Q&A WITH SAZINI MOJAPELO, CEO, VILLAGE ENTERPRISE

Firstly, why is entrepreneurship the best approach for achieving your aim of ending extreme poverty?

Sazini Mojapelo, CEO (SM): People living in extreme poverty do not lack ambition, ideas, or the determination to build better lives. What they too often lack is a genuine opportunity – access to the resources and support needed to turn their abilities into a sustainable livelihood.

That is what makes entrepreneurship so powerful. In many of the rural communities where we work, formal jobs are scarce. Emergency aid can be lifesaving, particularly during a crisis, but aid alone cannot provide a lasting source of income or give families greater control over their futures.

Entrepreneurship can – it enables people to earn a reliable income, build assets, withstand unexpected setbacks, and create choices for themselves and their children.

It can be transformative, but success requires the right foundation. Giving someone money and simply telling them to start a business is not enough, particularly for a person living in extreme poverty.

Village Enterprise uses a poverty graduation model that brings together the support first-time entrepreneurs need to be successful. Participants form companies in groups of three, develop a business plan, and receive training, start-up cash, and a year of mentoring.

They also join business savings groups, where they save together, access loans, and support one another.

The entrepreneurs own and run the companies themselves, and many go on to launch more businesses, diversify their income, invest in their families, and sometimes even create jobs for others in their communities.

Our role is not to determine their futures for them – it is to help remove the barriers that stand between them and the future they are capable of building.

Aid budgets are being cut across the West. How big of a setback is that for ending extreme poverty?

SM: The cuts are a serious setback. When aid budgets shrink, proven programmes reach fewer people at a time when conflict, climate shocks, and rising costs are pushing more families into extreme poverty. African governments cannot fill that gap overnight, and international donors and philanthropists remain essential.

At the same time, ending poverty across the continent requires a more sustainable, African-led model. Governments have the reach and infrastructure to bring proven approaches to national scale. In Rwanda and Kenya, for example, governments are investing in poverty graduation and building teams to deliver their own programmes.

Village Enterprise is helping them develop the skills and systems to do that successfully.

This is not a choice between international support and African leadership. Donor funding can help build evidence, strengthen government systems, and support early implementation.

Governments can then embed successful programmes within national systems and sustain them at scale.

Your Delivering Resilient Enterprises and Market Systems (DREAMS) programme works with refugees. What have you learned from this?

SM: Refugees are often treated as though displacement is temporary and emergency assistance is all they need. Yet, many of the people in our programmes have lived in refugee settlements for years and will most likely remain there for years to come

Meeting immediate needs is essential, but refugees also need opportunities to earn, save, and build sustainable livelihoods.

DREAMS, which we deliver with Prosper Global in Uganda and Ethiopia, has reached more than 22,000 refugee and host-community households.

Independent, randomised, controlled trials found participating households had higher monthly income and consumption than households in the control groups. Across both countries, savings rose by more than 90 percent and household assets increased by between 20 and 24 percent.

Those gains mean more nutritious food, education for children, healthcare, and greater protection from future shocks.

The most important lesson is that refugees are not passive recipients of aid. With the right support and access to markets, they can build successful businesses, support their families, and strengthen the local economies around them.

Why do you believe women make up about 80 percent of the entrepreneurs you work with?

SM: The reason is simple. When a woman has the ability to earn an income, she invests her earnings back into her family. The money goes straight to food, school fees, and healthcare. Backing women is one of the most reliable ways to lift a whole household out of extreme poverty.

Why does it matter that Village Enterprise is now led from Africa?

SM: Being closer to the communities we serve shapes how we understand challenges, build relationships, and make decisions. A policy or programme that appears sound on paper can look very different when put into practice. Africa-based leadership brings that context and proximity into our decision-making from the beginning.

I also believe that African leaders should be setting the direction for African development. As Village Enterprise’s first Africa-based CEO, I can work closely with the entrepreneurs, staff, governments, and partners whose knowledge and experience should shape our strategy.

This transition builds on the strong foundation established by the leaders who came before me. It brings our leadership closer to our work and strengthens our ability to develop African-led solutions that governments can adopt and scale.

What would you ask of the business leaders reading this?

SM: I would ask business leaders to consider the role their companies can play in ending extreme poverty. Financial support remains essential: it enables organisations like Village Enterprise to reach more entrepreneurs, test new approaches, and demonstrate what works. However, businesses can also contribute expertise, technology, networks, and access to markets.

That could mean bringing rural entrepreneurs into your supply chains, offering professional advice, or even providing tablet devices and data for digital training.

Finally, what makes this work personal for you?

SM: I grew up in Zimbabwe. My mother had me when she was a teenager, and no matter how hard she worked, money was always tight. We took the bus everywhere, and I would look at families passing us in their cars and wonder why life appeared so much easier for them. Nobody could give me a clear answer.

I wanted to understand why hard work led to such different outcomes, and that childhood question has been the golden thread throughout my career.

When I meet the rural women in our programmes today, I see my mother in them – hardworking, resilient, and devoted to their children and families.

They do not lack ambition or effort. What they need is a fair chance – start-up cash, training, mentoring, and the support to turn their abilities into sustainable livelihoods.

The post Village Enterprise : Ending Extreme Poverty Through Entrepreneurship appeared first on Sustainability Outlook.

ENERGY FOR ALL

Whether an individual, professional, or public sector actor, Simam Côte d’Ivoire (Simam CI) is the energy supplier of choice in the country. As a major player in Côte d’Ivoire’s petroleum product distribution since 2005, with more than 3.5 million bottles in circulation, choosing Simam CI means opting for practical, accessible energy for everyday comfort.

“Simam CI represents 20 years of expertise serving the energy needs of the Ivorian people and has established itself as the leader in packaged butane gas in Côte d’Ivoire. Our story is one of exceptional growth,” introduces Karim Ousmaes, General Administrator.

Driven by Ousmaes’ leadership, the company has proudly grown from a volume of 50 tonnes (t) per month in 2012 to over 700 t per day in 2026. Its operations cover the full spectrum of energy needs, including butane gas packaged in B6 cylinders for households, B12 gas, bulk gas, diesel, and a comprehensive range of lubricants for professionals and industrial clients under the EUROLUB brand, for which it is the official and exclusive distributor in the country.

Equally, Siman boasts a powerful industrial and logistical infrastructure. Its operational hub is located in the Yopougon Industrial Zone in Abidjan, housing both its headquarters and filling plant.

“This site underwent a two-phase modernisation involving an investment of over €20 million and highlights a storage capacity of 2,600 t. We are also preparing for the future. Between 2026 and 2028, we will construct a new storage sphere, effectively doubling our logistical capacity,” details Ousmaes.

Beyond Abidjan, the company’s network of depots covers the entire country, supported by a fleet of over 100 trucks operated by its group partner, Ivoire Transport, ensuring daily supply. The company proudly serves households, businesses, industrial clients, and public sector entities through a nationwide network of over 4,000 retailers, with approximately three million cylinders in circulation.

Equally, Simam CI’s strength lies in its people and commitment to excellence. Comprising approximately 1,000 employees, the company has a young workforce averaging 34 years of age.

“It is a team dedicated to serving both households and the country’s largest industries with the same high standards. This commitment to excellence was rewarded with ISO 9001:2015 certification, obtained in 2023. Our next steps are getting the ISO 14001 certification for the environment and ISO 45001 for safety,” Ousmaes furthers.

ENERGY SUPPLIER OF CHOICE

Since last speaking to Ousmaes in 2024 about Simam CI’s objectives and priorities, the company’s vision has evolved since successfully concluding its previous strategic plan in 2025, driven by the vision ‘SIMAMCI 2025: The Benchmark for Energy Suppliers’.

Additionally, the company has found success in the business-to-consumer (B2C) market, having proudly become a go-to brand for Ivorian households and earning both an award and a consumer label for bottled gas for households from The Label of African Consumers. Notably, 94 percent of its customers have been satisfied with its products and services for five consecutive years.

“Today, the oil and gas sector is more exciting than ever because the biggest challenge lies ahead – transforming B2C success into business-to-business (B2B) leadership,” enthuses Ousmaes.

“We have a major asset to help us achieve this: a 94 percent customer satisfaction rate for five consecutive years. That is the perfect foundation for tackling the next stage.”

What sets Simam CI apart from the competition is its unique business model, where it has chosen to never sever the link with the end customer. Whilst many competitors rely on intermediaries, Simam CI has built an integrated model. This strategic decision was made in order to maintain contact with the company’s end customers, better understand their needs, and respond with aligned products and services.

Thanks to its retailers and plethora of cylinders in circulation, the company is close to households in their daily lives. Such proximity enables the company to understand actual needs and respond with a perfectly aligned product and service.

Ultimately, Simam CI meets all of the country’s and its customers’ energy needs through supplying gas cylinders, fuel cylinders, bulk gas, diesel oil, lubricants, additives, and biocide for various industries.

FINDING MAXIMUM DAILY COMFORT

Currently, Simam CI is focused on a particularly strategic project for the coming years – the construction of a new 5,000-t storage sphere housed within a protective enclosure, which represents an investment of approximately USD$27 million and will significantly boost the company’s logistics capacity.

This project is crucial on two levels. The first is industrial, as it will lift the ceiling on the company’s current product capacity. The second is financial, with the project enabling Simam CI to generate millions of dollars in savings on its processing costs.

“This project is highly strategic for us. It will not only address the issue of the current plant’s maximum production capacity limits but also generate savings in processing costs estimated at approximately USD$7 million per year. This investment secures our leadership and profitability for the future and is what will allow us to approach the market with confidence,” Ousmaes states.

Equally as important to the company are its staff, whose daily contributions comprise Simam CI’s continued success. The company is steadfast in its belief that its people are the greatest asset it possesses – which is more than just a slogan.

“We have a young, ambitious workforce that has driven the company’s growth. Every year, all of our teams undergo continuous evaluation, and internal promotions are prioritised. As Siman CI grows, our employees grow with us,” expands Ousmaes.

SAFE, EFFICIENT NETWORK

Crucial to Simam CI are the corporate social responsibility (CSR) practices it participates in, such as the Fondation Atef Omaïs (FATOM).

The company’s commitment is tangible and local, notably driven by this significant foundation. Its achievements to date consist of participation in the renovation and construction of schools in North Abidjan in order to provide better learning conditions for students. Soon, this initiative will be extended to South Abidjan as well.

Additionally, the company is aiming to allocate a 2027 budget to fund initiatives in collaboration with the National Commission on Combatting Climate Change – a unit within the Ministry of the Environment, Sustainable Development, and Ecological Transition. For the company, being an energy leader also means acting responsibly.

As Simam CI is planning for the upcoming year, its primary objective is to fully focus on the sphere construction project, without losing sight of its business development goals in line with its strategic plan.

“This serves as the foundation that will enable us to confidently roll out the next phase of our strategic plan – capturing the B2B market whilst consolidating our leadership in the B2C sector,” Ousmaes insights.

Ultimately, Simam CI’s 20 years of success boil down to what lies behind its impressive figures; a truly Ivorian human story.

“Simam CI is an Ivorian company that believed in Côte d’Ivoire. Over the past two decades, we have built a national leader, creating 1,000 direct jobs for young Ivorians and thousands of indirect jobs through our retailers.

“Our ambition goes beyond gas as we aim to contribute to our country’s energy sovereignty and demonstrate that a national champion can compete with multinationals by staying closer to its customers,” confidently concludes Ousmaes.

“When you choose Simam CI, you are choosing high-quality Ivorian energy that is accessible to everyone. I would also like to take this opportunity to thank our 4,000 retailers and 1,0

The post Simam Côte d’Ivoire : Energy for All appeared first on Sustainability Outlook.

Why Hisense Received the Dubai Chamber ESG Label

Hisense Middle East has been awarded the Dubai Chamber Environmental, Social and Governance (ESG) Label, recognising its efforts to integrate responsible business practices into its operations in the United Arab Emirates (UAE).

Presented by the Dubai Chamber’s Centre for Responsible Business, the label recognises organisations demonstrating strong ESG performance and a commitment to continuous improvement.

For Hisense, the recognition reflects its approach to aligning local operations with global sustainability objectives, encompassing environmental management, corporate governance and social responsibility.

The UAE is an important regional market for the electronics manufacturer, which operates in more than 180 countries.

How Sustainable Manufacturing Supports Hisense’s ESG Strategy

Hisense’s wider sustainability strategy includes initiatives to reduce the environmental impact of its manufacturing activities and improve operational efficiency.

Globally, the company is expanding green factories, adopting low-carbon technologies and manufacturing standards, and developing zero-carbon manufacturing facilities.

It is also pursuing emissions reduction programmes and operational improvements intended to support long-term business resilience.

These initiatives provide the broader context for Hisense’s sustainability commitments in the UAE, where the company is working to incorporate ESG principles into its regional business practices.

The announcement does not disclose specific emissions reductions or quantified environmental improvements achieved by its UAE operations.

Why Corporate Governance and Social Responsibility Matter

The Dubai Chamber ESG Label also recognises Hisense’s approach to the social and governance aspects of sustainability.

Beyond environmental performance, the company emphasises ethical business conduct, employee wellbeing and responsible corporate practices.

Jason Ou, President of Hisense Middle East and Africa (MEA) and India, said: “We are proud to receive the Dubai Chamber ESG Label, which reflects our commitment to operating responsibly and creating long-term value in the UAE. This recognition reinforces our belief that sustainable business practices and innovation go hand in hand, and we remain focused on making a positive impact for our customers, partners, employees and the communities we serve.”

Hisense’s approach reflects its stated commitment to incorporating environmental and social considerations into business operations rather than treating sustainability solely as a manufacturing issue.

The Role of Innovation in Hisense’s Sustainability Strategy

Hisense is also supporting regional innovation through its headquarters and research and development (R&D) capabilities in Dubai.

These operations help the company develop products and solutions in response to changing market requirements while supporting its wider business strategy.

The Dubai Chamber ESG Label provides independent recognition of Hisense’s regional approach to responsible business practices.

The post Why Hisense Has Been Recognised for ESG Performance in the UAE appeared first on Sustainability Outlook.

Siemens and Galp Advance Renewable Hydrogen Production

Siemens has announced a collaboration with Portuguese energy company Galp Energia to digitalise GalpH2Park, a major renewable hydrogen production facility in Sines, Portugal.

The 100-megawatt (MW) plant, expected to begin operations by the end of 2026, will be among Europe’s largest renewable hydrogen facilities.

Once operational, it is designed to produce up to 15,000 tonnes of renewable hydrogen annually, with the potential to reduce greenhouse gas emissions by approximately 110,000 tonnes of carbon dioxide (CO₂) equivalent per year.

Siemens will deploy its hydrogen software portfolio to improve plant efficiency, optimise energy procurement and support data-driven operational decisions.

Digital Twin Technology Targets Energy Savings

Central to the project is Siemens’ Hydrogen Performance Suite (HPS), which uses a physics-based digital twin to monitor and optimise hydrogen production.

The technology combines process modelling, data analytics and real-time visualisation to provide operators with detailed insights into plant performance.

By integrating live operational data with external information from electricity markets and grid operators, the system will support more efficient production scheduling and energy purchasing.

Siemens estimates that the technology could deliver energy savings of up to 15 per cent, potentially improving the cost competitiveness of renewable hydrogen production.

Axel Lorenz, Executive Vice President Automation Process Industries at Siemens, said: “GalpH2Park is a lighthouse for Europe’s energy transition.”

“We are convinced that digital innovation is the key to making renewable hydrogen economically viable and accelerating the decarbonization of industry. Siemens is turning this ambition into industrial reality – at scale.”

Supporting Industrial Decarbonisation

GalpH2Park will use renewable electricity sourced through long-term supply agreements and Galp’s own renewable generation capacity.

The facility’s projected annual emissions reduction of approximately 110,000 tonnes of CO₂ equivalent relates to Scope 1 emissions.

The project forms part of efforts to expand renewable hydrogen production and support Portugal’s and Europe’s decarbonisation objectives.

Hydrogen production is energy-intensive, making electricity consumption and procurement important factors in operational costs and environmental performance.

Siemens’ digital technology is intended to help address these challenges by improving visibility across plant operations and enabling more responsive energy management.

Digitalisation Supports the Hydrogen Energy Transition

The collaboration demonstrates how industrial software and automation can support the development of large-scale renewable hydrogen infrastructure.

Siemens’ hydrogen technology portfolio includes monitoring and control systems, industrial automation, digital twins, electrical distribution and drive technologies.

By combining these capabilities with real-time operational data, the company aims to improve the efficiency and commercial viability of hydrogen production.

With GalpH2Park scheduled to begin operations at the end of 2026, the project will provide an industrial-scale application of digital twin technology in renewable hydrogen production.

The partnership highlights the growing role of digitalisation in reducing energy consumption, managing operating costs and supporting the transition towards lower-carbon industrial processes.

The post Siemens and Galp Partner to Advance Renewable Hydrogen Production appeared first on Sustainability Outlook.

Southern Water Targets Leakage Amid Growing Drought Pressures

Southern Water has announced plans to deploy technology developed by UK-based Lightsonic to identify and reduce leaks across its drinking water network.

The initiative will use existing telecommunications fibre optic infrastructure operated by Openreach to monitor water pipelines, helping maintenance teams locate leaks more quickly and reduce water losses.

The deployment comes amid increasing pressure on water resources across England, with almost three-quarters of the country experiencing drought conditions at the time of the announcement, according to figures cited from the Environment Agency and Defra.

Southern England is among the country’s most water-stressed regions, creating challenges for utilities seeking to maintain reliable supplies while adapting to changing climate conditions.

It is believed approximately 2.6 billion litres of water are lost through leakage across England’s water network every day.

Ageing infrastructure adds to the challenge, with 60 per cent of water mains in England more than 45 years old and 13 per cent exceeding 100 years.

Fibre Optic Technology Enables Continuous Leak Detection

Lightsonic’s technology converts existing telecommunications fibre optic cables running alongside water pipes into acoustic sensors.

These sensors detect sound and vibration associated with leaks, enabling water companies to identify potential problems and determine their locations.

By using Openreach’s existing fibre network, the technology can provide continuous monitoring without requiring utilities to install a separate network of sensors.

Lightsonic said its technology has already helped save more than four million litres of water per day across 650 kilometres of the UK’s water network.

The company also claims its approach enables maintenance technicians to identify four times as many leaks while spending fewer hours in the field.

Its system can categorise leaks according to severity, allowing utilities to prioritise repairs and direct maintenance resources towards the most significant losses.

Southern Water Seeks to Strengthen Drought Resilience

Southern Water selected Lightsonic following its initial work with Affinity Water and Openreach, which demonstrated the technology’s potential to reduce leakage.

The utility intends to use the system to support its leakage reduction programme and help meet Ofwat’s 2030 targets.

Reducing losses is also expected to support Southern Water’s wider drought resilience strategy by protecting available supplies and easing pressure on reservoirs and water abstraction.

Wayne Novelli, Leakage and Network Strategy Manager at Southern Water, said: “We’ve reduced leakage across our network for three consecutive years and continue to invest in innovative techniques and technologies to find and fix leaks even more effectively.

“We’ve been impressed by the leakage reduction metrics and proven success of Lightsonic’s technology and are looking forward to working with the team as we head into winter – when colder conditions can result in more leaks – to trial a new way of detecting and tackling them.”

Southern Water supplies drinking water to 2.7 million customers and provides wastewater services to 4.8 million customers across Kent, Sussex, Hampshire and the Isle of Wight.

Openreach Infrastructure Supports Water Conservation

The partnership demonstrates how existing telecommunications infrastructure can be used to support environmental monitoring and resource conservation.

Rather than building a dedicated sensor network, Lightsonic uses fibre optic cables already installed alongside water infrastructure.

Tommy Langnes, CEO of Lightsonic, said: “Ageing infrastructure, leaking networks and mounting climate pressure are converging, causing major water stress.

“By utilising existing fibre optic infrastructure, we have a solution that can be quickly and effectively scaled across the UK to help utility companies get a handle on leaks, secure supply and generate savings that can be reinvested to upgrade our aging network. The industry needs a quick and comprehensive response and that is what we offer.”

Trevor Linney, Director of Network Technology at Openreach, said: “The results of our existing pilots with Lightsonic show that our new full fibre infrastructure can deliver value far beyond broadband – and could prove to be a real game changer in solving real-world challenges like water conservation.

“Combining Lightsonic’s technology with the reach of Openreach’s Full Fibre network makes continuous utility monitoring genuinely scalable, without the cost and disruption of building a separate sensor network.”

The post How Southern Water and Lightsonic are Tackling Water Losses Amid Growing UK Drought Risks appeared first on Sustainability Outlook.

How AI Powers Regulatory Compliance

Dunlop Aircraft Tyres is introducing AI-powered supply chain monitoring technology from osapiens to support its environmental due diligence and regulatory compliance requirements.

The aircraft tyre manufacturer will use the osapiens HUB to automate deforestation and legality risk assessments, tracing natural rubber through a complex network of upstream suppliers to the individual plots where the raw material originates.

The implementation is intended to reduce the administrative burden associated with EUDR compliance while providing Dunlop with a more comprehensive view of its global natural rubber supply chain.

Natural Rubber Supply Chains Face EUDR Challenges

Natural rubber presents particular challenges for manufacturers preparing to meet EUDR requirements because of the complexity and fragmentation of its upstream supply chain.

The regulation extends accountability beyond direct suppliers to the origin of raw materials, requiring businesses to establish where their materials originate and assess associated deforestation and legality risks.

For tyre manufacturers, this can involve tracing materials through multiple supplier tiers, often across networks with limited digital records.

According to osapiens, the scale and complexity of these networks make manual compliance processes increasingly difficult to manage.

Stephan de Barse, Chief Revenue Officer at osapiens, said: “Natural rubber is one of the hardest supply chains to bring into EUDR compliance, because the real risk sits many tiers upstream, well beyond what any manual process can reasonably track. Dunlop’s decision shows where the market is heading: toward AI that doesn’t just detect risk, but resolves it, automatically and defensibly, at the scale a global supply chain demands.”

AI Automates Deforestation Risk Assessments

The osapiens HUB is designed to integrate environmental due diligence directly into Dunlop’s existing business processes.

Its capabilities include automated deforestation and legality risk assessments at the level of individual plots of land, allowing the manufacturer to examine risks associated with the origins of its natural rubber.

The platform automatically documents compliance checks, supporting evidence and decisions, creating records that can be used for regulatory reporting, customer enquiries and internal governance.

AI agents are also used to address exceptions that cannot be resolved through standard processes, including incomplete supplier information and more complex upstream supply chain issues.

Rather than automatically referring these cases to employees, the technology is designed to investigate and resolve exceptions within the platform.

The approach is intended to reduce reliance on manual reviews while providing a continuously updated picture of the company’s supply chain.

Dunlop Targets Greater Supply Chain Transparency

For Dunlop, the implementation forms part of its wider efforts to strengthen sustainability and improve visibility across its supplier network.

Andy Wells, Purchasing Manager at Dunlop Aircraft Tyres, said: “Dunlop Aircraft Tyres are committed towards building and maintaining a sustainable supply chain. The implementation of Osapiens is an important step towards the same and our EUDR compliance programme.

It provides us enhanced visibility on our supply chain, enabling us to manage our due diligence requirements efficiently, and provide confidence that Dunlop Aircraft Tyres is meeting its regulatory obligations.”

The manufacturer expects the platform to provide a more consistent approach to managing compliance requirements across its fragmented upstream supply base.

By consolidating supplier information and environmental risk assessments, Dunlop aims to improve its ability to demonstrate compliance while reducing the operational complexity associated with monitoring natural rubber sourcing.

The system is also designed to accommodate additional due diligence requirements as they evolve.

osapiens Expands AI-Driven Supply Chain Compliance

The implementation uses the osapiens HUB, a platform combining more than 25 solutions across seven product suites.

Its capabilities cover supplier relationships, compliance management, product traceability, environmental reporting and global supply chain operations.

The platform is designed to support collaboration between businesses and automate processes associated with supplier intelligence and regulatory requirements.

Headquartered in Mannheim, Germany, osapiens serves more than 2,500 customers worldwide and employs more than 550 people across Europe and the United States.

The Dunlop implementation illustrates how the company is applying its AI-powered compliance technology to natural rubber sourcing, where environmental due diligence requires visibility beyond direct suppliers and across multiple tiers of the supply chain.

The post Dunlop Aircraft Tyres Turns to osapiens AI to Improve Natural Rubber Traceability appeared first on Sustainability Outlook.

Unilever’s Climate Action Strategy

Rianne, how does Unilever’s corporate climate action strategy support the growth of the business?

Our response to climate change isn’t separate from Unilever’s growth priorities. It’s part of how we do business – to manage risk, increase efficiencies and build a more resilient future.

From the way we source our raw materials and ingredients and formulate our products to how they’re made in our factories and used by consumers, our climate actions support our long-term competitiveness.

Over the shorter term, our experience shows that energy efficiency and switching to renewable forms of energy can also reduce operational costs and shelter us from energy market volatility.

Climate Action and New Product Development

How is climate action influencing new product development at Unilever?

Across our business groups, we’re working on product innovation, reformulation and packaging formats that not only lower our greenhouse gas emissions but also spark desire and support our growth strategy.

In North America, Axe body sprays now use boosted nitrogen, technology that combines nitrogen with a reduced share of propellant. This shift reduces the amount of fossil-fuel-based propellant used in each can, and provides a lighter, more targeted mist of fragrance.

We’ve launched Dove Frizz Protect and Smooth Hairspray in North America with a new formula with reduced greenhouse gas emissions while still providing the same great hold, and Dove and TRESemmé now use 100% post-consumer recycled plastic (PCR) in their shampoo and conditioner bottles (excluding caps and pumps) across the US.

We’re making strides in our Home Care business too. Our Sunlight core brand dish wash products in Indonesia and other markets feature our patented RhamnoClean technology, using plant-based, readily biodegradable[a] alternatives to fossil-fuel-based chemicals. To ensure we stay competitive in a wider transition to bio-based chemicals, we want to see a policy framework that shapes investment decisions across the whole chemicals value chain.

Emissions Reduction Progress

Across the value chain, where has Unilever made the strongest progress in reducing emissions?

We’ve made the most progress across our owned and leased sites, such as factories, offices and R&D labs, achieving a 77% reduction in operational greenhouse gas emissions (known as scope 1 and 2) from our 2015 baseline by the end of 2025. We have a target to achieve a 100% reduction in our own operations by 2030.

While this accounts for a small proportion of our overall carbon footprint, it’s where we have most control, and we can show our suppliers that rapid emissions reduction is possible.

Delivering Solutions at Scale

How is Unilever overcoming challenges to drive solutions at scale?

Alongside improvements in energy efficiency, our transition to renewable electricity has been the main driver of our progress in our operations, and we achieved 88% renewable electricity consumption globally in 2025.

We’re now adapting our infrastructure to use renewable electricity to meet our heating and cooling needs, as well as switching to renewable thermal energy sources such as solar and geothermal, or biofuels. We have to establish what works best for each site, and thermal energy decarbonisation is particularly complex, as it often involves integrating newer technologies into existing, older site infrastructure.

In 2025, we successfully combined industrial-scale heat pumps and electric boilers at sites in India and the Philippines. At our Unilever Oleochemical Indonesia plant in North Sumatra, we’ve started using biomethane derived from liquid waste from palm oil production as a renewable thermal energy source for our operations. We’re supportive of market mechanisms and robust greenhouse gas accounting rules that will allow use of biomethane to scale.

The Impact of Technology

How is Unilever technology reducing emissions in Unilever’s factories?

Technology isn’t only increasing our operational productivity by increasing capacity, it can also help us reduce emissions from our manufacturing sites by lowering energy consumption. We’re using AI and digital twins – virtual replicas of factory processes and production lines, fed by real-time data from our sites.

We’ve already integrated this technology at several Unilever manufacturing plants around the world. For example, use of AI and digital twins at our Gandhidham Personal Care site in India, which manufactures Power Brands including Lux, Lifebuoy and Dove, supported 24% production growth at this site between 2021 and 2024, and energy savings that contributed to a 90% reduction of scope 1 and 2 emissions between 2021 and 2023.

How Supplier Relationships Help Tackle Emissions

Is Unilever working with suppliers to tackle emissions together?

Yes. By the end of 2025, almost 200 key Unilever suppliers – accounting for 40% of our raw material scope 3 emissions – were included in our Supplier Climate Programme. We want to reduce emissions and build resilience in this important part of our value chain through best-practice sharing, innovation and finance partnerships.

One example is our work with key aluminium can suppliers to reduce aerosol packaging emissions by sourcing aluminium produced with low-carbon energy. By working with partners, we’re determined to win through innovation, creating products that consumers want while ensuring our business remains competitive for the future.

Rianne Buter is Unilever’s Global Head of Sustainability.

This Q&A was originally published by Unilever and is reproduced with permission.

The post Opinion: How Climate Action is Shaping Unilever’s Growth, Products and Production appeared first on Sustainability Outlook.

Platform Expansion

Environmental intelligence specialist AEM has announced the expansion of its Elements application suite, introducing Elements Weather and Elements Protect alongside its existing Elements 360 solution.

Unveiled ahead of Meteorological Technology World Expo 2026, the expanded platform is designed to help organisations manage environmental risks through connected monitoring, forecasting and real-time safety alerts.

The three applications combine sensor networks, environmental data, meteorological expertise and artificial intelligence (AI) to support decisions across multiple locations and operations.

AEM Targets More Connected Environmental Risk Management

Organisations managing environmental threats frequently rely on separate data sources and applications for monitoring conditions, planning responses and coordinating teams.

According to AEM, this fragmentation can create gaps in visibility and slow decision-making when environmental conditions threaten infrastructure, employees or business operations.

The expanded Elements suite brings these capabilities together through a shared technology platform, allowing organisations to monitor environmental conditions, prepare for potential disruption and respond to immediate safety risks.

The three applications are designed to address different operational requirements while sharing the same underlying environmental intelligence infrastructure.

Weather Forecasting Supports Climate Resilience

Elements Weather is a forecast-driven operational intelligence application designed to help organisations anticipate weather-related disruption hours or days in advance.

Available globally, the application combines environmental monitoring, automated alerts and expert weather forecasting to support planning across multiple sites or large geographical areas.

It also provides access to meteorological consultation around the clock, alongside tailored weather outlooks.

For organisations operating infrastructure or geographically dispersed facilities, the application is intended to improve preparedness and reduce disruption associated with changing weather conditions.

Elements Protect addresses more immediate environmental threats.

The real-time outdoor safety application provides location-specific alerts for lightning, heat stress and severe weather, allowing organisations to take action when conditions present an imminent danger.

It uses lightning detection data from the Earth Networks Total Lightning Network to support on-site safety decisions.

AI and Environmental Data Improve Risk Visibility

Elements 360 provides a broader approach to environmental resilience, combining information on multiple hazards within a shared operating environment.

The application covers threats including flash flooding, wildfires and potential impacts on critical infrastructure.

It integrates data from AEM’s proprietary sensor networks, customer-owned monitoring equipment and third-party sources to give organisations a consolidated view of environmental risks.

The platform is intended to support collaboration between departments and agencies, helping teams coordinate responses to developing hazards.

Mark D. Miller, Chief Commercial Officer at AEM, said: “When environmental hazards threaten people or operations, teams need timely and trusted intelligence they can act on immediately.

“Elements 360, Elements Weather, and Elements Protect bring our sensor networks, forecasting, meteorologists, and platform intelligence together so customers can see risks earlier, align faster, and respond with confidence.”

Flexible Platform Supports Environmental Preparedness

Although the three applications share the AEM Elements Resiliency Platform, organisations can adopt them independently.

Customers can begin with the application most relevant to their operational requirements before adding further capabilities as their environmental risk management needs evolve.

The platform is supported by AEM’s global environmental datasets, proprietary sensing networks, AI-driven intelligence and expert meteorological services.

AEM also provides professional services for solution design, field services for hardware installation and maintenance, dedicated customer support and continuous meteorological assistance.

Elements 360, Elements Weather and Elements Protect are all available now.

The expansion forms part of AEM’s approach to environmental resilience, combining monitoring technology, forecasting and operational intelligence to help organisations improve preparedness and respond to environmental threats.

The post AEM Expands Environmental Intelligence Platform to Strengthen Climate Resilience appeared first on Sustainability Outlook.

The Farmdex report key findings

More than eight in 10 British farmers say uncertainty is making it harder to plan for their farm’s future, according to new research from McCain Foods GB&I.

The 2026 Farmdex found that 86 per cent of farmers believe policy uncertainty is negatively affecting their farm, while 74 per cent said increasingly unpredictable weather is making their business harder to manage.

Costs are adding to the pressure, with 87 per cent reporting that rising input costs have significantly affected profitability during the past year.

Financial pressures threaten farming’s future

McCain’s research found more than a quarter of farmers – 27 per cent – either made a loss or broke even during the past year. A further 29 per cent generated a profit of only one to five per cent.

Financial pressure is also influencing farmers’ longer-term plans. Two in five have considered leaving farming because of financial constraints, while 40 per cent question whether they will still be farming in 10 years.

Concerns extend beyond individual farms to the future of Britain’s food supply.

Only five per cent of respondents said they were optimistic about Britain’s ability to secure its future food supply, compared with 87 per cent who were pessimistic.

Meanwhile, 91 per cent believe greater investment in British farming is needed to safeguard long-term UK food security.

Sustainable farming investment increases

Climate pressures are also becoming increasingly significant for farmers.

Following what McCain described as a record-breaking drought, 27 per cent of respondents identified climate change as one of the biggest pressures on their farm’s finances. More than a third – 34 per cent – regard it as one of the biggest long-term threats to the growth of British farming.

Despite these pressures, the research indicates farmers are investing in measures designed to improve resilience.

Almost two-thirds – 64 per cent – believe sustainable practices are essential to the future of farming, while 65 per cent have invested at least somewhat in sustainable practices during the past five years.

Among the small group of respondents that had invested significantly in sustainability, 35 per cent were optimistic about the future of British farming, compared with 17 per cent across the overall survey. McCain noted that the 35 per cent figure was based on only 20 respondents and should therefore be treated as indicative.

James Young, Vice President Agriculture, McCain Foods, GB&I, said: “One year on from our inaugural Farmdex report, this year’s iteration should leave little doubt about the issues farmers are facing. While some indicators have improved, the overall picture shows a sector continuing to face significant challenges. The global picture is tumultuous and domestically it has been one of the hottest, driest summers on record.

“No single group can secure the future of British farming alone. Farmers, businesses, industry bodies and policymakers all have a role to play in giving farmers greater certainty, creating a level playing field, and driving long-term investment. If we get that right, we can support profitable farms today while building a resilient food system for generations to come.”

McCain calls for greater farming support

Farmers identified government support that improves long-term profitability and simpler application and compliance requirements as factors that could give them greater confidence to invest.

Trade policy has also become a bigger priority. More than half – 53 per cent – identified better trade policies to protect British farmers as the most important action policymakers could take, up from 44 per cent in 2025.

In response to its findings, McCain is calling for greater investment in food and farming, wider adoption of regenerative agriculture and increased focus on water resilience.

The company is also calling for greater technology adoption and workforce upskilling, alongside trade agreements that hold imports to the same standards as British produce.

McCain buys around 20 per cent of the British potato crop from 250 farmers and has committed to implementing regenerative agriculture practices across 100 per cent of its global potato acreage by 2030.

The Farmdex findings are based on an online survey of 200 farmers in Britain conducted between 22 and 31 July 2026.

The post McCain Farmdex Report: Sustainable Practices Seen as Essential to Future of Farming appeared first on Sustainability Outlook.

Targeted sustainability support

GRI has redesigned its GRI Community, which brings together more than 250 organisations, as GRI Networks.

The new structure separates membership into two programmes: the GRI Business Network for reporting companies and in-house sustainability teams, and the GRI Expert Network for consultants, advisory firms and assurance providers.

Both are intended to provide more targeted support while maintaining opportunities for members to collaborate and share their experiences of sustainability reporting.

GRI creates dedicated network for businesses

The GRI Business Network will give companies and their sustainability teams access to peer learning, practical support, technical discussions and leadership engagement.

Members will also have opportunities to work with other organisations facing similar reporting challenges.

The GRI Expert Network, meanwhile, will focus on sustainability reporting professionals. It will provide professional learning, business development support and greater visibility within the GRI ecosystem, alongside opportunities to network with other experts.

John Knights, Director of Services at GRI, said: “For over a decade, the GRI Community has enabled members around the world to learn from one another and raise the bar for transparency.

“The new GRI Networks make that exchange even more relevant and targeted, connecting organizations and professionals with peers who understand their challenges. This next chapter will help us provide focused support while strengthening the relationships and engagement that made the Community so valuable.”

New platform to support reporting collaboration

Members of both networks will continue to receive access to developments around the GRI Standards, as well as tools and content addressing sustainability reporting challenges.

Support will include workshops, AskGRI online sessions and monthly office hours where members can raise reporting questions.

A new online platform will provide a central location for members to connect with peers, access resources and tools, and take part in discussions.

GRI is also introducing Communities of Practice for Business Network members. These build on recent Biodiversity and Climate and Energy pilot programmes, where participants worked together on their experiences of reporting against new GRI Standards.

The Communities of Practice will give members opportunities to hear from international experts and work through implementation challenges with other organisations.

Training and reporting support expanded

The redesigned membership programme also includes continued support for professional development.

Members will receive a 25 per cent discount on GRI Academy courses, including enrolment in GRI Professional Certification Programs and other courses.

They will also be able to access discounts of up to 25 per cent on GRI Report Services, through which experts provide recommendations aimed at making sustainability reports more effective and aligned.

The two networks are designed as distinct but connected spaces, bringing together organisations and professionals committed to advancing sustainability reporting.

The organisation develops standards, tools and training designed to help organisations assess and report their environmental, social and economic impacts.

The post GRI Launches Global Networks to Strengthen Sustainability Reporting appeared first on Sustainability Outlook.

What is RRD’s SMART strategy?

RRD’s Systematic Manufacturing, Automation and Robotic Transformation (SMART) strategy connects manufacturing facilities and equipment through a shared data foundation, giving the company greater visibility across production and supporting real-time operational decisions.

The architecture links data across production lines and facilities, allowing manufacturing schedules to be adjusted according to incoming demand and material availability.

RRD is also investing in advanced manufacturing equipment, cloud technologies and workforce training as it develops the smart factory infrastructure.

Connecting production across three regions

At the centre of the SMART architecture is a standardised digital foundation connecting manufacturing operations in North America, Europe and Asia.

IIoT sensors and cloud platforms link factory floors with enterprise resource planning (ERP) systems, while standard data models synchronise production planning and inventory management between locations.

AI and machine learning algorithms analyse the resulting data to support predictive maintenance, demand forecasting and automated material resource planning.

Automation is also being introduced directly onto production lines. Collaborative robots are being used alongside technology including real-time automated in-line sheet scanning, which RRD says can reduce press setup times and paper spoilage while expanding production capacity without interrupting customer workflows.

RRD targets greater supply chain resilience

Connecting manufacturing locations also gives RRD the ability to balance production capacity across its network when individual regions face supply chain disruption or bottlenecks.

The company has invested in new sheetfed offset presses, digital presses, flexo label presses, multiple 57-inch die cutters, folder-gluers and finishing equipment.

Standardising equipment is intended to provide consistent quality controls and allow projects to move more quickly between domestic and international facilities.

For customers managing portfolios spanning print, trading cards, labels and folding cartons, work can be routed or divided between facilities according to available capacity, freight requirements and proximity to distribution sites.

“The transition to a connected manufacturing framework changes how we balance production capacity and manage resources globally,” said Al duPont, President at RRD.

“By establishing a single digital backbone, we give our clients more predictable turnaround times, consistent quality standards across regions and verifiable reductions in material waste.”

Smart manufacturing targets energy and material waste

The SMART strategy also links RRD’s manufacturing transformation with its customers’ environmental, social and governance (ESG) requirements.

Predictive scheduling and asset digital twins are being used to optimise production lines, reducing energy consumption and material waste. Automated in-line scanning is also designed to minimise paper spoilage during production.

The shared data infrastructure gives RRD a way to track resource use while coordinating production across different sites, supporting its focus on measurable resource conservation.

Automation has an additional role in workplace safety. RRD said automating high-risk mechanical positioning and routine administrative tasks can reduce exposure to these activities while moving employees towards technical support and quality control roles.

The company operates in 30 countries and provides marketing, packaging, print and business services, with customers including 92 per cent of the Fortune 100.

The post RRD Uses Smart Manufacturing to Cut Waste and Strengthen Supply Chains appeared first on Sustainability Outlook.

Amazon and Microsoft Target Regional Water Resilience

Amazon and Microsoft Germany have joined forces with Nature and Biodiversity Conservation Union (NABU) on a water restoration project designed to strengthen groundwater supplies serving Frankfurt and surrounding communities.

The project will restore natural wetland conditions across 40 hectares in the Vogelsberg region of Hesse, an important source of drinking water for Frankfurt.

Amazon is contributing more than €2.9 million to the initiative, which is expected to return more than 750 million litres of water annually to local groundwater supplies once completed.

It is the first water restoration project Amazon and Microsoft have undertaken together globally, according to the release, and is intended to demonstrate how businesses, environmental organisations, landowners and public authorities can collaborate to improve water resilience at watershed level.

“Efficient water use is part of our way of working, but that’s a start, not the end goal. We want to actively contribute to improving the local water systems that communities depend on every day,” said Michael Hanisch, Head of Technology at Amazon Web Services (AWS) Germany.

“NABU knows what works when it comes to renaturing natural landscapes, and we are proud to support them in implementing even more of it.”

Nature-Based Solutions Restore Groundwater

NABU will implement the project alongside regional partners, authorities, approximately 10 local landowners, the town of Herbstein and local farmers.

Beginning in 2026, the organisation will gradually acquire 80 hectares in the Alte Hasel and Eisenbachaue project areas near Herbstein, with further purchases planned through to the end of 2028.

Restoration work across 40 hectares will include removing artificial drainage systems and creating shallow water zones and swales to slow water runoff and increase infiltration.

The project will also introduce extensive grassland management intended to reduce nutrient inputs into waterways.

The measures are designed to restore the landscape’s natural capacity for water storage, filtration and groundwater recharge.

“For more than 20 years, NABU has been working with communities in the Vogelsberg region to restore natural water systems,” said Ingo Ammermann, Managing Director of NABU.

“This investment allows us to significantly expand our initiative. The project will return hundreds of millions of liters of water to the ground annually and at the same time create habitats for species such as the whinchat, which are disappearing from Germany’s lowlands.”

Collaboration Targets Shared Water Challenges

Microsoft highlighted collaboration between businesses and local stakeholders as an important part of addressing regional water challenges.

“Water is a shared resource and therefore a shared responsibility. That’s why we need partnerships that bring together local expertise, science, and the resources of the private sector,” said Christian Schätz, Chief Operating Officer of Microsoft Germany.

“The fact that Microsoft and Amazon are investing here together with NABU shows that we as an industry are taking responsibility and can make a measurable difference with concrete projects on the ground.”

For Amazon, the initiative is its third water restoration project in Germany. Combined with an urban leak detection programme in Frankfurt and a wetland restoration project in Spessart, its contribution to the three initiatives is expected to return more than 920 million litres of water annually to communities and ecosystems in the greater Frankfurt area.

The projects contribute towards Amazon’s goal of returning more water to communities by 2030 than it consumes directly in operating its data centres.

Wetland Restoration Targets Biodiversity Benefits

Alongside improving groundwater recharge, the Vogelsberg project is expected to create habitats for species including whinchats, snipes, wood sandpipers and gadwalls.

The region’s cooler climate could also provide refuge for species displaced by warming conditions in surrounding lowland areas.

NABU plans to monitor mammals, birds, insects, amphibians and reptiles annually between 2028 and 2038, providing more than a decade of data on the project’s ecological impact.

Globally, Amazon has announced more than 70 water restoration projects that are expected to return over 40 billion litres of water annually to communities and watersheds.

The post Amazon and Microsoft Back 750 Million-Litre Water Restoration Project in Germany appeared first on Sustainability Outlook.

Toyota Expands North American Battery Capabilities

Toyota has opened the Toyota Battery Centre of North America (TBC) at its research and development (R&D) campus in Saline, Michigan, as it expands battery development capabilities to support its North American manufacturing network.

The 30,000-square-foot facility will act as a central hub for battery development, testing and evaluation, giving Toyota’s Michigan-based teams capabilities covering the full battery development cycle.

This ranges from the sourcing of raw materials through to customer applications and recycling, bringing manufacturing, technology development and sustainability considerations together within the same operation.

“Toyota has long been at the forefront of battery development,” said Keita Moritsu, Senior Vice President and Chief Technology Officer, Toyota Motor North America R&D. “This centre is where that leadership expands to North America — and where we’re building its next chapter.”

Battery Centre Supports Toyota Manufacturing Network

The new facility will work in partnership with Toyota’s manufacturing operations across North America.

Its responsibilities include supporting the evaluation of batteries for Toyota Battery Manufacturing, North Carolina, alongside batteries used by Toyota’s vehicle manufacturing plants across the continent.

Teams of engineers and technicians will assess battery performance and develop technologies for hybrid, plug-in hybrid, hydrogen and fully electric vehicles.

“For Toyota customers, this facility means Toyota engineers can detect and resolve field concerns faster and closer to the source,” said Jordan Choby, Group Vice President of Powertrain. “It also means we can develop longer-lasting batteries designed to perform in the conditions American drivers face every day.”

Toyota Targets Full Battery Lifecycle

The facility adds an important sustainability dimension to Toyota’s battery development capabilities by covering activities from raw materials through to recycling.

Toyota said its evaluation and development work will support the company’s multi-pathway approach to sustainable mobility, rather than focusing exclusively on fully electric vehicles.

The centre will therefore provide battery development capabilities spanning several different vehicle technologies while allowing engineers to evaluate performance closer to Toyota’s North American manufacturing operations and customers.

Battery Research Opens to University Partners

Toyota also plans to provide facility and research access to the University of Michigan Electric Vehicle Centre, allowing other research partners to use its battery testing and evaluation capabilities.

Toyota is a founding member of the Electric Vehicle Centre and said the initiative forms part of its commitment to developing the next generation of battery engineers and technicians in Michigan.

The new centre represents the latest development in Toyota’s more than 50-year presence in the state.

Michigan Governor Gretchen Whitmer said: “Today is a big win for Michigan’s leadership in advanced automotive manufacturing. We are proud to welcome this investment by Toyota that positions Michigan as the best place to build the future.

“This state-of-the-art facility will develop, test, and improve the batteries powering the next generation of vehicles. It joins factories and projects opening across our state that are creating good-paying, high-skilled jobs in every community. Let’s keep working together to build the future of cars, chips, batteries, and so much more right here in Michigan.”

The post Toyota Opens North American Battery Centre to Strengthen Electrified Vehicle Manufacturing appeared first on Sustainability Outlook.

INCREASING WATER RESILIENCE

With extreme weather placing growing pressure on water resources across the UK, Carlsberg Britvic – a subsidiary of the larger Carlsberg Group – is taking steps towards its wider global commitment to replenish 100 percent of water consumed at production sites in high-risk areas by 2032.

To accomplish this, Carlsberg Britvic has entered into a 10-year partnership with The Rivers Trust to invest in large-scale, nature-based solutions designed to improve the health of local rivers and strengthen the resilience of the wider catchment for future generations. This collaboration will support the delivery of multiple projects across the Warwickshire Avon catchment – 15 miles from the Carlsberg Britvic Rugby site.

“This investment will enable practical action to help restore the river catchment and make it more resilient to a changing climate. Working closely with farmers and land managers, we’ll reconnect rivers with their floodplains, create ponds and wetlands, and restore the natural processes that help rivers and landscapes function. By giving water more space and helping the landscape hold onto it for longer, this work can support wildlife, improve river health, and help build resilience to both flooding and drought. It’s a great example of what long-term investment in our rivers can make possible,” states George Clark, Programme Manager, Severn Rivers Trust.

The projects will have a substantial impact on the health of rivers and wetlands, contributing to the biodiversity and community resilience beyond Carlsberg Britvic’s factory boundary. The first project, which will begin in October 2026, will reconnect the River Alne with its natural floodplain and create a network of storage wetlands to help slow, store, and manage water more naturally across the ecosystem.

Ultimately, this will reduce flood risk for downstream communities whilst enhancing biodiversity through the creation of new wetland habitats and woodland areas.

SUSTAINABILITY AMBITIONS IN ACTION

This partnership highlights Carlsberg Group’s first water replenishment project in Europe, putting the company’s Brewing Tomorrow sustainability ambitions into action at a local level.

Paul Davies, CEO of Carlsberg Britvic, notes that: “Water is at the heart of every drink we make, so protecting this precious resource is not only important for our business; it’s a responsibility we take seriously. This project proves that investing in the resilience of our business goes hand-in-hand with investing in the long-term health of the environments and communities around us. Our partnership with The Rivers Trust will play a key role in turning our ambitions into practical action, working with experts and local stakeholders to support the health of the wider catchment. We have set ourselves a clear target to replenish 100 percent of the water consumed at our Rugby site by 2032, and these projects represent an important step towards achieving that.”

Specifically, Rugby has been identified as a high-risk site under the water risk assessment conducted by Carlsberg Group, which evaluated site-specific factors, including production scale and future growth expectations, alongside watershed conditions.

“This summer has provided another stark reminder that water cannot be taken for granted. Across the UK, we’re seeing record temperatures and devastating impacts of pollution and drought on our rivers, making water resilience more important than ever for businesses, communities, and the environment alike. Through partnerships like this with Carlsberg Britvic, we can deliver practical, nature-based solutions that help restore rivers and their catchments, support biodiversity, and create measurable water benefits that will be felt for years to come,” states Mark Lloyd, CEO of The Rivers Trust.

The post Carlsberg Britvic and The Rivers Trust Announce Partnership appeared first on Sustainability Outlook.

A NEW MODEL

• New Look, M&S, Sainsbury’s, and Oxfam have partnered with Circle-8 to launch The Circuit, a pioneering model for building circular textile value chains from clothing that has reached the end of its usable life in the UK.

• The Circuit brings together fashion retailers, textile recovery partners, automated sorting specialists, recyclers, digital innovators, and manufacturers, creating a connected pathway that turns end-of-use textiles into valuable raw materials.

• The initiative aims to establish the physical infrastructure, industry partnerships, and commercial conditions required to make fibre-to-fibre recycling viable on an industrial scale.

Together, New Look, M&S, Sainsbury’s, Oxfam and Circle-8 have announced the launch of The Circuit, an ambitious collaborative initiative connecting organisations from every stage of the textile value chain.

By combining their expertise, resources, and reach, the partners aim to transform post-consumer textiles generated in the UK into a dependable supply of circular raw materials.

The initiative will begin with a first phase dedicated to testing, learning, and refining practical solutions. During this phase, partners will also develop the operational frameworks needed to support the initiative’s growth and future expansion.

FROM WASTE TO WARDROBE

In 2024, the UK generated approximately 1.4 million tonnes of post-consumer textiles. This vast volume of discarded material underlines the urgent need for greater investment in the infrastructure required to collect, recover, reuse, and recycle textiles that still contain valuable resources.

Nearly half of this total is estimated to consist of textiles that can no longer be reused. This highlights the need for new, scalable solutions that can recover the fibres locked inside worn-out clothing.

Whilst demand for recycled textile materials continues to grow, the systems needed to produce them consistently from post-consumer textiles remain in the early stages. The Circuit has been established to bridge this critical gap.

Against this backdrop, The Circuit is designed to establish new pathways for collecting, sorting, and pre-processing non-reusable textiles at the end of their usable life. Rather than being lost as waste, these materials can be prepared for use by the UK’s existing and emerging fibre-to-fibre recycling industry.

By connecting organisations across the entire value chain, The Circuit aims to provide the scale, consistency and commercial certainty needed to accelerate textile-to-textile recycling.

Beyond its environmental ambitions, the initiative could also strengthen the wider UK economy by creating skilled jobs, attracting investment, and expanding domestic manufacturing capacity.

Automated sorting and pre-processing facilities located near where textiles reach the end of their usable life will play a central role in this transition. These facilities will identify, separate, and prepare materials before converting them into reliable feedstock for regional and global supply chains.

This feedstock will support the continued development of mechanical and chemical recycling technologies, enabling post-consumer textiles generated in the UK to be transformed into raw materials for textile manufacturing in regional and international markets.

In turn, by developing multiple products and routes to market for recovered materials, participating retailers will help shape the resilient value chains required to support the next generation of circular textiles.

BUILDING THE CIRCULAR PIPELINE

To deliver this vision, Circle-8, the development company behind The Circuit, is creating the infrastructure, partnerships, and commercial frameworks needed to connect the recovery of post-consumer textiles with a growing future supply of circular materials.

Central to this work is the development of automated textile sorting and pre-processing facilities. These facilities will prepare consistent, high-quality feedstock for both established textile recyclers and emerging recycling technologies.

The first phase of The Circuit will begin early next year, bringing retailers and specialist partners together at Oxfam’s site in Batley, Yorkshire. During this initial stage, the initiative will focus on testing automated textile sorting and developing robust reporting frameworks that provide greater visibility and traceability throughout the recovery process.

At the same time, partners will identify new applications and markets for circular materials, strengthen relationships with recyclers, and explore practical operating models that can support The Circuit’s future expansion.

FROM SECOND LIFE TO NEXT FIBRE

Within this system, Oxfam will draw on decades of expertise in textile recovery and reuse, playing a crucial role in identifying and separating clothing that can be worn again from materials that are no longer reusable.

The organisation will also operate the automated textile-sorting equipment at its Batley site, helping direct each item towards the most appropriate next stage of its journey.

The post M&S, New Look, Sainsbury’s, and Oxfam Unite to Close the Loop on Clothing Waste appeared first on Sustainability Outlook.