TURNING WASTEWATER INTO A RESOURCE  

Veolia is partnering with Amazon to reduce water consumption across its data centre operations in Mississippi, the US, with a focus on advancing water reuse and strengthening local water resilience. The initiative supports Amazon’s ambition to become water positive across its direct data centre operations by 2030. 

At the heart of the collaboration is the development of a reclaimed water system designed for data centre cooling. The first facility is scheduled to become operational in 2027 and will mark the first Amazon data centre in Mississippi to utilise reclaimed water in this way. 

To achieve this, Veolia will deploy autonomous, containerised treatment systems capable of transforming effluent from nearby wastewater treatment plants, alongside other available sources, into water suitable for industrial cooling. These systems are designed to meet the stringent quality standards required for such processes. 

Once fully operational, the project is expected to recycle more than 83 million gallons of potable water annually. This is equivalent to the yearly water consumption of approximately 760 US homes and represents a significant reduction in the volume of water otherwise drawn from local groundwater and potable supplies. 

SCALABLE SOLUTIONS FOR DATA CENTRES  

A key advantage of Veolia’s approach lies in its modular design. The containerised systems can be deployed and scaled efficiently, enabling replication across other Amazon facilities globally where conditions allow. 

This flexibility aligns with both companies’ shared commitment to responsible water management and more sustainable data centre operations. The project also forms part of Veolia’s Data Centre Resource 360 offering, which focuses on optimising resource management for next-generation digital infrastructure. 

“Through our collaborative work on AI applied to water treatment, Veolia will be able to further drive innovation and enhance the efficiency of on-site teams – thanks to automated analytics, actionable recommendations, optimised inventory management, and streamlined maintenance. We’re pleased to join forces with Veolia to advance more sustainable water use strategies while helping it pioneer more efficient water treatment solutions for customers worldwide.” 

Will Hewes, Global Water Stewardship Lead, Amazon

AI-DRIVEN WATER MANAGEMENT  

Alongside the physical infrastructure, the partnership extends into digital innovation. Amazon Web Services (AWS) is supporting Veolia in developing AI-enhanced solutions aimed at improving water treatment operations. 

These tools are designed to enable real-time process optimisation, predictive maintenance, and enhanced operational intelligence across Veolia’s global network. By leveraging AI, machine learning (ML), and generative technologies hosted on Amazon’s infrastructure, the collaboration seeks to maximise efficiency while reducing resource consumption. 

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SUSTAINABILITY FOR THE BETTER

On Earth Day 2026, Electrolux Group has reaffirmed its commitment to environmental and social progress with the relaunch of its ‘For the Better’ sustainability framework, aligning it more closely with its evolving business strategy.

The updated framework places sustainability firmly at the core of the organisation’s operations, with an intensified emphasis on circularity, durability, and connected home ecosystems, alongside strengthened partnerships to accelerate impact.

REFINING A SUSTAINABLE FOUNDATION

Originally launched in 2016, the For the Better framework continues to centre on three pillars – Better Company, Better Solutions, and Better Living – each now refined to support the Group’s strategic ambitions.

Better Company remains the foundation, focusing on climate-responsible and resource-efficient operations, alongside ethical practices across the value chain. This includes ongoing efforts to reduce both operational emissions and those generated by suppliers.

Meanwhile, the Better Solutions and Better Living pillars have evolved to better position the business in an increasingly sustainability-driven marketplace.

ACCELERATING CIRCULAR INNOVATION

Under the updated framework, Better Solutions now prioritises appliance performance through enhanced energy efficiency, smart functionalities, and increased use of recycled materials.

Circularity also takes centre stage, with a focus on durability and reparability, as well as deeper, lifetime engagement with consumers through connected home ecosystems.

This approach aims to extend product lifecycles whilst fostering stronger relationships between consumers and the brand.

EMPOWERING SUSTAINABLE LIVING

The Better Living pillar sharpens its focus on encouraging healthier and more sustainable everyday habits among consumers.

In addition, community engagement and partnerships have been elevated as key components of the Group’s sustainability agenda, reflecting a broader ambition to contribute positively to society.

TRACKING MEANINGFUL PROGRESS

Electrolux Group has already demonstrated significant progress against its sustainability targets. Notably, it achieved its 2025 science-based targets three years ahead of schedule, in 2022.

New goals, established in 2023, include reducing Scope 1 and 2 emissions by 85 percent, and Scope 3 emissions by 42 percent between 2021 and 2030. The long-term ambition remains achieving net zero emissions across the entire value chain by 2050, in line with the Paris Agreement.

By 2025, the Group had reduced emissions from its own operations by 45 percent, and product-related emissions by 33 percent compared to 2021 levels.

Progress extends beyond emissions. Recycled steel and plastic accounted for 23 percent of materials used in self-manufactured products in 2025, moving towards a 35 percent target by 2030. Additionally, over 99 percent of waste generated at manufacturing sites was recycled or recovered.

DRIVING GLOBAL IMPACT

As part of its Earth Day 2026 initiatives, the Group, alongside the Electrolux Food Foundation, has launched a new programme supporting the UN World Food Programme’s #ShareTheMeal Challenge, aimed at combating global hunger.

Through the relaunch of its For the Better framework, Electrolux Group is not only reinforcing its sustainability leadership but also setting a clear direction for integrating circularity, innovation, and social responsibility into the future of its business.

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Building on Packaging and Circular Economy Progress

The strategy centers on integrating sustainability into core operations, with an emphasis on value creation for the business, communities, and the environment.

The new roadmap builds on progress achieved under the company’s 2025 strategy, particularly in packaging innovation.

Since introducing a recyclable toothpaste tube in 2019, Colgate-Palmolive has transitioned approximately 97% of toothpaste SKUs in North America and 98% globally to recyclable formats. These tubes are now sold in more than 70 countries worldwide.

Across its broader portfolio, around 96% of packaging is currently designed for recycling, with a target of reaching 100% by 2030.

Embedding Sustainability into Business Strategy

Colgate-Palmolive emphasized that sustainability is being integrated directly into its business model to drive innovation and long-term value.

Ann Tracy, Chief Sustainability Officer at Colgate-Palmolive, said:

“Our 2030 Strategy targets the areas where we can make the greatest difference, fostering growth for our business and our communities.”

“This work involves Colgate-Palmolive People around the world and supports our purpose to reimagine a healthier future for all.”

Expanding Social Impact Through Global Health Programs

Colgate-Palmolive continues to scale its social impact initiatives as part of its sustainability agenda.

The Colgate Bright Smiles, Bright Futures program has reached approximately 2 billion children and their families in over 100 countries since 1991, providing oral health education and support. The company aims to expand this to 2.7 billion people by 2030.

In parallel, its Hill’s Food, Shelter & Love program in the United States has delivered over $300 million in pet food donations, supporting more than 1,000 shelters and helping over 16 million pets find homes since 2002.

Advancing Renewable Energy and Climate Targets

Colgate-Palmolive is also progressing its climate transition plan. As of the end of 2025, approximately 83% of its global electricity use comes from renewable energy sources, with a target of reaching 100% by 2030.

These efforts form part of a broader push to build a climate-resilient value chain and improve operational sustainability.

Three Strategic Pillars Drive 2030 Roadmap

The company’s 2030 strategy is structured around three core ambitions:

•             Driving Social Impact through inclusion, wellbeing, and healthier habits

•             Helping Millions of Homes by delivering sustainable product innovation and improving lives for people and pets

•             Preserving the Environment by addressing plastic waste, climate resilience, water security, operational efficiency, and biodiversity

Together, these pillars are designed to align sustainability goals with business performance.

Committing to Impact

“I continue to be inspired and optimistic about our future, especially as CP People around the world are committing to impact and innovating to support a healthier planet,” adds Ann Tracy.

“As we look toward 2030, we will focus on how our actions drive value creation, fostering long-term growth and resilience for people, pets and the planet – we call this our win-win-win principle. We Make more Smiles when we create this positive fly-wheel.”

Focus on Value Creation and Operational Resilience

The company highlighted that its approach prioritizes high-impact initiatives designed to deliver benefits across consumers, the business, and the planet.

By embedding sustainability into operations, Colgate-Palmolive aims to strengthen resilience, support innovation, and meet evolving expectations from stakeholders, including customers, employees, partners, and investors.

Next Steps and 2030 Outlook

The 2030 Sustainability & Social Impact Strategy is fully integrated into the company’s broader strategic plan.

Colgate-Palmolive plans to report progress and introduce additional 2030 targets in its upcoming Sustainability and Social Impact Report later this year.

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Emissions Fall as Business Growth Continues

The company’s latest update outlines how carbon-aware software engineering, hardware optimization, and data-driven decision-making are reshaping its global technology stack.

Mastercard reported strong progress against its interim climate targets in 2025, cutting Scope 1 and 2 emissions by 44% and Scope 3 emissions by 46% from 2016 levels.

This came alongside continued commercial growth, with net revenue rising 16% while overall emissions declined by 1% year over year — marking a third consecutive year of emissions reduction and signaling early evidence that growth can be decoupled from environmental impact.

Sustainability Positioned as a Performance Driver

“This Earth Day, Mastercard is demonstrating that we can scale the digital economy, without scaling emissions,” said Ellen Jackowski, Chief Sustainability Officer at Mastercard, writing on LinkedIn on Earth Day.

“These results reinforce a simple but important point: with focus, discipline and support from across the company, environmental sustainability does not have to be a constraint on performance. It can be a catalyst for it.”

Technology Infrastructure Drives Sustainability Focus

The company identified its technology footprint as central to its emissions profile. Data centers represent around 60% of Scope 1 and 2 emissions, while technology goods and services account for roughly one-third of Scope 3 emissions.

This has driven a strategy focused on improving efficiency across applications, hardware, and the energy systems that support them.

Renewable Energy and Governance Underpin Strategy

Renewable energy remains a key driver of emissions reduction, supported by broader efforts spanning procurement, supply chain engagement, and embedding sustainability into day-to-day business decisions.

A dedicated Sustainable Technology Steering Committee oversees execution, ensuring accountability and alignment with company-wide objectives.

Data-Driven Sustainability Across the Tech Stack

Since 2023, Mastercard has built a patent-pending dashboard that assigns a Sustainability Score to each technology asset.

By integrating metrics such as real-time energy consumption, carbon intensity, server utilization, and system consolidation, the platform provides visibility into performance and enables targeted action across operations.

Embedding Carbon Awareness in Software Engineering

Sustainability is now integrated into how Mastercard designs and deploys applications.

Through its engineering community, the company has adopted principles from the Green Software Foundation, focusing on efficient design, runtime optimization, and carbon-aware decision-making. These practices are embedded into engineering standards and review processes, ensuring environmental impact is considered before deployment.

Hardware Optimization Accelerates Efficiency Gains

On the infrastructure side, Mastercard is improving efficiency by consolidating and decommissioning underutilized hardware.

More than 3,700 devices have been removed since 2024, with the pace of decommissioning increasing significantly into 2026. The company is also expanding the use of dynamic power settings to adjust energy consumption in real time based on workload demands.

Optimizing Cloud and Data Center Operations

Mastercard operates across owned, co-located, and cloud environments, requiring close collaboration with suppliers to manage emissions.

Efforts include improving visibility into energy and emissions data and standardizing reporting, including work with Greenpixie. This enables more precise workload placement based on carbon intensity and energy availability.

Net Zero Ambition Backed by Technology Innovation

The company’s approach links emissions reduction directly to its broader mission of powering the digital economy.

“Today, we are celebrating our progress while remaining focused on the work ahead as we continue our journey to reach net zero emissions by 2040,” added Ellen Jackowski.

Mastercard’s strategy demonstrates how aligning technology innovation with sustainability goals can enable both environmental progress and business growth at scale.

The post “We Can Scale the Digital Economy, Without Scaling Emissions”:  Mastercard CSO Marks Sustainability Progress appeared first on Sustainability Outlook.

Scale potential

A new cross-industry initiative is aiming to break the supply-demand deadlock limiting the scale-up of textile-to-textile (T2T) recycled and next-generation fibres across the global fashion supply chain.

The initiative comes as the industry struggles to move beyond pilot-stage adoption. Currently less than 1% of global fibre consumption comes from T2T recycling, with limited use of post-consumer waste.

According to estimates, up to 2 million tonnes of T2T recycled and next-generation material capacity could be achieved, increasing share from less than 1% towards 8% of global fibre production by 2030.

However, scaling remains constrained by fragmented demand, insufficient financing, and a lack of well-developed recycling infrastructure and supportive policy frameworks, creating a “chicken-and-egg” dynamic between supply and demand.

Aggregating demand to unlock supply chain investment

The Circular Fibre Collective is structured to address these barriers through coordinated action across brands, suppliers, and innovators—particularly by creating clearer demand signals.

“The Circular Fibre Collective demonstrates the power of collective action,” said Eva von Alvensleben, Executive Director at The Fashion Pact.  “Together, we can bring a strong, unified voice to accelerate the scaling of textile-to-textile recycled and next-generation materials. By sending a clear market signal through CEO leadership, we believe this will drive both investment and adoption across the industry.”

The initiative will facilitate voluntary forms of aggregated demand, alongside efforts to enable financing, policy alignment, and material supply mapping.

Tools and partnerships to accelerate adoption

Alongside demand aggregation, the Collective provides practical tools to help companies integrate circular materials into commercial operations, including Fashion for Good’s Fiber Club, toolkits, and dedicated material cohorts.

“We’ve been working with brands on next-generation material adoption long enough to know that good intentions don’t move markets — shared engagement does,” said Katrin Ley, Managing Director at Fashion for Good.  “The Circular Fibre Collective is built on that premise, and our Fiber Club work gives us a concrete foundation to build from.”

The Ellen MacArthur Foundation will continue to provide circular economy expertise as the initiative scales.

“It was great to have supported the design of this initiative,” said Joe Murphy, Chief Strategy & Innovation Officer at Ellen MacArthur Foundation.   “The vision of a circular economy for fashion and textiles is clear. The past decade has built real momentum behind it. Now is the time to move to implementation at scale and initiatives such as this are an important step on the long-term journey.”

Industry alignment critical to scaling circular materials

The launch underscores the need for coordinated action across the full value chain to balance supply and demand for sustainable materials.

“Scaling low impact materials is not a question of technology alone, it is a question of collective effort,” said Leyla Ertur, Chief Sustainability Officer at H&M Group.  “Without credible, long term demand signals, suppliers cannot invest; without capable supply, brands cannot commit. Creating balance between the two requires collective action across the value chain, shared definitions of what ‘circular’ truly means, and a proven business case for every actor involved.”

The organisations are now inviting brands and suppliers to join the initiative.

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Renewable energy moves from ESG to core business strategy

For General Motors, energy strategy is no longer a sustainability side initiative—it is central to business performance.

“Managing energy use isn’t just a checkbox for a corporate environmental report these days; it’s a business necessity,” said Cassandra Garber.

That framing comes as GM reached a major milestone in 2025, securing enough renewable energy to match 100% of its electricity consumption across all U.S. facilities—making it the first U.S. automaker to achieve the benchmark.

Scaling renewable energy across a complex manufacturing footprint

The milestone reflects the scale of GM’s U.S. operations, which include assembly plants, design centers, and corporate offices nationwide.

The company’s approach is based on annual “energy matching,” ensuring that every kilowatt-hour of electricity consumed is offset by renewable energy procurement.

“GM contracts for enough clean energy… to equal every kilowatt-hour it pulls from the grid,” Garber wrote, comparing the model to balancing a bank account: “As long as you deposit as much money as you withdraw, your account is balanced.”

Projects such as Newport Solar and Hilltopper Wind Farm are part of that portfolio, with GM prioritizing developments located on the same regional grids as its facilities.

Global progress accelerates alongside U.S. leadership

While the U.S. milestone marks a first for the domestic auto sector, GM is also scaling internationally.

Globally, the company matched 70% of its electricity usage with renewables in 2025—nearly double its 2023 level—supported by projects in Mexico and Brazil, and continues to pursue 100% worldwide.

At the same time, GM reports it has reduced operational emissions (Scope 1 and 2) by 52% since 2018, aligning energy strategy with its broader zero-emissions ambitions.

Economic impact strengthens the business case

GM’s renewable energy investments are also delivering measurable economic value across its supply chain and communities.

Since 2015, domestic renewable projects have generated approximately $1.9 billion in GDP impact, with contracted projects through 2026 expected to add a further $333 million.

These developments support an average of 1,500 construction jobs annually across multiple states, while contributing local tax revenues that fund schools and emergency services.

Energy transition delivers operational advantages

Garber emphasized that the shift to renewable energy is not only about emissions reduction but also about strengthening operational resilience and cost stability.

“GM’s transition to clean energy isn’t just better for the environment — it’s smart business,” she said.

The company points to several key benefits:

• “Price stability: Long-term renewable contracts insulate GM from energy market volatility.”

• “Grid resilience: More clean energy on the grid means a more dependable system for everyone.”

• “Energy independence: Reduced reliance on foreign energy imports strengthens the local communities our facilities depend on.”

Supply chain engagement becomes the next frontier

GM is now extending its decarbonization efforts beyond its own operations, signaling expectations across its supplier ecosystem.

“GM is also sending a clear signal to suppliers and partners: join this decarbonization journey,” Garber noted, highlighting initiatives such as Transform: Auto aimed at accelerating renewable energy adoption across the automotive value chain.

From factory floor to EV future

The company’s renewable energy strategy is already embedded in key manufacturing sites.

Facilities such as Factory ZERO in Detroit and Spring Hill Manufacturing in Tennessee are powered through clean energy programs, supporting production of electric vehicles including the Chevrolet Silverado EV, GMC Sierra EV, and Cadillac LYRIQ.

For Garber, the connection between clean energy and electrification is direct.

“The zero-emissions journey starts before an EV customer ever hits the accelerator,” she said.

Decarbonization and growth go hand in hand

Looking ahead, GM’s progress is positioned as proof that sustainability and economic performance can align at scale.

“Achieving GM’s renewable goal in the U.S., and making continued progress internationally, proves that decarbonizing its footprint and driving economic growth aren’t in conflict,” Garber said. “GM is building the vehicles — and the energy systems — that will help us all enjoy an all-electric future.”

The post “It’s a Business Necessity”: GM Chief Sustainability Officer Cassandra Garber Celebrates 100% Renewable Energy Goal appeared first on Sustainability Outlook.

MODERNISING FOR A LOWER-CARBON FUTURE

Cargill has taken a significant step forward in its sustainability journey with the successful modernisation of its Baupte site in Normandy, France.

Backed by an investment of approximately €25 million, the project has delivered a 45 percent reduction in total site CO2 emissions, marking a major milestone in improving operational efficiency whilst reducing environmental impact.

At the heart of the initiative is the transformation of one of the site’s most energy-intensive processes, demonstrating how targeted technological upgrades can unlock substantial emissions savings without compromising performance.

INNOVATION THROUGH ELECTRIFICATION

Central to the upgrade is the introduction of Mechanical Vapor Recompression (MVR) technology. This advanced system replaces traditional natural gas-based steam generation with an electrically driven solution that captures, recompresses, and reuses vapours generated during production.

By turning waste vapours into a primary heat source, the system significantly enhances energy efficiency, reducing reliance on fossil fuels while maintaining consistent production output. Operating since the end of 2025, the technology is expected to cut emissions by approximately 13,700 metric tons of CO2 annually.

The initiative also aligns with Cargill’s broader global ambition to reduce operational emissions by 25 percent by 2035, reinforcing the company’s commitment to more sustainable industrial practices.

STRENGTHENING INDUSTRIAL PERFORMANCE

Beyond environmental benefits, the modernisation reinforces the Baupte site’s role as a key industrial hub within Normandy and across Europe.

The facility produces carrageenan, biopolymers, and other texturizing solutions used in a wide range of applications, including dairy desserts, cocoa-based drinks, plant-based alternatives, confectionery, sauces, cosmetics, and pharmaceutical products.

By improving energy efficiency and operational resilience, the upgrade ensures the site can continue supporting food manufacturers in developing and reformulating products that meet evolving consumer expectations for texture, stability, and consistency.

SUPPORTING NATIONAL DECARBONISATION GOALS

The project also reflects France’s wider strategy to accelerate industrial decarbonisation through electrification.

Sébastien Martin, Minister Delegate for Industry, highlighted the initiative as a strong example of how competitiveness and sustainability can go hand in hand.

A LEGACY OF INNOVATION AND GLOBAL IMPACT

Established in 1941, the Baupte site employs around 275 people and exports more than 75 percent of its production worldwide, contributing significantly to both the regional economy and Europe’s food ingredient supply chain.

The facility also hosts a dairy-focused Food Innovation Center that supports product development and provides technical expertise for customers.

As part of Cargill’s global network, the site exemplifies how long-standing industrial operations can evolve through innovation, delivering tangible sustainability outcomes whilst continuing to meet the needs of a growing global market.

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Tree-planting commitment expands beyond supply chains to support long-term sustainability goals

The initiative reflects a broader sustainability strategy focused not only on responsible sourcing, but also on ecosystem restoration and community resilience beyond direct supply chains.

The move builds on an earlier phase that saw 1 million trees planted between 2020 and 2025 in areas affected by natural disasters.

Chris Reeves, Certified Forester and Senior Scientific Communications Leader at P&G, said:

“Charmin is committed to helping keep forests as forests, which is why we participate in several initiatives to protect, grow and restore forests. Our partnership with the Arbor Day Foundation helps us make an impact in areas beyond our supply chain that have been affected by natural disasters.”

Restoration efforts target climate-impacted regions and community resilience

The programme prioritises reforestation in areas where forests have been damaged by events such as wildfires and hurricanes. According to the Arbor Day Foundation, its approach combines ecological restoration with community engagement, working with local planting partners to ensure appropriate tree selection and long-term recovery outcomes.

Dan Lambe, Chief Executive at the Arbor Day Foundation, said:

“A more hopeful future can be shaped through the power of trees. We are proud to partner with brands like Charmin that are bold enough to be part of our effort to plant trees in the areas that need them most. Our partnership with Charmin has already made a positive impact in multiple disaster-affected communities and we’re eager to continue this important work.”

Linking responsible sourcing with ecosystem restoration

The initiative complements Charmin’s broader forestry approach, which is structured around three pillars: protecting, growing and restoring forests. The company states that it uses pulp certified by the Forest Stewardship Council, regrows at least two trees for every tree used, and supports restoration through partnerships such as the Arbor Day Foundation.

For sustainability and supply chain stakeholders, the programme highlights how companies are increasingly linking upstream sourcing practices with downstream environmental and social impact—particularly in response to rising climate risks and stakeholder expectations.

Long-term partnership driving measurable impact

P&G and the Arbor Day Foundation have worked together since 2020, including through the Foundation’s Evergreen Alliance, which supports large-scale tree planting and awareness initiatives. The collaboration contributed to broader efforts to plant 100 million trees and engage 5 million tree planters by 2022.

With forests supporting 1.6 billion people globally and 80% of plant and animal species, the partners emphasise that restoration initiatives can deliver wide-ranging benefits, from biodiversity protection to improved air and water quality.

The expanded commitment signals continued investment in nature-based solutions as companies seek to balance operational sustainability with broader environmental stewardship.

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TACKLING A GROWING WASTE CHALLENGE

The global airline industry is facing a mounting sustainability issue. Cabin and catering operations generate an estimated 3.6 million tonnes of waste annually – a figure projected to reach four million tonnes by the end of 2025.

Without intervention, this could double by 2040 as passenger numbers continue to rise.

A notable share of this waste – between 18 and 20 percent – consists of untouched food and beverages. Due to strict international regulations, much of it is either incinerated or sent to landfill, posing both environmental and operational challenges.

Recognizing the urgency, Airbus has identified in-flight food waste as a key area for improvement, aligning its efforts with the UN 2030 Agenda for Sustainable Development.

FROM CONCEPT TO CABIN

In 2025, Airbus brought its “Smart Catering” concept into real-world testing through a collaboration with Virgin Atlantic. The AI-driven solution was designed to provide a clearer understanding of onboard consumption by automatically capturing data on passenger meal choices and tracking unused items.

Initial trials took place at a ground-based cabin mock-up facility in the UK, where the system demonstrated its ability to operate seamlessly without adding to crew workload.

Following this success, the technology was deployed on live flights, including routes from London to New York on an A330 and London to Orlando on an A350.

These trials validated the system’s capability to deliver accurate, actionable insights under real operating conditions.

ENHANCING THE IN-FLIGHT EXPERIENCE

Beyond waste reduction, Smart Catering introduces tangible improvements to onboard service. Designed for the connected aircraft environment, the solution equips cabin crew with digital tools that streamline operations and elevate passenger engagement.

Features such as interactive galley search, live inventory tracking, and intuitive dietary information eliminate the need for manual reporting.

Crew members can instantly locate food and beverages, identify stock levels, and access nutritional or allergy details, all in real time.

By reducing administrative tasks, the system enables the crew to focus more on delivering a premium passenger experience.

HOW AI POWERS SMART CATERING

At the core of the solution is a camera-based AI recognition system integrated into existing crew devices, such as tablets or smartphones.

As crew members remove meal trays or beverages from trolleys, the device camera captures the action, automatically updating onboard inventory. This process occurs seamlessly within normal service routines, requiring no additional steps.

The system also functions as an intelligent assistant, providing real-time insights into stock availability, item location, and passenger dietary needs.

Crucially, all collected data feeds into a central ‘ground cloud’, enabling fleet-wide analysis. Airlines can then leverage route-specific insights to better match catering supply with actual passenger demand.

DATA-DRIVEN SUSTAINABILITY

The implications of Smart Catering extend beyond operational efficiency. By aligning catering loads more closely with real consumption patterns, airlines can significantly reduce unnecessary uplift.

This data-driven approach has the potential to deliver double-digit reductions in preventable waste, particularly in relation to excess food and beverage provisioning.

For airlines, this represents a dual benefit – lowering environmental impact while optimizing costs and logistics.

LOOKING AHEAD

With successful trials completed, Airbus is now showcasing Smart Catering to the wider industry.

A working prototype will be available for demonstration at the Aircraft Interiors Expo (AIX) in Hamburg from April 14–16, offering airlines the opportunity to experience the solution firsthand.

As sustainability and efficiency become increasingly central to aviation, innovations such as Smart Catering highlight how AI and digital tools can transform even the most routine aspects of airline operations into smarter, more responsible systems.

The post Airbus and Virgin Atlantic : Smart Catering Takes Flight appeared first on Sustainability Outlook.

A POWERFUL COLLABORATION

The global challenge of plastic waste has long demanded bold, scalable solutions.

A new collaboration between Amazon and the U.S. Department of Energy (DOE) signals meaningful progress in this space.

At the center of the initiative is the BOTTLE consortium, a pioneering research program launched in 2020 to rethink how plastics are designed, used, and ultimately reused.

Short for ‘Bio-Optimized Technologies to keep Thermoplastics out of Landfills and the Environment’, BOTTLE is focused on advancing material innovation and recycling technologies to address one of the world’s most persistent environmental issues.

Led by the National Renewable Energy Laboratory (NREL), the consortium brings together expertise from across public and private sectors, combining scientific research with industrial capability to accelerate real-world impact.

REINVENTING PLASTIC FOR A CIRCULAR FUTURE

Plastics remain essential across countless applications due to their versatility and durability. However, their widespread use – particularly in single-use formats – has created a significant environmental burden.

BOTTLE’s mission is to transform this narrative by enabling plastics to be recyclable by design. Through chemical upcycling, existing plastic materials can be broken down into their molecular components and rebuilt into new, high-value materials. Crucially, these next-generation materials are designed to be more easily recyclable, and in some cases, biodegradable in natural environments.

This approach represents a shift away from traditional linear consumption models towards a circular economy, where materials are continuously reused rather than discarded.

AMAZON’S ROLE IN ADVANCING MATERIALS SCIENCE

Amazon’s participation in the consortium brings additional momentum to the initiative. The company’s team of materials scientists and engineers will work alongside BOTTLE partners to develop energy-efficient technologies capable of processing a wide range of plastics.

The ambition is clear – to create materials that can move seamlessly through a full lifecycle without contributing to carbon emissions.

This includes designing plastics that can be repeatedly recycled into the same or entirely new products, as well as ensuring that any materials that escape the recycling stream can safely biodegrade.

The collaboration also reflects Amazon’s broader sustainability strategy, which prioritizes innovation as a driver of environmental progress. By leveraging its scale and technical expertise, the company aims to accelerate solutions that can be applied not only within its own operations but across industries globally.

BUILDING ON EXISTING SUSTAINABILITY PROGRESS

This latest initiative builds on Amazon’s ongoing efforts to reduce packaging waste and improve material efficiency. By 2021, the company had reduced the outbound packaging weight per shipment by 36 percent, eliminating a total of one million tonnes of material while increasing the use of recyclable inputs.

Complementing this, Amazon continues to explore sustainable product design through initiatives such as its Amazon Aware range, which incorporates recycled, organic, and bio-based materials across everyday essentials.

Together, these efforts highlight a broader commitment to embedding sustainability across the value chain – from product design to packaging, and now, advanced material recovery.

COLLABORATION AS A CATALYST FOR CHANGE

The BOTTLE consortium is supported by the DOE’s Bioenergy Technologies Office and Advanced Manufacturing Office, along with a network of national laboratories and universities. This collaborative structure is critical, enabling the cross-pollination of ideas and the rapid scaling of breakthrough technologies.

Ultimately, the partnership between Amazon and BOTTLE underscores a shared recognition that solving the plastic waste crisis will require both scientific innovation and industrial implementation.

By aligning research excellence with global operational reach, the collaboration aims to deliver tangible progress towards a future in which plastics are no longer waste but valuable resources circulating within a sustainable system.

The post Amazon and US Department of Energy Join Forces to Tackle Plastic Waste appeared first on Sustainability Outlook.

Snacking Made Right progress report

The company’s latest Snacking Made Right progress report details how Mondelēz is scaling sustainable sourcing and climate initiatives while embedding sustainability deeper into long-term business resilience planning.

Mondelēz International says it has achieved approximately 100% cocoa volume sourcing for its chocolate business through Cocoa Life, marking a major milestone in the company’s sustainable ingredient sourcing strategy.

The update forms part of the company’s newly released 2025 sustainability progress report, Snacking Made Right, which outlines progress across cocoa sourcing, climate action and packaging innovation.

The Cocoa Life programme now works alongside more than 257,000 registered farmers, with the initiative focused on helping farmers build more profitable businesses and resilient communities while also supporting forest protection and restoration.

It is also a founding member of the TogetherCocoa Foundation, collaborating with governments and other businesses to help accelerate systemic change in the cocoa sector.

Mondelēz outlines future cocoa supply chain strategy

Alongside Cocoa Life’s expansion, Mondelēz is pursuing an enhanced enterprise-wide sourcing strategy for cocoa aimed at modernising the sector and strengthening long-term resilience.

Key priorities include:

• Diversification and innovation through geographic flexibility, large-scale farming and partnerships with food-tech start-ups developing ingredients such as lab-grown cocoa
• Predictive technology investments to improve crop forecasting and supply accuracy
• Modernised smallholder engagement programmes designed to align with changing regulations and consumer expectations
• Climate progress reaches 60% of 2030 emissions target

Mondelēz reported it has now achieved approximately 60% progress toward its 2030 greenhouse gas emissions reduction target, which aims to reduce end-to-end CO2e emissions by 35% against a 2018 baseline.

It exceeded its 2025 water target, achieving an approximately 18% reduction in absolute water usage at priority sites, surpassing its original goal of a 10% reduction.

Packaging innovation supports circular economy ambitions

On packaging, Mondelēz has reached approximately 75% progress toward its 2030 recycled plastic content target.

As part of that work, the company introduced recycled content packaging for Cadbury in Australia, which it said contributes to its commitment to building a more circular economy for plastic.

Mondelēz also joined The 100+ Accelerator, an initiative providing access to eco-entrepreneurs to help scale environmental solutions.

Sustainability remains central to long-term growth strategy

Christine Montenegro McGrath, SVP Chief Impact & Sustainability Officer at Mondelēz International, said: “Focus, innovation and impact at scale have always been at the heart of our sustainability work.

Ever humble, but determined, we remain focused on contributing to the future of more sustainable snacking and delivering sustainable business growth.”

Dirk Van de Put, Chair and Chief Executive Officer of Mondelēz International, added: “Our path forward is grounded in long-term, sustainable business growth – shaping, creating, and accelerating the future of snacking for generations of consumers to come.

We remain focused on innovating with excellence, implementing long-term structural actions intended to enhance business resilience, embedding sustainability into our everyday work and delivering long-term value for our many stakeholders.”

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Focus on lower-carbon cocoa production

The two companies have announced a strategic collaboration running from 2025 to 2029 to accelerate climate-smart and regenerative agriculture practices across their shared cocoa supply chain in Ecuador, supporting both businesses’ ambitions to achieve net zero by 2050.

The programme is designed to help reduce the carbon footprint of cocoa production in Ecuador while increasing farm productivity and strengthening grower resilience.

In its first phase, the initiative is expected to support more than 960 farmers across the cocoa-growing regions of El Oro, Esmeraldas, Guayas, Los Ríos, Manabí and Santo Domingo.

Participating farms will implement regenerative agriculture practices across more than 9,000 hectares of farmland.

A central part of the strategy involves transitioning farms from full-sun monoculture to multistrata agroforestry, which Mars and ofi said can:

• Boost cocoa production
• Support microorganisms and pollinators
• Create natural barriers against pests and disease

Farmers will also receive tools and support to adopt:

• Low carbon fertilizers
• Improved crop residue management
• Biochar applications

These interventions are intended to improve soil health, reduce greenhouse gas emissions, increase CO₂ removals and enhance cocoa yields.

Supply chain resilience and farmer support

Mars and ofi said approximately 4,800 people in surrounding cocoa-growing communities are expected to benefit from the programme’s on-farm investments.

Benjamin Guilbert, Global Vice President, Cocoa at Mars, said: “Building on our long-standing collaboration in cocoa sourcing, this effort demonstrates our belief that when companies share common goals, they can deepen cooperation and drive more meaningful impact at scale.”

He added: “We value ofi’s ongoing commitment to helping Mars realize our vision of a more modern, inclusive, and sustainable cocoa ecosystem that can support farmers and the environment.”

Building more resilient livelihoods

Andrew Brooks, Head of Cocoa Sustainability at ofi, said: “Together with Mars, we’re scaling up regenerative practices like agroforestry and biochar in Ecuador aimed at cutting greenhouse-gas emissions and helping to secure the future supply of cocoa.”

He added: “By making these practices more accessible to farmers, we hope to reduce barriers for implementation and costly inputs, while opening new income opportunities that can make a real difference to building more resilient livelihoods.”

Net zero targets shape sourcing strategy

The collaboration builds on more than 15 years of joint sustainable cocoa sourcing globally between Mars and ofi, including 10 years working together in Ecuador.

Both companies said the initiative aligns with their Science Based Targets initiative (SBTi)-validated climate commitments and broader net zero roadmaps.

Pedro Amaral, Associate Director, Head of Cocoa Climate Sustainability at Mars, said: “True progress on climate requires shared ambition and mutually beneficial value.”

He added: “Having Net Zero ambitions validated by SBTi enables a bold framework for Mars and ofi to invest together in the long term in solutions that are good for cocoa farmers, good for the environment, and good for the future of our supply chain.”

Sustainability rises up food supply chain agenda

The announcement reflects growing pressure on food and beverage companies to decarbonise agricultural supply chains while protecting long-term ingredient availability.

The collaboration is intended to drive measurable reductions in greenhouse gas emissions in the cocoa supply chain, while helping secure the long-term future of cocoa production through more sustainable farming practices. https://youtu.be/lpm6RUtRLSU?si=Oge_7O5TvduMXijs

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General Mills advances sustainability goals across food, climate and community impact

The report marks the company’s 56th year of reporting on environmental and social impact and highlights sustainability as part of the Standing for Good pillar of its Accelerate business strategy.

Jeff Harmening, Chairman and CEO of General Mills, said: “For 160 years, we’ve been making food the world loves while ensuring the ‘G’ in our logo stands for Good.”

He added: “Standing for Good is a key element of our enterprise strategy, which aims to drive sustainable growth and long-term value for our stakeholders.”

Regenerative agriculture programme surpasses 800,000 acres

General Mills said it has now engaged more than 800,000 acres in its regenerative agriculture programmes, representing more than three-quarters of the way toward its 2030 commitment.

Harmening said the company continues to invest in landscapes and ecosystems because: “As a food company, General Mills depends on the health and well-being of our planet, so we continue to invest in landscapes and ecosystems to build resilience for nature, climate and communities.”

Emissions reductions and zero waste milestone strengthen climate progress

The company reported a 14% reduction in total value chain greenhouse gas emissions through 2025, alongside a 55% reduction in Scope 1 and 2 emissions compared with its 2020 baseline.

General Mills also announced it has achieved its zero waste to landfill commitment, originally set in 2016, meaning all waste from wholly owned manufacturing facilities globally is now recycled, reused or recovered for energy.

Harmening said: “In 2025, we advanced progress on our planetary commitments, including regenerative agriculture, climate action and recyclable packaging. We also achieved zero-waste-to-landfill at our owned manufacturing facilities globally, further reducing environmental impact.”

Packaging recyclability reaches 95%

As part of its packaging sustainability efforts, General Mills said 95% of its packaging is now recyclable or reusable by weight.

It remains the largest producer of natural and organic packaged food in the U.S., with one in 10 North American products certified organic or made with organic ingredients.

Harmening said: “We proudly have the largest natural and organic food portfolio in the U.S. and are the leading provider of whole grains to Americans.”

The company also noted that 21% of its U.S. retail volume contained a good source of dietary fibre in fiscal 2025.

Food donations exceed $83m globally

Under its People commitments, General Mills said it contributed more than $83 million in food and charitable donations worldwide during fiscal 2025.

The business also said it enabled more than 7.9 billion meals through philanthropic partners.

Additionally, 86% of employees reported General Mills as a great place to work, while 82% said they feel a strong sense of belonging.

Transparency remains central to reporting strategy

Harmening said General Mills remains committed to open reporting on its progress and challenges.

He said: “In our 56th year of reporting social and environmental performance, we remain committed to disclosing our progress, as well as our challenges.”

He added: “I’m energized and inspired by what we have done and remain committed to the strategies in place to continue to provide families with food they love while standing for good.”

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Focus on water security in high-risk regions

The partnership, which began in 2018, is entering its third phase and will run from 2026 to 2028, focusing on wetland restoration and water replenishment projects in China, Nepal and Laos.

Water remains a critical resource for Carlsberg’s production network and wider value chain, with the company positioning freshwater protection as a strategic sustainability priority amid mounting global water stress and biodiversity decline.

According to Carlsberg, nearly two billion people live in areas at risk of severe water scarcity, while 85% of the world’s freshwater species populations have been lost since 1970.

The expanded programme will focus on:

• Restoring degraded wetlands in Nepal
• Launching a new wetland restoration project in Ningxia in China’s Yellow River basin
• Maintaining and monitoring existing restoration projects in China and Laos

The initiative is guided by the WWF Water Risk Filter, an assessment tool used to evaluate water risks across production and supply chains.

Simon Boas Hoffmeyer, VP Sustainability & ESG at Carlsberg Group, said: “Water is one of our most critical resources – both for our production sites and for the communities we are part of.”

He added: “We are working to reduce our water use and, in partnership with WWF Denmark, actively replenish water resources in the areas where the need is greatest.”

Linking sustainability to operational resilience

The programme aims to help return clean water to nature through wetland restoration and nature-based solutions, while supporting local ecosystems and communities.

One indicator of success will be increased local wildlife populations, seen as a marker of healthier freshwater ecosystems.

Julie Hjort, Director of Partnerships at WWF Denmark, said: “Freshwater ecosystems are among the most threatened in the world, and therefore we are very pleased that the Carlsberg Group contributes to restoring unique wetlands in China, Nepal and Laos.”

She added: “The collaboration with Carlsberg Group demonstrates how companies can contribute to nature restoration while also creating value for local communities while at the same time addressing potential value chain challenges.”

Progress toward long-term replenishment targets

Carlsberg said the first two phases of the partnership have already delivered measurable results, including the creation and restoration of wetlands across seven locations near four breweries.

Together, the projects replenished 1.2 million cubic metres of water in 2025, equivalent to 2.4 billion half-litre bottles of water, according to the company.

The projects are now replenishing more than 100% of the water consumed at three Chinese breweries.

When fully implemented, the projects in Nepal, China and Laos are expected to contribute around 40% of Carlsberg Group’s 2032 target of replenishing 100% of water consumption at breweries in high-risk areas.

Water stewardship moves up the business agenda

As climate change, pollution and overuse place increasing pressure on freshwater resources, water stewardship is becoming a more prominent issue for manufacturers with agricultural and industrial supply chains.

For Carlsberg, the latest expansion reflects how environmental restoration is increasingly being tied to operational continuity, resource security and long-term business resilience in sustainability planning.

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Focus on labour rights in coffee sourcing

The project, titled “From fair recruitment to worker protection in coffee supply chains,” is designed to support more sustainable and resilient sourcing networks by addressing labour-related risks in three of the world’s key coffee-producing markets.

According to the ILO, the initiative will promote labour rights by identifying and addressing the drivers of decent work deficits across coffee supply chains, particularly among seasonal and migrant workers.

Building on its standard-setting role, the ILO will facilitate dialogue between governments, employers and workers’ organisations to assess labour challenges and help shape targeted country-level interventions.

These interventions will focus on promoting fair recruitment practices and worker protection, while also generating insights to support broader knowledge-sharing across the global coffee sector.

Supporting more sustainable supply chains

Dan Rees, Director of the ILO Priority Action Programme on Decent Work in Supply Chains, said the project aims to improve sustainability by tackling long-standing labour issues within coffee production.

“Coffee production sustains the livelihoods of approximately 20–25 million families worldwide, generating vital income and employment. However, decent work deficits in coffee supply chains persist, particularly among seasonal and migrant workers. Through this project, we aim to advance labour rights and promote decent work and contribute to more sustainable supply chains.”

Nestlé links labour standards to supply chain resilience

Nestlé says the partnership supports its broader sustainability goals for coffee sourcing and is intended to help build more resilient and inclusive coffee value chains.

Antje Shaw, Head of Sustainability for Coffee at Nestlé, said:

“Our partnership with the ILO represents a significant step to advancing and promoting human rights in coffee supply chains. By working together, we can progress faster in creating more resilient and inclusive coffee value chains, where workers are treated with dignity.”

Backed by wider sustainability initiatives

The programme is supported by the Nescafé Plan, Nestlé’s global sustainability programme for the brand.

It will also contribute to the ILO’s Fair Recruitment Initiative, which promotes fair recruitment principles globally, and the ILO’s Safety + Health for All flagship programme, including its Vision Zero Fund, which supports safe and healthy working environments in supply chains.

As sustainability expectations continue to rise across global food and beverage sourcing, the initiative highlights growing industry focus on labour rights as a key component of responsible and resilient supply chain management.

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