Caterpillar positions sustainability around mining and industrial customer needs

Caterpillar says growing global demand for infrastructure, energy and critical minerals is increasing pressure on mining and industrial operators to improve efficiency, reduce emissions and extend asset life.

In its 2025 Sustainability Report, the company outlined progress across remanufacturing, lower-emissions technologies, operational efficiency and workforce safety, while reaffirming its long-term sustainability and growth strategy.

“The world’s demand for infrastructure, energy and critical minerals is accelerating, and our customers are at the center of meeting it,” said  Joseph E. Creed, Chairman and CEO of Caterpillar.

“That is a tremendous opportunity for Caterpillar, but it is also a tremendous responsibility. The work our customers do must be done safely, efficiently and sustainably. Our job is to make sure they can.”

“At Caterpillar, our mission is solving our customers’ toughest challenges. Our purpose is building a better, more sustainable world. Those are not separate ideas—they reinforce each other.”

Circular economy strategy expands through Cat Reman and rebuild programmes

The report places significant emphasis on Caterpillar’s circular economy strategy, particularly through Cat Reman and machine rebuild programmes designed to extend equipment life and reduce material use.

Caterpillar said Cat Reman now includes more than 8,000 offerings across multiple industries, with engineers increasingly integrating remanufacturing considerations into product development and the company reported receiving 150 million pounds of end-of-life material through Cat Reman operations during 2025.

A featured example highlighted the rebuild of Cat 336 excavators using remanufactured engines and hydraulic systems alongside rebuilt or replacement components to restore machines to peak operating performance.

A Cat Certified Rebuild can reduce customer Scope 3 greenhouse gas emissions by a minimum of 70% compared with purchasing an equivalent new machine.

Electrification and alternative fuels support mining decarbonisation

Caterpillar continues investing in a broad portfolio of lower-emissions technologies, including diesel-electric, battery-electric, hybrid and alternative fuel systems.

The company said sustainability progress must remain practical and adaptable to customer operating conditions across industries and regions.

“We know every customer is different, so our starting point is always a discussion to understand what success looks like to them. Their goals may be to use less fuel, extend machine life, lower maintenance and operating costs or reduce emissions, among others,” said Caterpillar’s Chief Sustainability and Strategy Officer Ebban Clause.

“That solution might be leveraging a hybrid diesel-electric machine or battery electric machine, rebuilding their existing fleet or using alternative fuels such as biodiesel, renewable diesel (HVO) or hydrogen blends in their genset, to name a few examples.”

The report also highlighted increasing use of connected technologies such as the VisionLink platform to improve fleet visibility, fuel management and operational decision-making.

Safety technologies expand across mining and heavy equipment operations

Safety remained a major focus throughout the report, particularly for mining and industrial applications involving high-energy operating environments.

Caterpillar said nearly 11,000 Driver Safety System-equipped machines and light vehicles were connected globally during 2025.

The company also expanded direct safety control technologies, including motion inhibit systems, automatic emergency braking and Cat 2D E-fence technology designed to prevent machines from moving beyond predefined operating boundaries.

Other investments included AI-enabled camera systems and pedestrian detection technologies across several facilities and Caterpillar improved recordable injury frequency by 23% compared with its 2018 baseline and has achieved a 93% improvement in recordable injury frequency since 2003.

Operational emissions and energy efficiency progress

Caterpillar reported a 34% reduction in Scope 1 and Scope 2 greenhouse gas emissions from its operations compared with its 2018 baseline, exceeding its 2030 target pathway of a 30% reduction.

The company also reported a 25% reduction in energy intensity since 2021.

Key Projects

• Hybrid microgrid deployment at Caterpillar’s Tucson Proving Ground in Arizona
• Solar installations at the Queensland distribution centre in Australia
• Water reduction projects at the Grenoble, France facility
• Solvent reclamation programmes in Decatur, Illinois

Scope 3 emissions remain largest sustainability challenge

Caterpillar stated that Scope 3 Category 11 emissions from the use of sold products remain the company’s largest emissions category, representing more than 95% of total Scope 1, 2 and 3 emissions.

The company said emissions increased during 2025 due to product mix, end-market demand and continued growth in global energy demand.

However, Caterpillar repeated its commitment that 100% of new products introduced through 2030 will be more sustainable than previous generations through improved efficiency, lower emissions, reduced waste and enhanced rebuild and remanufacturing capability.

Workforce development and mining skills investment

The report also outlined workforce and skills initiatives linked to the future of industrial and mining operations.

Caterpillar announced a US$100 million commitment over five years to support workforce development and manufacturing skills training and also reported employing more than 118,000 people globally during 2025, including more than 64,500 manufacturing employees.

More than 1.2 million training courses were completed by employees during the year, while over 1,900 interns joined the business globally.

“Sustainability is core to how we execute the strategy, serve our customers and build a company that will be essential for the next 100 years, just as it has been for the first,” added  Joseph E. Creed.

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Energy security shock exposes fossil fuel system vulnerability

The Energy Transitions Commission (ETC) has warned that crisis-driven responses to the recent Hormuz disruption risk locking economies into higher long-term costs and structural vulnerability if they reinforce fossil fuel dependence.

Instead, the organisation argues that accelerating clean energy deployment offers the most durable route to energy security, with renewable power, electrification and efficiency capable of displacing the equivalent of all oil flows through the Strait of Hormuz over the coming years.

The ETC says fossil fuel systems transmit shocks through global price mechanisms, while clean energy systems are structurally more resilient due to their capital-intensive, non-commodity cost base.

Fossil fuel systems amplify shocks, clean energy absorbs them

According to the report ‘Lessons on Energy Security after the Hormuz Crisis,’ fossil fuel energy systems rely on continuous commodity flows through concentrated geopolitical chokepoints, meaning disruptions are rapidly transmitted into global prices.

By contrast, 70–90% of clean energy costs are upfront capital investment. Once deployed, technologies such as solar, wind, batteries and grids provide stable energy output over long periods, largely insulated from market volatility.

The ETC estimates that sustained elevated fossil fuel prices could add $1–2 trillion in annual global oil and gas expenditure, comparable to the $1.5 trillion annual clean energy investment gap identified on the path to net zero.

Clean energy deployment can displace Hormuz-linked fossil fuel flows

The report highlights that new fossil fuel infrastructure risks locking in future exposure to similar shocks, noting that oil and gas fields often take 5–10 years to come online.

By contrast, technologies such as rooftop solar and heat pumps can scale within months, while electric vehicle adoption is already structurally reducing oil demand.

The ETC estimates EV deployment alone could displace around 5 million barrels per day by 2030 and 9–10 million barrels per day by 2035 — around half of pre-crisis Hormuz oil flows.

A coordinated clean energy response could reduce global oil demand by around 20% and gas demand by more than 30% by 2035, significantly lowering exposure to future supply disruptions.

Scale of the Hormuz disruption and economic impact

The report describes the Hormuz closure as the largest oil supply shock on record, disrupting 18.4 million barrels per day of oil, alongside around 20% of global LNG trade and one-third of globally traded fertilisers.

The effects are most severe in emerging and import-dependent economies, with approximately 84% of crude oil and more than 80% of LNG transiting Hormuz destined for Asian markets.

Oil prices rose from around $70 per barrel to as high as $90–120, while LNG prices increased from $10–12 per MMBtu to above $25. The ETC estimates the disruption could add $1–2 trillion in additional global fuel expenditure in 2026 if elevated prices persist.

Europe is estimated to be losing almost €500 million per day due to the shock.

Clean energy systems deliver lower and more stable energy costs

The ETC highlights differences in national exposure depending on energy system design.

Spain, with 57% renewable electricity, recorded the lowest energy price increases in the EU following the disruption, with prices around $50/MWh. By contrast, Singapore, heavily reliant on gas for power generation, saw prices above $200/MWh.

The Commission argues this divergence reflects system structure rather than geography, with renewable-heavy systems better able to absorb fossil fuel price volatility.

Governments urged to accelerate clean energy transition

The ETC calls for a coordinated policy response across renewables, electrification, green fuels, fertilisers and efficiency, arguing that such measures could displace oil and gas demand linked to the Strait of Hormuz by 2035.

Adair Turner, Co-Chair of the Energy Transitions Commission, said:

“The current crisis shows that fossil fuel dependence is not only a climate risk but also an economic and strategic vulnerability. Clean energy systems are more distributed, more efficient and less exposed to the price shocks created by continuous dependence on traded fuels.”

Jules Kortenhorst, Co-Chair of the Energy Transitions Commission, said:

“For decades we have built an energy system that is wasteful, insecure, and volatile. Three quarters of the world’s population depend on fuels they do not control, priced in markets they do not influence, vulnerable to shocks they cannot prevent. The defining question now is whether governments act to build a more resilient system or to sustain one which is already vulnerable to disruption.”

Five priority actions to reduce fossil fuel exposure

The ETC identifies five policy priorities to reduce volatility exposure while improving affordability and energy security:

• Accelerate renewable electricity deployment to displace gas in power systems, supported by storage, grids and flexibility
• Electrify road transport, with EVs potentially cutting global oil import spending by more than $600 billion annually
• Electrify heating and cooking, reducing reliance on gas and LPG while improving household affordability
• Scale green fuels and fertilisers, including cleaner fertiliser production and low-emissions fuels for hard-to-abate sectors
• Improve energy efficiency, including building retrofits, equipment standards and industrial optimisation

The report notes that short-term trade-offs may be required, including targeted household support and limited temporary use of existing coal or LNG infrastructure in some markets. However, it cautions against new fossil fuel lock-in measures such as expanded coal capacity, long-lived LNG infrastructure expansion, or weakened carbon pricing signals.

Market signals show rapid clean energy acceleration

Despite market volatility, the ETC highlights accelerating deployment of clean technologies.

Chinese solar exports doubled month-on-month in March. Around 50 countries recorded record solar PV imports, including India (up ~140%) and Ethiopia (up ~390% year-on-year). EU electric vehicle registrations rose nearly 50% year-on-year, while India saw a surge in induction cooktop sales as LPG shortages drove fuel switching.

What is the Energy Transitions Commission?

The Energy Transitions Commission is a global coalition of leaders from across the energy sector focused on achieving net-zero emissions by mid-century in line with the Paris Agreement goal of limiting global warming to well below 2°C.

The organisation is hosted by SYSTEMIQ Ltd.

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Tesco updates sustainability strategy as retailer exceeds emissions target

The retailer said in the Tesco PLC Sustainability Report 2026 it exceeded its target for Scope 1 and 2 emissions reductions, recording a 68% reduction against a 2015/16 baseline, ahead of its 2025 target of 60%.

Tesco also reported that 99% of its own-brand packaging by weight in the UK is now recyclable through kerbside collection and other collection schemes, while healthy food now represents 65% of total sales in the UK and Republic of Ireland, up from 58% in 2019.

Ken Murphy said: “As the UK’s leading food retailer, serving our customers, communities and planet a little better every day, we depend on a resilient and sustainable food system. Without it, our suppliers and farmers can’t grow the food needed to feed the nation.”

Murphy added: “Ongoing global uncertainty has shown us this work isn’t just the right thing to do; it’s a business imperative.”

Group Chief Sustainability Officer Christine Heffernan agrees that sustainability is vital for the future of the business.

“As food systems come under increasing pressure, sustainability is key to our long-term resilience,” she adds. 

“Our actions today help meet customer needs and strengthen supply chain stability for the future.”

Retailer introduces new sustainability commitments

Tesco said many of its 2025 commitments have now concluded and the company is introducing six new and updated commitments focused on sustainable farming, decarbonisation, healthier diets, circularity and packaging reform.

Murphy said: “While we have taken important steps forward, we know there is more to do. With many of our 2025 commitments concluding, we are sharpening our focus across six new and updated commitments, which cover the pillars of our planet plan.”

The retailer said several previous targets have now been embedded into policy, including sourcing standards requiring all shell and ingredient eggs for the UK and Republic of Ireland to be cage-free, while UK produce must be LEAF Marque certified.

Tesco also acknowledged that some goals were not fully achieved, including its target to grow plant-based meat alternative sales by 300% by 2025, citing market decline and changing customer preferences.

Tesco highlights collaboration across the food system

Murphy said: “What’s clear is that many of the challenges we still face cannot be solved by one company alone – they require shared responsibility, and in some cases, regulatory change. A partnership approach will be essential.”

Tesco highlighted collaboration across its sustainable farming groups, alongside partnerships with the British Nutrition Foundation, FareShare, Olio, the Coronation Food Project and Alliance Food Sourcing.

Murphy added: “I firmly believe there is real opportunity for those businesses who can work together and build effective partnerships.”

Read more about how Tesco and RenEco have launched a new surplus food feed facility, transforming bakery and produce waste into animal feed and advancing circularity across the UK food system.

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Johnson Controls Targets Lower-Energy Thermal Management for AI Infrastructure

The acquisition supports Johnson Controls’ strategy to expand its position in the rapidly growing data centre cooling market as AI-driven computing workloads increase demand for higher-performance and more energy-efficient infrastructure.

Founded in 2020, Boston-based Alloy Enterprises specialises in advanced direct liquid cooling technologies designed for high-performance data centres. Its proprietary thermal management platform can enable up to a 35% improvement in thermal management efficiency and reduce pressure drop by up to 75%, helping lower overall cooling system energy consumption.

Increasing Innovation Advantages

“Alloy’s capabilities build on our strong foundation in thermal management, strengthening our ability to deliver the high-performance thermal management our customers require in increasingly demanding environments,” said Joakim Weidemanis, chief executive officer, Johnson Controls.

“I’m excited to welcome the Alloy team to Johnson Controls. As demand grows in AI‑driven and mission‑critical environments, this investment increases our innovation advantage, with broader potential to scale Alloy’s technology over time as we deliver even greater performance and efficiency outcomes for customers.”

Direct Liquid Cooling Gains Importance as AI Workloads Increase

The deal comes as data centre operators face rising pressure to reduce energy consumption and improve cooling efficiency while supporting growing AI and high-density computing requirements.

Alloy’s technology enables heat to be removed faster and more effectively from GPUs, CPUs, memory and networking components, supporting more efficient thermal management across modern compute environments.

Acquisition Builds on Johnson Controls’ Sustainable Cooling Portfolio

Johnson Controls said the acquisition complements its existing portfolio of data centre cooling technologies, including its YDAM magnetic bearing chiller, YK-HT two-stage economised centrifugal chiller, Silent-Aire Coolant Distribution Unit platform and YHAU absorption chillers.

The technologies are designed to improve cooling capacity, reduce infrastructure requirements and increase energy efficiency in mission-critical environments.

“We’re excited to join Johnson Controls and accelerate the impact of our unique technology,” said Alison Forsyth, co-founder and CEO of Alloy Enterprises.

“We’ll continue to work closely to solve the industry’s most urgent challenges in data centres and other mission-critical environments. We look forward to this new chapter and continuing to scale with one of the world’s most respected and experienced leaders in thermal management innovation.”

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Improved Demand Forecasting Delivers Sustainability and Efficiency Gains

The collaboration focused on improving forecasting accuracy and redesigning planning processes across the confectionery group’s Italian operations, delivering gains in operational efficiency and sustainability across the value chain.

Over the past two and a half years, the project improved sales forecast accuracy, reducing error margins from 3.6% in 2023 to 1.0% in 2024 and down to 0.3% in 2025.

The increased forecasting precision helped reduce excess inventory, lower warehouse stock levels and improve the use of financial resources while reducing waste.

Planning Transformation Built Around Shared Data and Scenario Modelling

The initiative covered the full planning process, including monthly forecasting and medium- and long-term planning, primarily across finance and marketing functions.

At the centre of the project was the expansion of the Anaplan planning platform, creating a shared environment for data integration, simulations and decision-making scenarios.

The new model also reduced time spent on planning activities by around 40%, allowing teams to focus more on data analysis and strategic decision support.

“With BearingPoint, we have built much more than a solution, developing over time a truly strategic and evolutionary partnership based on continuity, proactiveness, and constant innovation, in synergy with the Anaplan platform,” said Daniela Loperfido, Head of Commercial Controlling at Perfetti Van Melle.

“The availability and continuity of the BearingPoint team, strengthened by their growing understanding of our business, enable us to find fast and timely solutions to every issue, ensuring long-term reliability and compliance with our standards.”

Food and Beverage Manufacturers Increase Focus on Data-Driven Planning

BearingPoint said the project demonstrates how more accurate and integrated planning can support both sustainability and long-term growth across food and beverage manufacturing operations.

“Working on financial planning means directly impacting both the quality of decision-making and the sustainability of the business,” said Gianluca Sacchi, Consumer Goods & Retail Lead at BearingPoint Italia.

“This project is the result of a journey built together with Perfetti Van Melle, based on continuous collaboration and growing mutual trust. We worked together to develop a solid and scalable model capable of generating long-term value by integrating technology and processes, overcoming fragmented data management and creating a single, reliable source of information.”

The approach has already been extended beyond Italy, with similar initiatives launched in Switzerland as Perfetti Van Melle looks to scale the planning model more broadly across the business.

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AI-Powered Refrigeration Optimisation Delivers 17% Energy Efficiency Gain

The autonomous application, known as Real-Time Coefficient of Performance (RtCOP), was developed by Actemium using Rockwell Automation’s PlantPAx distributed control system (DCS). The solution has been implemented at a large producer of frozen french fry products, where it has helped increase energy efficiency by 17%, delivering an estimated $130,000 in annual savings per site.

The system also reduces strain on refrigeration assets, helping improve long-term equipment reliability.

Autonomous Refrigeration Control Targets One of Food Manufacturing’s Largest Energy Loads

Industrial refrigeration can account for up to 70% of a plant’s electricity consumption, making it one of the biggest opportunities for energy optimisation in food and beverage manufacturing.

RtCOP operates as an always-on virtual operator, continuously analysing system capacities, efficiencies and environmental conditions in real time. The application automatically determines and implements energy-efficient operating combinations across compressors, condensers and evaporators.

The solution runs on Rockwell Automation’s PlantPAx modern DCS, providing the real-time data access, processing speed and system transparency required for continuous autonomous optimisation.

Food Producers Face Growing Pressure to Improve Efficiency and Sustainability

“Autonomous optimisation can help food producers conserve energy, reduce costs and ease demands on their workforce,” said Jim Gillis, general manager, Actemium Atlantic Canada.

“Energy-based equipment ranking that is performed continuously and consistently is something human operators simply can’t do in real time. This solution has the potential to transform refrigeration across food manufacturing.”

Kris Dornan, Commercial Marketing Manager at Rockwell Automation said food manufacturers are increasingly seeking technologies that improve operational efficiency while addressing workforce challenges.

“Solutions like RtCOP are increasingly needed as food producers face skills shortages, particularly in specialised areas like refrigeration, and pressure to operate more efficiently and sustainably,” said Dornan.

“Technologies like the PlantPAx modern DCS make AI-driven autonomous applications possible, and experienced partners like Actemium make them happen.”

KPI Dashboards Support Multi-Site Benchmarking and Fleet-Wide Deployment

Actemium is now helping the food producer scale the RtCOP solution across its refrigeration plant network.

The deployment includes KPI dashboards designed to provide site-to-site visibility into performance and benchmarking of refrigeration system efficiency across operations.

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AI-Powered Scope 3 Management Targets Manufacturing Supply Chains

The partnership is aimed at helping manufacturers move beyond emissions reporting toward measurable decarbonisation action across complex global value chains.

Carbmee’s AI-powered platform is designed to collect supplier-specific, product-level, and site-level emissions data at scale, enabling manufacturers to gain more granular visibility into Scope 3 emissions across their supply chains.

The platform also includes analytics and scenario modelling capabilities that allow companies to evaluate the impact of supplier switching and different decarbonisation strategies on emissions and operational performance.

The approach is intended to help manufacturers shift from static reporting toward more actionable carbon management strategies tied directly to procurement, sourcing, and operational decisions.

Partnership Combines Carbon Intelligence with Supply Chain Transformation

Under the partnership, ERM will use the emissions insights generated through Carbmee’s platform to support supplier engagement and decarbonisation programmes for manufacturing clients.

These programmes include:

• Redesigning emissions-intensive materials and supply chains
• Renewable electricity procurement
• Power purchase agreements (PPAs)
• Broader supply chain decarbonisation initiatives

ERM will help ensure emissions data, methodologies, and reduction pathways align with major reporting and disclosure frameworks, including the GHG Protocol, the Science Based Targets initiative (SBTi), and IFRS-aligned disclosure requirements.

Manufacturers Face Growing Pressure to Decarbonise Scope 3 Emissions

The partnership comes as manufacturers face increasing regulatory, investor, and customer pressure to improve transparency around Scope 3 emissions, which often represent the largest share of a company’s carbon footprint.

Supply chain emissions data is becoming increasingly important not only for sustainability reporting but also for broader operational resilience, procurement strategy, and risk management.

“Companies that master Scope 3 will not just report lower emissions or meet their stated targets, they will build lower-cost, more resilient, and more competitive businesses,” said Olaf Schatteman, Global Service Leader, Sustainable Products & Supply Chain at ERM.

“Working with Carbmee as part of our ecosystem of partners, we are looking forward to helping more clients use credible, auditable Scope 3 data to drive targeted decarbonisation action and enhanced business performance.”

AI and Sustainability Platforms Gain Momentum Across Industrial Sectors

The collaboration reflects growing adoption of AI-enabled sustainability platforms across manufacturing and industrial sectors as companies seek more accurate emissions data and faster decarbonisation pathways.

Dieter Krockauer, Senior Vice President at Carbmee, said the partnership is designed to help companies connect emissions visibility with measurable operational improvements.

“Together, Carbmee’s AI-powered environmental intelligence system combined with ERM’s deep expertise on both decarbonisation strategy and implementation helps companies deliver measurable CO2e reductions, lower costs, and build more resilient supply chains.”

The companies said the combined offering is intended to provide manufacturers with an end-to-end solution spanning emissions data collection, analysis, supplier engagement, and implementation of decarbonisation programmes across global operations.

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Smurfit Westrock Introduces New 2030 Sustainability Targets

The packaging company said the new targets reinforce its long-term focus on supporting a lower-carbon, circular economy through paper-based packaging solutions and operational sustainability initiatives.

The new 2030 targets include:

• Reducing Scope 1 and 2 greenhouse gas emissions by 28% from a 2019 baseline,
• Cutting water intake at mills by 22%,
• Reducing waste sent to landfill by 24%,
• Investing more than $40 million in social, environmental, and community initiatives by 2030.

Circular Packaging Strategy Supports Customer Sustainability Goals

A central focus of the report is Smurfit Westrock’s Better Planet Packaging initiative, which is designed to help customers improve packaging sustainability, increase circularity, and reduce environmental impact across supply chains.

The initiative is helping customers meet sustainability targets through packaging innovation and collaboration across the value chain.

“At Smurfit Westrock, sustainability is firmly embedded in how we operate,” said Garrett Quinn, Group Head of Sustainability, Branding and Communications at Smurfit Westrock.

“By setting clear, measurable targets and continuing to invest in circular, paper based solutions, we are strengthening our ability to serve customers, manage risk and support the transition to a lower carbon, circular economy.”

Sustainability Investments Focus on Emissions, Water and Waste Reduction

The report also highlights operational projects aimed at improving environmental performance across manufacturing facilities.

Among the examples cited was the achievement of net zero Scope 1 and 2 emissions at four Smurfit Westrock box plants in France.

The company also detailed major water sustainability investments, including a $30 million upgrade to the wastewater pre-treatment and recycling system at its Solvay mill in New York.

The investment reflects growing industry focus on water stewardship and resource efficiency within paper and packaging manufacturing operations, where water use remains a critical sustainability issue.

Biodiversity and Community Programmes Expand Across Global Operations

Beyond operational targets, Smurfit Westrock is celebrating efforts to expand biodiversity and community-focused programmes through partnerships and educational initiatives.

This includes ongoing work with the Forest Stewardship Council™ (FSC) to strengthen chain-of-custody standards, alongside a collaboration with the World Wildlife Federation on the Wild Wisdom Biodiversity contest involving schoolchildren in Colombia.

The report positions sustainability as both an environmental priority and a business strategy linked to customer demand, investor expectations, and operational resilience.

“We look for the business case in everything we do, and sustainability is no different,” said Tony Smurfit, President and CEO of Smurfit Westrock.

“Across the markets in which we operate, stakeholders such as customers and investors continue to expect it, and we remain focused on reducing our environmental footprint. I believe that sustainable business is good business.”

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Key Developments

• Research found mixed robusta plantings increased yields by up to 86%
• Study evaluated 18 coffee varieties across four regions in Côte d’Ivoire
• Six top-performing varieties were officially registered for farmer deployment
• Findings support climate resilience and long-term coffee supply sustainability
• Coffee blend also demonstrated improved cup quality and flavour profile

Coffee Breeding Research Targets Climate Resilience

Nestlé has announced new research findings showing that planting a carefully selected combination of robusta coffee varieties can substantially improve agricultural productivity while supporting climate resilience in coffee-growing regions.

The multi-year study, conducted by the Nestlé Institute of Agricultural Sciences in collaboration with Centre National de Recherche Agronomique (CNRA), found that a blend of six robusta varieties increased yields by up to 86% compared with commonly used local coffee varieties.

The research was carried out across four coffee-growing regions in Côte d’Ivoire, where climate variability and declining productivity are increasingly affecting coffee farming operations and supply-chain stability.

Six-Variety Blend Delivers Higher Yield and Improved Quality

Since 2018, researchers evaluated 18 robusta coffee varieties for yield performance, drought tolerance, bean quality, flavour characteristics, and resilience under climate stress conditions.

The six strongest-performing varieties — including two developed by Nestlé and four developed by CNRA — were then tested in combination to assess whether mixed planting strategies could improve outcomes further.

According to the findings, the six-variety blend delivered the best overall results, improving not only yield performance but also crop resilience and beverage quality.

Sensory testing showed that coffee produced from the varietal mix had a smoother flavour profile with reduced bitterness and fewer woody notes commonly associated with robusta coffee.

Supporting Farmer Livelihoods and Supply Security

The six coffee varieties have now been officially registered in Côte d’Ivoire and will be distributed to farmers through cooperatives participating in the Nescafé Plan, Nestlé’s sustainable coffee sourcing program.

“Côte d’Ivoire, the third-largest coffee producer in Africa, is feeling the effects of climate change, with shifting rainfall and rising temperatures impacting crop health and yield,” said Hubert Coffi, Agronomy Manager for the Nestlé Institute of Agricultural Sciences in Côte d’Ivoire.

“Together with partners such as CNRA, we are exploring resilient coffee varieties to help protect farmers’ livelihoods and ensure consumers can continue to enjoy great-tasting coffee in the future.”

The initiative reflects growing efforts across the food and beverage sector to strengthen agricultural supply chains against climate-related disruptions while supporting long-term farmer productivity and economic resilience.

Regenerative Agriculture and Farmer Training Remain Central

Nestlé said the breeding program is supported by its experimental farm in Zambakro, Côte d’Ivoire, where researchers collaborate with local agricultural partners and plant science teams based in France.

In parallel with varietal development, the company said it continues to work directly with coffee growers on regenerative agriculture practices designed to improve long-term soil health and farm sustainability.

Farmers participating in the program receive hands-on agricultural training aimed at improving cultivation methods and adapting production practices to evolving climate conditions.

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A SHIFT TOWARD SCALABLE INNOVATION  

PepsiCo is evolving its approach to corporate innovation in Asia Pacific (APAC) with the launch of the 2026 edition of its Greenhouse Program APAC: The IMPACT Edition.  

Moving beyond pilot-led experimentation, the initiative is designed to fast-track proven start-up solutions into PepsiCo’s supply chain through a more structured and commercially focused integration model. 

Now in its fourth year across APAC, the program has already facilitated more than 22 pilots involving over 30 start-ups, helping PepsiCo test emerging technologies and sustainability-driven innovations within its operations. The latest edition represents a strategic shift toward scaling solutions that have already demonstrated measurable potential within PepsiCo’s ecosystem. 

This year’s seven-month program brings together five alumni start-ups selected for their readiness to move toward operational deployment and commercial agreements. The chosen businesses align closely with PepsiCo Positive (pep+), the company’s end-to-end transformation agenda focused on sustainability, agriculture, climate, and circularity. 

FROM PILOTS TO IMPLEMENTATION  

The IMPACT Edition introduces PepsiCo’s new IMPACT Framework, which brings together teams from sustainability, procurement, supply chain, R&D, and operations much earlier in the process. Rather than evaluating projects sequentially, PepsiCo aims to align technical feasibility, commercial pathways, and operational priorities from the outset to reduce barriers to scale and accelerate implementation. 

“In Asia Pacific, the next wave of competitive advantage will come from how quickly we can turn practical innovation into scaled commercial outcomes,” says Anne Tse, CEO, Asia Pacific, PepsiCo. 

“Our priority is to focus on solutions that strengthen resilience in our value chain, accelerate execution in the market, and advance pep+ in ways that are measurable for both our business and our partners. This edition reflects a deliberate shift from exploring ideas broadly to backing the solutions most capable of creating strategic advantage across the region.”  

The company’s latest approach reflects a wider trend among multinational organizations seeking commercially viable sustainability solutions that can be integrated more rapidly into existing operations.  

By streamlining collaboration between internal stakeholders and startup partners, PepsiCo is aiming to shorten the path from innovation to measurable business impact. 

START-UPS DRIVING SUSTAINABILITY  

The five start-ups selected for the 2026 cohort represent a broad range of sustainability-focused technologies. Australia-based Adiona provides an artificial intelligence (AI)-powered logistics optimization platform designed to improve route planning and fleet efficiency.  

Early deployments have achieved a 19 percent reduction in fleet distance traveled, supporting potential reductions in Scope 3 emissions across bottler networks. 

Indonesia’s Bali Waste Cycle is focused on decentralized waste processing and the recovery of low-value plastics, while China’s Beijing AIForce Tech develops electric agricultural machinery to automate farming processes and reduce emissions. 

Thailand-based Takachar converts crop residues into biochar to support soil health and carbon sequestration, and Australia’s X-Centric delivers digital soil analytics technology aimed at improving soil measurement and optimizing agricultural inputs. 

BUILDING A STRONGER ECOSYSTEM  

The broader ecosystem supporting the program has also expanded, with partners spanning venture capital, agriculture, and innovation. These include Artesian, AgFunder Asia, SAIL at Nanyang Technological University Singapore, AgriFutures growAG, Circulate Capital, GC Ventures, and CM Venture Capital. Together, they provide project support, market access opportunities, and potential investment pathways as solutions mature. 

The program will conclude with a showcase event in Singapore this October, where participating start-ups will present progress against commercial and operational milestones to PepsiCo leaders, partners, and potential investors. 

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THE TRANSITION TO RENEWABLE RESOURCES

The 2026 Climate Change Performance Index (CCPI) ranks Australia 56^th on the global list (down from 52^nd place in 2025), noting that while our government has set a broad emissions reduction goal to cut greenhouse gas emissions by up to 70 percent by 2035, it has not outlined detailed plans for how this will be achieved. 

“Countries that are actively prioritising the shift to net zero and are investing in renewable energy are believed to hold over 50 percent of global GDP. If Australia is to secure its position among the leading economies of the world, the transition to renewable resources as well as the requisite investment in infrastructure and grid modernisation – underpinned by policy support – must become chief priorities,” says Martin Broglia, MD of Bonfiglioli Australia and New Zealand.

LOWERING THE BARRIERS TO CHANGE

Along with the government’s updated Net Zero emissions target, the Minister for Climate Change and Energy announced that 20 renewable energy projects have been selected under the Capacity Investment Scheme, and these are expected to deliver 6.6 gigawatt (GW) of renewable energy, putting Australia on track to achieve its targets.

Barriers to investment in renewable energy are also being scaled back, with the government announcing an imminent reduction in the costs and administrative requirements associated with developing renewable energy projects, including wind energy projects.

The local focus on the development of the wind energy sector reflects a broader global push, with the global wind energy market set to grow by 8.8 percent annually. Wind generation experienced significant growth in 2025.

According to the Clean Energy Council’s Q4 2025 report, nine major wind and solar projects were commissioned in Australia during the final quarter of 2025, adding 2.1 GW of new capacity (which is equivalent to powering 1.4 million homes).

The Australian Energy Market Operator (AEMO) reported a 29 percent increase in wind output during Q4 2025, compared with the same period in 2024.

MEETING THE DEMANDS OF A FAST-GROWING SECTOR

“Investment in infrastructure, grid modernisation and energy solutions will become key in the next few years. Demand for innovative, reliable and robust wind energy equipment will intensify, and turbine OEMs will look to partner with suppliers who can meet the requirement for resilience, energy efficiency, quality and cost-efficiency,” adds Martin.

Bonfiglioli holds a share of over 35 percent of the global wind turbine gearbox market, with a range of complete solutions that have been developed over almost 45 years of collaboration with leading OEMs.

The company’s commitment to ongoing R&D, the optimisation of its drives and the high level of quality and customisation of its solutions are all recognised differentiators.

In 2024, it initiated a renewal of the range of planetary drives specially developed for wind turbines, including compact solutions that offer greater thermal efficiency and require less lubricant, minimising environmental impact and enhancing product longevity.

In response to market demand for higher-efficiency motors, Bonfiglioli has developed and tested various sizes of its new efficiency-class asynchronous motors.

BRINGING GLOBAL SOLUTIONS TO LOCAL WIND PROJECTS

Bonfiglioli’s solutions for the wind energy sector include the 700TW Series yaw drive planetary gearbox, designed to reduce the lifetime cost of a wind turbine plant.

This is a formidable heavy-duty gearbox with an integrated motor-inverter, in a lightweight package. It has high transmissible torque radial/thrust load capacity and great shock resistance, and it’s easily integrated with Bonfiglioli sensors to provide technicians with real-time data on the turbine system (speed, load and current), as well as maintenance indicators (i.e. temperature, vibration, etc.).

Bonfiglioli also offers compact permanent magnet synchronous AC motors, ideally suited for use in Pitch and Yaw systems. Offering precise speed and position control, these motors deliver shorter, more dynamic cycles and they offer high torque density.

“Customers in the wind energy sector are looking for partners who can offer local stockholding and assembly capabilities backed by proven engineering and maintenance expertise. Having expanded our local network of production and distribution facilities, Bonfiglioli is well-positioned to meet these needs,” concludes Broglia.

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A New Model for Sustainable Coffee Supply Chains

Airbus Defence and Space and JDE Peet’s have partnered to deliver what is described as the world’s first comprehensive, open map of coffee plantations—an initiative designed to support deforestation-free and more resilient coffee supply chains.

The effort, led by JDE Peet’s through the Coffee Canopy Partnership, brings together major coffee traders and roasters alongside institutional support from the UK Foreign, Commonwealth & Development Office (FCDO) and the UN Food and Agriculture Organization (FAO). The goal is to move beyond fragmented sustainability efforts and enable a more coordinated, landscape-level approach to supply chain transparency.

Satellite Data and AI Enable New Levels of Supply Chain Visibility

At the core of the initiative is the integration of very high-resolution satellite imagery with advanced artificial intelligence models. By combining Pléiades (50 cm) and Pléiades Neo (30 cm) imagery with AI trained on large datasets, the partnership can identify and monitor coffee plantations with unprecedented precision.

These capabilities have already been deployed across multiple countries in East Africa, covering more than 1.2 million km² of complex agricultural landscapes, including shade-grown and agroforestry systems.

The resulting data provides stakeholders across the value chain—from governments to producers—with actionable insights to identify deforestation risks, support landscape restoration, and strengthen long-term supply resilience.

“Leveraging our very high-resolution Pléiades and Pléiades Neo satellite imagery combined with advanced AI capabilities, Airbus helps identify deforestation risk and protect our world’s forests, while simultaneously empowering food producers and smallholder farmers with the transparency and reliable data needed to strengthen their resilience and build a truly sustainable supply chain,” said Eric Even, Head of Space Digital at Airbus Defence and Space.

From Fragmented Initiatives to Industry-Wide Collaboration

“The Partnership is designed to move beyond fragmented, company-led deforestation initiatives by fostering collaboration at a landscape scale – supporting efforts to map and safeguard coffee-growing regions, not just individual supply chains,” said Laurent Sagarra, VP Engagement at JDE Peet’s.

“This is not another certification scheme; it is a sector-led initiative aimed at strengthening collective action to help keep forests vibrant and reduce the risk of coffee-driven deforestation over time.”

This collaborative model reflects a broader trend in food and beverage supply chains, where shared data ecosystems are becoming critical to addressing systemic sustainability challenges.

East Africa Coverage

The Partnership initiative launches with an East Africa pilot covering Ethiopia, Tanzania, Kenya, Uganda, Burundi and Rwanda – mapping 1.2 million square kilometers of coffee landscapes. Building on the pilot’s success, the Coffee Canopy Partnership will aim to achieve worldwide coverage of all coffee-growing regions in 2027 through expanded industry and institutional co-investment.

The Partnership aims to support coffee-related deforestation remediation efforts over time, subject to the availability of validated data and in collaboration with governments and local communities, with the objective of contributing to landscape restoration and reducing future forest loss.

“The initiative led by JDE Peet’s and Airbus is well aligned with the AIM4Commodities program (Accelerating Innovative Monitoring for Forests and Commodities), through which FAO promotes transparent and sustainable commodity production, encouraging sector-wide transformations toward open and inclusive data and technical solutions, protecting forests whilst leaving no one behind,” said Julian Fox, Team Leader on Forest Monitoring, UN Food and Agriculture Organization (FAO).

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Key Developments

• Sustainability strategy structured across food, sourcing, environment and community pillars
• Full Global Food Safety Initiative certification achieved across all production sites
• Around 90% of waste diverted from landfill, with multiple zero-waste facilities
• New climate targets aligned with Science Based Targets initiative, including Scope 3
• Expanded product transparency and large-scale food donation programmes

Sustainability as a Core Business Driver

Conagra Brands has positioned sustainability as a central component of its operating model, according to its Fiscal 2025 Citizenship Report. The company’s approach spans product development, sourcing, manufacturing efficiency and community impact, reflecting a shift toward embedding sustainability into day-to-day decision-making.

“Our Citizenship work is integral to how we run and grow our business—strengthening our brands, supporting our people and communities, and operating responsibly,” said Sean Connolly, president and chief executive officer of Conagra Brands. “We’re striving to make measurable progress and help build a more sustainable and resilient future.”

Strengthening Supply Chain Transparency and Sourcing

A major focus area is improving visibility across agricultural and packaging supply chains. Conagra has launched a priority-ingredients assessment with the Kellogg School of Management to identify environmental and social risks and prioritise interventions.

The company has also joined the Circular Action Alliance, signalling a stronger commitment to circular packaging systems and collaboration on recycling infrastructure.

“We’re focused on embedding sustainability into our strategy and operations by prioritizing the issues where we can have the greatest impact and being transparent about our progress,” said Christine Daugherty, vice president of sustainability, Conagra Brands. “This year’s report includes an updated view of our priority topics, reflecting the issues that matter most to our stakeholders and our business.”

Four Key Citizenship Pillars

Good Food: Conagra is dedicated to making safe, delicious and nutritious foods that fulfill the needs of modern consumers, while providing them with access to the information they want and need to make informed decisions about what they eat.

Responsible Sourcing: Conagra approaches the sourcing of ingredients and packaging materials thoughtfully. The company considers the potential environmental and social impacts of its products throughout their lifecycle and seeks to support circularity through regenerative agriculture practices and thoughtful packaging design.

Better Planet: Conagra believes that responsible environmental practices are a key ingredient for a healthy business. The company is focused on the climate-related impacts of its business by reducing energy use, protecting and managing water resources efficiently, and minimizing or diverting waste for more beneficial uses.

Stronger Communities: Conagra’s ambition is to be the most impactful, energized, and inclusive culture in food. The company supports its employees with the tools they need to succeed and thrive in their careers and also helps fight food insecurity in the communities where its employees live and work through volunteerism, product donations, and financial contributions.

Decarbonisation and Manufacturing Efficiency

Operational sustainability remains a key priority, particularly in reducing emissions and resource use across manufacturing sites. Conagra has aligned its climate strategy with the Science Based Targets initiative, introducing updated 2035 targets that include Scope 3 emissions, with a focus on Forest, Land and Agriculture impacts.

The company reports that approximately 90% of waste is now diverted from landfill and incineration, with 19 facilities achieving zero-waste status. Investment continues through an annual $9 million sustainability capital programme aimed at reducing emissions, conserving water and minimising waste.

Product Innovation and Consumer Transparency

Conagra is also advancing product transparency and labelling to meet evolving consumer expectations. Around 7,500 SmartLabel® pages are now live across more than 3,600 products, offering detailed ingredient and nutritional data.

The company has introduced front-of-pack labelling initiatives, including “GLP-1 Friendly” messaging on products within its Healthy Choice range, reflecting demand for health-oriented food options and all production facilities have achieved Global Food Safety Initiative certification, reinforcing food safety, traceability and compliance across operations.

Community Impact and Social Value Creation

Conagra’s sustainability strategy also extends to workforce engagement and community support. The company reports more than 10,000 employee volunteer hours and over 19 million pounds of food donated through partnerships with Feeding America.

These initiatives are designed to address food insecurity while strengthening relationships with local communities and stakeholders across its operating footprint.

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SUSTAINABLY DRIVEN

Marks & Spencer (M&S) has announced plans to grow its fleet of lower-emission heavy goods vehicles (HGVs), with additional biomethane-powered trucks set to be introduced throughout 2026.

The move supports both its food, fashion, and home and beauty logistics operations, as the retailer continues efforts to reduce transport-related emissions.

M&S has said the new vehicles can deliver up to 85 percent lower carbon dioxide emissions compared to traditional diesel alternatives.

The store currently operates more than 210 bio-compressed natural gas (Bio-CNG) trucks, including approximately 150 Scania 4×2 and 26 Scania 6×2 vehicles. It plans to expand this number to more than 300 vehicles by the end of March 2027, further strengthening its lower-emission fleet.

BIO-CNG STRATEGY

The expansion forms part of M&S’ wider strategy to transition towards a lower-emission logistics network and achieve net zero across its value chain by 2040. Bio-CNG, produced from renewable waste sources such as food waste and agricultural by-products, has been identified as a key solution in this transition.

To support the rollout, M&S has entered into a long-term agreement with CNG Fuels to install mobile refuelling stations at its distribution centres. These facilities will provide sufficient daily capacity to refuel more than 300 trucks, complementing CNG Fuels’ existing UK-wide network of stations, which is set to expand significantly in the coming years.

“Moving to lower-carbon logistics with reduced dependency on diesel and the increased use of new technologies and lower carbon fuels is key to achieving our Plan A Net Zero ambitions,” comments Julian Bailey, Transport Director at M&S.

“We trialled a range of technologies and have chosen Bio-CNG as a key solution for decarbonising our logistics fleet as it is a proven, flexible, and cost-efficient fuel supported by mature infrastructure.”

INDUSTRY COLLABORATION

M&S’ initiative is additionally supported through its partnership with vehicle manufacturer Scania, contributing to the development of more sustainable transport solutions.

Philip Fjeld, CEO and Co-founder of ReFuels, comments: “We are proud to support M&S as they shift towards more sustainable logistics. Biomethane is a cost-efficient here-and-now solution to decarbonise road transport, and our Mobile Refuelling Stations help large fleets decarbonise quickly.

“This agreement underscores the rapid growth in demand from major UK retailers and distributors.”

Simon Gray, Specialist Sales Manager at Scania UK, says: “We are pleased to be working in collaboration with M&S, and to be playing an active role in helping them reach their Plan A Net Zero ambitions.

“At Scania, we are driving the shift towards sustainable transport systems that are better for business, society, and the environment. By working together with our partners, we can develop transport solutions that reduce our carbon footprints, while making sure that we continue to meet the demands of a growing population – profitably and sustainably

“It is a testament to the vision and the shared values between the three companies that we can work side-by-side. And this is just the beginning. We are very excited to be in partnership with M&S and CNG Fuels, and we can’t wait to see how this partnership grows and evolves in the future.”

Alongside its biomethane fleet, M&S is also investing in electric vehicles, with 13 battery electric HGVs and five battery electric rigid trucks already operating across its distribution network.

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What is ‘Hosting Change’?

Accor has introduced “Hosting Change,” its new sustainability roadmap for 2026–2030, designed to embed responsible hospitality deeper across its operations while creating long-term value for owners, guests, employees, suppliers and communities.

The roadmap is built around four strategic pillars:

• Future-proofing hotel assets through decarbonization, resource efficiency and responsible sourcing
• Empowering talent through human rights protections, inclusion and workforce development
• Elevating guest experience with accessibility, eco-certifications and more sustainable food offerings
• Strengthening broader ecosystems through biodiversity, supplier engagement and community support

The initiative builds on more than 50 years of sustainability work at Accor and introduces measurable commitments for 2030, alongside what the company calls “extra mile” initiatives designed to push innovation beyond baseline compliance.

“We are launching Hosting Change, our sustainability roadmap for 2026–2030,” said Coline Pont, Chief Sustainability Officer at Accor. “Built on solid foundations and co-created with our key stakeholders, it carries one clear ambition: turning sustainability into shared value for every stakeholder – Heartists®, guests, owners, communities, and broader ecosystems.”

Decarbonisation and Circularity at the Core

Under its “Ensure Future-Proof Places” pillar, Accor is focusing on reducing emissions and optimising resource consumption across hotel development and day-to-day operations.

It is supporting owners with responsible design guidance so that new and renovated properties embed sustainability from the outset. It is also applying the same expectations across its supply chain by working with suppliers that align with its responsible sourcing standards.

As part of its “extra mile” strategy, Accor aims to pilot more than 100 breakthrough solutions for resource efficiency and circularity across its network by 2030, with the goal of scaling successful innovations and sharing them across the wider hospitality industry.

Workforce Development and Social Mobility

Accor’s “Empower All Talent” pillar focuses on strengthening workforce inclusion and improving working conditions across its network.

It will continue to uphold human rights standards while ensuring employees work in safe, fair and dignified environments. It also plans to equip staff across all levels of hotel operations with the knowledge and tools needed to contribute to sustainability goals.

A major target within this pillar is its social mobility program, which aims to train and mentor people facing barriers to employment and certify 20,000 people into hospitality pathways by 2030.

Guest Experience Becomes a Sustainability Driver

Accor is also positioning sustainability as a core part of guest experience.

It is improving accessibility for guests with disabilities, creating safer environments for LGBTQI+ travellers, and expanding third-party eco-certifications to improve visibility and trust among guests and online travel agencies.

Its food and beverage strategy will also shift significantly, with a target of making 35% of dishes plant-forward—including vegan and vegetarian options—across hotels and restaurants by 2030.

“We create spaces where people feel welcomed, cared for, and transformed,” said Pont. “As the sustainability transition reshapes our industry and our guests’ expectations, we embrace this change – we host it.”

Extending Sustainability Beyond Hotel Walls

Through its “Engage with Broader Ecosystems” pillar, Accor is focusing on biodiversity, local partnerships and supplier resilience and it will work more closely with suppliers by providing guidance and tools to support their own sustainability transitions, while also protecting and restoring biodiversity around its properties.

One of its most ambitious social commitments is making 1,000 hotels available as places of protection for people experiencing violence by 2030.

“With Hosting Change, we mobilise and empower hotel owners and teams to shape a responsible hospitality that creates shared and lasting value,” Pont said.

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