-party convenor – can accelerate the development of more sustainable packaging in ways that no single company could achieve alone.”

Pablo Costa, Head of Packaging, Digital and Transformation, R&D at Unilever, added: “At Unilever, we have made significant investments in packaging innovation. Our dedicated teams are accelerating the development of next-generation paper-based packaging that can be scaled while delivering the experience consumers expect. Through the consortium, we are helping bring together the expertise, investment and shared learning needed to accelerate innovation and support a responsible transition at scale.”

Tackling Flexible Plastic Packaging

The initiative follows an Ellen MacArthur Foundation report examining the potential role of paper-based flexible packaging in tackling small-format plastic pollution in markets with high leakage rates.

The report, endorsed by 48 businesses, non-governmental organisations (NGOs), investors and academics, identified responsibly designed paper-based alternatives as one potential part of a broader strategy.

The consortium’s work will be guided by six design criteria, including recyclability, biodegradability and responsible sourcing and production, while maintaining food safety, product quality, consumer protection and regulatory compliance.

Frank Gana, CEO and Co-Founder of (RE)SET, said: “Our track record in running R&D consortia shows how they can speed up the path to solutions. While participation in this consortium is voluntary and each member makes its own packaging decisions, this approach lets us develop and scale solutions faster and at lower cost – benefiting consumers, the environment, and the entire industry.”

The PaperFlex Consortium is also inviting other fast-moving consumer goods (FMCG) companies, innovators, suppliers and investors to participate as it seeks to accelerate the development and commercial scaling of paper-based flexible packaging.

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FedEx Expands SAF Procurement Across Five Airports

FedEx is increasing its procurement of sustainable aviation fuel across its US air network, with new agreements covering operations at five major airports.

The agreements span Newark Liberty International Airport, Oakland International Airport, Miami International Airport, John F. Kennedy International Airport and Dallas Fort Worth International Airport.

They are expected to secure more than 20 million gallons of neat SAF through calendar year 2027, with the fuel delivered in blends ranging from 30 per cent to 50 per cent depending on location.

FedEx is working towards a target of sourcing 30 per cent of its jet fuel blended from alternative sources by 2030.

“The latest agreements represent an expansion of SAF within the FedEx air network enabled, in part, by state and federal level incentives,” said Greg Paulus, Vice President of Enterprise Sourcing at FedEx.

Building on Existing SAF Deployment

The latest agreements build on FedEx’s existing procurement of alternative aviation fuels.

Starting in 2025, the company secured approximately five million gallons of neat SAF through agreements that resulted in the deployment of 16.5 million gallons of blended SAF across five US airports.

With the latest procurement phase, FedEx said SAF blends will represent a significant share of its jet fuel consumption at the five airports covered by the new agreements.

The expansion demonstrates how fuel procurement is becoming part of the company’s wider approach to reducing emissions from its logistics network, while also providing demand for greater SAF production.

“SAF is one of the most impactful decarbonization solutions available to aviation today and an important part of our approach to reducing emissions,” said Karen Blanks Ellis, Chief Sustainability Officer and Vice President of Environmental Affairs at FedEx.

“For the market to grow, supply needs to be reliable, affordable, and sustainable. Expanding our procurement allows us to employ more SAF in our network while bolstering the demand for greater production and scale.”

Supply, Infrastructure and Economics Shape Expansion

FedEx said further expansion of SAF use will depend on the development of the wider market and the availability of suitable supply and infrastructure.

The company will continue evaluating opportunities to increase SAF deployment where supply, infrastructure and economics align with the requirements of its air network.

The agreements form part of FedEx’s broader sustainability strategy, which includes a goal of achieving carbon-neutral global operations by 2040.

The post How FedEx Is Scaling Sustainable Aviation Fuel Across Its US Logistics Network appeared first on North America Outlook.

ENHANCING THE SHOPPING EXPERIENCE WITH TARGET TOOLS

Target continually seeks innovative methods to enhance the shopping experience for its customers, making it more convenient, engaging, and tailored to individual needs.

From quickly reordering everyday essentials with a few taps on their mobile devices to using advanced image recognition technology to identify and locate the perfect product, this retail giant is committed to integrating cutting-edge technology and artificial intelligence (AI)-driven features.

These enhancements empower shoppers to easily discover, assess, and purchase items, ensuring a seamless and enjoyable shopping journey.

The focus is on enhancing the guest experience by simplifying how they discover products and ideas that resonate with them. Target aims to empower shoppers to feel confident in their choices and create a seamless journey that takes them effortlessly from inspiration to purchase.

PHOTO SEARCH – INSPIRATION TO DISCOVERY

Introduced in August, the innovative AI-powered Photo Search feature is seamlessly integrated into the Target app, giving shoppers a fresh, engaging way to discover products.

With a simple tap of the photo icon in the search bar, guests can upload a picture or snap a quick photo to find similar items available at Target.

Imagine spotting a stylish lamp in a friend’s living room, noticing a vibrant throw pillow that perfectly complements your home decor, or discovering a stunning piece of decorative art while browsing online – Photo Search empowers guests to find these products without the hassle of articulating their preferences in words.

This intuitive feature enhances the shopping experience by transforming visual inspiration into tangible product findings, making it easier than ever for guests to find exactly what they’re looking for at Target.

AI REVIEW INSIGHTS CREATE CLARITY

Shopping reviews are one of the most essential resources consumers use when deciding on purchases, but sifting through countless comments can be time-consuming.

To streamline this experience, Target introduced its innovative AI-powered Review Insights feature in June. This tool improves the shopping journey by quickly highlighting frequently mentioned product attributes and grouping feedback into meaningful themes.

For instance, if a shopper is in the market for a cordless vacuum, they can effortlessly access insights on crucial aspects such as suction power, durability, weight, and ease of use – all at a glance.

Similarly, someone interested in All in Motion apparel can explore reviews that cover comfort, fit, stretch, and breathability, helping them make more informed choices.

By eliminating the need to endlessly scroll through reviews, this feature empowers guests to focus on the factors most relevant to their purchasing decisions.

Early data suggests that Review Insights not only enhances customer engagement by driving higher conversion rates and add-to-cart actions but also significantly reduces decision fatigue, making the shopping experience smoother and more satisfying.

EASY RESTOCK WITH BUY AGAIN

Shopping isn’t always an adventure in search of the latest trends; at times, it’s simply about quickly replenishing the everyday essentials that keep households running smoothly.

This is where the Target app shines with its convenient Buy Again feature, easily accessible through the main navigation.

Using AI-driven personalization, Buy Again intelligently highlights items customers frequently purchase, along with past orders and tailored deals, based on their unique shopping habits. With a few taps, a shopper can retrieve a recent grocery order, select staples such as milk, bread, or paper products, and add them to a new shopping basket.

Since its introduction last year, the Buy Again experience has undergone continuous enhancements, resulting in increasingly refined recommendations and more enticing offers tailored to individual preferences.

Guests have responded overwhelmingly positively, as Buy Again not only simplifies reordering everyday necessities but has also played a significant role in driving impressive year-over-year purchase growth.

This feature has proven particularly valuable across essential categories, including food and beverages, enabling shoppers to quickly and conveniently restock their favorite items.

CONTINUE SHOPPING – PICK UP WHERE YOU LEFT OFF

Shopping is rarely a straightforward process that concludes in a single visit. Guests often take time to explore, compare products, and return when they feel ready to buy.

To enhance this journey, Target introduced an innovative Continue Shopping experience that leverages AI-driven personalization. This feature is designed to seamlessly reconnect guests with items they recently viewed, while also showcasing relevant alternatives and attractive offers.

Accessible through key areas such as the Homepage, My Target, and Search, this functionality aims to simplify the shopping experience, allowing guests to effortlessly pick up right where they left off.

Since its launch last fall, Target has continually refined the Continue Shopping experience, resulting in higher guest engagement and increased add-to-cart activity. This evolution facilitates a smoother return to products that guests are contemplating, ultimately guiding them to complete their shopping journey with ease and satisfaction.

IMPROVING INTUITIVENESS

By strategically leveraging AI technologies and personalization techniques that genuinely enhance the shopping experience, Target is crafting digital interactions that allow guests to save time, explore a wider variety of products, and shop with greater assurance.

As the company upgrades its app and rolls out innovative features, it will remain committed to making the shopping journey more tailored and convenient for its guests, while honoring the core elements they cherish most about the Target brand.

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Hitachi Energy to More Than Double Mississippi Capacity

Hitachi Energy has announced plans to build a USD$528 million transformer manufacturing facility in Gallman, Mississippi, creating more than 700 jobs and more than doubling its production capacity in the area.

The new factory will be more than twice the size of the company’s existing Crystal Springs facility, located approximately 10 kilometres away.

Construction is expected to begin in late 2026, with transformer production scheduled to start in 2029. Once complete, production will transition from Crystal Springs to the new Gallman site, while the existing facility will continue to support warehousing, training or other operational requirements.

The investment forms the cornerstone of Hitachi Energy’s approximately USD$1.5 billion US manufacturing expansion programme, targeting increased domestic production of transformers and other grid infrastructure.

Manufacturing Expansion Responds to Electricity Demand

Hitachi Energy said the additional transformer capacity will help address increasing US electricity requirements driven by advanced manufacturing, industrial electrification, data centres and other energy-intensive industries, alongside continued grid modernisation.

Andreas Schierenbeck, CEO of Hitachi Energy, said: “Demand for electricity is growing rapidly, and the grid must grow with it.”

“This investment in Mississippi, our largest ever in the U.S., reflects our long-term commitment to American manufacturing and building the grid infrastructure that will help power America’s growth for decades to come. We are pleased to work with the Trump administration and Governor Reeves to support investment in American manufacturing at a pivotal time for U.S. energy security.”

The project also expands domestic manufacturing capacity for transformers, a critical component of electricity infrastructure.

Hitachi Expands US Manufacturing Footprint

The Mississippi project follows a series of investments by Hitachi Energy across its US manufacturing network.

In June 2026, the company broke ground on a USD$457 million expansion of its large power transformer factory in South Boston, Virginia, which is expected to create 825 jobs.

Hitachi Energy has also announced a USD$106 million expansion in Alamo, Tennessee, to increase transformer component production and create more than 100 jobs, alongside a USD$70 million expansion in Westmoreland County, Pennsylvania, focused on high-voltage grid equipment.

Together, the projects are expected to create more than 1,600 jobs.

Toshiaki Tokunaga, President and CEO of Hitachi Ltd., said: “Since 2020, the Hitachi Group has invested and committed more than $14 billion in the United States, further strengthening our commitment as a trusted partner in supporting critical social infrastructure.”

“This expanded investment will accelerate those efforts and contribute to powering America’s energy future. As True One Hitachi, we will combine our strengths not only in energy, but also in mobility, industry, and digital solutions to accelerate digitalizing infrastructure and help address society’s most pressing challenges.”

Doug Burgum, Chairman of the National Energy Dominance Council and U.S. Secretary of the Interior, said: “This is exactly the kind of investment that advances American Energys Dominance and helps secure a stronger future for our country and all Americans.”

Strengthening Transformer Supply Chains

Hitachi Energy said its investment programme is intended to strengthen US manufacturing and expand the supply of equipment required for the country’s power infrastructure.

Bill Cork, Executive Director of the Mississippi Development Authority, said: “Reliable energy infrastructure has become one of the most important factors in economic growth, and that starts with the ability to manufacture the equipment that keeps the grid running.”

“Hitachi Energy’s $528 million investment expands domestic transformer production at a time when demand continues to grow across North America. Projects like this strengthen one of the country’s most critical manufacturing supply chains while creating long-term opportunities for Mississippi.”

Tate Reeves, Governor of Mississippi, said: “This is truly a massive win for Mississippi and the United States. Hitachi Energy could’ve made its largest investment in America anywhere in the country – but the company chose Mississippi. Mississippi’s momentum is growing stronger every day, and it is our people who are building the future of American energy infrastructure.

This $528 million investment will create over 650 new jobs while expanding the domestic manufacturing capacity our country needs to meet growing demand. Mississippi is proud to play a leading role in powering America’s future.”

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Zip Brings Supplier Risk into Procurement Workflows

Zip has expanded its AI Risk Orchestration technology to cover risk management across the supplier lifecycle, enabling procurement teams to assess vendor risk within the same platform used to make purchasing decisions.

The company unveiled the expanded solution at its Zip Forward 2026 conference alongside Sourcing and purchase order (PO) Management Superagents, new data partnerships, an app marketplace and accrual accounting automation.

AI Risk Orchestration was first introduced in April 2025 to incorporate vendor risk reviews directly into purchasing workflows. Zip has since worked with organisations including Mutual of Omaha, Stripe, Affirm, Rivian, Metro Bank and Checkout.com to develop the offering.

According to Zip, customers using the technology have achieved 85 per cent faster cycle times, 98 per cent supplier portal completion rates and twice the supplier risk coverage, while reducing manual review work by up to 90 per cent.

Rujul Zaparde, Co-Founder and CEO of Zip, said: “Risk management has traditionally lived beside procurement, even though the purchasing process is where companies decide which vendors they’re willing to trust.”

“We started by bringing risk into that decision. Now we’ve built the full, AI-powered, third-party risk management experience around it, so companies can move faster without separating risk from the work itself.”

AI Automates Supplier Risk Reviews

The expanded system can triage purchasing requests, determine when assessments are required and pre-fill questionnaires using existing supplier information.

It then scores suppliers against an organisation’s own risk methodology and identifies findings from questionnaires, documents and other sources. Issues can be tracked through to resolution before a purchase receives approval.

Reassessments can also run automatically according to company policies, while continuous monitoring alerts relevant teams when critical risk factors change.

For AI suppliers, the system can assess areas including data privacy, security, model access and the handling of sensitive company information before purchasing commitments are made.

Kate Hiykel, Manager of the Vendor Management Program at Mutual of Omaha, said: “Zip’s AI Risk Orchestration, in combination with its agents, has changed how we do vendor management.”

“With the automated scoring, we are able to consistently apply our framework and methodology to all vendor reviews, both at intake and monitoring, which is something we haven’t been able to get ‘just right’ before. We are beyond excited to continue this maturation with the next iteration of AI Risk Orchestration and Zip’s Superagents.”

Superagents Target Sourcing and PO Management

Zip also introduced a Sourcing Superagent designed to help procurement teams manage sourcing events from initial requests through to supplier selection.

Its PO Management Superagent uses purchase order history, billing information and company policies to recommend and prepare actions when orders require attention. Zip said this could help reduce blocked payments and improve forecasting and accrual accuracy.

The company is also adding external procurement data through partnerships with NPI, SpendHound, Tropic, Beroe, Brightfield and TEEM, initially focusing on price benchmarking and supplier use cases.

A new app marketplace will allow procurement and IT teams to install integration templates and connect Zip with other enterprise systems.

The post “Companies Can Move Faster Without Separating Risk From the Work Itself”: Zip CEO on AI Procurement Platform Expansion appeared first on North America Outlook.