Making Informed Tech Decisions

As sustainability and operational technology markets become increasingly crowded, Verdantix has launched a new platform designed to help organisations make more informed technology investment decisions while reducing procurement and implementation risk.

The independent research and advisory firm has unveiled Atlas, a technology discovery and evaluation platform that combines analyst research, proprietary market data and vendor intelligence to support software and services selection across sustainability, industrial operations, risk management and built environment sectors.

The launch comes as organisations face growing pressure to demonstrate returns on sustainability and digital transformation investments while navigating an expanding ecosystem of vendors, platforms and service providers. Verdantix estimates software spending across the markets it covers will exceed US$700 billion by 2029, increasing the importance of robust technology selection processes.

Addressing Complexity in Sustainability and Operational Technology Markets

Atlas is designed to help buyers compare solutions, evaluate vendors and identify technologies aligned with their operational, environmental and business objectives.

The platform covers a broad range of categories including ESG and sustainability management, climate risk, net zero, environmental health and safety (EHS), industrial operations, real estate and enterprise risk management.

By bringing together independent research and verified market intelligence, Verdantix aims to help organisations cut through increasingly complex technology markets and make faster, more informed decisions.

Tackling AI-Driven Procurement Challenges

A key objective of Atlas is to address growing concerns around the use of generative AI for technology research, where inaccurate information, unverified vendor claims and marketing-driven content can complicate procurement decisions.

The platform integrates analyst validation and independent market research directly into the evaluation process, providing organisations with a more reliable foundation for vendor assessments, shortlisting and business case development.

According to Rodolphe d’Arjuzon, Chief Product Officer at Verdantix, buyers are spending increasing amounts of time validating vendor claims as software markets expand and solutions become more difficult to differentiate.

“We’re investing significantly in our AI capabilities and expanding our technology team to deliver a dynamic product ecosystem that removes data and intelligence burdens and simplifies complex markets,” said d’Arjuzon.

“Atlas provides buyers with a clear, independent view of who is in the market, how solutions differ, and which vendors are worth serious consideration from the outset, so they can be confident in the decisions they make.”

Supporting Better ESG, Climate and Sustainability Technology Decisions

Atlas enables users to explore vendors by category, filter solutions based on functionality and industry requirements, and access relevant Verdantix research to support technology evaluations.

For sustainability leaders, the platform offers a structured approach to assessing software and service providers supporting emissions management, climate risk analysis, sustainability reporting, environmental compliance and operational performance.

The company says the platform is intended to accelerate vendor discovery while reducing the risk of selecting technologies that fail to deliver expected business or sustainability outcomes.

Independent Insights to Strengthen Technology Investment Outcomes

The launch reflects a broader market trend towards increased scrutiny of technology spending as organisations seek measurable value from sustainability and operational technology investments.

David Metcalfe, CEO of Verdantix, said the platform was developed in response to growing demands on organisations to justify technology expenditure and demonstrate business impact.

“Technology buyers are facing tighter budgets, higher expectations and greater scrutiny on every decision,” said Metcalfe.

“By combining independent analyst validation with an intuitive, buyer-focused experience, Atlas cuts through AI slop to help organizations save time, reduce risk and make technology decisions that are aligned to their business needs.”

Building a New Generation of Sustainability Intelligence Platforms

Verdantix describes Atlas as the first in a planned suite of platforms designed to support technology and services buyers as AI, digitalisation and sustainability requirements reshape enterprise software markets.

Available to technology buyers, function leaders and procurement teams through Verdantix Vantage, the platform forms part of the firm’s broader strategy to improve decision-making through independent market analysis and trusted intelligence.

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SUPPORTING A STRONGER, MORE RESILIENT MARKET

The international aviation industry generates over $4 trillion in economic activity annually, supporting 86.5 million jobs. However, this crucial sector also currently accounts for approximately two to three percent of global carbon dioxide emissions.

Sustainable aviation fuel (SAF) is crucial for aviation decarbonization, as it has the potential to significantly reduce life-cycle greenhouse gas emissions compared to traditional petroleum-based jet fuel.

The issue lies with the fact that the sustainable aviation fuel (SAF) industry has yet to attract the necessary investment to scale production at competitive prices.

However, in an enormous effort to mitigate this barrier, American Airlines and Google have announced their record-breaking agreement for SAFc, which will unlock 35 million gallons of SAF over three years and nearly 300,000 metric tons of carbon dioxide equivalent emissions reductions. The agreement includes American Airlines purchasing and taking delivery of fuel for the Chicago O’Hare International Airport through existing infrastructure, of which the SAF portion will be produced from waste feedstocks.

“Our industry-leading agreement with Google is a critical step forward in reducing emissions from our operations. By working with leaders like Google who share our commitment to innovation, we’re helping to grow demand for SAF and support the development of a stronger, more resilient market,” says Jill Blickstein, American Airlines’ Chief Sustainability Officer.

Google will receive the environmental benefits to address its emissions from employee business travel through the SAFc Registry, allowing for transparent and traceable book-and-claim SAFc.

Kate Brandt, Chief Sustainability Officer at Google, notes that “This strategic collaboration with American Airlines demonstrates how companies can work together to scale critical sustainability technologies. By entering into this long-term commitment, we are sending a vital demand signal to catalyze investment and bring more SAF to market.”

AT THE FOREFRONT OF CLEAN ENERGY

Illinois Governor JB Pritzker and the Illinois General Assembly made this agreement possible by enacting a SAF tax credit. Due to the collaboration between industry and lawmakers, American Airlines is able to provide large volumes of SAF to the international airport.

“Illinois is proud to be at the forefront of the clean energy industry. This agreement demonstrates how our nation-leading SAF tax credit can bring industry leaders together as we work toward a more sustainable future. Through partnerships with innovators like American Airlines and Google, we’re strengthening Illinois’ role as a global aviation hub and accelerating the transition to cleaner energy,” states Governor Pritzker.

This agreement will enable American Airlines and its oneworld alliance partners to focus on supporting new technologies to scale the availability of cost-competitive SAF, while minimizing additional environmental impact.

Alongside SAF initiatives, American Airlines recently partnered with Google, Contrails.org, and Flightkeys to conduct a 16-week trial that integrates contrail avoidance into the airline’s flight planning processes. The results showcased a statistically significant 62 percent reduction in contrail formation and a notable reduction in related warming.

As American Airlines celebrates its centennial year in 2026 and Google continues on its mission of organizing the world’s information and making it universally accessible and useful, both companies are breaking records and paving the way for a more sustainable, long-term solution to the global aviation industry.

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PURPOSE AND SUSTAINABILITY UPDATE

As the foremost innovator in casual footwear designed for everyone, Crocs, Inc. has released its highly anticipated 2025 Comfort Report.

This comprehensive document encapsulates significant updates and key milestones pertaining to the company’s core values, including its Purpose, Corporate Responsibility, and Sustainability initiatives throughout the year.

Crocs, Inc. remains steadfast in its mission to foster a more comfortable world for all individuals.

This marks the 5^th consecutive year the company has published this annual report, showcasing its ongoing commitment to progress and highlighting the collaborative efforts of both the Crocs and HEYDUDE brands as they strive to advance their foundational pillars: Comfort for the Planet, Comfort for Our Communities, and Comfort for All People.

Through focused ambitions in areas such as Inclusivity, Circularity, Climate, and Community engagement, Crocs is making meaningful strides towards enhancing the well-being of people everywhere while minimizing their environmental footprint.

“At Crocs, Inc., we believe we have a responsibility to positively contribute to the systems we are part of. Progress requires thoughtful prioritization, resilience, and pragmatic action in pursuit of long-term change, which aligns with our strategic approach.”

“Corporate Sustainability is at an important inflection point. Expectations of businesses continue to evolve as employees, consumers, investors, and global communities look to companies to meaningfully address the pressing challenges facing people and planet. At 
 Crocs, Inc., we believe we have a responsibility to positively contribute to the systems we are part of – and yet the path forward is rarely simple.

“Progress requires thoughtful prioritization, resilience, and pragmatic action in pursuit of long-term change. It requires that we act as both a participant and catalyst of change – learning alongside our partners, innovating where we can have the greatest impact, and leveraging our platform to drive impact at scale.”

INITIATIVES MAKING AN IMPACT

The report emphasizes the significant impact of Purpose-driven initiatives implemented across various brands, the broader enterprise, key stakeholders, and essential partnerships, illustrated by the following examples.

In 2025, the Crocs brand made remarkable strides in its Circularity efforts. Following the successful launch of the Old Crocs. New Life. takeback program in the US and Canada, Crocs expanded this innovative initiative into Europe, with plans to introduce it in Asia as well.

Notably, retail locations in Singapore and South Korea are set to participate, reflecting the brand’s global commitment to sustainability.

At present, 345 Crocs stores worldwide are actively participating in the takeback program, with additional stores expected to join throughout 2026. This initiative not only promotes a sustainable footwear lifecycle but also emphasizes the importance of customer involvement in reducing environmental impact.

In a strong demonstration of closed-loop circularity, Crocs has implemented a program to collect and recycle polybags at its retail locations in the US.

These collected polybags are transformed into recycled mailer kits, which enable consumers to send back their old Crocs shoes as part of the Old Crocs. New Life. program, contributing to a circular economy.

Furthermore, Crocs, Inc. has made notable advances with its community impact platform, STEP UP TO GREATNESS, in collaboration with various nonprofit partners.

In 2025, the company successfully supported nearly 100,000 young individuals by providing access to programs that equipped them with essential 21st-century skills. This collaborative effort has allowed partner organizations to extend their reach, positively impacting over 2,000,000 young people.

The initiatives also included launching a point-of-sale giving program across all UK stores in partnership with The King’s Trust, enabling customers to contribute to charitable causes.

Additionally, Crocs reinforced its collaboration with Big Brothers Big Sisters across North America by hosting engaging events for Bigs and Littles at stores, distribution centers, and offices throughout the US and Canada, fostering meaningful connections and support within communities.

CELEBRATING CULTURE THROUGH COLLABORATION

The HEYDUDE brand has made significant strides in furthering its Inclusivity goal by unveiling an exciting new collection in collaboration with Teton Trade Cloth, a proud Native-owned and operated business.

This partnership not only showcases HEYDUDE’s commitment to cultural appreciation but also emphasizes responsible sourcing practices and the celebration of authentic Native American designs, textiles, and artistry.

As part of this meaningful collaboration, HEYDUDE ensures that designers receive royalties from every pair sold, directly benefiting the creative minds behind these unique styles.

In addition, the brand has generously contributed USD$15,000 to support Teton Trade Cloth’s participation in the prestigious New York Fashion Week, allowing their talent to shine on a prominent platform.

This year’s report also highlights the enterprise’s evolving Climate strategy, providing insights into its progress against newly established near-term science-based targets.

It includes updates on the materials used and ongoing advancements in factory compliance and supplier engagement, showcasing HEYDUDE’s dedication to sustainability and responsible business practices.

“Though the work ahead remains significant, I’m proud of the impact we made in 2025. The pace of change required across environmental and social systems is real, and so is the responsibility businesses share in advancing solutions. Together, we are Creating a More Comfortable World for All.”

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Grupo Bimbo scales regenerative agriculture across global ingredient supply chain

Grupo Bimbo has surpassed 500,000 hectares under regenerative agriculture practices, marking a significant expansion of its sustainable sourcing programme and reinforcing efforts to build more resilient agricultural supply chains.

The company reported that land managed under regenerative practices reached more than 500,000 hectares by the end of 2025, representing an increase of almost 73% compared with the more than 290,000 hectares recorded at the end of 2024.

The programme forms part of Grupo Bimbo’s long-term commitment to source 100% of its key ingredients from land cultivated under regenerative agriculture practices by 2050.

Focus on soil health, biodiversity and farmer resilience

Grupo Bimbo’s regenerative agriculture strategy centres on three priorities: improving soil health, enhancing biodiversity and ecosystems, and supporting farming communities as they adopt more resilient agricultural practices.

The company works with farmers, suppliers, millers, research organisations and institutions including the International Maize and Wheat Improvement Center (CIMMYT) across key ingredient crops such as wheat, corn and sugar.

David Hernández, Global Procurement VP at Grupo Bimbo, said: “Agriculture is the starting point of everything we do. Regenerative agriculture enables us to strengthen the resilience of our supply chain, collaborate closely with farmers, and ensure the availability of key ingredients for the future. At the same time, we contribute to improving soil health and creating shared value for the farming communities we work with.”

Expansion into Europe and Brazil

During 2025, Grupo Bimbo expanded its regenerative agriculture programme into new markets.

In Brazil, an initial pilot programme evolved into a formal implementation involving local teams, suppliers and producers. The company also launched its first European regenerative agriculture initiative in the United Kingdom, extending the strategy beyond the Americas.

These developments build on existing programmes in North America, where the company says regenerative wheat farming initiatives in Mexico have already delivered positive results.

Sustainable sourcing linked to product strategy

Grupo Bimbo said regenerative agriculture is closely connected to its Positive Nutrition agenda, which focuses on improving product formulations and ingredient transparency.

The company reported that 98% of its global daily-consumption product portfolio now meets its internal standards for simpler and more transparent recipes.

The expansion of regenerative sourcing is intended to support long-term ingredient availability while helping address growing concerns around soil degradation and agricultural resilience.

According to the company, more than half of the world’s agricultural soils currently show some level of degradation, with projections suggesting that figure could rise significantly by 2050 without changes in farming practices.

Regenerative agriculture supports broader sustainability goals

The initiative forms part of Grupo Bimbo’s wider sustainability strategy under its “For Nature” pillar, which includes commitments around net-zero carbon emissions, packaging waste reduction, water stewardship and food waste reduction.

Alejandra Vázquez Langel, Global Sustainability VP, said “At Grupo Bimbo, we understand sustainability as an integral way of operating our business, from the origin of our ingredients to how we produce, distribute, and reach consumers. Advancing regenerative agriculture is essential, but so is continuing to transform our entire operation to generate a positive, measurable, and long-term impact for people and the planet.”

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Industry Leaders Unite Behind Large-Scale SAF Development

A consortium comprising Technip Energies, Airbus, Safran and Tereos has agreed to establish a new joint venture, Rebound, to advance a large-scale sustainable aviation fuel (SAF) project at the Port of Dunkirk in northern France.

The proposed facility is designed to produce around 160,000 tonnes of SAF annually using the Alcohol-to-Jet (AtJ) production pathway, positioning it among the largest projects of its type in Europe. The partners will initially fund development activities, including engineering studies and project planning ahead of a potential final investment decision.

The initiative reflects growing momentum across Europe to scale SAF production as airlines and fuel suppliers prepare for increasingly stringent renewable fuel mandates under the EU’s RefuelEU Aviation framework.

Julie Kitcher, Chief Sustainability Officer and Communications of Airbus, stated: “The Rebound project is a vote of confidence in SAF and in Europe’s ability to be a leader in the journey to decarbonise aviation. With renewable energy facing global headwinds, Airbus will work with our partners to open up an abundant new SAF pathway, Alcohol-to-Jet fuel, in France. This project aims to increase the availability of lower-carbon fuels, contribute to reducing aviation emissions and strengthen Europe’s energy supply security, while creating a new job market. I am delighted that Airbus is a partner in the Rebound project, which is a vital step forward for the SAF ecosystem in Europe.”

Alcohol-to-Jet Pathway Gains Strategic Importance

The project will utilise advanced ethanol derived from agricultural and forestry residues, converting it into aviation fuel that can be blended with conventional jet fuel and used within existing aircraft fleets and airport infrastructure.

As demand for SAF accelerates, the AtJ pathway is gaining attention as a potentially scalable and commercially viable route to expanding supply. European SAF requirements are expected to rise significantly over the coming decades, creating pressure on the industry to develop new production capacity and diversify feedstock sources.

Nathalie Stubler, Chief Sustainability Officer of Safran, commented: “Developing Sustainable Aviation Fuel at scale is essential for decarbonising air transport. This ambitious project brings together leading French and European expertise, supporting the emergence of a competitive SAF industry. By joining forces with our partners, Safran reaffirms its commitment to innovation and environmental responsibility, fully aligned with our strategy to reduce CO₂ emissions and support the energy transition in aviation. This commitment is reflected in our investments, through Safran Corporate Ventures, in the development of sustainable solutions for the aviation industry of tomorrow.”

Building a European SAF Value Chain

The partnership brings together organisations spanning the entire SAF value chain.

Technip Energies will lead project development and engineering activities, leveraging its experience in scaling industrial energy transition technologies. Airbus and Safran will contribute as industrial partners and support future fuel offtake opportunities, while agricultural cooperative Tereos is expected to provide the advanced ethanol feedstock required for production.

The integrated structure is designed to improve supply chain resilience and strengthen domestic European production capacity at a time when energy security remains a strategic priority.

Jérôme Bos, Chief Strategy Officer of Tereos, added: “We are delighted to contribute, through Rebound, to the emergence of the Alcohol-to-Jet industry in France, supporting the decarbonization of the aviation sector. This project is fully aligned with Tereos’ mission to develop low-carbon industrial value chains by creating value from agricultural production. Tereos will bring to the project its expertise and industrial assets dedicated to the production of advanced ethanol. It also provides a strong illustration of the development of a bioeconomy rooted in French and European agricultural production.”

Dunkirk Selected as Strategic Industrial Hub

The Port of Dunkirk has already allocated an industrial site for the development, providing access to logistics infrastructure for feedstock sourcing and fuel distribution, as well as supporting future permitting activities.

The partners will now move into the next phase of project development, including technology selection, front-end engineering and design studies, permitting work, feedstock agreements, SAF offtake negotiations and financing arrangements.

The creation of the joint venture remains subject to regulatory approvals and customary closing conditions, with completion expected later this year.

Benjamin Lechuga, Chief Strategy and Sustainability Officer of Technip Energies, commented: “Sustainable Aviation Fuel is one of the most critical levers to decarbonise aviation, and the Alcohol-to-Jet pathway offers a credible, scalable route to get there. With Rebound, we are putting into practice our strategy to capture greater value through adjacent business models, originating and developing projects in fast-growing energy transition markets alongside recognised industry leaders such as Airbus, Safran and Tereos. We look forward to advancing this project with the engineering rigor and disciplined execution that define Technip Energies.”

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Sustainable Product Portfolio Continues to Drive Growth

US Foods says sustainability initiatives across product innovation, fleet efficiency, sourcing and workforce development are supporting business growth, customer demand and operational performance, with its sustainable product portfolio again generating more than $1 billion in annual revenue.

The company reported continued growth across its portfolio of products designed to meet customer demand for sustainability, health and local sourcing attributes, while also outlining investments aimed at reducing environmental impacts across its operations and supply chain.

According to US Foods Chair and CEO Dave Flitman, sustainability remains closely tied to business performance, customer relationships and long-term growth.

“I am proud of the progress we’ve made on our sustainability journey and how these efforts advance our broader business strategy,” said Dave Flitman, US Foods Chair of the Board and CEO.

Serve Good Portfolio Surpasses $1 Billion for Second Consecutive Year

A key highlight of the report is the continued growth of the company’s sustainability-focused product offerings.

US Foods now offers more than 5,000 local, sustainable and wellbeing-focused products through its Exclusive Brands portfolio. Its Serve Good® range, which includes products that are responsibly sourced, designed to reduce waste or help lower greenhouse gas emissions, generated more than $1 billion in annual revenue for the second consecutive year.

The company also reported 9% revenue growth from its Serve You® product line, which includes products made with simple ingredients, plant-forward options and certified gluten-free offerings.

Meanwhile, demand for locally sourced products remained strong, with more than 740,000 cases of seasonal produce delivered through the Serve Local® programme during 2025.

Responsible Sourcing Remains a Supply Chain Priority

Alongside product innovation, US Foods continued to advance responsible sourcing initiatives across its supply chain.

The company reported ongoing efforts to reduce deforestation risk within sourcing networks and said 88% of Exclusive Brands seafood volume was sourced in accordance with its Serve Good® or Progress Check® standards.

The report positions these initiatives as part of a broader effort to align product development with evolving customer expectations around sustainability and supply chain transparency.

Efficiency Initiatives Reduce Fuel Use and Energy Intensity

US Foods also highlighted operational improvements aimed at lowering emissions while supporting distribution efficiency.

Compared with its 2019 baseline, the company reduced fuel intensity by 7% and energy intensity by 4% on a per-case basis. It also drove 470,000 fewer miles despite delivering 8% more cases than in 2022.

Fleet electrification continued during the year, with the addition of 43 electric vehicles, bringing the company’s total EV fleet to 130 vehicles supported by 82 charging stations across its network.

Renewable energy generation also expanded, with company solar projects producing 10 million kWh of electricity during 2025.

Operational Excellence Delivers Business and Sustainability Benefits

US Foods Executive Vice President and Chief Financial Officer Dirk Locascio said sustainability initiatives are increasingly evaluated alongside broader business objectives, with a focus on market growth, operational efficiency and long-term value creation.

“Across the organization, we have aligned our sustainability initiatives in support of our business objectives to grow market share, reduce risk, and create long-term value,” said Dirk Locascio, Executive Vice President and Chief Financial Officer.

Locascio noted that sustainability-linked product offerings continue to create commercial value while efficiency initiatives have delivered measurable cost savings.

“The growth of this portfolio underscores that sustainability-linked products can contribute meaningfully to revenue, reputation, and customer experience,” he said.

The company also reported that facility energy management initiatives have reduced energy consumption by 22% since 2015, avoiding approximately $54 million in energy costs over the period.

Workforce Development and Community Investment

Beyond environmental initiatives, the report highlighted progress across workforce development and community engagement.

US Foods improved workplace injury and accident rates by 16% compared with 2024, filled 70% of leadership positions internally and delivered approximately 1.2 million hours of employee training.

The company also donated more than $12 million through products, volunteer time and financial contributions, while employee volunteer hours increased by 70% year-on-year.

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CDP unveils AI-powered resilience planning platform

CDP has launched a new artificial intelligence-powered platform designed to help cities, states and regions better understand climate risks, identify adaptation priorities and connect resilience projects with potential funding opportunities.

The new CDP Adaptation & Action Explorer combines climate hazard data, government disclosures and AI-driven analysis in a single platform aimed at supporting evidence-based climate adaptation planning.

Built using disclosure data from more than 1,000 subnational governments across over 80 countries, representing around 16% of the global population, the platform seeks to address longstanding challenges around fragmented climate risk information and limited visibility of adaptation investment opportunities.

Bridging the gap between climate risk and resilience action

As climate-related impacts intensify, local and regional governments are facing growing pressure to improve resilience against hazards including flooding, extreme heat, drought and wildfires.

According to CDP, more than 94% of reporting governments disclosed climate hazard impacts in 2025. With urban populations continuing to grow, the organisation argues that strengthening resilience at the city and regional level is becoming increasingly important.

The platform has been developed to help decision-makers move beyond risk identification and towards practical adaptation planning by bringing together climate data, disclosed actions and project pipelines in a single interface.

AI and climate data combined in a single platform

The Adaptation & Action Explorer integrates CDP disclosure data with climate hazard information from Google Earth Engine and AI-driven analysis running on Google Cloud.

Users can assess climate risks by location, explore reported hazards and vulnerable sectors, review adaptation actions already underway, and identify climate-related projects seeking implementation or funding.

The platform also enables users to compare adaptation approaches adopted by peer governments facing similar challenges, helping to identify best practices and potential collaboration opportunities.

An integrated AI assistant allows users to interrogate datasets, surface location-specific insights and support planning and prioritisation processes.

Supporting climate finance and investment readiness

A central objective of the platform is improving access to climate adaptation finance.

CDP said that cities, states and regions reporting through its disclosure system identified 2,871 projects in 2025 requiring a combined $114.3 billion in investment.

By making adaptation pipelines more visible and easier to analyse, the organisation believes the platform can help governments better communicate funding needs and strengthen engagement with investors, development finance institutions and other partners.

“Access to finance remains one of the most significant barriers to climate adaptation for subnational governments,” said Katie Walsh, Global Director of Cities, States & Regions at CDP.

“In 2025, cities, states and regions reporting through CDP identified 2871 projects requiring a total of $114.3 billion in investment. The CDP Adaptation & Action Explorer brings this pipeline into focus – making it easier to surface investable projects, understand what peer governments are doing, identify funding needs, and connect opportunities with partners required to deliver them. This is about turning ambition into funded, on-the-ground-action.”

Developed through collaboration with Google

The platform was developed through a six-month Google.org Fellowship programme, which provided CDP with support from Google’s AI specialists, software engineers and user experience designers.

The initiative aimed to combine Google’s AI and cloud technologies with CDP’s environmental disclosure data to create an open-source tool capable of translating complex climate information into practical decision-making support.

“Cities and regions don’t just need data – they need clarity on what to do next,” said Sherry Madera, CEO of CDP.

“This is a transformational tool that harnesses CDP’s powerful data to accelerate real-world action. It brings together risk, action, and opportunity in one place, helping subnational governments prioritize, plan, and communicate with confidence. By making data usable and actionable, we are supporting earth-positive decisions that translate into real-world resilience.”

“When we assisted CDP with this Fellowship, our goal was to show how AI can fundamentally transform complex data into actionable insights,” added Maggie Johnson, Global Head at Google.org.

“By applying Google’s AI and Cloud technology to CDP’s unparalleled environmental dataset, we’ve helped to develop an open-source platform that empowers subnational leaders to move decisively from climate risk to resilience.”

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Water Security Moves Up the Business Agenda

The call comes alongside a new white paper developed through Veolia’s Stakeholders Assembly, which brought together 34 international stakeholders, including economists, industrial companies, insurers and public authority representatives, to identify practical measures that could help overcome barriers to wider water reuse adoption.

According to Veolia, water security has become an increasingly important concern for industrial and municipal stakeholders as demand for freshwater continues to rise while resources become more constrained.

There are forecasts that freshwater demand could exceed supply by 40% by 2030, increasing the need for alternative approaches to water management.

“Water has become a matter of strategic concern. Demand for freshwater is forecast to outstrip supply by 40% by 2030. This is a major preoccupation in terms of industrial and environmental security. And although prevention remains vital, technology also has an essential role to play. We must stop thinking of water as linear; instead we should treat it as a renewable resource so industries and local authorities can call on a mix of freshwater and recycled water to meet their critical needs,” said Anne Le Guennec, CEO of Water Technologies Zone at Veolia.

White Paper Sets Out Action Plan for Water Reuse

The Stakeholders Assembly’s white paper outlines ten proposals designed to accelerate the deployment of water reuse solutions.

Among the recommendations is the development of a new approach to water security that combines stakeholder requirements with local environmental conditions to determine an optimal mix of freshwater and recycled water resources.

Veolia also announced plans to provide an open-source tool by the end of 2026 that will calculate the projected financial impact of water shortages. The company is developing the tool in collaboration with members of the Stakeholders Assembly, including water economist Esther Crauser-Delbourg, Susan Doering from Aon Insurance and Laurie Chesné from Natixis CIB.

The report additionally calls for the creation of a regular United Nations Water conference, like global climate and biodiversity summits, to maintain momentum around water-related challenges and solutions.

Financial and Regulatory Barriers

Despite advances in water reuse technology, Veolia noted that only 8% of the world’s water is currently reused.

The company said adoption continues to be limited by a combination of psychological, financial and regulatory challenges, even as water scarcity intensifies.

“Climate breakdown has shuffled the deck when it comes to water. We need to rethink our habits to make sure we’re using water at the right time, in the right place, and in the right way for different communities and regions. The solutions already exist for recycling and preserving water resources. What we now need are robust financial and economic tools, particularly tariffs that properly reflect water’s value. Now is the time to take action collectively,” said Esther Crauser-Delbourg, water economist and member of the Stakeholders Assembly.

Technology and Water Reuse Projects Expand Globally

Veolia said water reuse is already being implemented in regions including Chile, the Middle East and Europe through projects tailored to local water challenges.

The company has also celebrated its ReutBox solution, introduced in France in 2022, which enables wastewater treatment plants to operate in a closed loop and supply recycled water for applications such as irrigation, street cleaning and the maintenance of green spaces.

More than 50 treatment plants are already operating or scheduled to receive the technology.

In France, Veolia pointed to a project in Narbonne that supplies treated wastewater for vineyard irrigation, while a large-scale installation in Argelès is expected to provide recycled water for agricultural irrigation.

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Delivering on Climate Targets

The electric vehicle manufacturer said the reduction demonstrates that business growth and emissions reduction can be achieved simultaneously, despite ongoing challenges across the automotive sector and shifting climate commitments within the industry.

During the same period, Polestar increased annual retail sales to more than 60,000 vehicles, expanded into 28 markets, launched three new models and established manufacturing operations in three countries.

“This year, we once again delivered on our climate targets and stayed aligned with our roadmap. With a 30.9% reduction in GHG emissions per sold car to date, we are proving that real progress is possible
when an entire organisation is focused on the same goal,” said Fredrika Klarén, Head of Sustainability, Polestar.

“While other car companies spend billions of dollars researching how to make legacy technology such
as combustion engines more efficient, or how to secure continued sales of ICE cars by developing e-fuels, we focus our research teams on one clear topic: create climate-neutral materials which will be our industry’s material portfolio in a decarbonised world.”

“This is where we believe long-term value will be created.”

Emissions Reduction Through Renewable Energy and Low-Carbon Materials

The company attributes its emissions reductions to increased use of renewable energy in battery production and manufacturing, alongside the adoption of lower-carbon materials across its supply chain.

Polestar said the growing contribution of the Polestar 4, which it describes as its lowest carbon footprint vehicle to date, has also supported progress. Additional reductions have been driven by increased renewable electricity use across key European markets, where more than 75% of the company’s sales are generated.

The company stated that it remains ahead of its emissions reduction trajectory as it works towards its goal of becoming climate neutral by 2040.

Michael Lohscheller, CEO, Polestar, said: “If you are not reducing emissions while growing, you are choosing not to. Electrification delivers clear value for customers: lower running costs, lower emissions and greater peace of mind, as volatile oil prices and fuel scarcity mean pump anxiety is increasingly replacing range anxiety. As clean electricity scales, electric vehicles are becoming not just the sustainable choice, but the smarter, more reliable one.”

Building a Lower-Carbon Automotive Value Chain

Polestar said reducing emissions requires action across the entire vehicle lifecycle, including manufacturing, materials sourcing and energy use.

The company highlighted its focus on increasing renewable energy use within production processes and accelerating the adoption of lower-carbon materials. These efforts form part of a broader strategy aimed at reducing lifecycle emissions while scaling production.

According to the company, electrification remains a key pathway for reducing greenhouse gas emissions from passenger transport, particularly as renewable energy generation continues to expand.

Polestar 0 Project Advances Low-Carbon Materials Research

A central component of Polestar’s long-term sustainability strategy is the Polestar 0 project, which aims to develop a net-zero vehicle without the use of offsets.

Research activities are coordinated through Mission 0 House in Gothenburg, where industry and academic partners are working to eliminate emissions from materials, products and manufacturing processes.

Key developments from the initiative include:

• A large-scale pilot programme for ultra-low-emission steel
• Research into battery materials
• Development of bio-based textile alternatives
• Technologies that convert CO₂ into new materials

The company said the original 2030 target for delivering a net-zero car has been revised to 2035, reflecting the complexity of eliminating emissions across the automotive value chain.

Collaboration Drives Sustainability Innovation

Mission 0 House was formally established in 2025 and has secured close to SEK 100 million in funding over five years.

The collaboration currently includes five Swedish higher education institutions and six companies working on research programmes covering metals, chemicals and industrial processes. Polestar said the initiative is designed to develop scalable solutions and intellectual property that can support climate-neutral materials and products across manufacturing industries.

Fredrika Klarén, Head of Sustainability, Polestar, said: “The Polestar 0 project pushes us into new territory. While much of the industry invests in hybrids and combustion engines, we focus on solutions that eliminate emissions entirely. The innovation emerging from this project shows the power of collaboration and material science, and importantly, how well positioned we are to move the industry forward.”

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Refreshed Framework Targets High-Impact Areas Across the Value Chain

The revised framework follows two years of implementation and is designed to direct resources towards the areas where the company believes it can deliver the greatest positive impact across its value chain.

Originally launched in 2024, the Approach to Nature established more than 20 targets aimed at helping halt and reverse nature loss, restore ecosystems and enhance global water security in alignment with international biodiversity goals.

According to Tetra Pak, the refreshed framework introduces a more targeted approach focused on high-impact materials, locations and supplier sites, while strengthening expectations around traceability, verification and measurable outcomes.

Greater Focus on Responsible Sourcing

A key element of the update is an increased emphasis on upstream activities, where Tetra Pak says its most significant nature impacts and dependencies occur.

The framework continues to be structured around four action areas—Upstream, Operations, Downstream and Transform—but now prioritises interventions within sourcing and supplier engagement programmes.

Among the revised goals is the use of geographic information systems to verify the deforestation-free status of high-priority sourcing locations.

The updated approach reflects lessons learned during implementation and is intended to improve the effectiveness of nature-related action across its supply chain.

Francesca Priora, Vice President Climate & Nature at Tetra Pak, said: “Two years of implementation have given us much clearer insight. The refresh of our Approach to Nature reflects a shift towards sharper execution, focusing action where it can deliver the greatest impact across the value chain.

“Our industry relies heavily on nature to shape sustainable and secure food systems for the future. As we move towards our next milestones, collaboration remains critical. By working closely with suppliers, customers and partners, we aim to protect key ecosystems and help strengthen the resilience of food systems”.

Water Resilience Moves Higher on the Agenda

The revised framework also strengthens Tetra Pak’s focus on water stewardship and resilience.

New targets include reducing total water withdrawal by 10% by 2030 at supplier sites identified as having the highest water-related impacts, and high-impact suppliers are already being required to report on both water quality and water quantity, supporting improved visibility of water-related risks across the value chain.

The enhanced focus reflects growing recognition of water security as a critical sustainability issue for both manufacturing operations and food systems.

Circular Economy Remains a Core Priority

Alongside biodiversity and water-related initiatives, the Approach to Nature continues to support Tetra Pak’s circular economy objectives.

The framework includes actions focused on improving product design and performance, increasing equipment efficiency, and strengthening collection, recycling and waste management systems.

These initiatives remain an important component of reducing environmental impacts across the packaging value chain.

Industry Recognition for Adaptive Sustainability Strategy

Alexander Nick, Senior Director Climate and Nature at WBCSD, welcomed the update and highlighted the importance of reviewing sustainability strategies as implementation progresses.

“Tetra Pak’s updated Approach to Nature reflects an effort to translate ambition into clearer priorities and action across its value chain. By recognizing interdependencies across sustainability areas and taking stock of implementation experience, the company is strengthening the focus of its approach over time. WBCSD welcomes this willingness to review and adapt: sharpening focus, learning from practice, and aligning corporate action with the shared global ambition to halt and reverse nature loss.”

Progress Report Highlights Supply Chain and Environmental Gains

Tetra Pak also outlined progress achieved since launching the framework in 2024.

The company said it has engaged its entire supplier base in nature-related impact assessments and established procurement requirements linked to nature performance.

In responsible sourcing, Tetra Pak reported sourcing 100% of the paper-based materials used in its products from FSC-certified and other controlled sources, while 100% of its plant-based polymers are sourced as Bonsucro-certified.

It also reported progress on water resilience initiatives and said it has already achieved its 2030 target to reduce volatile organic compound emissions across production sites by 50% against a 2019 baseline.

According to Tetra Pak, the latest framework update is intended to build on these results by concentrating future efforts on the areas where the company can deliver the greatest contribution to ecosystem protection, biodiversity recovery and resilient food systems.

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Dairy Strategy Focuses on Sustainable Production and Supply Chain Resilience

The company reported a 26% reduction in greenhouse gas emissions across its dairy value chain in 2025 compared with its 2018 baseline. The programme spans more than 130,000 dairy farmers, over 200 suppliers and partners, and operations in more than 40 countries.

The  Dairy Plan is designed to help transform dairy farming practices while supporting long-term access to high-quality milk and dairy ingredients used across its food and nutrition portfolio.

Antonia Wanner, Chief Sustainability Officer at Nestlé, said: “The Nestlé Dairy Plan is the embodiment of Creating Shared Value: supporting supply continuity, mitigating risk, and delivering benefits to stakeholders.”

“When things are done well, everyone stands to benefit – the farmer who has improved their income or is on firmer ground when challenges arise, Nestlé, which has access to high quality ingredients, and the environment, because of the resource-efficient, nature-based approach to agriculture we are promoting. By working at a systems level with carefully selected partners, we can help the sector transform.”

Emissions Reduction Driven by Feed and Manure Management

Nestlé is helping farmers adopt practices that address two major sources of dairy emissions: feed production and manure management.

Examples include converting manure into renewable energy and producing compost that can be sold as fertiliser. The company said these approaches can help reduce emissions while lowering energy costs and creating additional revenue streams for farmers.

Working through its Institute of Agricultural Sciences and with academic and government research partners, Nestlé is also deploying science-based technologies aimed at reducing emissions from cow digestion and manure management.

As a result of these initiatives, the company reported a 25% reduction in methane emissions and a 26% reduction in overall greenhouse gas emissions across its dairy value chain.

Regenerative Agriculture Adoption Continues to Grow

The Dairy Plan also supports the adoption of regenerative agriculture practices across dairy farms.

Nestlé highlighted measures including soil cover, minimum tillage and tree integration, which are intended to improve soil health, support water management and protect habitats and reported that more than 34% of its dairy supply in 2025 came from farmers implementing regenerative agriculture practices.

These approaches help strengthen ecosystem health while supporting farm productivity and resilience.

Animal Welfare and Productivity Linked to Sustainability Goals

Alongside environmental initiatives, the Dairy Plan incorporates measures aimed at improving animal welfare.

The company said farmers are adopting practices including optimised nutrition programmes, veterinary care and cooling systems to improve herd health and healthier animals can contribute to improved milk quality and productivity, creating benefits for both producers and consumers.

Katja Seidenschnur, Head of Sustainability for the Nutrition & Health business at Nestlé, said: “The Dairy Plan shows that productivity, quality milk and sustainability are closely connected and can positively reinforce each other. Through our collaborative approach across the dairy value chain, we are working to advance this change.

“Together with farmers, we are deploying innovative solutions and technologies that help them build resilience to climate change and economic pressures, develop skills to run their farms as businesses and improve their livelihoods. These practices are also supporting Nestlé’s long-term access to high-quality milk and milk ingredients – crucial for the production of the nutritious products across our portfolio.”

Supporting Farmer Livelihoods and Future Generations

A central component of the programme is supporting the economic resilience of dairy farmers.

The new Dairy Plan helps farmers diversify income streams while building business, financial and farm management capabilities. Training programmes are supported by digital tools that provide decision-making support and additional learning opportunities.

The company believes these initiatives can help make dairy farming more attractive to younger generations by improving income stability and long-term business prospects.

Building a More Resilient Dairy Supply Chain

Nestlé said it reflects a broader effort to create value across the dairy supply chain while strengthening supply security and reducing environmental impacts.

Stephanie Hart, Chief Operations Officer, Nestlé, added: “The Nestlé Dairy Plan is rooted in our operations – it is fundamentally about delivering the right quality ingredients for our portfolio. The progress we have made did not occur overnight.”

“It was built over years of continuous improvement and learning, grounded in the latest science and technology, across our dairy operations, our suppliers and partners, and of course, the farming communities themselves. I have witnessed how passionately our operations teams around the world are working together to make things better. This attention to detail and teamwork is how we can help deliver change at scale.”

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The rapid rise of artificial intelligence (AI) is transforming industries worldwide, but it is also creating unprecedented demand for data centre infrastructure, energy systems, and construction materials.

Seeking to turn this challenge into an opportunity for innovation, Elemental Impact has unveiled the Data Center Innovation Initiative (DCII), a new deployment-focused investment programme designed to accelerate the commercialisation of emerging energy and materials technologies.

Bringing together some of the world’s largest technology companies, including Amazon, Google, Meta, and Microsoft, alongside philanthropic and industry partners, the initiative aims to create a pathway for entrepreneurs to test, validate, and scale breakthrough solutions within real-world data centre environments.

The collaboration will help promising startups bring emissions-reducing technologies to market more quickly, whilst delivering meaningful benefits for local communities through more affordable and dependable energy systems.

A PLATFORM FOR INNOVATION

As AI adoption accelerates, data centres have emerged as one of the fastest-growing drivers of global infrastructure investment, generating increasing demand for power generation, cooling systems, industrial equipment, and construction materials.

Against this backdrop, the DCII has been established to support technologies capable of improving the sustainability, efficiency, and resilience of future infrastructure.

Elemental Impact plans to invest between $500,000 and $5 million per project across up to 10 technology startups through 2027. Beyond funding, participating companies will gain access to specialist expertise spanning project financing, deployment strategy, workforce development, and commercial scaling.

Importantly, Amazon, Google, Meta, and Microsoft will take an active role throughout the process by helping identify priority technology areas, contributing to project evaluation, piloting solutions, and sharing lessons learned with the wider industry.

The initiative will focus on a broad range of technologies, including energy storage systems that support reliable clean power, advanced electrical infrastructure that improves operational efficiency, innovative cooling technologies that reduce both energy and water consumption, and low-carbon materials that lower the environmental footprint of new developments.

By testing these solutions in operational data centres and demonstration sites, the programme seeks to establish proven pathways for wider adoption across both the technology sector and the broader industrial economy.

SCALING BEYOND THE DATA CENTRE

While data centres provide the initial deployment opportunity, Elemental Impact believes the potential impact of these technologies extends far beyond digital infrastructure.

Solutions validated through the DCII could ultimately support schools, hospitals, manufacturing facilities, and communities seeking access to affordable and reliable energy.

The organisation views the current wave of AI-driven infrastructure development as a once-in-a-generation opportunity to influence how energy and industrial systems are designed and deployed in the decades ahead.

By documenting project outcomes and openly sharing results, the initiative aims to reduce risk for future adopters, helping promising technologies move more quickly from pilot projects to commercial-scale deployment.

According to Microsoft, the initiative will help advance technologies capable of supporting cleaner power generation, more sustainable materials, and improved infrastructure performance, whilst strengthening the resilience and efficiency of the communities where these projects are deployed.

Google has similarly highlighted the importance of collaboration in accelerating climate and sustainability solutions, viewing the initiative as a continuation of its long-term efforts to help create and scale markets for clean energy technologies.

Meanwhile, Meta sees data centres as an important catalyst for advancing clean energy and sustainable building materials, whilst helping entrepreneurs bring emerging innovations to market more quickly.

COMMUNITY-CENTRED GROWTH

A key component of the DCII is its emphasis on ensuring infrastructure investment delivers tangible local benefits alongside environmental progress.

Elemental Impact will work closely with participating companies to encourage early engagement with community stakeholders, clearly communicate project benefits, and invest in workforce development initiatives.

The organisation’s existing portfolio provides a strong foundation for this approach, with 98 percent of portfolio companies reporting that community partnerships have been critical to their success.

Industry partners share the belief that sustainable infrastructure growth must be aligned with community outcomes.

Salesforce views the initiative as an opportunity to support sustainability and community benefit alongside technological advancement, whilst Amazon believes its expertise in energy and water efficiency can help accelerate the deployment of emerging technologies in areas such as carbon-free energy, advanced cooling, and lower-carbon materials.

By combining technological innovation with local engagement, the initiative seeks to demonstrate how infrastructure development can create measurable environmental and economic value for communities whilst supporting broader decarbonisation goals.

ACCELERATING THE NEXT GENERATION

For many emerging technologies, the greatest challenge is not technical performance but securing the resources and deployment opportunities needed to scale.

The DCII seeks to address that gap by bringing together hyperscale technology companies, investors, philanthropies, and innovators under a common framework focused on real-world implementation.

Builders Vision Philanthropy believes that reducing the risks associated with early-stage deployment will help accelerate the adoption of promising infrastructure technologies and support the development of more resilient, sustainable systems over the long term.

This view is shared by legal partner Wilson Sonsini, which believes many promising technologies struggle not because of technical shortcomings, but because of challenges associated with early deployment capital and commercial scale-up. The firm sees the DCII as a collaborative model capable of helping innovators overcome these barriers and accelerate market adoption.

As AI continues to reshape the global economy, initiatives such as the DCII demonstrate how rapidly expanding digital infrastructure can also become a catalyst for cleaner energy systems, lower-carbon construction, and stronger local communities.

Through collaboration, investment, and deployment at scale, Elemental Impact and its partners are positioning data centres as launchpads for the next generation of sustainable infrastructure technologies.

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Accelerating climate solutions with F1 know-how

McLaren Racing is increasingly positioning Formula 1 as a platform for sustainability innovation, applying engineering expertise, automation and data analytics to projects spanning circular manufacturing, emissions reduction and environmental restoration.

The team’s newly released 2025 Sustainability Report outlines how McLaren is integrating sustainability initiatives across racing operations, logistics, manufacturing and workforce development, while also collaborating with external partners to develop scalable climate-focused technologies.

Circular F1 car initiative moves into roadmap phase

A key focus of the report is the development of a “Circular Car Roadmap,” created with Deloitte and supported by Google’s data capabilities.

The initiative is designed to help McLaren rethink how Formula 1 cars are designed, manufactured and reused, with the long-term objective of increasing material circularity and reducing waste throughout the vehicle lifecycle.

The roadmap builds on McLaren’s previous work around Formula 1 circularity standards and supports the organization’s broader ambition to increase the proportion of recycled and reusable materials used in car production.

According to the report, McLaren maintained 22% circularity across F1 chassis production during 2025 through the use of recycled metals, bio-derived materials and recycling initiatives tied to manufacturing operations.

The team also reported a 14% reduction in total waste and a 40% reduction in hazardous waste disposal from composites manufacturing compared with 2024.

Operational emissions reductions driven by logistics and fuel initiatives

McLaren Racing also reported a 39% reduction in operational emissions versus its baseline, supported by initiatives focused on travel, logistics and fleet operations.

Measures highlighted in the report include:

• Sustainable aviation fuel certificate (SAFc) investments
• Biofuel use across operated fleets
• Freight optimization and lightweighting
• Race calendar efficiencies
• Reduced business travel emissions

Working with Ecolab, McLaren expanded SAF certificate coverage to include all Formula 1 charter logistics and business travel emissions, representing the equivalent of approximately 1.1 million US gallons of fuel.

The report positions logistics optimization and alternative fuel strategies as increasingly important components of operational decarbonization efforts in global sports and transport-intensive industries.

Coral restoration project applies motorsport engineering to environmental challenges

One of the report’s most innovative sustainability initiatives is OSCAR (Operational System for Coral Assembly and Restoration), developed through McLaren Racing’s partnership with the Great Barrier Reef Foundation.

The semi-autonomous coral-seeding system is designed to improve the efficiency and scale of coral restoration projects by automating a previously manual assembly process.

According to McLaren, the technology reduces coral cradle assembly time from approximately 90 seconds to 10 seconds per unit, potentially increasing annual restoration capacity from 100,000 to more than one million coral cradles per year.

The project reflects a broader trend of advanced engineering organizations applying robotics, automation and manufacturing expertise to environmental resilience and restoration projects.

Data and partnerships support broader sustainability strategy

The report also highlights McLaren’s increasing use of data analytics and external partnerships to support sustainability reporting, operational improvements and workforce inclusion initiatives.

McLaren stated that 44.8% of new hires in 2025 came from underrepresented groups, bringing overall workforce representation from underrepresented backgrounds to 36% as the organization works toward its 2030 targets.

The company also expanded its Driver Development Programme with additional female drivers and increased participation in the F1 Academy series.

Zak Brown, CEO, McLaren Racing, said:

“As our sport continues to see incredible growth around the world, it is all the more important that we work hard to reduce our overall impact on the planet and the pressures on global resources – and collaboration and great partnerships are essential to us achieving that. It’s fantastic to see our McLaren Accelerator team apply motorsport know-how to other industries to help supercharge processes and drive efficiencies, with our engineers working alongside marine biologists to find solutions in coral restoration. Equally, I’m excited by the work we’re doing with Deloitte and Google to continue our mission to build a fully circular F1 car. I’m proud of the progress we’ve made to date, and I’m excited about what’s next.”

Kim Wilson, Director of Sustainability, McLaren Racing, added:

“What I’m most proud of in 2025 is seeing the way McLaren Racing’s performance mindset has translated into real sustainability progress. Over the last year, we covered 100% of aviation emissions from business travel and F1 charter logistics with SAFc, maintained 22% circularity in F1 car production, and I saw first-hand the impact of Accelerator’s work with Great Barrier Reef Foundation, in helping to increase the speed of coral reef restoration tenfold through OSCAR.”

“For me, it’s not just about the results; it’s about what they show is possible when data, collaboration and marginal gains come together to drive faster progress on the challenges that matter most. Real progress doesn’t happen all at once – it comes from people working together, staying focused and continuing to find ways to do things better.”

Formula 1 increasingly used as a testing ground for sustainability innovation

McLaren Racing’s latest sustainability report reflects how motorsport organizations are increasingly positioning Formula 1 as a development environment for low-carbon technologies, circular manufacturing systems and operational efficiency initiatives.

The report also highlights how partnerships across engineering, technology and environmental sectors are being used to accelerate innovation beyond racing applications, particularly in areas such as materials management, logistics optimization and restoration technology.

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A Landmark French Electricity Project

TotalEnergies has filed the Single Authorisation application for its 1.5 GW Centre Manche Energies offshore wind project, marking a major milestone in the development of what is set to become France’s largest renewable energy project.

Located more than 40 km off the Normandy coast, the offshore wind farm is expected to generate around 6 TWh of electricity annually, supplying renewable power to more than one million French homes once operational.

The authorisation filing comes eight months after the French State awarded the project to TotalEnergies’ wholly owned project company, Centre Manche Energies.

Offshore Wind Project Moves into Regulatory Review Phase

The authorisation application includes technical and environmental studies, a preliminary wind farm design and the proposed installation program.

According to the company, the environmental impact assessment incorporates findings from technical surveys, consultations with government departments and feedback gathered during stakeholder engagement across the region.

“We are delighted to have filed for authorisation and to have reached this major milestone for Centre Manche Energies. We would like to thank our technical partners and regional stakeholders, as well as the authorities, for their hard work,” said Thierry Muller, Project Director for Centre Manche Energies.

“We intend to continue developing this competitive, value-creating project for Normandy, which will provide renewable electricity to nearly one million French homes.”

The project now enters the next phase of the permitting process, including completion of the dossier and formal government examination.

Regional Stakeholder Engagement Remains Central to Development

Alongside regulatory review, Centre Manche Energies said it will continue consultation with local officials, environmental organisations, seafarers and regional communities as the project advances.

The company stated that ongoing engagement is intended to support integration of the offshore wind development into the local economy and community.

The project is expected to generate significant economic activity during construction, with up to 2,500 jobs anticipated over the planned three-year build phase.

TotalEnergies also said it intends to utilise local offshore wind expertise and prioritise European suppliers for major components including wind turbines and electric cables.

Offshore Wind Expansion Supports TotalEnergies’ Renewable Energy Strategy

The Centre Manche Energies development forms part of TotalEnergies’ broader expansion of renewable electricity generation capacity in France and internationally.

Since 2020, TotalEnergies said it has invested several billion euros in France, with nearly half supporting the energy transition of its operations and customers.

The company’s French renewables portfolio currently includes 420 wind, solar, hydropower and battery storage facilities representing more than 2 GW of installed capacity.

By the end of April 2026, TotalEnergies reported holding almost 36 GW of gross renewable power generation capacity globally and aims to achieve more than 100 TWh of net electricity production by 2030.

The company electricity strategy combines renewable generation assets with flexible infrastructure including storage and combined-cycle gas turbine facilities to deliver clean firm power.

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Sustainable Mining Progression

Pan American Silver has released its 2025 Sustainability Report, outlining progress across environmental, social and governance priorities as the company continues to expand responsible mining practices across its operations in the Americas.

The report highlights advances in emissions reduction, renewable energy procurement, biodiversity rehabilitation, workforce inclusion and supplier due diligence, while also setting out the company’s sustainability goals for 2026.

Pan American reported that it surpassed its annual greenhouse gas emissions reduction target, keeping the company on track to reduce global Scope 1 and 2 greenhouse gas emissions by at least 30% by 2030 from its updated 2019 baseline projections.

Renewable Energy and Emissions Reduction Initiatives Expand Across Operations

A key component of the company’s climate strategy in 2025 was the expansion of International Renewable Energy Certificates (iRECs) coverage to six mine sites, with El Peñon, Jacobina and Shahuindo added during the year.

Pan American also reported strong environmental performance across its operations, including the rehabilitation of 62 hectares of land on- and off-site, exceeding its annual biodiversity target.

“Pan American maintained a strong environmental performance in 2025, recording no significant environmental incidents,” said Gillian Winckler, Board Chair. “We remain on track to exceed our 2030 emissions reduction target, following the achievement of our 2025 interim goals. Progress was driven by increased procurement of clean electricity, ongoing electrification of mining processes, and numerous site-level innovations aimed at reducing energy use and greenhouse gas emissions.”

The report noted that climate adaptation, energy transformation and operational efficiency initiatives are expected to continue contributing to emissions reductions in 2026 and beyond.

Community Investment and Workforce Inclusion Remain Strategic Priorities

Pan American invested US$20.4 million in community programs during 2025, including the launch of three new local economic development initiatives alongside continued investment in health and education programs.

The company also reported a 95% retention rate among women employees while continuing initiatives designed to support workforce inclusion and diversity.

“With a workforce of over 17,000 employees and contractors operating across eight countries and in diverse social and environmental contexts, we recognize that responsible stewardship of people, communities, and environments is fundamental to our ability to operate and grow,” Winckler said. “Sustainability is not separate from our business strategy; it is embedded in how we manage risk, build trust, and create long-term value across our portfolio.”

Responsible Mining Standards and Supply Chain Oversight Advance

Pan American continued strengthening responsible mining and supply chain oversight during 2025 through supplier due diligence and external ESG verification programs.

The company assessed 529 critical suppliers through its enhanced due diligence process, which evaluates factors including operational continuity risk, environmental risk and legal exposure.

Pan American also completed external verification of Towards Sustainable Mining (TSM) performance at its El Peñon, Jacobina and Timmins operations.

The company also concluded a three-year implementation process of the World Gold Council’s Responsible Gold Mining Principles at its gold mining operations.

The 2025 Sustainability Report was prepared in accordance with Global Reporting Initiative (GRI) Standards and the Sustainability Accounting Standards Board (SASB) Metals & Mining Sustainability Accounting Standard, and includes information aligned with the Taskforce on Climate-related Financial Disclosures (TCFD) framework.

Safety and Sustainability Performance Continue to Shape Operational Strategy

Pan American stated that safety and responsible mining remain central to its operational strategy following the loss of two colleagues during 2025.

“At Pan American, safety underpins our commitment to responsible mining,” said Michael Steinmann, President & CEO. “Our performance in 2025 was deeply overshadowed by the loss of two colleagues—one each at our Jacobina and Shahuindo operations. These losses reinforce the importance of our ongoing efforts.”

Steinmann added that the company plans to strengthen safety practices in 2026 through increased focus on critical risk management, continued integration of Human and Organizational Performance principles, and targeted technology and operational improvements.

The company reported achieving 19 out of 24 public sustainability goals in 2025, representing a 79% success rate.

Pan American’s sustainability performance was also recognized by S&P Global during the year through inclusion in the Dow Jones Best in Class North America Index and the S&P Global Sustainability Yearbook 2026, where the company ranked in the top 5% of the Metals & Mining industry based on sustainability performance.

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