SHINING A LIGHT ON SUSTAINABILITY

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

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

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

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

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

BEST BUY SOLAR GARDEN – LONG ISLAND CITY, NEW YORK

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

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

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

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

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

BEST BUY SOLAR FIELD – DINUBA, CALIFORNIA

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

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

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

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

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Hotels Drive Circular Food Practices Through Ingredient Upcycling

Langham Hospitality Group (LHG) is strengthening its sustainability strategy by introducing circular food waste initiatives across its global hotel portfolio, with properties developing new food and beverage offerings that maximise ingredients and reduce waste.

The programme encourages culinary and bar teams to create dishes and drinks using location-specific surplus ingredients, supporting more responsible kitchen operations while maintaining the quality and experience expected by guests.

Bob van den Oord, CEO of Langham Hospitality Group, said: “Sustainability becomes most meaningful when it is embedded into the everyday decisions we make, including how we source, prepare and serve food. This programme reflects how our teams are translating broader sustainability commitments into practical action, finding thoughtful ways to respect the ingredients we work with whilst enhancing the guest experience.”

Hotels Develop Innovative Solutions to Reduce Food Waste

Hotels across the portfolio are adopting tailored approaches to minimise food waste by repurposing ingredients that would otherwise go unused.

At Cordis, Auckland, peels and pulp generated by the hotel’s fresh orange juicing operation are transformed into a marmalade compote served with breakfast yoghurt. The initiative is expected to divert approximately 390 kg of orange peels and pulp from landfill each year.

The Langham, Jakarta has introduced Signature Homemade Sausage and Smoked Beef Brisket Sausage on the breakfast menu at Tom’s by Tom Aikens, using freshly ground cuts of high-quality meat to maximise ingredient utilisation.

Meanwhile, The Langham, Boston has created a Coastal Catch Burger using fresh cod and salmon trimmed from premium portions served on The Fed’s main menu. The initiative helps utilise up to 220 kg of fresh fish each year that would otherwise be wasted.

Food And Beverage Teams Expand Circular Kitchen Practices

Several properties are extending circular principles beyond the kitchen into their wider food and beverage operations.

At The Langham, Gold Coast, premium Wagyu beef trimmings from Akoya Kitchen are repurposed into Kushiyaki Wagyu Beef Skewers served at Palm Court. Wagyu fat is also rendered in-house to produce Wagyu tallow, increasing overall product utilisation. The hotel’s lobby bar complements these efforts by creating cocktail infusions using near-overripe fruit and excess citrus peel.

Eaton HK has developed two cocktails at its Terrible Baby terrace bar that give food byproducts a second life. The Monkey Business cocktail uses excess citrus peel to infuse Lillet, while the Dong Ling Cha cocktail repurposes coffee grounds from Espresso Martinis to infuse Mutsalem rum.

Sustainability Programme Builds On Wider Environmental Progress

Langham Hospitality Group said teams across its portfolio continue to develop and share new ideas, with additional circular food initiatives expected as the programme evolves.

The food waste initiative follows several sustainability milestones achieved by the group earlier this year. The Langham, Huntington, Pasadena received EarthCheck Master Certification, the highest distinction within the benchmarking and certification programme, recognising 15 years of continuous commitment to sustainability and environmental stewardship.

The property joins five other Langham Hospitality Group hotels that have achieved EarthCheck Master status: Cordis, Auckland; Cordis, Hong Kong; Eaton HK; The Langham, Hong Kong; and The Langham, London.

In total, the group now has 18 EarthCheck-certified properties, reinforcing its broader commitment to embedding sustainability across its global hospitality operations.

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As European cities continue to tighten emissions targets and drivers contend with rising operating costs, access to affordable electrified vehicles has become increasingly important.

To help address these challenges, Toyota Motor Europe (TME) and Uber have announced a new partnership designed to lower the barriers to vehicle ownership for ride-hailing drivers and fleet partners across the continent.

The collaboration will provide preferential access to new and approved used Toyota and Lexus vehicles, alongside flexible financing and leasing options, as well as smart usage-based insurance. The programme begins rolling out this month across 10 European countries before expanding in phases to additional markets.

A MULTI-PATHWAY APPROACH

Recognising that Europe’s transport landscape varies significantly between countries, Toyota’s offering has been designed around its multi-pathway approach to electrification.

Rather than focusing on a single technology, the partnership gives drivers the flexibility to choose between hybrid, battery-electric, and approved used Toyota and Lexus vehicles, enabling them to select solutions that best match local infrastructure, operating costs, and business requirements.

The initiative also reflects Toyota’s longstanding popularity among Uber drivers and fleet operators in Europe, while supporting the gradual transition towards lower-emission fleets in major urban centres.

“Professional drivers need electrified vehicles that work for them economically as well as operationally,” said Leonardo Carluccio, VP Sales of Toyota Motor Europe.

“Through this partnership with Uber, we are improving access to vehicles, financing, and mobility services that drivers can use immediately, while supporting the gradual shift towards lower-emission fleets across European cities. This reflects Toyota’s belief that the transition to lower-emission mobility should be inclusive and accessible to all.”

AN INTEGRATED MOBILITY OFFERING

The partnership brings together four Toyota businesses to create a single mobility proposition for drivers.

Toyota Motor Europe will work alongside Uber to develop attractive vehicle offers tailored to individual markets, incorporating both hybrid and battery-electric models.

Toyota Financial Services will provide flexible financing and leasing solutions, whilst Toyota Insurance Services will deliver smart-connected insurance products designed for professional mobility users.

Completing the offering, KINTO Europe will expand access to approved used Toyota and Lexus vehicles, creating a more affordable entry point for drivers seeking to electrify their operations.

Together, the integrated approach aims to simplify the process of acquiring, financing, insuring, and operating electrified vehicles, helping drivers navigate an increasingly complex mobility landscape.

SUPPORTING THE TRANSITION

For Uber, the partnership represents an opportunity to make electrification more accessible by tackling several of the practical and financial challenges drivers face simultaneously.

“Partnering with Toyota allows us to offer an integrated solution that addresses vehicle ownership, financing, and maintenance,” explained Raoul Philipse, Sr. Director Central Operations at Uber.

“By lowering ownership obstacles, we are accelerating electrification while supporting drivers’ livelihoods in a changing world.”

The announcement comes as governments, cities, and the automotive industry continue accelerating efforts to reduce transport emissions, whilst regulatory requirements and operating costs place additional pressure on professional drivers.

By combining vehicle choice with financial flexibility and connected mobility services, Toyota and Uber are aiming to make the shift towards lower-emission transport more practical for hundreds of thousands of drivers and fleet partners across Europe, reinforcing the role of collaboration in supporting the continent’s evolving mobility ecosystem.

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Lower-Emission Aviation

GE Aerospace has announced the successful completion of what it describes as the aviation industry’s first hybrid electric flight above 30,000 feet, marking a significant milestone in the development of more electric aircraft propulsion systems.

The flight, conducted in collaboration with NASA, BETA Technologies and Boeing, reached altitudes comparable with those of commercial passenger aircraft. During the test campaign, the aircraft also completed a hybrid electric flight lasting more than two hours.

The achievement was enabled by GE Aerospace’s fully integrated megawatt-class and multi-kilovolt hybrid electric propulsion system, developed through NASA’s Electrified Powertrain Flight Demonstration (EPFD) project.

Hybrid Electric Propulsion Technology

The flight tests were carried out using a modified Saab 340B aircraft fitted with a hybrid electric propulsion system housed within an inverted nacelle designed to provide additional ventilation.

The propulsion system incorporates GE Aerospace-developed motor generators, power converters, inverters, controllers, gearboxes, propellers, heat exchangers, torque sensing technology, engine harnesses and a CT7 engine. BAE Systems supplied the batteries, while Boeing subsidiary Aurora Flight Sciences developed the complete nacelle.

Pilots from GE Aerospace and BETA Technologies conducted the flight test programme in the United States before BETA Technologies ferried the aircraft to the Farnborough International Airshow, operating in hybrid electric mode throughout each stage of the transatlantic journey.

H. Lawrence Culp, Jr., Chairman and CEO of GE Aerospace, said: “The aviation industry’s first high-altitude hybrid electric flight is one for the history books. GE Aerospace is grateful to NASA, BETA Technologies and Boeing for their collaborative partnership to accelerate hybrid electric technology to meet customer needs for greater efficiency, durability and range.”

Hybrid Electric Systems

According to GE Aerospace, hybrid electric propulsion combines an electric powertrain with a conventional gas turbine engine to optimise power management during different phases of flight.

The company said the technology is compatible with multiple fuel types and advanced engine architectures, including Open Fan designs.

Engineering teams addressed challenges including heat management, lower atmospheric pressures and power density by developing flightworthy components capable of meeting aviation safety and reliability requirements. During the flight tests, the electric powertrain successfully powered the aircraft’s propeller while also generating power for the battery.

Kyle Clark, Founder and CEO of BETA Technologies, said: “This hybrid electric system improved the high-altitude performance and climb capability while creating a flying laboratory to inform all future hybrid designs. The GE Aerospace team brought rigorous design, test and operational expertise. The ground and safe flight test campaigns, capped by a flight across the North Atlantic, is the first of many important milestones for hybrid electric technology.”

Graham Drozeski, CTO of Aurora Flight Sciences, a Boeing company, said: “This team delivered multiple first-of-a-kind advancements to successfully integrate a high-voltage electrified propulsion system into an aircraft operating at commercial altitudes. Together, we’ve taken a significant step forward in hybrid-electric technology.”

Long-Term Sustainable Aviation Research

GE Aerospace said the latest milestone forms part of a broader programme to mature hybrid electric technologies through NASA research initiatives.

The company was awarded NASA’s EPFD contract in 2021 and has achieved several development milestones since, including altitude testing of its megawatt-class hybrid electric propulsion system, strategic collaboration with BETA Technologies, hybrid electric engine demonstrations through NASA’s HyTEC programme and ground testing completed earlier this year.

Mohamed Ali, President and CEO of GE Aerospace Commercial Engines & Services, said: “Hybrid electric technologies are durable and efficient. By flying a hybrid electric engine system at altitudes never achieved before, we’re proving to our customers and to the industry the advanced capabilities we can bring to next-generation aircraft with ready technologies.”

Future Aircraft Development

GE Aerospace said the technologies demonstrated during the flight programme are also contributing to the CFM International Revolutionary Innovation for Sustainable Engines (RISE) technology demonstration programme.

The programme has completed approximately 500 test campaigns and more than 3,000 endurance cycles across technologies including Open Fan, compact core and hybrid electric propulsion, with the objective of improving fuel efficiency in future aircraft engine designs.

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Delta and Shell strengthen sustainable aviation fuel supply chains

Delta Air Lines has signed a five-year agreement with Shell Aviation to expand the availability of sustainable aviation fuel (SAF) across multiple US hubs and priority cities through 2030.

The collaboration will increase SAF supply at Los Angeles International Airport (LAX), Portland International Airport (PDX), John F. Kennedy International Airport (JFK), Logan International Airport (BOS) and Minneapolis-St. Paul International Airport (MSP), while supporting the infrastructure, blending and logistics needed to integrate SAF into routine airline operations.

Building on a long-standing relationship for conventional jet fuel, the agreement is designed to strengthen supply resilience and support the long-term adoption of lower-emission aviation fuels.

Infrastructure investment supports long-term SAF adoption

Alongside increasing fuel availability, the partnership focuses on developing the infrastructure required to scale SAF across Delta’s network.

Shell Aviation will support both blended and neat SAF deliveries at selected airports, helping establish the blending, distribution and logistics capabilities needed to ensure reliable fuel supply as demand grows.

Delta said this infrastructure-led approach is intended to make SAF part of everyday operations rather than a series of standalone initiatives.

“Current instability and uncertainty have made one thing very clear to consumers and businesses alike — supply diversity matters. With Shell, we’re proving that scaling SAF isn’t theoretical, it’s achievable,” said Amelia DeLuca, Chief Sustainability Officer, Delta Air Lines.

“This is about activating real supply chains at scale and creating a model that others can build on as we work across the industry to expand lower impact travel.”

Collaboration extends beyond fuel supply

The agreement also includes plans to evaluate next-generation SAF production technologies, including alcohol-to-jet and power-to-liquid pathways, with the aim of increasing future fuel supply and reducing lifecycle emissions.

“This collaboration delivers on today’s fuel needs and tomorrow’s aviation solutions. By supplying conventional jet, SAF and longer-term innovation, the deal will help strengthen energy security and contribute to the transformation of aviation,” said Reema Bari, Head of Aviation Americas, Shell Aviation.

Supporting Delta’s net zero strategy

The latest agreement builds on Delta’s wider SAF programme, including its role as an anchor partner in the Minnesota SAF Hub, which aims to accelerate SAF production and reduce the aviation sector’s reliance on conventional jet fuel.

The airline noted that in 2024, shipments of more than 7,000 gallons of SAF were delivered to both Minneapolis-St. Paul International Airport and Detroit Metropolitan Airport, marking a first for aviation in Minneapolis and Michigan.

With around 90 per cent of Delta’s carbon emissions linked to jet fuel consumption, the airline said SAF represents the most effective near-term solution currently available to reduce aviation emissions as it works towards its net zero emissions target by 2050.

Industry collaboration key to scaling sustainable aviation

Delta said the agreement demonstrates the importance of collaboration across the SAF value chain, bringing together fuel suppliers, airlines and infrastructure partners to expand production, improve distribution and support wider adoption of lower-emission fuels.

The company believes partnerships such as this will play an important role in building the resilient supply chains needed to support a more sustainable future for aviation.

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GLOBAL RECOGNITION

Sustainability has become a defining measure of business success, and Hitachi Rail has reached a significant new milestone in its journey. The company has been awarded the EcoVadis Platinum Medal, the highest distinction available through the globally recognised business sustainability ratings provider, placing it among the top one percent of organisations assessed over the past 12 months.

The achievement reflects the maturity of Hitachi Rail’s sustainability management system and reinforces its long-term commitment to responsible business practices, environmental stewardship, ethical governance, and transparent supply chains.

Awarded following a comprehensive assessment across four key pillars – Environment, Labour & Human Rights, Ethics, and Sustainable Procurement – the Platinum Medal demonstrates the company’s ability to embed sustainability throughout its operations, rather than treating it as a standalone corporate objective.

SUSTAINABILITY AT THE CORE

For Hitachi Rail, sustainability is increasingly woven into the way the business operates, makes decisions, and manages risk.

Dr. Maiya Shibasaki, Chief Sustainability Officer at Hitachi Rail believes the recognition represents the collective efforts of employees across the organisation and the growing integration of sustainability into day-to-day business practices.

“Sustainability is not an ambition alongside business – it is increasingly integrated into how business creates value,” she says.

“Achieving EcoVadis Platinum reflects the progress we are making in embedding sustainability into the way we operate, make decisions, and manage risk. It also reflects the commitment of colleagues across our business who are strengthening performance, building resilience, and creating value every day.”

The award acknowledges more than strong environmental credentials alone. EcoVadis’ methodology also measures how organisations protect human rights, maintain ethical business conduct, and promote responsible procurement across increasingly complex global supply chains.

For a company operating in more than 50 countries and working alongside transport operators, suppliers, and public authorities worldwide, achieving excellence across all four categories highlights the breadth of its sustainability strategy.

SUPPORTING THE MOBILITY TRANSITION

As demand grows for cleaner, smarter transport networks, Hitachi Rail continues to position sustainability as a central driver of innovation.

The company invests in technologies designed to accelerate the transition towards low-carbon mobility, helping cities and regions reduce emissions while improving connectivity and enhancing quality of life.

Its expertise spans virtually every aspect of the rail ecosystem, from rolling stock manufacturing and maintenance to digital signalling, payment systems, and intelligent operational technologies.

Combining this extensive transport experience with the wider Hitachi Group’s digital and artificial intelligence capabilities enables the business to develop increasingly connected and efficient mobility solutions that support long-term environmental goals.

The company’s mission remains focused on helping passengers, customers, and communities benefit from transportation systems that are smoother, more connected, and more sustainable.

RAISING STANDARDS ACROSS THE VALUE CHAIN

The EcoVadis Platinum Medal also reflects Hitachi Rail’s commitment to responsible business beyond its own operations.

Transparency and accountability throughout the value chain form an important part of the company’s sustainability approach, with close collaboration between suppliers and stakeholders helping to promote high environmental, social, and ethical standards.

By strengthening responsible procurement practices and encouraging sustainable performance across business relationships, Hitachi Rail aims to build greater resilience throughout its global network while reinforcing trust with customers and partners.

This collaborative approach supports the company’s wider ambition to contribute to a more sustainable future through innovative rail technologies, digital solutions, and environmentally responsible transportation systems.

Rather than viewing sustainability as a compliance exercise, the business continues to position it as a source of long-term value creation, helping manage risk while supporting operational excellence and innovation.

BUILDING A MORE BALANCED FUTURE

The recognition also aligns with the broader ambitions of parent company Hitachi Ltd., whose Social Innovation Business brings together information technology, operational technology, and products to transform social infrastructure through digital innovation.

Across its operations, Hitachi seeks to create a society in which environmental responsibility, wellbeing, and economic growth exist in balance by combining data, technology, and industry expertise to address both customer and societal challenges.

Within this wider vision, Hitachi Rail plays a pivotal role by delivering transportation solutions that help support decarbonisation while improving the efficiency and accessibility of public transport networks around the world.

With annual turnover exceeding €7 billion and a workforce of approximately 24,000 employees, the company combines global reach with a strong local presence, investing in talent, communities, and long-term partnerships across the markets it serves.

Achieving EcoVadis Platinum therefore represents more than a prestigious sustainability accolade. It provides independent recognition that Hitachi Rail’s environmental, ethical, and operational commitments are becoming increasingly embedded throughout the organisation, strengthening its position as a trusted partner in the global transition towards sustainable mobility.

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OVERCOMING CHALLENGES

Businesses have faced unprecedented challenges over the past year. The war in the Middle East and rising costs driven by US tariffs have intensified pressure on global markets. These events increased procurement and transportation costs, fuelled inflationary pressures, and thrust geopolitics back to the forefront of CPO risk priorities.

Against this backdrop, organisations are being forced to scrutinise spending more closely as funding tightens. In response, many look to reduce costs by cutting budgets for recruitment, travel, and discretionary operational spending.

However, one category of spend is frequently overlooked: tail spend – the low-value, high-volume purchases that sit outside strategically managed procurement processes. While often fragmented and difficult to control, tail spend can account for up to 20% of an organisation’s total outgoings.

For organisations under financial strain, effective tail spend management is a significant opportunity to reduce waste, improve procurement efficiency, and strengthen financial resilience.

UNDERSTANDING TAIL SPEND

In procurement, tail spend refers to the large number of low-value purchases that collectively account for a relatively small proportion of total spend, but a significant share of suppliers and transactions.

These purchases are often considered low-risk and low-priority, meaning they receive less attention and oversight than higher-value procurement activities.

A subset of tail spend includes maverick spend, which refers to purchases made outside of approved procurement processes or negotiated supplier agreements.

Maverick spending usually arises unintentionally because of employees bypassing approved channels that are too slow, too complex, or fail to offer the right buying options when urgency is a factor.

Unmanaged tail spend can lead to a lack of visibility into expenses, missed opportunities for cost savings, and fragmented supplier bases. McKinsey & Company argue 5-15% savings are achievable with better management of tail spend. Across different industries, tail spend can look different.

For example, in the manufacturing industry, tail spend is often embedded in direct materials such as low-value components, spare parts, and emergency buys, where production continuity takes precedence over sourcing discipline.

Whereas in retail, tail spend can include anything from ad-hoc maintenance purchases for individual stores and display materials, to emergency buys from local suppliers when stock runs out.

WHY ORGANISATIONS STILL STRUGGLE TO CONTROL THE TAIL

A common misconception is that ‘tail spend’ itself is the problem. Every organisation will naturally have a long tail of low-value, high-volume purchases. The challenge is the extent to which this spend remains unmanaged, uncontrolled or routed outside of formal procurement processes.

Many organisations struggle to control tail spend because of operational inefficiency. When internal teams need to quickly book venues, organise events, or pay suppliers at pace, traditional procurement and account payable processes often cannot respond quickly enough. As a result, employees prioritise business continuity and convenience over strict adherence to procurement protocols.

In addition, process complexity and inconsistent or poor user experience also exacerbate enlarged tail spend. Procurement journeys often vary significantly across categories, systems, and business units, creating confusion and friction for the end users. When approved routes are difficult to navigate or remember, or when the options available to the buyer feel inadequate, the path of least resistance becomes off-contract purchasing.

A lack of visibility is also to blame. Fragmented data across suppliers, platforms, and departments makes it difficult for organisations to get a clear view of tail spend. It also limits their ability to identify recurring patterns or consolidate fragmented purchasing volumes into more strategic and manageable categories.

As a result, organisations often miss opportunities to obtain better prices, apply favourable contractual terms, and drive greater efficiency through more coordinated procurement practices.

SHIFTING TO SMARTER TAIL SPEND CONTROL WITH AI AND AUTOMATION

As organisations face increasing financial pressure, improving spend management and bringing tail spend under control must become a business priority. Research shows that 91% of procurement and supply chain professionals see maverick spend as a major challenge and are actively looking to address it.

The first step is gaining greater visibility. Organisations need a clear understanding of where tail spend exists, distinguishing how much is driven by maverick buying outside approved channels versus how much sits in addressable categories yet to be managed by procurement.

By consolidating and classifying spend data, businesses can identify patterns of unmanaged and maverick spend that would otherwise remain hidden. This is where AI and automation can transform spend management. By automating spend classifications, supplier rationalisation, purchase orders, and invoice processes, organisations can reduce manual effort while improving compliance and control.

Another key priority is mitigating maverick behaviour. AI-powered tools also help simplify the processes for employees by allowing them to submit requests in natural language. From this, AI can automatically route requests through the correct procurement workflows and approval paths.

Users don’t need to know the process; they just need to express what they want. This removes the burden on employees to navigate complex procurement processes and helps drive greater adoption of approved purchasing channels. Procurement teams can then move beyond reactive spend control and take a more proactive approach to identify saving opportunities and reduce risk.

AI and automation can help gain better control over spend by providing greater visibility into purchasing activity across suppliers, categories, and business units. This can help organisations to identify patterns in spending data and flag non-compliant purchases.

At the same time, by consolidating suppliers across tail spend categories, AI can help organisations to negotiate better discounts and strengthen supplier relationships. By reducing supplier fragmentation and building more strategic partnerships, organisations can unlock additional cost savings while reducing the maintenance of supplier records.

TAKING BACK CONTROL OF TAIL SPEND

Tail spend may sit at the periphery of organisational expenditure, but in today’s economic climate it can no longer sit at the margins of procurement strategy. As cost pressures intensify, improving visibility and control over low-value, high-volume spend is becoming a critical lever for financial resilience and operational efficiency.

Effective tail spend management is not a one-off initiative, but an ongoing discipline that combines governance, technology, data visibility, and procurement strategy.

Organisations that modernise their approach to tail spend with AI and automation will be better positioned to protect margins, improve efficiency, and navigate continued economic uncertainty.

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DP World launches EcoRoute

DP World has introduced EcoRoute, a new suite of services designed to help businesses build more efficient, resilient, and lower-emission supply chains.

By combining network design, lower-carbon transport options, emissions measurement and strategic partnerships, the platform aims to help organisations balance cost, efficiency and sustainability across increasingly complex global supply chains.

Freight and logistics account for around 10 percent of global energy-related CO2 emissions, while businesses continue to face growing regulatory pressure, investor scrutiny and customer expectations around environmental performance. EcoRoute has been developed to address these challenges by giving companies greater visibility into their supply chains and practical tools to improve operational performance.

Partnerships to support ESG goals

A core element of EcoRoute is supply chain network optimisation, enabling organisations to balance cost, speed and emissions while strengthening resilience. DP World said its Logistics Control Tower solution in Africa helped a major retailer increase transported volumes by 45 percent while expanding its fleet by only 5 percent. Vehicle utilisation also increased to 88 percent, improving operational efficiency and network resilience.

The platform also supports lower-carbon logistics through modal shift programmes, alternative fuels, electric transport solutions and lower-carbon warehousing. In one example, DP World helped a customer reduce transport emissions by 78 percent on the Chennai to Kolkata corridor by shifting freight from road to a multimodal rail and coastal shipping solution. The project also improved delivery reliability while lowering logistics costs.

Greater visibility

EcoRoute includes carbon insetting programmes that enable organisations to reduce Scope 3 emissions within their own supply chains. Through projects at Southampton and London Gateway, DP World generated more than 9,400 tonnes of verified CO2 insets across 257,000 TEU of cargo movements during 2025, helping customers reduce emissions within their logistics operations rather than relying on traditional carbon offsetting.

The platform also incorporates DP World’s Carbon Emissions Calculator, powered by EcoTransIT World and aligned with ISO 14083.

The tool provides end-to-end emissions visibility across multiple transport modes, enabling businesses to identify opportunities to reduce emissions throughout their supply chains.

Leadership comments

Beat Simon, Group Chief Operating Officer, Logistics, DP World, said: “At DP World, we believe a well-connected supply chain is a more sustainable one. EcoRoute helps customers reduce emissions while improving efficiency and resilience by combining connectivity, data and operational expertise across our global network.”

Ayla Bajwa, Group Senior Vice President – Sustainability, DP World, said: “EcoRoute is about turning ambition into action. It gives our customers the tools, insights and partnerships needed to reduce emissions across complex supply chains, while also delivering broader environmental and social impact. By connecting sustainability with real operational change, we are helping businesses build supply chains that are fit for the future.”

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The programme focuses on wheat-growing regions where General Mills sources wheat from ADM for products sold through Walmart and Sam’s Club. The companies said the initiative is intended to strengthen supply chain resilience while supporting farming communities.

Strategic collaboration targets supply chain resilience and sustainable farming

The collaboration builds on an existing commitment made by General Mills and Walmart in 2023 to advance regenerative agriculture across 600,000 shared acres by 2030.

According to the companies, programmes are already underway across more than 560,000 wheat acres in the United States. ADM has now joined the initiative to accelerate progress in Illinois, Indiana and Missouri.

Initial projects will receive technical assistance from American Farmland Trust and Ducks Unlimited, with the aim of delivering improvements in soil health, water quality and carbon sequestration.

Supporting farmers

ADM will facilitate the programme by providing farmers with technical assistance and financial incentives to adopt regenerative farming practices, including no-till cultivation and cover crops.

The companies said the initiative is designed to address barriers to adoption, encourage wider participation and support measurable environmental outcomes.

Supply chain resilience

The collaboration is centred on wheat-growing regions that support the participating companies’ shared supply chain.

According to the announcement, the programme aims to improve the resilience of agricultural supply while supporting farmer livelihoods and environmental outcomes.

Sustainability commitments

The collaboration contributes to each company’s existing sustainability objectives.

General Mills said the programme supports its goal of advancing regenerative agriculture across one million acres by 2030. The initiative also contributes to Walmart’s goal, in collaboration with the Walmart Foundation, to protect, more sustainably manage or restore at least 50 million acres by 2030, while supporting ADM’s efforts to empower farmers across millions of acres to improve soil health.

Leadership comments

Jay Watson, Senior Director of Sustainability at General Mills, said: “This strategic collaboration with Walmart and ADM underscores the importance of collective action across the value chain, and we hope it inspires others to see what’s possible when companies invest together. By focusing on the wheat-growing regions that support our shared business, we aim to strengthen the resilience of ingredients for our beloved brands like Pillsbury, Betty Crocker and Totino’s, while supporting farmer livelihoods and the health of our planet.”

Katherine Pickus, Chief Sustainability Officer at ADM, said: “The success of regenerative agriculture depends on the entire value chain. Together with General Mills and Walmart, we’re bridging the gap for farmers to increasingly adopt and expand regenerative practices. Partnerships are what power this work and help build farm resilience.”

Mikel Hancock, Senior Director, Strategic Initiatives, Sustainability at Walmart Inc., said: “What makes this relationship and this project so unique is that we have taken a true shared value approach to it. The key component is to be able to continue to make improvements while meeting the needs of farmers and driving economic resiliency within those farms for long-term supply resilience to deliver on what works for our customers and members.”

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BUILDING RESILIENCE IN A KEY SOURCING MARKET 

Tate & Lyle is broadening its regenerative agriculture programme for corn in Europe after early outcomes from its 2025 initiative in France outperformed both annual and multi-year regional emissions benchmarks. 

Developed alongside Regrow Ag (Regrow), an agriculture resilience platform, and French farming partners Armbruster Grandes Cultures, Euralis Groupe Coopératif, and Maïsadour, the programme operates across key corn sourcing areas in the northeast and southwest of France. The expansion in 2026 reflects the company’s continued focus on supporting farm resilience, improving soil health, and reducing greenhouse gas (GHG) emissions. 

France was selected as a priority market due to its importance to Tate & Lyle’s corn supply chain and the impact of recent drought conditions across the region. The initiative was designed to help strengthen resilience to climate change whilst supporting more sustainable agricultural practices. 

In 2025, Tate & Lyle enrolled 1,800 hectares into the programme through its partnership with Regrow. According to the company, emissions from the participating land were 19 percent lower than the regional average for the year. 

“When we founded this programme with Regrow, our goal was to create a practical way to support farmers, build resilience, and reduce emissions,” explains Anna Pierce, Director of Sustainability, Tate & Lyle.  

SUPPORTING FARMERS AND STRENGTHENING SUPPLY CHAINS 

The programme centres on conservation tillage, cover cropping, and improved nitrogen management. Participating farmers receive agronomic support from Regrow, the cooperatives, and representative groups, enabling them to adopt practices suited to their individual land conditions. 

Progress has already been recorded in the uptake of regenerative practices. Conservation tillage reached 82 percent in 2025, while cover crop adoption nearly doubled to 32 percent compared to the 2019 baseline. Farmers also track implementation and outcomes through Regrow’s platform. 

Tate & Lyle views regenerative agriculture as an important component of building a more resilient and lower-carbon supply chain while continuing to support farming communities. 

“This programme is helping us build a stronger, more resilient supply chain for Tate & Lyle and our customers,” explains Jérôme Béra, Tate & Lyle’s President Europe, Middle East and Africa.

The company’s decision to expand the programme in 2026 is intended to further support these objectives as it continues to scale regenerative agriculture across its operations. 

DELIVERING VALUE FOR CUSTOMERS  

Tate & Lyle says the programme is designed to support both supply chain resilience and decarbonisation efforts for its customers. 

Clients purchasing the company’s corn-based ingredients already benefit from Tate & Lyle maintaining acres in regenerative agriculture programmes across France and the US, equivalent to the volume of corn it buys each year. The company also provides Scope 3 carbon emissions data through product carbon footprints for purchased corn-based ingredients, helping customers with environmental reporting. 

In addition, customers sourcing corn-based ingredients from the company’s French suppliers that are initially processed at Tate & Lyle’s Netherlands facility can participate directly in the regenerative agriculture programme in France. This enables them to report the impact of accelerated decarbonisation in their own Scope 3 emissions reporting and support progress towards emissions reduction targets.  

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A NEW GENERATION OF ENTERPRISE APPLICATION

Enterprise AI is entering a new phase, with organisations increasingly looking beyond experimentation and towards production-ready systems capable of executing real business outcomes.

Responding to this shift, Oracle has unveiled a new AI-native builder experience for Oracle AI Agent Studio for Fusion Applications, designed to help customers and partners build and run a new generation of enterprise applications.

Dubbed Fusion Agentic Applications, these applications are built around teams of specialised AI agents that can reason, coordinate, make decisions, and execute work using Oracle Fusion business objects, workflows, policies, approvals, and governance controls.

Unlike standalone AI agents or disconnected automation tools, Fusion Agentic Applications operate natively within Oracle Fusion Applications, allowing organisations to leverage existing security, governance, and audit capabilities without relying on separate runtime environments or additional infrastructure.

A NEW APPROACH TO ENTERPRISE AI

Oracle positions Fusion Agentic Applications as more than AI enhancements layered onto existing software. Instead, they represent a new class of enterprise application built specifically to deliver measurable business outcomes.

Potential use cases include accelerating financial close processes, improving collections, reducing service escalations, optimising workforce operations, and streamlining supply chain execution.

According to Chris Leone, Executive Vice President of Applications Development at Oracle, enterprise software is evolving beyond simply recording activity towards actively driving business outcomes.

He explained that the new builder experience enables organisations to create applications backed by specialised AI agent teams that operate directly within Oracle Fusion Applications, where business objects, workflows, security, approvals, and auditability are already established. This, he said, marks a fundamental departure from building disconnected AI automations and attempting to integrate enterprise controls afterwards.

ONE PLATFORM FOR EVERY BUILDER

Central to Oracle’s announcement is a unified development experience that combines no-code, low-code, and pro-code capabilities within a single framework.

Business users can begin building applications using natural language through the Agentic Applications Builder, while developers and partners have access to the new AI Studio Skill, enabling them to work with familiar development environments such as Visual Studio Code, standard command-line interfaces, Git-based workflows, and AI coding assistants including OpenAI Codex and Claude Code.

This allows organisations to accommodate builders with varying levels of technical expertise while maintaining consistent governance across every stage of development.

Oracle says the approach also helps accelerate the transition from AI prototypes to enterprise production by embedding identity management, approvals, observability, audit trails, governance, and lifecycle management directly into the runtime environment.

EXPANDING THE AI ECOSYSTEM

Alongside the new builder experience, Oracle has introduced several enhancements designed to support broader enterprise AI adoption.

Developers can now access reusable templates, starter projects, sample applications, reference architectures, and implementation guidance through a new public GitHub repository, helping accelerate development and validation.

Oracle is also expanding Oracle AI Agent Marketplace to include a growing catalogue of complete agentic applications alongside its existing portfolio of AI agents. At the same time, Oracle says more than 80,000 certified experts have now been trained in Oracle AI Agent Studio, creating a broader ecosystem to help organisations build, test, deploy, and manage AI across the enterprise.

The platform also supports interoperability between Oracle, partner, third-party, and custom-built AI agents, allowing organisations to coordinate work across multiple systems while remaining within Oracle Fusion Applications’ governance and security framework.

INDUSTRY SUPPORT

Industry leaders and analysts have welcomed Oracle’s latest announcement, highlighting the importance of bringing AI securely into core enterprise operations.

Lan Guan, Chief AI and Data Officer at Accenture, said organisations require trusted partners capable of unlocking the value of Oracle’s embedded AI quickly, adding that the new builder experience enables developers to work within familiar environments while helping enterprises govern and scale AI adoption with confidence.

Holger Mueller, Vice President and Principal Analyst at Constellation Research, described Oracle’s approach as redefining the next-generation application platform by combining application, platform, and agentic capabilities into a single builder experience. He noted that, unlike alternative approaches, Oracle keeps agents, security, APIs, access, and governance within one trusted platform.

Mauro Schiavon, Global Chief Commercial Officer for Oracle Business at Deloitte Consulting LLP, said many organisations face challenges not with AI technology itself, but with integrating it into business operations while maintaining security, oversight, and operational controls. Oracle’s native approach, he suggested, helps bridge that gap while supporting faster execution and improved operational efficiency.

Additional support came from IDC, where Senior Research Manager Zachary Chertok said Oracle is moving AI beyond copilots towards agentic systems capable of executing work within enterprise applications. He highlighted the platform’s governance, permissions management, and system controls as key enablers that allow employees with varying technical abilities to build and manage the AI agents their teams require.

Kevin Sullivan, Oracle Global Alliance Leader at PwC, added that embedding agentic capabilities directly into Fusion Applications allows organisations to move from AI experimentation to enterprise-wide adoption with greater confidence, while maintaining the operational oversight businesses expect.

Available at no additional cost for Oracle Fusion Applications customers and partners, Oracle AI Agent Studio provides orchestration, testing, validation, and built-in security tools for creating and managing AI agents and agentic applications. By using the same platform Oracle employs to develop its own AI capabilities, organisations can extend the company’s existing portfolio of more than 1,000 AI agents and 22 Fusion Agentic Applications, while building new solutions tailored to their own enterprise requirements

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Emissions intensity declines despite portfolio growth

The company’s fourth annual sustainability report outlines environmental, social and governance (ESG) progress during 2025, including a reduction in emissions intensity to 3.58 kilograms of CO2e per overnight stay. Although overall company emissions increased by 3.1 per cent following the addition of four new properties, a&o said the increase reflected its expanded portfolio rather than a rise in emissions intensity.

a&o operates 46 properties, providing approximately 31,600 beds across 32 cities in 10 European countries.

According to the report, CO2e emissions per overnight stay fell from 2024 levels to 3.58 kilograms, while total company emissions increased to 13,575 metric tons after four additional properties were acquired and converted into a&o accommodation during 2025.

In total it welcomed nearly three million guests during the year, accounting for 6.6 million overnight stays.

Building conversion strategy supports sustainability goals

Property conversion remains a central part of a&o’s sustainability strategy and of the company’s 46 locations, 43 are conversions of existing buildings rather than new developments.

During 2025, a&o opened four new locations, including London Docklands Riverside, located within a historic 17th-century warehouse complex on the River Thames.

The next major project is the conversion of a vacant office building on Rudi-Dutschke-Straße into a&o Berlin Checkpoint Charlie.

In partnership with the Technical University of Berlin, a&o is undertaking a life cycle assessment study for the project, with the aim of creating a blueprint for future building conversions.

Renewable energy and operational improvements

The report highlights several operational initiatives aimed at reducing emissions within a&o’s own operations and value chain.

All locations now source 100 per cent green electricity where it is available. Other initiatives include fully digital guest registration to reduce paper use, collaboration with suppliers, waste reduction measures and a continued focus on improving energy efficiency.

It also avoids external carbon offsetting solutions and instead focuses on direct, measurable emissions reductions.

The three properties recording the lowest emissions per overnight stay were:

• a&o Kopenhagen Sydhavnen (1.88 kilograms)
• a&o Kopenhagen Norrebro (1.93 kilograms)
• a&o Berlin Mitte (2.24 kilograms)

Social initiatives remain part of ESG strategy

Alongside its environmental initiatives, a&o continued investing in employee development and community programmes during 2025.

The company invested €378,000 in training and continuing education, representing an eight per cent increase compared with 2024.

Its social initiatives also include the a&o educare programme, which supports solidarity-funded school trips through the everyonecantravel.app platform and the “Everyone Comes Along” relief fund for low-income families.

Through a&o cultura e storia, the company is supporting restoration of the Villa Mocenigo neoclassical complex in Italy’s Veneto region in partnership with local educational, cultural and administrative organisations.

a&o also supports a range of sporting initiatives, including sponsorship of the Austrian women’s national team competing at the Homeless World Cup in collaboration with Caritas Graz.

CEO outlines long-term sustainability commitment

Oliver Winter, Founder and Chief Executive Officer of a&o Hostels, said the company intends to continue combining business growth with resource efficiency.

“The travel industry is constantly evolving, and a&o is actively shaping this transformation by combining growth with our commitment to further reducing energy consumption and using resources responsibly. Travel remains a fundamental human need and an ever-growing industry. Moving forward, we will continue to work with our partners and guests to contribute to travel that is resource-efficient and socially responsible.”

The company also received two ESG-related recognitions during 2025: the A World for Travel Societal Development Award and a Rating 2 from Sustainable Fitch for a strong ESG profile for the third consecutive year.

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 Long-term partnership advances energy storage deployment

The project follows the companies’ announcement last year to work together on scaling Energy Dome’s CO2 Battery technology and supporting Google’s ambition to expand access to affordable, secure and 24/7 clean energy for electricity grids globally. It also follows the announcement earlier this month of a 19 MW/200 MWh project in Arizona involving Energy Dome, Google and local utility SRP.

Energy Dome will develop, own and operate the County Offaly facility using its proprietary CO2 Battery technology.

The system stores energy by using electricity from the grid to compress and store CO2 before expanding it through a turbine to generate electricity when required.

 Supporting Ireland’s electricity system

The Irish Government has identified long-duration energy storage as an important technology for improving security of electricity supply, reducing system costs and supporting its target of reaching 80 per cent renewable electricity by 2030.

Google and Energy Dome said the project is intended to demonstrate how long-duration energy storage can contribute to an affordable, secure and clean electricity system. The CO2 Battery is designed to absorb surplus electricity during periods of oversupply and dispatch stored energy during periods of high demand, helping to balance the grid while easing local congestion.

Strategic location in County Offaly

The project will be located near Rhode in County Offaly, close to a key node on the Irish electricity grid where high-voltage transmission lines serve the Greater Dublin metropolitan area.

According to the companies, expanding energy infrastructure in this part of Ireland is important for supporting economic growth in areas of increasing electricity demand.

The project is being developed in partnership with Lumcloon Energy, a Midlands-based developer. It will be built on the site of a former peat-fired thermal power plant, repurposing brownfield industrial land for clean energy infrastructure.

The location is also close to the Rhode Green Energy Park, where renewable energy resources, including solar and wind, experience curtailment because of grid congestion. By storing excess electricity for later use, the project aims to reduce congestion and avoid the need for additional transmission infrastructure.

Partnership supports international deployment

Claudio Spadacini, Founder and CEO of Energy Dome, said: “We are proud to work with Google on a project that strengthens grid resilience and unlocks the path to 24/7 carbon-free energy in Ireland. This project is the first commercial bilateral deployment under the strategic partnership between our companies, which aims to develop CO2 Battery projects across Europe, North America and Asia-Pacific”.

Energy Dome said its CO2 Battery technology uses readily available, off-the-shelf components rather than relying on lithium-ion batteries or other critical minerals. The company said the technology is intended to provide dispatchable, long-duration energy storage while supporting energy security, resilience and reliability as electricity demand increases.

Project expected online in 2028

Vanessa Hartley, Head of Google Ireland, said: “At Google, we are committed to catalysing next-generation energy technologies to bolster grid resilience and introduce critical storage capacity to the system. This milestone is a next step in our long-term partnership with Energy Dome, and will help scale their promising long-duration energy storage technology, charging ahead to an affordable, secure and clean energy future.”

The project has secured land, planning consent and a grid connection. It has also been awarded a 10-year capacity contract by EirGrid, the State-owned transmission system operator, and is expected to begin operations in 2028.

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DRIVING TOWARDS A GREENER FUTURE

Nasdaq-listed company, Lotus Technology Inc. (Lotus Tech), has released its third-party-assured 2025 Sustainability Report, aligned with international standards.

The company enhanced its governance framework, obtained global information security certifications, and upheld stringent anti-corruption compliance. It expanded its lineup of electrified luxury vehicles, used eco-friendly materials, and achieved zero recalls.

Additionally, the company promoted green manufacturing, increased its use of renewable energy, and advanced sustainable supply chain practices.

Lotus Tech, a leading global provider of intelligent and luxury mobility, emphasised its ongoing efforts to integrate sustainability throughout its global operations.

COMMITMENT TO SUSTAINABILITY

Key highlights from the report include strengthened governance and ethical compliance at Lotus Tech. The company has improved its governance framework and has further integrated compliance and ethical standards throughout its operations.

The company has also achieved international certifications in information security and privacy protection whilst maintaining stringent anti-corruption and fair competition practices globally.

In the area of sustainable product innovation and quality leadership, Lotus Tech has expanded its intelligent luxury product portfolio to include advanced electrified and hybrid solutions.

These products now feature eco-friendly materials and state-of-the-art safety technologies. Throughout the reporting period, the company upheld its industry-leading quality standards, with no recalls for its lifestyle electric vehicle (EV) models.

Moreover, Lotus Tech has made significant strides in its green operations and value chain collaboration, enhancing its climate strategy through green manufacturing practices, a greater reliance on renewable energy, and nature-positive initiatives.

NAVIGATING THE LANDSCAPE

Lotus Tech has made significant strides in enhancing the sustainability of its supply chain, whilst simultaneously fostering a culture of well-being among employees and actively engaging with local communities.

The company proudly operates across diverse markets, including the UK, the European Union (EU), and China, with a strong commitment to excellence and a focus on producing luxury EVs.

Its efforts are underpinned by cutting-edge R&D focused on next-generation automotive technologies, emphasising innovations in electrification, digitalisation, and more, to pave the way for a sustainable and advanced future in mobility.

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A SHORR THING

Over the course of the last five years, the US packaging industry has continued to grow slowly yet steadily by around four percent year-over-year.

Shorr Packaging (Shorr), however, has taken a much more progressive approach, having grown from a $500 million company in 2020 to a $1 billion company today.

“We’ve been growing at a 20+ percent compound annual growth rate (CAGR), and we fully expect that to continue,” introduces Rob Onorato, CEO.

Onorato cites two major factors behind Shorr’s recent growth – sustainability and freight efficiency.

Four or five years ago, if sustainable products cost more, most customers weren’t willing to absorb a significant premium, but this has changed considerably.

Recognizing that sustainability was evolving quickly, and many distributors weren’t taking a strategic approach, Shorr hired Meredith Moore, Sustainability Manager, in February 2023.

“Today, whenever we’re discussing new product introductions with manufacturers, we’re also discussing sustainability,” Moore observes.

“Meredith has fundamentally changed how Shorr is viewed from a sustainability standpoint,” Onorato continues.

When it comes to package design and freight efficiency, Shorr has made significant improvements in this area too.

Historically, products were shipped in corrugated boxes with protective packaging, tape, and void fill, meaning freight costs were heavily influenced by the dimensions of the package.

“Customers began realizing that for smaller items, they could replace traditional boxes with mailers. Whether padded or unpadded, mailers are smaller, lighter, and more cost-effective,” Onorato outlines.

As such, Shorr has worked with key suppliers to promote a sustainable, efficient shift away from traditional packaging as a result.

SUSTAINABLE MINDSET

As a company that has prioritized sustainability as an essential pillar of its day-to-day operation, Shorr continues to receive prestigious accolades.

It views sustainability as essential for both the environment and helping customers meet their own corporate objectives.

Its recent EcoVadis Silver Badge is a true reflection of Shorr’s genuine commitment to sustainability.

The EcoVadis Silver Badge assessment evaluates organizational sustainability performance across more than 175,000 companies worldwide through 21 sustainability criteria spanning four key areas: environment, labor and human rights, ethics, and sustainable procurement.

“That first year took months. It was an extremely comprehensive assessment, and it required a lot of preparation,” reflects Moore.

Under the 2025 EcoVadis standards, the Silver Badge distinguishes companies ranking among the top 15 percent of all evaluated organizations, recognizing Shorr’s ongoing commitment to responsible and ethical operations and strategy.

“For us, the biggest lesson wasn’t about achieving a particular rating or badge, it was learning how to think differently about our business and translate those lessons into value for customers,” she adds.

Another example of Shorr’s sustainable mindset is being the recipient of the 2023 John Deere Sustainability Award, presented to suppliers demonstrating strong performance in sustainable processes, products, and operations.

“John Deere is a long-standing, traditional manufacturing company, and what ultimately differentiated us wasn’t just product selection – it was our ability to incorporate sustainability into their packaging strategy,” Onorato emphasizes.

“Meredith and the team demonstrated a range of sustainable packaging options tied to a broader sustainability roadmap.”

This approach helped Shorr win their business and subsequently earn John Deere’s Sustainability Award, with emphasis on emissions reduction, product circularity, and social improvement.

“The awards are appreciated, but they’re really a by-product of our commitment to innovation and customer value,” he points out.

SOLUTIONS-DRIVEN

Shorr listens to its customers before designing customized solutions using products and services from its network of more than 700 suppliers.

“85 percent of the inventory is already allocated to specific customer needs – for example, the inventory we stock in Chicago looks very different from what we stock in Atlanta or Los Angeles because it’s tailored to local requirements,” Onorato explains.

The company’s private label, ShorrExpress®, and its intellistock℠ inventory solution have helped simplify the purchasing process and streamline customers’ business needs.

Through ShorrExpress, products are strategically stocked across the company’s distribution centers, meaning if a customer needs stretch film, tape, mailers, or similar, the products are available and ready to ship from Shorr’s nearest warehouse.

On the other hand, intellistock has been one of the biggest technological developments in the company’s recent history.

This inventory management platform is offered to Shorr customers and gives them complete visibility into everything they purchase.

“Depending on the customer’s needs, our representatives can visit facilities, monitor inventory levels, and replenish stock according to agreed minimum and maximum levels,” Onorato tells us.

Today, Shorr manages over 40 percent of its revenue annually through intellistock, which benefits customers because they don’t need as much warehouse space, devote fewer resources to inventory management, and have less supplier relationships to oversee.

“Finance teams appreciate the simplification, and customers gain access to detailed purchasing data, inventory visibility, and demand forecasting tools. It’s become a very powerful platform,” he shares.

EMPLOYEE-OWNED

Shorr is a 100 percent employee-owned company that takes great pride in its culture, operating through an employee stock ownership plan (ESOP).

“Every employee, from executives to warehouse associates, has ownership in the company,” Onorato prides.

As such, Shorr was recently named the 2026 ESOP Company of the Year by the Illinois Chapter of the ESOP Association.

This sense of ownership mindset creates accountability, engagement, and a strong customer-first culture within the company.

“As we grow and become more profitable, employees directly benefit from that success. It’s one of the biggest drivers of our culture,” he acknowledges.

“Having worked in other organizations, I can honestly say the ESOP model creates a very different environment. People feel genuine ownership and responsibility and care about improving not only their own performance, but also the long-term success of the company,” Moore insights.

This mindset is visible every day across the company and its activities, where a positive culture is tangible and people feel encouraged to think about what’s best for the customer and the business in the long term.

“We’re a $1 billion company with no debt, focused on investing where it creates value,” Onorato sets out.

Unlike some of its competitors, Shorr is proud to have grown organically rather than through acquisitions.

“If we want to enter a new market, we’ll build a facility, hire and train people, and grow the business ourselves – that’s a major competitive advantage for us,” he adds.

SCALING FOR THE FUTURE

As it looks to the future, Shorr will continue investing heavily in sustainability, cold-chain packaging, and contract packaging services.

“Our real estate strategy is simple – we follow the customer,” Onorato states.

Operating across multiple distribution centers today and supported by a broad network of third-party logistics providers (3PLs), Shorr is confident in its ability to quickly establish operations in new locations.

More broadly, the company’s strategy remains centered around customer success.

“Recently, we won a major customer after their CEO personally asked me how we would support their business,” Onorato exemplifies.

Before launching the proposed new program, Shorr assembled a 35-person project team to map every milestone and risk.

As a result, the implementation and execution were exceptional, and the customer was thrilled with the results.

“That’s why we come to work every day – we want to be the logical choice whenever a customer has a packaging challenge or opportunity,” Onorato asserts.

“We’ve doubled the value of the business in five years, and I don’t see that momentum slowing.”

Ultimately, this is because Shorr genuinely cares about its customers. The company has 5,000 active accounts, and every day it works to earn their trust.

“In short, that’s what drives our growth,” he confidently concludes.

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