MilliporeSigma Launches First Bio-Based Solvent Portfolio for High-Performance Liquid Chromatography

MilliporeSigma — Tue, 21 Apr 2026 10:30:00 -0400

Solvents made from renewable feedstocks help reduce reliance on fossil-fuel-based materials
Drop-in replacements preserve established chromatography performance
Supports progress toward sustainability targets by lowering product-related greenhouse gas emissions

BURLINGTON, Mass., April 21, 2026 /3BL/ - MilliporeSigma, the U.S. and Canada Life Science business of Merck KGaA, Darmstadt, Germany, a leading science and technology company, today announced the launch of the first bio-based solvent portfolio specifically for high-performance liquid chromatography (HPLC). Manufactured using renewable feedstocks, these new patent-pending¹ solvents deliver on average 25.9% lower CO₂equivalents² compared with conventional fossil-fuel-based HPLC-grade solvents, while preserving the performance required for demanding analytical workflows.

“Our new bio-based HPLC solvents represent the next generation of high-performance liquid chromatography,” said Karen Madden, Chief Technology Officer, Life Science business of Merck KGaA, Darmstadt, Germany. “Customers are looking for solutions that help reduce environmental impact without compromising performance quality. This innovative portfolio aims to deliver the precision, quality and reliability expected in HPLC and is designed to integrate seamlessly into existing methods.”

These bio-based solvents are compatible with established HPLC and liquid chromatography mass spectrometry (LC-MS) methods and instruments, supporting easy adoption in routine and regulated environments. In HPLC, solvents serve as the mobile phase that transports samples through the chromatographic system, enabling separation and quantification of components. This step is critical for generating reliable data in applications such as drug development, quality control in manufacturing, environmental monitoring and diagnostics.

MilliporeSigma developed this innovative portfolio using proprietary manufacturing processes and deep scientific expertise, reinforcing the company's commitment to advancing more sustainable, high-performance chromatography solutions. The new portfolio includes drop-in replacements for acetonitrile, methanol and ethanol. Because these newly launched bio-based solvents are designed to match conventional performance, laboratories can transition to these alternatives without redeveloping analytical methods, often a rigorous and lengthy process.

This launch further expands MilliporeSigma’s range of greener alternatives designed to help customers reduce environmental impact while preserving the precision and reliability laboratories expect. The new bio-based solvents reflect the company’s broader strategic focus on innovation that supports more sustainable science.

The bio-based HPLC solvents are available on sigmaaldrich.com/Bio-based-HPLC-Solvents.

¹Patent applications pending on bio-based methanol and acetonitrile.

²Individual bio-based HPLC solvent CO₂e values compared to fossil-fuel-based alternatives are as follows, based on supplier and industry emissions data through EcoInvent: Acetonitrile, BioRenewable, gradient grade for LC (Prod. No. 104771) has a 28% lower CO₂e impact; Methanol, BioRenewable, gradient grade for LC (Prod. No. 106188) has a 29% lower CO₂e impact; Methanol, BioRenewable, hypergrade for LC-MS (Prod. No. 106176) has a 29% lower CO₂e impact; Ethanol, BioRenewable, hypergrade for LC-MS (Prod. No. 117480) has a 17.6% lower CO₂e impact.

About the Life Science business of Merck KGaA, Darmstadt, Germany

The Life Science business of Merck KGaA, Darmstadt, Germany, which operates as MilliporeSigma in the U.S. and Canada, has more than 27,000 employees and more than 55 total manufacturing and testing sites worldwide, with a portfolio of more than 300,000 products focused on scientific discovery, biomanufacturing and testing services. Merck KGaA, Darmstadt, Germany, a leading science and technology company, operates across healthcare, life science and electronics.

More than 62,000 employees work to make a positive difference to millions of people’s lives every day by creating more joyful and sustainable ways to live. From providing products and services that accelerate drug development and manufacturing as well as discovering unique ways to treat the most challenging diseases to enabling the intelligence of devices – the company is everywhere. In 2025, Merck KGaA, Darmstadt, Germany, generated sales of € 21.1 billion in 65 countries.

The company holds the global rights to the name and trademark “Merck” internationally. The only exceptions are the United States and Canada, where the business sectors of Merck KGaA, Darmstadt, Germany, operate as MilliporeSigma in life science, EMD Serono in healthcare and EMD Electronics in electronics. Since its founding in 1668, scientific exploration and responsible entrepreneurship have been key to the company’s technological and scientific advances. To this day, the founding family remains the majority owner of the publicly listed company. For more information about Merck KGaA, Darmstadt, Germany, visit www.emdgroup.com.

Follow MilliporeSigma on X (formerly Twitter) @MilliporeSigma, on Facebook @MilliporeSigma and on LinkedIn.

Record Store Day by the Numbers: How DP World Keeps the Music Moving

DP World — Fri, 17 Apr 2026 09:00:00 -0400

Every April, Record Store Day brings music fans together in celebration of independent record shops, culture, and community. But behind the scenes, delivering that experience at scale requires something equally powerful: precision logistics.

This year, the numbers tell a compelling story. At DP World’s Bicester facility alone, 8 million vinyl records were handled in 2025, marking a new annual record. Since opening in 2023, more than 15 million records have moved through the UK site — each one part of a tightly coordinated journey from production to shelf.

And with over 210,000 records expected to ship in April and 230+ exclusive releases heading to stores across the UK, the scale of orchestration becomes clear.

A Global Vinyl Revival

The resurgence of vinyl isn’t just cultural; it’s measurable.

According to the Recording Industry Association of America (RIAA), vinyl sales in the U.S. have grown for a 19th consecutive year, rising 9.3% in 2025 and surpassing US$1 billion in revenue - nearly half of global vinyl sales. Vinyl continues to dominate physical formats, generating more than three times the revenue of CDs and selling 46.8 million units compared to 29.5 million CDs.

This momentum is echoed in the UK. Data from the British Phonographic Industry (BPI) shows vinyl revenues rising 19.9% year-on-year in 2025 to £174.7 million (US$237.1 million), now accounting for 62.9% of all physical music sales, up from 59.1% the previous year.

Together, these trends highlight a format that is no longer niche, but a growing global category; one that requires supply chains capable of delivering consistency, speed, and precision at scale.

When Timing Is Everything

Unlike many supply chains, Record Store Day operates on a fixed, global deadline. Records must arrive on time, or they miss the moment entirely. That’s why reliability, not just cost efficiency, sits at the heart of execution.

From international freight and port operations to inland transport and final delivery, every handoff matters. Teams must anticipate disruptions, align capacity with demand spikes, and ensure inventory flows seamlessly across borders and into local communities.

More Than Music: A Broader Lesson

While Record Store Day is rooted in music culture, the operational discipline behind it reflects a broader shift across industries.

Whether it’s retail launches, consumer technology releases, or seasonal demand peaks, businesses are placing greater value on supply chain reliability, visibility, and resilience.

The lesson is simple: the most effective supply chains aren’t just efficient on paper; they consistently deliver when it matters most.

Delivering the Moment

For independent record stores, success is measured in moments: customers lining up early, shelves fully stocked, and the energy of discovery in the air.

What customers don’t see is the complexity behind that experience - the coordinated effort across global teams to ensure every record arrives exactly when it should.

But that’s the point.

Because when supply chains work seamlessly, the focus stays where it belongs: on the music, the community, and the moment.

Learn more about DP World’s end-to-end supply chain solutions

Powering Supply Chains Through Strategic Logistics Hubs

DP World — Tue, 14 Apr 2026 09:00:00 -0400

As global trade grows more complex, the strength of a supply chain increasingly depends on where and how goods move through key logistics hubs. DP World is redefining supply chain performance by combining integrated logistics with a strategically located network of warehouses across North America – bringing businesses closer to their customers and markets.

A Network Built for Speed and Reach

Rather than relying on fragmented infrastructure, DP World’s approach centers on strategically positioned logistics hubs that connect major ports, airports, and inland transport corridors. These locations are designed to reduce transit times, lower costs, and improve service reliability.

By placing inventory closer to demand centers, businesses can accelerate fulfillment while maintaining greater control over their supply chains.

Strategic Logistics Hubs Across North America

DP World’s growing footprint includes high-performance facilities designed to support distribution, eCommerce, manufacturing, and cross-border trade:

Perris, California

22305 Old Oleander Ave, Perris CA 92570

Located in the Inland Empire, this Free Trade Zone facility enables duty deferral and greater customs flexibility while providing access to one of the largest distribution markets in the U.S. Its proximity to major ports and population centers makes it ideal for fast, cost-efficient West Coast distribution.

Miami, Florida

7725 NW 41st St, Doral, FL 33166

Serving as a gateway to Latin America and the Caribbean, this 108,000-square-foot facility offers direct connectivity to Port Miami and Miami International Airport. It is optimized for regional fulfillment and rapid international distribution.

Brampton, Ontario

15 Bramalea Rd, Brampton, ON L6T 2W7, Canada

Positioned near Toronto Pearson Airport, this LEED-certified 174,000-square-foot hub connects Canadian and U.S. markets. With secure and temperature-controlled storage, it supports a wide range of industries requiring reliability and compliance.

Querétaro, Mexico

La Bomba Industrial Park located on Mexico-Querétaro Highway, Federal Highway number 57, km 194+813, El Colorado, El Marques, Queretaro

Located along a key industrial corridor, this 117,000-square-foot facility provides integrated production, warehousing, and distribution capabilities. Its access to major highways and air transport supports efficient manufacturing supply chains and cross-border logistics.

Middletown, Pennsylvania

140 Fulling Mill Road, Middletown, PA 17057

Centrally located in the U.S. Northeast, this facility offers multimodal access and flexible space for both B2B and B2C fulfillment. It enables fast delivery to densely populated East Coast markets.

Olive Branch, Mississippi

11244 S Distribution Cove, Olive Branch, MS 38654

Strategically positioned near Memphis – one of the largest logistics hubs in the U.S. – this location connects air, rail, and road networks. It provides scalable distribution across the southeastern United States with strong access to national transportation corridors.

Warehousing as a Strategic Advantage

These facilities are more than storage points – they are fully integrated logistics hubs. Each site is connected to DP World’s broader network of ports, terminals, and transportation services, enabling seamless movement of goods from origin to final delivery.

This integration allows businesses to:

Reduce handling and transit times
Improve inventory positioning and responsiveness
Scale operations across regions with ease
Optimize cross-border and international trade flows

Integrated Logistics, Powered by Location

DP World enhances its physical network with digital tools that provide real-time visibility across every warehouse and shipment. From inventory tracking to shipment monitoring, businesses gain the insights needed to make faster, more informed decisions.

Combined with multimodal transportation capabilities – across ocean, air, rail, and road – these locations form a synchronized system designed for efficiency and resilience.

A Smarter Way to Move Goods

By aligning warehouse locations with global trade flows, DP World transforms logistics from a series of disconnected steps into a cohesive, high-performing network.

The result is a supply chain that is not only faster and more reliable, but also more adaptable to changing market demands.

Discover how DP World’s strategically located logistics hubs can help you build a smarter, more agile supply chain.

CBP Guidance on Tariffs: What the CAPE System Means for Importers

Baker Tilly — Wed, 8 Apr 2026 09:45:00 -0400

Authored by Baker Tilly’s Tosca Derrick

Billions in potential tariff refunds are moving closer to reality, but not all importers will benefit at the same time.

A March 31, 2026, declaration filed with the U.S. Court of International Trade (CIT) lays out how U.S. Customs and Border Protection (CBP) plans to begin processing refunds tied to tariffs imposed under the International Emergency Economic Powers Act (IEEPA). This latest CBP guidance on tariffs provides the clearest signal yet on what will be recoverable now, what will take longer and where companies may face limitations.

At the center of the effort is a new system capability within the Automated Commercial Environment (ACE), known as the Consolidated Administration and Processing of Entries, or CAPE. This system is being built to handle refund claims at scale, introducing new processes that will directly affect how and when importers can recover duties.

For companies navigating IEEPA exposure, the message is clear. Opportunity is emerging, but it will require a targeted, well-timed approach.

A system under construction with real financial impact

The declaration confirms that CBP is building CAPE as a multi-component solution designed to handle the scale and complexity of IEEPA-related refunds. These components include a claim portal, mass processing engine, review and reliquidation functionality and a refund module.

Progress is advancing, but the system is not fully there yet. The claim portal is nearing completion at about 85%, while mass processing is still developing at around 60%. The review and liquidation component is further along at roughly 80%, with refund functionality close behind at about 75%.

That uneven progress is important. It signals that while the infrastructure is coming together, not every refund scenario will be supported at launch. Instead of a single, fully functional release, importers should expect a phased rollout that expands over time.

Phase one: limited scope, immediate opportunity

CBP’s initial rollout of CAPE will focus on a narrower set of entries. In phase one, the system will handle unliquidated entries as well as those still within the 90-day voluntary reliquidation window.

Together, those categories represent roughly 63% of entries impacted by IEEPA duties, meaning most refund opportunities will be accessible early, but not all.

However, the system will not initially process entries where liquidation is final. Those cases are deferred to future phases, creating a gap that many importers will need to actively manage through other legal or administrative avenues.

From a strategic perspective, this creates a clear prioritization framework. Companies should focus first on entries still within actionable timelines, where recovery is most immediately achievable.

Importantly, refunds will not be issued automatically. Importers will need to take action through CAPE to initiate and support claims.

Refund mechanics are changing: digital is now mandatory

As part of evolving CBP guidance on tariffs, one of the more operationally significant updates is the shift to fully electronic refunds. As of February 2026, CBP requires that all refunds be issued via electronic funds transfer, with limited exceptions.

The scale of readiness is notable. More than 26,000 importers of record have already enrolled, representing approximately 78% of impacted entries and more than $120 billion in associated duty value.

For companies that have not yet completed enrollment, this is a critical dependency. Without proper setup, even approved claims may face delays in disbursement.

What CAPE will and will not handle in early stages

Phase one introduces some important nuances in how entries will be handled. In certain cases, IEEPA duties will be removed and recalculated, but refunds will not be issued right away. Instead, those entries will move through the normal liquidation process, with refunds issued at that point.

Other categories bring additional complexity. Entries tied to antidumping or countervailing duties may remain suspended until the Department of Commerce provides liquidation instructions. Warehouse entries will also continue to follow standard timelines, meaning refunds will not be immediate even after adjustments are made.

At the same time, some entries are excluded from phase one altogether. These include reconciliation entries, drawback claims, entries under active protest and certain AD/CVD cases that are already pending liquidation instructions.

Taken together, these limitations make it clear that CAPE is not yet a universal solution. Importers with more complex entry profiles will need to take a more tailored approach to recovery.

Timing expectations and compliance considerations

CBP has indicated that processing of accepted claims may take up to 45 days, particularly where additional validation or compliance review is required. This reflects a broader reality. Both system rollout and refund execution are expected to follow staged timelines rather than immediate payouts.

That distinction matters. While CAPE is being built to facilitate refunds, it is also designed with stronger validation and review controls. Enforcement remains a priority alongside recovery.

In practice, that means claims need to be accurate, complete and well supported from the start. Data integrity within ACE filings will be closely reviewed, and even small inconsistencies can slow processing or delay payment.

Looking ahead: expanded capabilities, increased complexity

Future phases of CAPE are expected to expand beyond the initial scope and address more complex scenarios. These include entries with final liquidation, reconciliation and drawback claims, complex interest calculations and enhanced compliance and financial controls.

As these capabilities are introduced, access to refunds will broaden. At the same time, the technical and regulatory complexity of the process will increase, requiring more sophisticated coordination across trade, finance and compliance functions.

What this means for importers now

The declaration underscores a critical point. Refund recovery tied to IEEPA tariffs is no longer theoretical. It is operational, but not yet comprehensive.

Organizations should act now, focusing on a few key priorities:

Identify eligible entries within the current processing scope.
Validate ACE data and entry classifications.
Complete electronic refund enrollment requirements.
Develop a phased recovery strategy aligned to CAPE rollout.

At the same time, timing considerations remain critical. Not all entries will be addressed in the initial phase of CAPE, and certain refund opportunities may depend on actions taken outside of the system.

Importers should evaluate whether filing protests is necessary to preserve potential refund claims, particularly for entries approaching liquidation deadlines or those that may fall outside the initial scope of CAPE processing. Acting sooner rather than later can help preserve flexibility and avoid unintended loss of recovery opportunities as CBP guidance continues to evolve.

A strategic moment for trade leaders

The development of CAPE reflects a broader shift in how trade enforcement and revenue recovery are administered. It combines automation, large-scale data processing and evolving legal requirements into a single operational framework.

For importers, success will depend on more than awareness. It will require coordination across trade compliance, finance and legal teams, along with a clear understanding of where opportunities exist today and where they will emerge next.

As CBP guidance on tariffs continues to evolve alongside CAPE development, organizations that act early and prepare thoroughly will be best positioned to recover value efficiently and avoid unnecessary delays. Baker Tilly continues to monitor these developments and works with clients to translate evolving requirements into practical, actionable strategies.

Ready to evaluate your refund opportunity?

As the refund process moves from legal ruling to administrative execution, the challenge for importers is no longer just eligibility. It is execution. IEEPA tariff refunds will depend on complete and accurate data, defensible methodologies and the ability to navigate evolving CBP requirements. In practice, that means organizing years of entry data, validating duty payments and aligning documentation with how claims will be reviewed. Even where refunds are clearly owed, outcomes will be shaped by how well claims are prepared and submitted.

Baker Tilly’s tariff refund and recovery services are designed to help organizations move from eligibility to execution. This includes assessing refund exposure, identifying eligible entries and building claim packages that can stand up to CBP review.

That work often cuts across multiple functions. Entry-level data needs to be compiled and validated across systems; refund calculations must be consistent, supportable and documentation has to align with how CBP evaluates claims. At the same time, organizations must manage filings and timelines while also considering downstream tax and financial reporting impacts.

This level of coordination reflects a broader reality. Legal entitlement alone does not guarantee recovery. Execution, documentation and timing ultimately determine outcomes.

As CAPE continues to evolve and refund pathways expand, organizations that act early and prepare thoroughly will be better positioned to recover value efficiently and avoid unnecessary delays.

Connect with a Baker Tilly specialist to evaluate your tariff refund opportunity

Circular Design Illustrated Through Four Cisco Products

Cisco Systems Inc. — Thu, 26 Mar 2026 11:55:00 -0400

At Cisco, circular design means building sustainability into our products and packaging from the start. It’s about designing with the full life cycle in mind: using materials efficiently, incorporating recycled content, reducing packaging waste, improving energy efficiency, and making products easier to repair, upgrade, and recycle.

This matters because choices made in the design stage can influence everything that follows — from how much raw material is used, to how long a product can stay in service, to how efficiently it runs for customers. Circular design also helps make the best use of critical raw materials and supports supply chain resiliency.

Cisco continues meaningful work in this space over the years while measuring environmental impacts at a product level.

Below are several examples that illustrate how different product teams are applying circular design in ways that reflect their unique technologies, use cases, and constraints.

UCS-X servers

For over a decade, Unified Computing System (UCS) servers have been engineered to be more sustainable by design, and were awarded the 2023 SEAL Sustainable Product Award. UCS-X reflects how circularity and high performance can go hand-in-hand — especially in data center environments where energy and material choices can add up quickly.

Built with modular, easily removable components, its upgradeable designs help extend the use of the chassis, power supply, cooling, and other components, and it is optimized for repair, reuse, and eventual recycling. This architecture allows the X-Series to consume roughly 50% less raw material over three generations than traditional rack servers.

The latest X-Series architecture also features technology innovations such as efficient 54V power distribution, intelligent fan controls, zone-based cooling, and 80 PLUS Titanium-rated power supplies.

The team also eliminated wet paint and reduced powder coating by 62% compared to the prior generation — meaning less coating material is applied overall. This reduces the amount of raw materials that need to be produced, transported, and ultimately managed across the life cycle.

They also implemented post-consumer recycled (PCR) resin in 77% of non-commodity plastic parts, reducing the use of virgin plastic by using recycled material instead.

Packaging and accessories were also considered. Cisco offers multipack shipping for smaller units and high-volume orders to reduce packaging, and customers can opt out of product accessories they don’t need, such as power cords. Customers receive the product in packaging made of recycled materials, and, like most other Cisco products, can view documentation via QR code.

View the Product Carbon Footprint reports for various UCS products here.

Webex Room Bar

The Webex Room Bar is a video collaboration bar for small meeting rooms. It was redesigned with a simplified architecture to reduce the number of internal components compared to its predecessor, resulting in over 32,000 pounds of material savings annually. It uses at least 55% PCR resin. Foam was eliminated from the packaging, replaced by a fiber-based, double-tray design. When connected to certain displays, the Room Bar can automatically configure the brightness and latency of the display for natural video conferencing upon installation and turn the display on and off automatically, thereby saving energy.

Desk Phone 9800 Series

The Cisco Desk Phone 9800 series focuses on repairability, recycled content, packaging, and energy consumption.

93% of the product’s major components can be disassembled using common tools, which can improve the repair and recycling processes while extending material life cycles. It uses at least 74% PCR plastic resin.

Packaging also minimizes waste, using 100% recycled plastic bags or fiber-based alternatives, and eliminates unnecessary components such as plastic bags for cables, wipe cloths, and paper documents (except where legally required).

Energy consumption is another focus, with multiple power-saving modes to meet different customer needs. Deep sleep mode can reduce power required to 0.3 watts, potentially reducing greenhouse gas (GHG) emissions by over 40% annually during its use phase.

To help customers better understand and manage this, a sustainability dashboard reports real-time energy consumption and GHG emissions, enabling users to proactively manage and reduce their GHG emissions from use of the product.

View the Desk Phone 9871 Lifecycle Assessment summary here.

Nexus 9332D-H2R Switch

The Cisco Nexus 9332D-H2R is a high-performance, 32-port 400 Gigabit Ethernet deep-buffer switch. In addition to delivering industry-leading performance, the team incorporated features that support both circularity and efficiency. To help manage energy use, the switch features an 80PLUS Platinum-rated power supply unit, and customers can use the Nexus Dashboard to gain insights into power consumption.

The switch is built with 75% PCR content in non-commodity plastic parts and uses lightweighting techniques to reduce the amount of material used. The top cover was purposely designed to allow customers to easily access and upgrade the memory, which can extend the product’s use.

Emphasizing serviceability, key parts like fans and power supply units are modular, allowing for easy field replacement.

The packaging consists of corrugated parts with at least 25% PCR content and foam parts with at least 60% PCR content, while accessories use fiber-based bags. The team continues to iterate these sustainability features while protecting the product during shipment.

Looking ahead

Cisco achieved several sustainability goals in our 2025 fiscal year (FY), marking significant progress in our journey. Moving forward, we will focus on maintaining Circular Design Principles in 100% of new products and packaging in FY26.

As we continue pursuing a more circular business model, we’re also expanding the criteria of our Circular Design Principles by listening to our customers, employees, regulators, investors, and other stakeholders. We’re updating these Principles to keep raising our bar for integrating sustainability into our products — readying Cisco for the future. We intend to focus on recycled plastic and materials, removing hazardous materials, improving packaging, and making our evaluation criteria more product-specific, recognizing that Cisco’s product diversity means there’s no one-size-fits-all approach.

We intend to maintain the progress achieved to date, remain accountable, and seek additional opportunities to drive impact.

As always, we will share our progress in our Purpose Reporting Hub and Purpose Report.

1FY19 base year

View original content here.

WEBINAR | Data Centers in the AI Age: How To Up Reliability, Sustainability, and Scalable Innovation

DP World — Thu, 26 Mar 2026 09:00:00 -0400

April 2, 2026 | 12:00 pm (EST) | Register Now

AI workloads are fundamentally changing data center requirements. Organizations now need higher performance, faster deployment, and more resilient infrastructure while managing increasingly complex supply chains and compressed timelines.

The challenge extends beyond technical capacity. Data center teams need to coordinate across land acquisition, equipment logistics, power infrastructure, and cooling systems, all while balancing reliability requirements with environmental impact. Traditional fragmented, region-by-region approaches aren’t keeping pace with these demands.

This webinar explores how organizations are building data center strategies that can scale with AI demand. The focus is on moving from reactive, regional planning to integrated approaches that reduce deployment timelines and improve operational resilience.

You’ll learn:

How to balance speed and reliability to improve data center sustainability and financial performance
What’s changing in data center planning as AI workloads scale globally
How to simplify supply chains and deployment models
How to adapt to compressed timelines without sacrificing resilience

If you can’t tune in live, register anyway and we’ll send you the recording. Trouble registering? Try switching your browser and double check that cookies are enabled. If you are still having issues, please contact support@trellis.net.

How Nike Inspired a Green Chemistry Breakthrough

MilliporeSigma — Tue, 24 Mar 2026 10:30:00 -0400

Originally published on Fast Company

I’ve always found that inspiration can come from the most unexpected places. For me, one of those places was the printed pages of Fast Company. I used to read it cover to cover every month. It had this way of mixing business, creativity and innovation that made me stop and think, “How can we do something like this?” To me it was more than just a magazine: It was a monthly dose of possibility I could adapt and apply to our own work.

One particular issue featured a story about Nike and its approach to sustainability.

Continue reading on Fast Company

DP World’s Brittany Caskey on Keeping Supply Chains Moving in an Unpredictable World

DP World — Thu, 19 Mar 2026 09:00:00 -0400

Global supply chains are operating in an era where disruption is no longer occasional — it’s constant.

In her latest Forbes Business Council article, “Keeping Customers Moving When the World Doesn’t,” Brittany Caskey, Chief Commercial Officer for Logistics at DP World in the Americas, examines how companies can maintain reliability despite rising volatility across global trade.

From tariffs and cyberattacks to extreme weather and shifting trade routes, supply chain disruptions now contribute to an estimated $1.6 trillion in lost revenue each year. But for customers, the reason behind a delay matters far less than the outcome.

As Caskey explains, the real competitive advantage lies in shielding customers from disruption — ensuring goods continue to move even when conditions change.

Closing the Visibility Gap

Many supply chains still struggle with blind spots between key nodes such as ports, warehouses, and distribution hubs. These gaps often slow response times when disruptions occur.

Caskey notes that only 21% of supply chain leaders report having highly resilient networks with end-to-end visibility and real-time monitoring. Improving connectivity across suppliers, carriers, and logistics systems helps organizations respond faster and make better decisions when conditions shift.

Diversifying for Resilience

Recent geopolitical events have also exposed the risks of concentrating too much volume through a limited number of suppliers or routes.

Companies are increasingly moving from “just-in-time” to “just-in-case” strategies, building flexibility through diversified sourcing, multimodal transport options, and regionalized supply networks.

Combining Data and Human Expertise

Technology is playing an increasingly important role in strengthening supply chains. Predictive analytics and AI can analyze data from weather, port operations, and transportation networks to flag potential disruptions before they escalate. These tools help organizations move from reactive responses to proactive decision-making.

But Caskey emphasizes that resilience isn’t built on technology alone. Automation may streamline operations, but experienced teams remain essential for managing exceptions and maintaining customer trust when plans change.

Delivering Reliability in a Volatile World

Ultimately, supply chain resilience depends on collaboration across partners and shared accountability for risk.

As Caskey writes, supply chains don’t just move products — they move promises.

And in a world where disruption is inevitable, the companies that keep those promises will be the ones that stand apart.

Read Brittany Caskey’s full Forbes Business Council article.

Home Grown by Sysco Pilot Program Launches in 3 U.S. Regions, Locally Sourced Program Includes Parts of Canada

Sysco Corporation — Wed, 18 Mar 2026 12:00:00 -0400

Originally published on Sysco Newsroom

HOUSTON, March 18, 2026 /3BL/ – Sysco Corporation, the global leader in food distribution, has launched a pilot Home Grown by Sysco program dedicated to bringing locally sourced foods and artisan products to more customers and communities.

The Home Grown by Sysco program will make it easier for sales teams and customers to identify about 10,000 locally sourced products on the Sysco Shop website and mobile app. The pilot beginning February 24 includes the Great Lakes, Northeast and South Florida regions in the United States, as well as the Montreal site and British Columbia region in Canada. The goal is to expand the program across the United States within the next 12 months.

The program is a part of Sysco’s One Planet One Table assortment of sustainability related products and is critical to a newly launched sustainability strategy that seeks to bring locally sourced products to more tables around the world.

The pilot defines “locally sourced” as items that originate from a geographic area close to a Sysco distribution center, typically within the same state or province or a designated distance, depending on the site, product and applicable laws.

“Home Grown by Sysco’s expansion is a direct response to ever-growing customer demand for locally grown and raised products as well as artisan items,” said Lauren Contreras, director of sustainable food systems at Sysco.

Locally sourced products have long been available through Sysco, and the Great Lakes Region named their program Home Grown by Sysco in 2021. That name is now being adopted for the pilot program in the United States.

The Great Lakes Region branch of Home Grown by Sysco offers everything from specialty fish, chicken and cheese to artisan Bloody Mary mix.

“This is not only responsive to two-thirds of diners who say table-service restaurants must have locally sourced foods. This is about our commitment to small businesses – from independent restaurants to local suppliers – and the important role we play in their success and growth,” said Peter Peluso, Sysco’s Great Lakes Region president, who helped create the Home Grown by Sysco program.

The pilot program launching later in February will help Sysco improve software and identifiers to make the customer experience seamless and transparent prior to scaling it across North America.

“This program is a critical part of our recently launched sustainability strategy, which includes a commitment to building resilient supply chains and increasing product offerings from emerging suppliers,” Contreras said. “Such vibrant local supply chains are integral to our food system and play a crucial role in Securing the Future of Food for our customers and communities alike.”

About Sysco

Sysco is the global leader in selling, marketing and distributing food and related products to customers who prepare meals away from home. This includes restaurants, healthcare and educational facilities, lodging establishments, entertainment venues, and more. Sysco operates 339 distribution centers, in 10 countries, with 75,000 colleagues serving approximately 730,000 customer locations. The company generated sales of more than $81 billion in fiscal year 2025 that ended June 28, 2025.

As the world’s largest food-away-from-home distributor, Sysco offers customized supply chain solutions, bespoke specialty product offerings, and culinary support to drive customers to innovate and optimize their operations. We act as a trusted business partner to our customers, helping them grow through our industry-leading portfolio that includes fresh produce, premium proteins, specialty products, sustainably focused items, equipment and supplies, and innovative culinary solutions.

For more information, visit www.sysco.com. For important news and key information for Sysco investors, visit the Investor Relations section of the company’s website at investors.sysco.com.

Follow us:

https://www.linkedin.com/company/sysco/
https://www.instagram.com/syscofoodie/
https://www.facebook.com/SyscoFoods
https://x.com/Sysco

SYY-NEWS

For more information contact:

Media Contact

Ramit Plushnick-Masti

media@sysco.com

713-703-4898

How DP World Powers the Supply Chains Behind Global Data Centers

DP World — Tue, 17 Mar 2026 09:00:00 -0400

The Invisible Logistics Behind the Digital Economy

Artificial intelligence, cloud computing, and digital services are driving an unprecedented expansion of global data centers. Industry forecasts suggest investments in data center infrastructure could exceed $1 trillion over the next five years, transforming communities and industries alike.

But behind the racks of servers powering today’s digital economy lies something rarely discussed: the highly specialized logistics required to build, maintain, and operate these facilities.

Unlike traditional freight, data center equipment is sensitive, high-value, and often mission-critical. A delayed or mishandled shipment can impact uptime, disrupt services, and trigger costly operational risks.

That’s why logistics providers are playing an increasingly strategic role — managing everything from equipment assembly and inventory control to secure transport and on-site delivery.

DP World is helping meet this demand by delivering end-to-end logistics solutions tailored to the unique requirements of hyperscale data centers, from precision rack assembly to global spare-parts distribution.

DP World Case Study: Secure Server Rack Configuration

One of DP World’s most advanced data center logistics solutions supports a global technology company requiring high-spec server rack configuration and deployment.

The Challenge: Precision, Cleanliness and Global Integration

The customer required a secure facility capable of assembling server racks to strict server-grade standards, while integrating with its global rack configuration network.

Key requirements included:

A contamination-free environment meeting strict cleanliness standards
Custom rack builds tailored to client specifications
Integration with the customer’s global data center deployment model

This level of precision demanded more than traditional logistics — it required controlled manufacturing-style operations combined with supply chain execution.

DP World’s Solution: Cleanroom Rack Assembly and Secure Logistics

DP World designed and delivered a secure, cleanroom-enabled rack configuration solution built to meet the customer’s most stringent technical and security requirements.

Key capabilities included:

Cleanroom Rack Assembly: A purpose-built cleanroom facility was constructed with positive air pressure systems to prevent contamination during configuration.
End-to-End Rack Build Process: DP World delivered a full assembly workflow including:
- Inbound component management
- Rack kitting and cabling
- Quality control and validation
- Secure packaging and shipping
24/7 Secure Operations: The facility operates as a restricted-access environment with continuous monitoring, protecting high-value technology equipment throughout the process.

The Impact: A Global Benchmark for Rack Configuration

The operation quickly became the global benchmark for the customer’s rack configuration program, demonstrating how specialized logistics can support complex technology infrastructure.

Key results included:

75 custom server racks configured per week
1,000–1,500 racks built and shipped annually
The operational model replicated across additional global locations

By combining cleanroom manufacturing conditions with integrated logistics, DP World enabled the customer to scale operations while maintaining strict quality and security standards.

DP World Case Study: Managing Data Center Spare Parts at Global Scale

Maintaining uptime across hyperscale data centers also requires a sophisticated logistics model to manage thousands of components across multiple regions.

DP World partnered with a Fortune 100 technology company to transform its spare-parts logistics network into a single, integrated supply chain ecosystem.

The Challenge: Fragmented Inventory and Limited Visibility

The company was managing:

5,000+ unique part numbers
Equipment distributed across data centers in the U.S. and Europe
More than $2 billion in inventory

However, inventory and fulfillment were fragmented across multiple providers, limiting visibility and creating inconsistent service levels.

During equipment failures, teams often relied on reactive expediting, increasing costs while still risking downtime.

DP World’s Solution: Integrated Data Center Logistics

DP World implemented a comprehensive operating model designed to improve visibility, control, and responsiveness. Key components included:

Integrated Inventory Management: A centralized logistics environment unified thousands of SKUs, delivering full visibility across the global spare-parts network and tighter control over high-value inventory.
Precision Fulfillment and Re-Supply:
- Data center-specific kitting and order fulfillment
- Coordinated last-mile delivery to critical facilities
- Integrated repair and reverse logistics
- For mission-critical parts, hypercare delivery protocols were introduced, including serialized tracking, restricted-access handling, and documented room-level placement.
Multi-Regional Operations: Dedicated facilities in the United States and Europe enabled the company to expand across regions while maintaining standardized processes and consistent service levels.

DP World also provided in-plant logistics support at partner manufacturing sites, integrating production flows into the broader logistics network.

The Impact: Greater Control and Reduced Risk

The transformation delivered measurable operational improvements:

5,000+ SKUs integrated into a single logistics ecosystem
$2B+ in inventory managed with full visibility
Expanded operations across multiple regions
Reduced emergency shipments and improved response times

Most importantly, the new model strengthened chain-of-custody integrity for high-value technology components, reducing damage exposure and operational risk.

Supporting the Infrastructure Powering the Digital World

As global demand for computing power accelerates, logistics is becoming a critical enabler of the digital economy.

From precision rack assembly to global spare-parts management, data center supply chains require a level of coordination, security, and reliability far beyond traditional freight.

By combining secure handling environments, contract logistics expertise, and integrated supply chain orchestration, DP World is helping technology companies build and maintain the infrastructure powering the modern world.

Because when uptime matters, logistics becomes mission-critical.

Learn more about DP World’s Data Center Logistics Solutions.

Fairtrade Statement on Cocoa Market Collapse

Fairtrade America — Wed, 11 Mar 2026 11:35:00 -0400

March 11, 2026 /3BL/ - "The volatility in cocoa prices must end. Market prices are rapidly plunging towards levels that are known by all market actors to be unsustainable for cocoa farmers and their families.

"With many families reliant on cocoa as their primary source of income, the real-life impacts of declining cocoa prices could lead to less food on the table and poorer access to education, healthcare, and decent housing. Past progress on household income could also be eroded.

"Traders, chocolate, and retail businesses should work with governments and commit to long-term contracts with cooperatives and their members. Commitments and sustainability programs must recognize the human right to a living income and commit to supporting prices that contribute to a living income regardless of declines in market price.

"There is a fairer way of doing business that does not solely rely on price being established by supply and demand. Businesses and governments must choose to work together, some businesses already do, but many more must.

"Furthermore, Fairtrade encourages commercial partners ensure cocoa farmers receive, as a minimum, the Fairtrade Minimum Price that acts a safety net during market downturns allowing farmers to cover the cost of production, and the Fairtrade Premium that can be used to support social, economic, or environmental projects of their choice.

"We welcome the growing number of commercial partnerships with cooperatives in our Fairtrade Living Income Program."

DP World’s Morten Johansen: Why Capability — Not Geography — Will Define the Next Decade of Trade

DP World — Tue, 10 Mar 2026 09:00:00 -0400

Global supply chains are entering a new phase. In his latest Forbes Business Council article, “Why Capability—Not Geography—Will Define the Next Decade of Trade,” Morten Johansen, COO of DP World in the Americas, explains why the next era of trade will be shaped less by where production happens and more by the capabilities that support it.

As companies continue to rethink global supply chains amid geopolitical shifts, tariff uncertainty, and growing demand for resilience, nearshoring has emerged as a key strategy. But Johansen argues that simply moving production closer to end markets does not automatically solve supply chain challenges.

Nearshoring’s Next Phase

The initial promise of nearshoring was straightforward: shorter supply chains, faster delivery times, and lower transportation costs. Yet in practice, companies relocating production have often discovered that proximity alone cannot guarantee efficiency or reliability.

Without strong logistics networks, efficient customs systems, digital visibility, and skilled labor pools, nearshored operations can still face costly delays and bottlenecks.

This is why Johansen describes the next phase as “Nearshoring 2.0”—a shift toward building integrated supply chain ecosystems that prioritize capability alongside location.

Building Trade Ecosystems That Work

In the article, Johansen outlines the capabilities businesses should evaluate when choosing supply chain locations. These include:

Reliable infrastructure and multimodal transport connectivity
Efficient regulatory and customs frameworks
Digital tools that provide real-time supply chain visibility
Skilled workforces that support advanced logistics and manufacturing
Sustainable operations that reduce environmental impact

When these elements are aligned, supply chains become more resilient and adaptable—able to move goods, data, and capital seamlessly across borders.

Digitalization and Sustainability Shape Trade Decisions

Johansen also highlights how technology and sustainability are increasingly influencing where companies invest and build supply chains.

Digital platforms now allow businesses to monitor shipments in real time, predict disruptions, and optimize routes — capabilities that are quickly becoming essential in modern logistics.

At the same time, companies are placing greater emphasis on environmental performance, looking for partners and locations that support renewable energy use, lower emissions, and more sustainable logistics operations.

Capability Is the New Competitive Advantage

As Johansen explains, the next decade of global trade will not simply be defined by geography. Instead, companies that invest in capability-driven supply chain ecosystems —combining infrastructure, technology, sustainability, and talent — will be best positioned to compete in an increasingly complex global marketplace.

Read Morten Johansen’s full Forbes Business Council article

Research Shows Recyclability Now Top Feature in Packaging

ScottsMiracle-Gro — Mon, 9 Mar 2026 10:00:00 -0400

Research from McKinsey shows that recyclability is now the top feature people look for in packaging. Additionally, PWC found that 80% of consumers are willing to pay more for products that are made and sourced responsibly.

ScottsMiracle-Gro listens to consumers, so they developed a packaging line with O.M. Scott & Sons to fulfill this need. This paper packaging combines the quality consumers expect and achieves the 85% pulp recovery threshold for curbside recyclability.

Ray Severa recently spoke with Packaging World about how they are making this shift. He and Anne Marie Mohan discussed the practical side of sustainability and how they moved from an idea to a finished product that works for both the consumer and the planet.

Explore more in the slides below and listen to the full podcast here.

View original content here.

About ScottsMiracle-Gro
With approximately $3.4 billion in sales, the Company is the leading marketer of branded consumer lawn and garden products in North America. The Company’s brands are among the most recognized in the industry. The Company’s Scotts®, Miracle-Gro®, Ortho® and Tomcat® brands are market-leading in their categories. For additional information, visit us at www.scottsmiraclegro.com.

As Trade Volumes Rise, DP World’s Canada CEO Says the Real Fix Lies Inland

DP World — Thu, 5 Mar 2026 09:00:00 -0500

As Canada looks to diversify trade partners and reduce domestic trade barriers, supply chain strength is once again under the spotlight.

In a recent interview with Business in Vancouver, Douglas Smith, CEO of DP World in Canada, made a clear point: strengthening Canada’s trade network isn’t just about expanding ports — it’s about improving what happens beyond them.

“Supply chain is the chain. Fixing only one portion of it doesn’t make Canada better,” said Smith.

With the Port of Vancouver handling more than 85 million tonnes of cargo in the first half of 2025 — up nearly 13% year over year — pressure is mounting across the system. But the challenge isn’t simply about moving more ships through marine terminals. It’s about how efficiently cargo moves inland once it arrives.

The Mismatch Slowing Canada Down

One of the clearest signs of strain is container dwell time — the number of days a container sits at a terminal before leaving by truck or rail.

While ports may have the capacity to move large volumes, inland infrastructure often lags behind. That imbalance creates friction across the entire chain.

“That’s because the infrastructure in Canada is not matched to the infrastructure at the seaports. So, if I can move 10,000 containers a day inland, but inland can only take 2,000 containers a day, you are going to understand the bottleneck for rough numbers,” said Smith.

When containers sit longer than necessary, costs increase, exporters lose time to market, and supply chains become less predictable. In some cases, Canadian businesses move cargo across the border to access alternative routing options.

The takeaway: competitiveness depends on the entire network — not just the waterfront.

Why Inland Connectivity Is a Strategic Priority

Canada is entering a new phase of trade strategy. As global supply chains shift and geopolitical volatility becomes more common, the country is working to diversify trading partners and strengthen domestic east-west corridors.

That effort requires more than strong marine gateways.

Strategically positioned inland logistics hubs, short-sea shipping corridors, improved rail alignment, and targeted infrastructure upgrades can help clear terminal footprints faster and reposition equipment closer to exporters. These investments don’t always need to be massive.

“Minor investment across the infrastructure and the supply chain across Canada could unlock massive capability,” said Smith.

The opportunity isn’t about isolated megaprojects — it’s about coordinated improvements that increase overall system velocity.

A More Sustainable Way to Move Trade

There’s also a sustainability dimension to this conversation.

Operational sustainability isn’t only about electrification and renewable energy at ports. It’s also about reducing friction across the system.

When dwell times extend, equipment cycles increase, trucks idle longer, and inefficiencies compound. Improving inland capacity helps reduce unnecessary movements, streamline cargo flow, and lower emissions intensity across the network.

In short: better connectivity supports both economic resilience and environmental performance.

And while current trade tensions may create uncertainty, Smith takes a long-term view.

“But the world still needs supply, the world still needs goods. So, it's up to players like us in this industry to make sure we keep that stability. We recognize that opportunity is coming and we prepare for it,” he said.

As Canada prepares for future trade growth, the conversation is expanding beyond port expansions to something broader: building a better-connected inland network that strengthens the entire chain.

To read Doug Smith’s full interview in Business in Vancouver, click here.

DP World Introduces Chile’s First Fully Electric Reach Stacker at Lirquén

DP World — Tue, 3 Mar 2026 09:00:00 -0500

DP World has placed Chile’s first fully electric container Reach Stacker into operation at its multipurpose terminal in Lirquén Port — a move that will eliminate approximately 60,000 liters of diesel annually, equivalent to preventing around 160,000 kilograms of CO₂ emissions each year.

The milestone marks a significant step forward in decarbonizing heavy-duty port equipment — a category traditionally reliant on diesel due to its size, power demands, and lifting capacity.

Reach Stackers — specialized cranes used to lift and stack shipping containers — have historically been difficult to electrify. But advances in battery autonomy and fast-charging systems have now made it possible to power equipment of this scale efficiently and reliably.

The new SANY SRSC45E3 model features a telescopic boom capable of lifting up to 45 tons, modernizing Chile’s port equipment fleet while strengthening renewable-powered operations.

Eliminating Diesel Through Next-Generation Battery Technology

Electrifying heavy port machinery was once constrained by battery limitations. Older lead-acid systems required extended charging times — often sidelining equipment for an entire shift — or cumbersome battery swaps that were impractical given the size and weight of industrial units.

Today, modern lithium-ion batteries have transformed what is possible.

The new Reach Stacker features a fast-charging system that allows rapid recharging and opportunity for charging during downtime or shift changes. This eliminates the need for battery swaps while maintaining operational continuity and productivity.

By replacing diesel combustion with renewable-powered electricity, the unit not only reduces emissions but also operates more quietly — lowering noise pollution within the terminal and surrounding community.

Importantly, the 60,000 liters of diesel savings and 160,000 kilograms of avoided CO₂ refer to just one unit. As additional diesel-powered equipment is replaced over time, emissions reductions will continue to scale.

Powered by 100% Renewable Energy in Chile

The Reach Stacker operates exclusively on certified renewable electricity. All DP World operations in Chile are powered by 100% renewable energy sourced from hydroelectric plants.

In 2021, Chilean energy company Colbun recognized DP World as the first port operator in South America to receive renewable energy certification — laying the foundation for equipment electrification across its terminals.

To support this transition, DP World carried out electrical infrastructure upgrades at Lirquén, including enhancements to one of its substations to ensure sufficient on-site charging capacity for heavy-duty electric machinery. These upgrades align with the company’s long-term investment strategy to further modernize and decarbonize operations.

Building on Sustainable Logistics Leadership in Chile

The launch builds on DP World’s broader sustainability efforts across Chile’s logistics network.

At its San Antonio terminal, DP World has supported Chile’s electric mobility transition by facilitating the arrival of hundreds of electric buses — including one of the largest electric bus shipments in the country’s history.

At Lirquén, DP World has also handled major renewable energy cargo operations, including the unloading of some of the largest wind turbine components ever managed at the terminal, supporting the country’s expanding clean energy infrastructure.

Together, these initiatives reflect a consistent strategy: integrating sustainability not only into cargo handling and logistics operations, but into the very equipment that powers port activity.

Advancing Port Decarbonization at Scale

The commissioning of Chile’s first electric Reach Stacker signals a new phase in port modernization aligned with DP World’s global decarbonization goals.

As battery technologies continue to evolve and supporting infrastructure expands, electrification is becoming increasingly viable for heavy-duty applications once considered out of reach. Ports — as critical nodes in global supply chains — have a central role to play in reducing emissions across trade networks.

By eliminating 60,000 liters of diesel and preventing 160,000 kilograms of CO₂ annually with this first unit alone, DP World is demonstrating how trade infrastructure can evolve to meet both economic and environmental objectives.

From enabling electric mobility to handling renewable energy infrastructure and now electrifying core port machinery, DP World is helping power Chile’s transition toward cleaner, more sustainable trade.

Learn more about DP World’s “Our World, Our Future” global sustainability work.

The Tire Industry Project Publishes Comprehensive Guide To End-of-Life Tire Management With End-of-Life Tire Toolkit 2.0

Tire Industry Project — Tue, 3 Mar 2026 09:00:00 -0500

GENEVA, March 3, 2026 /3BL/ - The Tire Industry Project (TIP) announced today the release of the End-of-Life Tire Toolkit 2.0, a comprehensive, practical guide to implementing more sustainable end-of-life tire (ELT) management systems, reducing waste and fostering circularity within the sector worldwide.

The latest Toolkit outlines approaches for developing resilient, transparent and effective ELT management systems amid diverse regulatory and market conditions. It is designed for policymakers, industry associations and tire manufacturers, while also offering valuable insights to the sector's recyclers, recovery operators, retailers, researchers and civil society organizations. Building on the first edition published in 2021, this Toolkit is the only known consolidation of the latest knowledge, real-world case studies and insights from ELT experts on the evolving challenges and opportunities across the ELT value chain.

Globally, more than one billion tires reach the end of their usable life every year. While ELTs and their materials represent a valuable resource for the circular economy, management systems remain highly fragmented, with uneven collection, recovery and recycling outcomes across regions.

The latest Toolkit builds on years of work by TIP and its member companies as well as the collective effort of experts from organizations across the tire value chain who are committed to circularity. It offers an array of tools for assessing existing systems, identifying gaps and implementing improvements, including:

Maturity assessment tools: Step-by-step frameworks to evaluate the effectiveness of ELT management systems across key stages in the ELT process.
Concrete examples: Case studies of ELT management systems from nine countries, illustrating a range of regulatory approaches and system maturities.
Practical guidance for improvement: Action-oriented recommendations tailored to core audiences, covering the full ELT value chain from collection and sorting to processing and management.

The Toolkit also supports progress toward UN Sustainable Development Goals (SDGs) including improved resource efficiency in consumption and production (8.4), the sustainable management and use of natural resources (12.2) and substantially reducing waste generation (12.5).

“Effective ELT management is both an environmental imperative and a source of long-term value creation,” said Tania Paratian, Director of Action and Engagement at TIP. “We developed the ELT Toolkit 2.0 to offer stakeholders, no matter where they are in the world or in their ELT management journey, a strong practical foundation for building their sustainability efforts. The initiative supports our commitment to advancing more sustainable ELT management worldwide, guided by the Sustainable Development Goals.”

-ENDS-

xxxx- Notes to Editors -xxxx

About TIP 

Formed in 2005, the Tire Industry Project (TIP) is a voluntary CEO-driven initiative with a mission to anticipate, understand and address global environmental, social and governance (ESG) issues relevant to the tire industry and its value chain. 

TIP acts by commissioning independent research of the highest standards, collaborating on sectoral solutions and engaging with external stakeholders.  

TIP is part of the World Business Council for Sustainable Development (WBCSD), bringing together 10 leading tire companies that represent more than 60% of the world’s tire manufacturing capacity.  

In 2025, TIP marked its 20th anniversary—a milestone that reflects its long-term commitment to advancing scientific knowledge and fostering collective industry action to improve sustainability across the tire value chain. 

For more information, visit The Tire Industry Project. 

From Waste Into Worth: How Trane Technologies’ Tiffany Waymer Drives Circularity Through Scrap

Trane Technologies — Fri, 27 Feb 2026 07:30:00 -0500

For Materials Engineer Tiffany Waymer, sustainability is all about working smarter with what you already have – from how aluminum is recycled to how engineering talent is valued. Her work shows what circularity looks like in practice.

Not blowing things up: What a materials engineer really does

If you picture a materials engineer as someone lighting things on fire in a lab, Tiffany is quick to reset your expectations. “No, I don’t go around blowing things up. Though back in my day, as my son would say, I did start out in a test lab doing grad research on decoys for heat-seeking missiles for the Navy.”

Today, Tiffany is a trained metallurgist at Trane Technologies, working across teams and facilities to solve complex manufacturing and sustainability challenges using the materials already in play. “Last week, for example, I was in a scrap yard, looking at what most people would call waste. I was trying to understand, based on the scrap metals coming in, how much can we reclaim and can we get any value out of it?”

Innovating from the inside out: Working with what you’ve got

Tiffany didn’t always plan to become a metallurgist. In high school, she thought she’d be a chemical engineer. Then, she took an introductory engineering course at Purdue.

“My professor had a big influence on me. He made me realize that you could actually alter how a material performs at an atomic level by changing the chemical composition. I thought that was pretty cool.”

That curiosity helped shape her career and the way she approaches problem solving. “I don’t think about materials as fixed,” Tiffany explains. “I think about the problem and how we can use existing materials to solve it better.” At Trane Technologies, it’s this mindset that informs how materials are selected, tested and pushed further to support sustainability without sacrificing performance.

Sustainability as a team sport: “We’re not in this world by ourselves”

Despite the positive strides Trane Technologies is making for the planet, Tiffany acknowledges that sustainability doesn’t work in silos. “We’re not in this world by ourselves,” she says. “You can do this sustainable thing over in a corner, but what kind of impact is that?”

For her, the answer lies in working alongside other innovators through groups like the World Business Council for Sustainable Development, where companies pool knowledge and push progress together. “Through the WBCSD, you find the other companies who are like-minded innovators. They may not be using the same alloys, but they're trying to make the same impact. And, they understand that we have a responsibility to the environment and to be a good neighbor.”

Closed-loop recycling: Giving new life to old materials

That same belief in collective action carries into Tiffany’s work inside Trane Technologies, where global commitments are translated into concrete engineering decisions. “I get to support the Gigaton Challenge directly, from a sustainable and circular approach,” Tiffany explains.

Learn more about the Gigaton Challenge and how we’re helping our customers reduce 1 gigaton of greenhouse gas emissions by 2030.

One of the circularity projects Tiffany is proudest of is a closed-loop aluminum recycling pilot, launched in 2022. “Instead of selling scrap into the open market, we’re returning it directly to suppliers to be remelted into high-quality raw material that we can use again.”

Tiffany and her team zeroed in on aluminium, which is notoriously energy hungry. In fact, smelting aluminium accounts for around 4% of global electricity consumption. “We started with aluminum because it’s about 95% more energy-intensive to use virgin aluminum than recycled content, so it was low-hanging fruit.”

What began as a tightly controlled pilot, focused on a single aluminum alloy at one manufacturing site with one supplier, has since expanded to include copper and steel, six manufacturing sites, two scrap vendors and five suppliers.

For Tiffany, circularity is about how systems recognize and reuse value that already exist – and this doesn’t just extend to materials. In fact, this same principle shows up in how Trane Technologies thinks about its people.

Relaunching a career after a gap: Reclaiming valuable experience

Tiffany’s career path hasn’t been linear, and she’s grateful for the opportunities Trane Technologies gave her after a break in her career.

“My journey really has been a journey,” she says. “I had my son and prioritized my husband’s career advancement, so I stepped away from work for a while.”

When she was ready to return, she didn’t start from scratch. Instead, she stepped into a role where her experience was recognized and respected.

Tiffany initially applied for a few direct roles, but her mentors encouraged her to think bigger. “They told me, ‘You’ve done the floor work. You’ve done manufacturing. You already have that skill set. Do something more in line with what you actually want to do.’”

After time away, her confidence had taken a knock. “It had been a long time, and I was doubting myself a little. But I trusted the people who knew me and who knew the company. So, I went for it and here I am.”

For Tiffany, that return reflects something broader about the culture at Trane Technologies.

Solving challenges through circular design and firm fundamentals

The same circular design discipline carries through Tiffany’s day-to-day work. Rather than defaulting to new solutions, she starts by understanding what already exists, where value is being lost and what constraints matter. That means defining the problem clearly, working within real-world limits and designing solutions that preserve performance, economics and long-term impact.

“When I can solve a problem for someone that’s been bugging them, that’s the bee’s knees,” she says. “That and connecting two pieces to find an answer. At the end of the day, that’s who I am. I’m an engineer and a problem solver.”

Whether she’s working with design teams, suppliers or factory operators, that mindset shapes how she approaches challenges, and it’s something she advises budding engineers to adopt, too. “You really need to focus on the fundamentals. Learn how to think as an engineer. Define the problem first. Because if you don’t have the right problem defined, your solution isn’t going to be right either.”

Learn more about our circularity strategy.

Explore careers at Trane Technologies that make an impact.

U.S. Food Waste Pact Report Shows Less Food Being Wasted in Retail and Foodservice Sectors

World Wildlife Fund — Wed, 25 Feb 2026 10:10:00 -0500

February 25, 2026 /3BL/ - A new report from the U.S. Food Waste Pact (Pact), a collaborative initiative of 30 food businesses across the country led by nonprofits ReFED and World Wildlife Fund, shows reductions in the amount of food being wasted nationwide by grocery retail and foodservice companies in 2024 compared to 2023. The results are good news for the food system, as it tries to address its 60-million-ton food waste problem.

This is the second year that Pact signatories have reported these data, with 2023 results serving as the inaugural benchmark for food waste in these sectors. Unsold food rates, the metric that most accurately reflects waste reduction in the retail sector, decreased by 1.1% from 2023 to 2024, despite an increase in tons wasted. This means that while market fluctuations and business performance across the retail sector resulted in more food passing through grocery stores, food waste still decreased based on the share of retail inventory that went unsold. The food efficiency rate, the metric that most accurately reflects waste reduction in the foodservice sector, decreased by 5.7% from 2023 to 2024, which was accompanied by a 4,000 ton reduction in waste and a $15.9 million decrease in the wholesale cost of surplus food.

“Being able to measure these kinds of trends is a core reason for why we launched the U.S. Food Waste Pact over two years ago,” Jackie Suggitt, vice president of business initiatives & community engagement at ReFED said. “Measuring food waste is critical to making progress to reduce it. This kind of data allows our signatories and food businesses across the country to take informed and targeted action against food waste.”

In addition to these downward trends in retail and foodservice, the report shares that Pact pilot projects to test and scale solutions to food waste resulted in significant reductions. To date, these pilots have demonstrated food waste reduction averaging more than 50%, including:

Across four pilots, frontline workers have generated 750+ food waste reduction ideas and have implemented over ten ideas, resulting in an average food waste reduction of 66%.
One whole chain pilot from 2025 that tested a solution to utilize more strawberries in the foodservice sector reduced on-farm strawberry waste by 51%.
The Pact’s first low-waste events pilot implementing measurement practices and testing several solutions to back-of-house waste reduced 55% of food waste in key food categories across participating sites.

“Our pilots show impressive proof of concept that, if brought to scale, could have staggering impacts on food waste,” Pete Pearson, vice president of food loss and waste at World Wildlife Fund says. “It points to the need for more collaboration across the supply chain to leverage simple solutions with high returns.”

“Being a part of the U.S. Food Waste Pact has been incredibly valuable for ALDI,” says Emily Wiora, sustainability director at ALDI US. “As a founding signatory, collaborating openly with our peers has accelerated our progress and provided insights that we excitedly share with fellow signatories. As the Pact grows, so does its impact on reducing food waste nationwide. Together, we are making meaningful strides in food waste diversion and reduction, and we take pride in being part of the retail cohort that established the national benchmark for food waste in our industry.”

A total of 14 food businesses and organizations joined the Pact in 2025, nearly doubling the initiative’s signatory base. Organically Grown Company and Midwest Foods established a food distribution cohort for the Pact, and CAVA, Starbucks, and Wawa tripled the quick-service restaurant cohort. Hilton was the Pact’s first hospitality signatory, and at the end of the year, the American Hotel & Lodging Association joined as a coalition signatory, a partner that can reach many organizations. Trade associations Western Growers Association and the International Fresh Produce Association helped the Pact establish a presence in the producer sector, and FMI—The Food Industry Association’s joining marked a critical milestone for the Pact because the association touches every corner of the food system. These signatories and more have expanded the Pact’s work across the entire supply chain, allowing for more collaboration to accelerate impact.

“This was a landmark year for the U.S. Food Waste Pact,” says Dana Gunders, president of ReFED. “Our signatories are deeply invested in learning from each other, and the impact of that shared knowledge shows. Whether on a micro scale through pilots or on a macro scale through their own business initiatives, they are taking data-informed action to reduce food waste, and their collaboration is accelerating progress on that shared goal. We’re excited to deepen our engagement with signatories this year as we focus on expanding our resources and scaling solution adoption.”

The signatories of the U.S. Food Waste Pact are retailers Albertsons Companies, Ahold Delhaize USA, ALDI US, Amazon Fresh, Kroger, New Seasons Market, Raley’s, Sprouts Farmers Market, Walmart Inc., and Whole Foods Market; manufacturers Bob’s Red Mill, Del Monte Fresh Produce Company, and Lamb Weston, Inc.; coalition signatories Health Care Without Harm and R&DE Stanford Food Institute; trade associations the American Hotel & Lodging Association, FMI—The Food Industry Association, the International Fresh Produce Association, and Western Growers Association; foodservice signatories Aramark, Compass Group USA, ISS Guckenheimer, and Sodexo USA; quick-service restaurants CAVA, Chick-fil-A, Starbucks, and Wawa; hospitality signatory Hilton; and distributors Organically Grown Company and Midwest Foods.

About the U.S. Food Waste Pact

The U.S. Food Waste Pact is a national voluntary agreement that uses the “Target, Measure, Act” framework to reduce food waste across the supply chain. The Pact works with waste-generating food businesses and organizations to collect and analyze data about food waste in their operations, share best practices through precompetitive working groups, and test and scale solutions through intervention projects. The Pact is an initiative led by nonprofits ReFED and the World Wildlife Fund. For more information about the U.S. Food Waste Pact, visit http://usfoodwastepact.org/.

About ReFED

ReFED is a U.S.-based nonprofit that partners with food businesses, funders, solution providers, policymakers, and more to solve food waste. Its vision is a sustainable, resilient, and inclusive food system that makes the best use of the food we grow. The organization serves as the definitive source for food waste data, providing the most comprehensive analysis of the food waste problem and solutions to address it. Through its tools and resources, in-person and virtual convenings, and services tailored to help businesses, funders, and solution providers scale their impact, ReFED works to increase adoption of food waste solutions across the supply chain. To learn more about ReFED and solutions to reduce food waste, please visit www.refed.org.

About World Wildlife Fund

WWF is one of the world’s leading conservation organizations, working for 60 years in nearly 100 countries to help people and nature thrive. With the support of 1 million members in the United States and more than 5 million members worldwide, WWF is dedicated to delivering science-based solutions to preserve the diversity and abundance of life on Earth, halt the degradation of the environment, and combat the climate crisis.

Media Contacts:

Nate Clark, ReFED
nate.clark@refed.org
Susan McCarthy, WWF
susan.mccarthy@wwfus.org

From Warehouse to Wrist: How DP World Powers the Wearable Tech Supply Chain

DP World — Tue, 24 Feb 2026 09:00:00 -0500

Wearable technology has become part of everyday life — tracking health, enabling connectivity, and moving seamlessly with people wherever they go. Behind that convenience is a supply chain that must move at scale, speed, and with precision.

In 2025, DP World moved 1.9 million wearable technology units through its global fulfillment network, managing every stage of the device lifecycle — from warehousing and order fulfillment to returns, refurbishment, and redeployment. This end-to-end approach helps brands keep products in circulation longer while meeting rising consumer expectations for fast, reliable delivery.

Across the Americas, DP World’s integrated logistics services support technology supply chains with flexible warehousing, value-added services, and regional connectivity that keeps products moving efficiently from distribution centers to customers’ wrists.

Watch the video to see how DP World powers the wearable technology supply chains people rely on every day.

Learn more about DP World’s technology logistics solutions.

Carton Recycling Access Expands to 2.5 Million New U.S. Households in 2025

Tetra Pak — Thu, 19 Feb 2026 17:15:00 -0500

DENTON, Texas, February 19, 2026 /3BL/ - The Carton Council today announced continued growth in carton recycling access across the United States. In 2025, nearly 2.5 million additional households gained the ability to recycle food and beverage cartons, a figure that represents approximately 1.5% of all American households:

Household growth in 2025 (net): 2,464,653
2025 year-end access: 63%
Recycling programs that include cartons (by household): 86%

Carton recycling access is tracked through an independent third-party that measures whether households have a local recycling program that includes cartons. Today, 63% of U.S. households have access to carton recycling programs – up from 18% in 2009 when the Carton Council was founded. Residents can transparently view recycling access using the Carton Council’s address locator tool.

“Real-world recycling begins with household access,” said Jordan Fengel, Executive Director of the Carton Council. “Before a material can be sorted and recycled, residents must be able to place cartons in the recovery stream. This growth reflects direct collaboration with communities, recyclers, and policymakers to strengthen the recycling system.”

The Recycling Partnership has indicated that approximately 73% of U.S. households have access to recycling services. The Carton Council’s data indicates cartons are accepted in the vast majority of programs (86% by household), demonstrating broad compatibility with existing collection systems.

Diverse Community Partnerships Drive 2025 Growth

Because many regions already offer recycling services, recent progress increasingly comes from targeted improvements that are aligned with local capacity and existing infrastructure. Several 2025 additions illustrate this range of approaches:

Austin, Texas
An expanded MRF partnership added carton access for approximately 500,000 households and created a foundation for future expansion into nearby communities.
Marion County, Florida
Targeted outreach supported the implementation of county-wide drop-off recycling, bringing access to about 127,000 households.
Robeson County, North Carolina
Updated program guidance provides roughly 35,000 households with county-wide drop-off recycling.
Cedar Falls, Iowa
Coordination with municipal staff established city-wide drop-off access for approximately 16,000 households.
Titusville, Florida
A curbside recycling program update added cartons to accepted materials for about 21,000 households.
Oregon – Statewide
With packaging extended producer responsibility (EPR) now active in Oregon, better aligned collection lists led to 627,000 households gaining access to carton recycling (38% increase).

“At this stage, progress happens one program at a time,” said Jason Pelz, Vice President of Recycling at the Carton Council. “We’re working directly with local governments and material recovery facilities to update accepted material lists, optimize sortation, and ensure cartons enter recycling streams. Each community addition strengthens supply for established and emerging recycling end markets.”

Access remains the entry point that enables the rest of the system to function. The 2025 increase reflects continued coordinated growth across collection programs, sorting facilities, and recyclers – demonstrating steady, measurable improvement in real-world recycling infrastructure.

Photo Caption: Recovered cartons at a U.S. tissue mill are recycled into new paper products.

###

About the Carton Council
The Carton Council is composed of four leading carton manufacturers, Elopak, Novolex, SIG and Tetra Pak. Formed in 2009, the Carton Council works to deliver long-term collaborative solutions to divert valuable cartons from the landfill. Cartons are commonly used to package products like milk, broth, soup, juice and other beverages. When recycled, they can be transformed into premium building materials or new paper products, contributing to a circular economy.

Through a united effort, the Carton Council is committed to building a sustainable infrastructure for carton recycling in the U.S. and Canada and works toward its goals of adding access to carton recycling, as well as increasing recycling rates. For more information, visit recyclecartons.com.

Contact:
Brendon Holland Communications Manager
brendon.holland@cartoncouncil.org
940-999-7221