Reinventing the wheel is never an easy task, particularly for an operator with a century of history. And while traditional values at The Weeks Lerman Group still prevail, the new leadership at the group –now not part of what has long been a family business – is pursuing a slightly different approach. VP and COO Robert Paar issues a firm call to action, inviting companies from across the business supplies space to come forward and partner with Weeks Lerman. Its hybrid and outsourcing model, Paar says, will increase volume and efficiencies, and be beneficial for all parties.
Andy Braithwaite +33 4 32 62 71 07 andy.braithwaite@opi.net
Assistant Editor
Kate Davies kate.davies@opi.net
Workplace360 Editor
Michelle Sturman
michelle.sturman@workplace360.co.uk
Freelance Contributor
David Holes david.holes@opi.net
SALES & MARKETING
Chief Commercial Officer
Jade Wilson +44 7369 232590 jade.wilson@opi.net
Head of Media Sales
Chris Turness +44 7872 684746 chris.turness@opi.net
Commercial Development Manager Chris Armstrong chris.armstrong@opi.net
Digital Marketing Manager Aurora Enghis aurora.enghis@opi.net
EVENTS
Events Manager
Lisa Haywood events@opi.net
PRODUCTION & FINANCE
Head of Creative
Joel Mitchell
joel.mitchell@opi.net
Finance & Operations
Kelly Hilleard
kelly.hilleard@opi.net
PUBLISHERS
CEO Steve Hilleard +44 7799 891000 steve.hilleard@opi.net
Director
Janet Bell
+44 7771 658130 janet.bell@opi.net
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More than a trend
Following our Green Thinking special issue last December and the fantastic feedback and input we received at the time, we decided to revisit the sustainability topic. As my colleague Kate Davies aptly says in our Category Update where we ask vendors for their take on their specific efforts, sustainability has become ‘More than a trend’ (page 26)
There is a broad range of concepts to explore – and get right. Legislation and standards, how to comply and keep up is definitely one of them, as both PBS Network ’ s Anette Kerstin Günther and Essity Professional Hygiene's Reneé Remijnse emphasise (pages 36 and 58, respectively)
An exit of [evo’s] private equity owner Endless had long been on the cards
Raising awareness and offering solutions to customers – at an acceptable price point, crucially – are equally important. Three US entities – a vendor, a dealer and a redistributor – highlight growing demand for climate action in a market that has historically been lagging behind, certainly compared to its European counterparts (pages 32, 34 and 42). In this part of the world too, sustainability is becoming more than a trend.
Also US-focused is this issue’s Big Interview (page 16). We haven’t featured Weeks Lerman in considerable depth for almost a decade – it’s not a dealership which openly broadcasts details of its strategic moves. So it was all the more enjoyable to chat to Robert Paar and hear of the company’s succession success a couple of years ago –and of its ambitious plans ahead. A new ‘partnership’ era has begun.
On the topic of ‘new era’, just as we went to press with OPI, news emerged of Andrew Gale’s MBO moves at the UK’s evo Group (page 6). An exit of private equity owner Endless had long been on the cards – and was increasingly talked about after 16 years ‘in charge’. What occurred appears to be the proverbial ‘win-win’ for all concerned.
Gale has unquestionably proved his mettle over the past few years, considerably improving the multichannel operator’s financial performance. Indeed, he did such a good job that he recently won the Business Leader of the Year award at the 2025 European Office Products Awards (EOPA) which were held during the OPI Partnership event in Amsterdam from 10-12 March (pages 50 and 48, respectively). Many congratulations to all the EOPA winners!
HEIKE DIECKMANN, EDITOR
Gale leads evo MBO
UK multichannel operator evo Group has been acquired in a management buyout (MBO) led by CEO Andrew Gale. The transaction has been made possible by a £93 million ($120 million) refinancing package with existing lending partners Leumi and Close Brothers.
It means the exit of longtime evo private equity owner Endless which purchased the company – previously known as Vasanta – in 2009.
Since then, it would be fair to say, there have been some ups and downs at the Yorkshire-based group. Nevertheless, taking a look at the bigger picture, Endless has supported several major acquisitions, including office2office (2014), Premier Vanguard (2019) and Complete Business Solutions (2023).
In addition, the Staples.co.uk licence and Staples corporate book of business were purchased in 2020
while the 5 Star brand was added to the fold last year following the break-up of OT Group.
Today, evo – which employs around 2,000 staff – comprises six different brands and generates more than £500 million in annual sales. Its most recently published accounts were for 2023 when revenue stood at £505 million, but it has been the turnaround on the bottom line over the past couple of years that has acted as a catalyst for the MBO to take place.
In 2023, reported EBITDA was up by 50% year on year to £15.1 million, with the underlying figure doubling to more than £20 million. The 2024 results have not yet been published, but the year was described as another “record” one in terms of EBITDA.
“From day one as CEO, the goal was to materially transform the trading results of evo and enable an exit for Endless,” stated Gale, who described
the now-former owner as a “fantastic investor”. He called out the “steady and resolute” support of Endless Managing Partner Garry Wilson over the years and, more recently, the role of the firm’s Director David Isaacs who, said Gale, “deserves great credit for both challenging and supporting me”.
Referring to the “major strides” made by evo since he took over, Gale expressed his excitement about the future. “This refinancing and transaction unlocked the opportunity for evo to take on fresh investment to support our ambitions in terms of product and geographical expansion, all within a balanced multisales channel model,” he stated.
It has been confirmed that Gale –who has also just won the Business Leader of the Year award at this year’s European Office Products Awards (see Event, page 50) – will remain as CEO. He will be supported by CFO Jonathan Maxted and the existing management team.
ALSO completes Westcoast transaction
ALSO has said it is now the largest technology provider in Europe following the closing of its acquisition of Westcoast’s operations in the UK, Ireland and France in early March.
Citing a “record-fast completion” following merger clearance from the competition authorities at the end of February, ALSO confirmed its financials have been consolidated with those of Westcoast from 1 March 2025. The expanded entity will now have annual revenue of more than €15 billion ($16.2 billion).
The reseller said its purchase price of Westcoast corresponded to an EBITDA multiple of approximately six. This suggests it paid around €450 million for the UK-based firm. About a quarter of the total was paid in shares, meaning Westcoast founder Joe Hemani is now a major shareholder in ALSO.
Andrew Gale
Clem Restaino to retire
Zebra Pen Corporation
President Clem Restaino (pictured) is to retire after 43 years with the company. He was instrumental in setting up the business in the US in the 1980s and became President in 2002. Restaino will be succeeded by the firm’s VP of Finance for the past 15 years, Joe Marcello.
BradyPLUS appoints COO
Jan/san distribution giant BradyPLUS has appointed Carlos Rodriguez as its COO. The experienced supply chain and logistics executive spent 13 years at Office Depot Inc between 1999-2012.
Burgett joins OMNIA Partners
Former Office Depot, Essendant and Blaisdell’s exec Tim Burgett has joined US group purchasing giant OMNIA Partners. His role as Managing Director of Channel Partnerships is a new one at the organisation.
New CEO at Epson
Print OEM Epson has named Junkichi Yoshida as its new CEO, effective 1 April 2025. Yoshida joined the business in 1988 and was most recently COO of its Printing Solutions division.
Nestlé Professional makes beverages appointment
Workplace coffee vendor
Nestlé Professional has appointed Joe Aouad as Global Head of its Professional Beverages division. Aouad has been with the company since 1996 and was most recently Business Executive Officer for its Middle East and North Africa region.
ACCO eyeing more acquisitions
ACCO Brands has said it is “actively pursuing” acquisitions as it looks to return to a growth trajectory. The vendor has already purchased New Zealand-based ergonomic furniture supplier Buro Seating this year (see News, OPI March 2025, page 7) and more deals could be on the cards.
“We are actively exploring acquisition-based growth opportunities,” commented CEO Tom Tedford on the company’s quarterly earnings conference call in late February.
Tedford said ACCO would take a “disciplined” and “prudent” approach to M&A as it keeps a close eye on its debt leverage ratio. This suggests bolt-on acquisitions in core or adjacent categories rather than a transformative – and expensive – deal such as the one for gaming console supplier PowerA in 2020.
Inorganic growth has moved up the agenda at ACCO as it continues to suffer from volume declines in many traditional OP categories. This was particularly evident in its Americas region last year where comparable revenue fell by more than 10% versus 2023 – although this was partly due to lower-margin business exits in the US.
In early 2024, the vendor announced a multiyear restructuring and cost reduction programme aimed at achieving annualised savings of $60 million. Citing continued macroeconomic uncertainties, ACCO has increased its savings target to $100 million by the end of 2026.
For more on ACCO’s 2024 performance and strategy, tune into a recent OPI Talk podcast with Tom Tedford at www.opi.net/podcast
Revenue milestone for Lomax
Annual sales at Denmark’s Lomax exceeded the DKK1 billion ($146 million) mark for the first time in 2024. The achievement represents a doubling of the company’s top line since 2018.
More than 90% of sales are derived from its e-commerce platform and the reseller has consistently invested in its digital capabilities over the past few years. This fact was recognised by industry peers as Lomax took home the Online Reseller of the Year prize at this year’s European Office Products Awards (see Event, page 50)
Apax ups ECI stake
Apax Funds has increased its investment in ECI Software Solutions. The private equity firm acquired ECI in 2017 before selling a majority holding to LGP in 2020. The deal will see it become a co-control owner of ECI alongside LGP. In addition, the transaction includes a “substantial new investment” by a third private equity partner, GIC.
Since Apax’s initial involvement in 2017, ECI has made 27 acquisitions in the manufacturing, building supplies, distribution and office technology segments. During this time, ECI’s organic growth has “accelerated meaningfully” while EBITDA has increased fivefold, according to Apax Partner Jason Wright. ECI CEO Trevor Gruenewald said Apax’s upped investment would enable the company to continue its growth trajectory by “expanding our presence in key verticals where we already excel and accelerating our M&A strategy to enter new areas”. Meanwhile, there have been several executive announcements at the technology provider:
• Brian Bowerfind, already President of Distribution and NET1 Payments, now has added responsibility for the company’s Lumber, Building Materials and Hardlines (LBMH) division.
• Wade Hogg has been promoted to SVP of Global Sales for LBMH, Distribution and NET1 Payments.
• Chris Fisher is the new Global VP of E-Commerce following the retirement of Paddy Donnelly two years after ECI acquired ES Tech Group.
• Former S.P. Richards VP Paul Gatens has joined the business as VP of Global Sales for the Distribution unit.
Schneider opens new warehouse
Writing instruments manufacturer Schneider has completed its three-year infrastructure upgrade project. An 800 sq m (8,000 sq ft) small parts warehouse – which increases production space by 30% – has been operational since the beginning of the year.
Located in Schramberg in Germany’s Black Forest region, it represents the most expensive single investment in a building in the company’s history, costing €11 million ($12 million). Up to 520 containers of semi-finished products can now be stored and retrieved fully automatically per hour.
Logitech COO moves to B2B
In March, Prakash Arunkundrum, most recently Logitech’s COO, took on the role of President of the Logitech for Business division, in charge of leading its end-to-end Enterprise & SMB business.
The appointment underlines the vendor’s strategic focus of “doubling down on B2B”.
Promotion for Lagrange
Thibault Lagrange (pictured) has been named as Managing Director of Bruneau’s French operations. His step up from Director of Purchasing – a role he had held since 2021 – comes as part of a reorganisation at the reseller. Nicolas Potier remains CEO.
Beaumont quits Exertis Supplies
Andrew Beaumont is to leave UK wholesaler Exertis Supplies on 30 April, having been its Managing Director since 2019.
Parent company DCC is currently exploring a sale of its entire Exertis distribution business.
Lyreco Benelux names new MD
Lyreco Benelux has named Roy Meter (pictured) as its new Managing Director as of 1 June.
The former Kärcher Netherlands Managing Director will take over from Paul Vieijra who will officially retire on 1 April 2026. Until then, Vieijra will remain in an advisory role as a non-Executive Director.
Expanded role for Sigel’s Fritz
Susanne Fritz – formerly Director of Marketing & Product Management – is now Director of Marketing & Sales at German vendor Sigel.
Fritz was appointed to the newly created role following the departure of Director of Sales Ingo Dewitz in February.
Roberts joins RS board
Former DS Smith CEO Miles Roberts has been named as a non-Executive Director at RS Group. Roberts recently left his role at DS Smith after it was acquired by International Paper.
Brian Bowerfind Paul Gatens
Leadership change at Essendant
Leading US wholesaler and fulfilment company Essendant has a new CEO following the departure of David Boone. Interim CEO at the Sycamore Partners-owned organisation since March 2024, Boone left to take over the top job at crafts retailer Michaels at the end of February.
Stepping into the – permanent – CEO role at Essendant is Dave Rickard, who joined the distributor as Chief Transformation Officer last July. A seasoned executive, Rickard previously held senior management positions at US Foods, Uline and Boston Consulting Group.
One of his first tasks as Essendant CEO was to host the company’s Impact Live event in Nashville, Tennessee. One of his messages there was a confirmation of Essendant’s continued commitment to the success of the independent dealer channel.
In addition to Rickard’s appointment, there have been several other personnel changes at Essendant in recent weeks. These include the promotion of Alex Schmirl to VP of Merchandising and the transition to VP of Pricing of Steve Schwabe. Meanwhile, Scott Kujak is now leading several customer segments, including OP and Vertical Markets.
Rickard will be participating at the 2025 OPI Global Forum, to be held in Chicago from 18-20 May (see Event, page 46).
Lyreco snaps up Diversey units
Lyreco has made a major acquisition in the UK cleaning and hygiene sector after acquiring two well-known brands from Diversey.
The reseller has purchased product and service distributors Zenith Hygiene and Shorrock Trichem in a share deal with Diversey’s owner Solenis. Financial terms of the transaction – which was completed on 28 February – were not disclosed.
Lyreco called the acquisition a “strategic move” that would further expand its presence in the “rapidly growing” hygiene category and drive market share growth. The acquired businesses have total annual sales of around £90 million ($98 million) and will therefore make a meaningful difference to the company’s top line (revenue in the UK was £331 million in 2023).
“Both Zenith Hygiene and Shorrock Trichem achieved profitability in 2024 and are well positioned for continued success,” Lyreco stated in a press release. “By integrating their market leadership with Lyreco’s operational excellence, this acquisition enhances value, innovation and sustainable solutions for customers.”
Zenith Hygiene and Shorrock Trichem will initially continue to operate as independent businesses. Shane Mahoney – formerly Managing Director of Diversey UK & Ireland – has joined Lyreco and will be working with the UK management team on an integration plan.
Meanwhile, Diversey will focus on its institutional cleaning solutions in Europe.
Suburban co-founder
passes away
OPI was saddened to learn of the passing of David (Dave) Shulman, co-founder of US independent dealer Suburban. Dave passed away on 9 March at the age of 78. He established Suburban Stationers (as it was originally called) in 1979 with Ray Bourret and helped grow it into the largest independent office products reseller in Connecticut.
Away from work, Dave was an active member of his local Rotary Club and Red Cross branch. Indeed, he was awarded Volunteer of the Year by the American Red Cross.
OPI extends its deepest sympathies to Dave’s son, Bob – current President at Suburban – and the entire Shulman family.
Dave Rickard
Dave Shulman
The coffee machine has seamlessly taken over the role once held by the photocopier, serving as a catalyst for collaboration, innovation and a positive work environment
Dan Lyon, Managing Director, FreshGround
4.1%
Rise in the use of Paper for Recycling in CEPI member countries in 2024
EU Council commits to digital system
Decline in sustainability-named funds since the European Securities and Markets Authority introduced ESG guidelines and sustainability-related terms
Staples warns against imitation cartridges
The EU Council has adopted legislation to digitalise the VAT exemption scheme, replacing paper-based certificates with an electronic system to reduce administrative burdens. The move, set to take effect on 1 July 2031, is also expected to have environmental benefits by cutting paper consumption.
Imitation printer ink cartridges, while common, present significant risks, with 95% of consumers unaware of the dangers. During National Consumer Protection Week (2-8 March), Staples Inc highlighted the importance of using genuine cartridges to prevent printer damage, cybersecurity threats and environmental harm.
Officeworks supports disadvantaged students
Officeworks’ 2025 Back to School Appeal has raised AU$1.3 million ($0.8 million) to support over 1,800 disadvantaged students. The initiative, run in partnership with The Smith Family, aims to help students thrive by providing school supplies, technology and learning support.
$2 trillion
Global investment in green energy in 2024
PICTURE OF THE MONTH
During his industry toast at the European Office Products Awards dinner on 11 March, Lyreco Group Merchandising Director David Harman presented OPI CEO Steve Hilleard with a commemorative This Is Your Life book, filled with pictures and memories, in honour of his 30-year career at OPI (see Event, page 50)
GREEN THINKING
Analysis: EU proposes green reporting rules delay
A step forward or a risky retreat?
The European Commission’s proposed delay and simplification of sustainability reporting requirements under the Corporate Sustainability Reporting Directive (CSRD) has received mixed reactions. While the reforms, part of the broader Omnibus Simplification Package, aim to ease compliance burdens, they have also raised concerns about transparency and corporate accountability.
Under the new proposal, the CSRD’s scope would narrow, affecting only EU companies with over 1,000 employees and annual sales above €50 million ($52 million) or a balance sheet exceeding €25 million. For non-EU companies, the revenue threshold would rise from €150 million to €450 million, reducing the number of companies required to report by approximately 80%.
POTENTIAL BENEFITS
The initiative was met with some support by businesses, which argue cutting administrative burdens will improve competitiveness.
BusinessEurope’s latest report, Reducing Regulatory Burden to Restore the EU’s Competitive Edge, emphasises: “It’s urgent to simplify these texts so they become more operational and in line with business reality.”
Several industry leaders view the proposal as an opportunity to refine reporting. Caroline Elisseche, RAJA Group CSR Director, is in favour of regulations that improve and standardise sustainability reporting, noting a unified framework would help businesses communicate more effectively.
“The simplification will allow us to develop concrete action plans rather than attempt to cover an exhaustive list of issues. This approach will help us prioritise the areas that truly make an impact,” Elisseche says.
Victoria Ventosa, EU Sustainability and Social Responsibility Manager at Fellowes Brands, agrees that reducing administrative expectations would free up resources for substantive sustainability initiatives. “If Fellowes is excluded from the scope, time and budget can be redirected to product life cycle assessments, for instance.”
Sigel’s Head of Product & Quality Management and Sustainability Manager Michael Schramm acknowledges small and medium-sized operators, which can struggle with resource-heavy reporting, would benefit.
POSSIBLE DRAWBACKS
Nevertheless, the proposal has drawn criticism from environmental groups and industry representatives. WWF warns it is a “perilous approach”, arguing the Commission should help businesses meet sustainability targets rather than rolling back regulations.
Ventosa also cautions: “Businesses thrive on predictability to plan, budget and execute. The proposed changes increase uncertainty in a volatile period and seem to penalise early movers, contradicting the legislation’s intent.”
Regardless of timing, the big picture remains the same
Schramm warns cutting back reporting could heighten greenwashing risks and undermine investor confidence. Aini Chong, Product Sustainability and Corporate Sustainability Director at Lyreco, echoes this concern: “Scaling down reporting requirements will reduce the scope of responsibility and potentially create a transparency gap.”
Chong highlights the disparity created by staggered compliance timelines. “Three years from now, Wave 1 companies will have matured in their ESG journey, gaining stronger expertise and a competitive edge, while Wave 2 and 3 companies may struggle to catch up.”
Despite regulatory uncertainty, many remain dedicated to sustainability. As Elisseche states: “Regardless of timing, the big picture is the same. We’re committed to improving our sustainability performance and reporting, and have no plans to change course.”
Ultimately, the proposal must gain approval from the European Parliament and the Council of the EU before taking effect. The debate underscores the challenge of balancing regulatory simplicity with transparency and accountability. The business supplies sector will need to adapt, ensuring streamlined reporting does not come at the cost of sustainability commitments or stakeholder trust.
Pilot makes manufacturing investment
Writing instruments manufacturer Pilot has made a multimillion-euro investment in a new production line in Europe. The company’s facility in the French town of Allonzier-la-Caille – where Pilot Corporation of Europe is headquartered – is, for the first time, producing erasable FriXion pens.
Specifically, the plant is making the recently launched FriXion Ball+. This pen has strong environmental credentials, with its plastic parts made from 82% recycled materials. Its carbon footprint is also 36% lower than an equivalent product imported from Japan.
The project has cost €3.5 million ($3.8 million), part of which was financed by French public funds. One of the pillars of Pilot’s strategic plan is to grow revenue of environmentally preferable products – such as its FriXion and B2P brands – in the European market.
FriXion has been a huge success since it was launched in 2006. To date, some 4.3 billion units have been produced. Until now, they have all been made in Japan.
Tork achieves Design for All certification
Tork, an Essity brand, has had its dispenser development process certified under the Design for All standard to reduce hygiene barriers for individuals with varying abilities, needs and cleanliness sensitivities.
The certification is a European standard that ensures products, goods and services are made with accessibility in mind, extending their usability to the widest range of users. It provides a framework for businesses to integrate accessibility principles into their design and development processes.
For example, the Tork PeakServe hand towel dispenser features a low pull force, making it easier to use for people with limited hand strength such as children. It is also certified as Easy to Use by the Swedish Rheumatism Association.
Essity began pursuing certification in 2020. “Restrooms are the busiest rooms in a building. When organisations provide public restrooms designed to meet the needs of many, it not only improves their reputation but also contributes to their overall business,” said Kristian Grennfelt, Global Brand Innovation Director, Professional Hygiene, Essity.
The dispenser design and development process will undergo annual audits by the Research Institutes of Sweden to maintain compliance with the Design for All standard.
Leading companies recognised for sustainability progress
Several organisations in the business supplies industry have achieved notable sustainability milestones in the latest EcoVadis ratings, reflecting their ongoing commitment to responsible and ethical practices.
UK reseller Banner has secured an EcoVadis Gold rating, placing it in the top 5% of companies assessed. Additionally, the organisation achieved a Platinum ranking in Sustainable Procurement, recognising its responsible sourcing and environmental advocacy. Banner, part of evo Group, plans to leverage EcoVadis insights to further improve its sustainability impact.
Meanwhile, Fellowes Europe
improved its EcoVadis Bronze rating by nine points, now ranking in the top 16%. A boost in Sustainable Procurement, from 40 to 70 points, contributed to this progress.
While just missing Silver status due to a higher threshold this year, Michel van Beek, President of Fellowes EMEA & Asia Pacific, emphasised the company’s dedication to development, stating: “Being ranked in the top 16% of our industry is something to be proud of, but we are determined to go further.”
Finally, ACCO Brands EMEA has been awarded an EcoVadis Silver
medal, surpassing its previous Bronze status in 2024.
The company is now in the top 15% of all organisations assessed and the top 10% within the paper and paperboard product manufacturing sector across 185 countries. Notably, ACCO ranked in the top 3% for Environmental Impact and the top 4% for Sustainable Procurement.
Come and JOIN US
Under new leadership for the past two and a half years, New York’s Weeks Lerman has big plans. Listen up...
Reinventing the wheel is never an easy task, particularly for an operator with a century of history. And while traditional values at The Weeks Lerman Group still prevail, the new leadership at the group – now not part of what has long been a family business – is pursuing a slightly different approach. It’s not a completely new strategy, but most definitely an accelerated one.
OPI’s Heike Dieckmann caught up with VP and COO Robert Paar to find out more about the largest independent dealer in the New York market. Historically a company that keeps its modus operandi close to its chest, Paar in a frank and open conversation talks about the challenges this particular geography has been facing – and continues to do so. He also elaborates on what he and his team plan to do about addressing those challenges and firmly issues a call for action.
OPI: How did you get started in our industry and what is your, let’s say, ‘speciality’?
Robert Paar: I began my career at a small dealership in New Jersey called Allied Office Supply. I then moved to BT Office Products, spent a few years there and shortly after it merged with Corporate Express, went over to the wholesale side and ActionEmco. When ActionEmco was bought by S.P. Richards (SPR) and Essendant in 2008, I started at Weeks Lerman – and have been there ever since. That’s my potted career synopsis. As regards my speciality, I would say it’s streamlining processes and optimising performance. I’ve worked in a wide variety of
roles over the years, perhaps most notably purchasing. My background is actually in IT which, thankfully, I didn’t pursue as a career, but I do have that IT mentality of programming, leveraging technology and using both to solve problems.
OPI: How would you summarise your last 16 years at Weeks Lerman?
RP: I started as Director of Pricing, then took over purchasing and operations and became COO at the end of 2022. My current title is VP and COO.
When I joined, the company had just moved to a new software system and it was chaos. So although I joined in a pricing role, I ended up streamlining one thing after another, automating many functions, reducing personnel and improving processes. That’s what I do, like I said. I got involved in pretty much everything from the very beginning.
OPI: You celebrated your 100th anniversary last year. Quite a legacy to modernise.
RP: Indeed it was – or is. Sid Lerman’s father and uncles started the business. Sid is still here every day.
Weeks Lerman’s new HQ and distribution facility in Melville, Long Island
No salespeople are employed at Weeks Lerman – we outsource the sales function
OPI: It’s not really a family business anymore though, is it?
RP: The family still has a small stake in the company. Part of Sid’s succession plan was to have it run by its key managers and sales personnel; he wanted to spread out the ownership and for Weeks Lerman to be run by a team, rather than an individual. We accomplished this in 2023 after a year of discussions and negotiations.
Weeks Lerman is now owned by a small group of people and I think it was the best thing to do because we are all working together, with common goals that take us in the same direction. It’s been a great experience so far.
OPI: So you are a part owner, as is your CFO Harris Meth. Who else is involved and what are your stakes in the dealership?
RP: There’s currently six of us, but this could well change over time. The important thing is that ownership is split into two equal halves: the management team – including Harris and I – hold 50% and the sales team the other 50%.
OPI: You said Sid’s still in every day?
RP: He is. He doesn’t have a stake in the company, but he’s our CEO Emeritus and we still treat him as the owner, reporting back to him and getting his feedback.
OPI: An advisory role, ok. Can you provide a quick snapshot of Weeks Lerman as it stands now?
RP: Sure. Our geographic coverage is basically the New York Tri-State, ie New York, New Jersey and Connecticut, for truck deliveries, but we also serve national retailers which we supply via UPS all over the country and on a daily basis.
We have 60 to 70 employees and are doing about $50 million a year. No salespeople are employed at Weeks Lerman – we outsource the sales function. We call them sales associates – they are commission-based and service a set of customers.
It could be for specific product categories such as breakroom, furniture or print, or in particular geographic pockets. We do all the back-end work.
Our model hasn’t changed much over the years, but we’re looking at altering a few things, including upping the number of those sales associates in some way – currently we have about 15-20.
OPI: Can you be more specific? You’re not just talking about growing your sales associates from, say, 20 to 40 I assume?
RP: No, we are not, although there might be some of that too. But we don’t just go out and hire these associates. We always try to get entities with books of business already.
On top of this, any dealers out there could instantly lose their overheads and ‘join’ us –that is our vision. They can continue being their own company and doing what they’re doing, but with the backing of Weeks Lerman – and all the back-end stuff we do – behind them.
We’ve talked to several dealers in our area already – for some it’s not the right time, for others it’s just not the right fit. But for many, it could be the perfect thing to do. Get rid of your overheads, go out, focus on selling, make a commission and we do all the behind-the-scenes work. It’s turnkey and a model that works.
Diversification has a big role to play in this context. At present, we deal with all categories we sell in-house. And we do it pretty well, but if someone did them really well and had in-depth specialist knowledge, could we not leverage this and become bigger and better? Print is an example. It could be beneficial to get another company to handle print and everything that revolves around it, such as managed print services (MPS), for us.
Essentially, we’re evaluating a somewhat expanded strategy – a hybrid and an outsourced one. It would also be an advantage for our sales associates because they could lean on someone else to help. Having deeper knowledge across categories would be a bonus all round and somewhat remove what is often an ‘island’ mentality.
Services are another dimension we’re investigating. It might be an entirely different cost structure, but there could be more opportunities in services from a third-party provider than what we can do ourselves. More and better partnering, whether it’s with dealers or other ‘knowledge pools’ is certainly something we’re looking at. We’re basically not leaving any stones unturned to find ways to become more profitable and give a better service to our customers.
OPI: Who ‘owns’ the customer with your current model – and the one you’re envisaging for the future?
RP: The individual sales entities. They have the relationship and responsibility to manage the accounts. And since they are independent, they can also sell them other products we do not typically provide, either through Weeks Lerman or as their own company.
OPI: Going back a bit, I’d like to zoom in on the $50 million figure you referred to. When we last spoke to you and Sid for a Big Interview, almost exactly ten years ago, I believe it was $90 million – that’s a substantial decline in a decade.
RP: We were just coming off the acquisitions of SCS Printing and International Coffee Service at the time. Unfortunately, those declined rapidly over the following few years. We took a big hit during COVID too, for sure; then we had the ongoing work-from-home (WFH) scenario, the decline in sales of traditional categories, etc. At some point, we were down approximately 60%. However, we’ve rebounded.
We’re looking to get back up to $55-$60 million over time. We’re not throwing big numbers out there; our short-term projection is to be just over $50 million again.
OPI: Can you recall any silver linings from the COVID periods when city centres like New York were deserted?
RP: It was bad for us, no doubt. However, we also have a lot of non-profit and medical customers and those institutions remained open during the lockdowns. And, of course, many of the large national retailers we supply as customers remained open as well.
Yes, we had some accounts close down, but the majority of the larger ones stayed open, which carried us through. Like everybody else, we got involved in PPE sales, which helped.
OPI: How is the return-to-office momentum going in your market?
RP: It’s at about 65-70% currently. The four-day work week in the office seems to be the norm now and I don’t think it’ll go back. Mondays and Fridays are the obvious optional WFH days.
We’re only a short while into the new administration in the US, but as you will be aware, there’s been a big push for federal workers to get back to the office five days a week. From a business point of view, we hope these new government policies will ripple down and result in more companies asking their people to return to the office full-time.
OPI: Do you have government business?
RP: No, we don’t. But we’re hoping what’s happening in this area will set a trend.
OPI: Talking of the new administration, you’ve been battling with congestion pricing which was introduced in the New York market in early January. I hear Donald Trump is trying to revoke that?
RP: It’s all very fluid right now because, as you rightly say, Trump has vowed to kill the congestion charge and revoked approval for it, so currently it’s a battle between the state and the federal government regarding whether it’s going to continue.
From our perspective, it’s hurting us financially because we’re having to pay to make deliveries to customers in those zones – as does everybody. We haven’t passed those costs on yet because if the policy gets repealed, we figured why compound the issue for our customers for no reason.
OPI: Who are these customers, typically?
RP: They are very diverse – large corporates, medium-sized operators and a lot of small
Trump has vowed to kill the congestion charge and revoked approval for it
companies. In terms of sectors, they sit very comfortably in healthcare, non-profits, banking, corporate, legal – you name it. I’ve already mentioned our retail customers which make up a sizeable proportion of our sales.
OPI: You did. What kind of retailers are you referring to?
RP: I don’t want to give any names, but some large national operators. We supply them with items needed to run their stores, not what they sell in the stores, so it’s products they require in their facilities like shelving, pricing labels, name badges – these kinds of things.
OPI: What about the education vertical?
RP: We don’t do much in education because most of this sector is controlled by the New York State contract, which was not awarded to us but an out-of-state entity.
OPI: What product areas are you strongest in right now?
RP: Traditional office products, paper and toner. We’re very big on coffee in breakroom and also in jan/san. I mentioned print before –we have a printing department with production people, a graphics artist and a person dedicated to monitoring our MPS efforts.
In our sizeable furniture business, we work with a small team of people, including a number of designers.
OPI: In terms of wholesale support, you used to be a strong Essendant customer. I believe this has changed?
RP: Yes, we switched to SPR last October.
OPI: It suggests you weren’t happy with Essendant then.
RP: I wouldn’t go that far. We just sensed SPR was more aligned with the independent channel, in terms of commitment to marketing, catalogues, etc. It was time for a review and we made the transition because we felt it was a better partner for us.
OPI: How much of your spend is with SPR?
RP: As far as our traditional volume goes, it’s probably 50-60%. We are a stocking dealer and have a warehouse. Printing and furniture, for example, don’t go through the wholesale channel and a lot of the coffee we stock SPR doesn’t carry, so it would be unfair to put those categories into the equation.
That said, we are looking to leverage furniture more with SPR as its Lorell brand is a big sales opportunity for our salespeople. It’s a high-quality line at a good price which we’re now trying to integrate with our furniture design team.
OPI: There have been murmurings again about a possible coming together of Essendant and SPR. What’s your view?
RP: I don’t think it will happen because it wouldn’t pass muster with the FTC due to monopoly fears. They tried it before and it didn’t work. It would make sense in my opinion, but I can’t see it being allowed.
OPI: What’s your strategy and relationship with the vendor community?
RP: When Harris and I took over managing the company, we realigned our focus as regards vendors. Instead of having a gamut of manufacturers – as was the case – we decided to support vendors which are aligned with
Independent Suppliers Group (ISG). We are a Pinnacle member and, as such, want to focus on and drive volume through ISG’s Pinnacle vendors as our primary partners.
OPI: You’ve got some heavyweight competition in your market, most notably perhaps WB Mason and Staples Inc, geographically speaking. But there’s also ODP Business Solutions and, of course, the mighty Amazon at the top of the online tree. Who is winning and who is losing?
RP: I don’t really know what the competition is sometimes. None of our customers call us and say: “Mason has X price, can you match it?” This used to be the case in the past when they referred to a specific competitor. It doesn’t happen now, they just want a price match. Mason, for sure, is a great competitor, but it’s difficult to say who you are really up against. It could be Mason, any of the others you mentioned, or a Walmart, Sam’s Club, etc – anyone that has an online price. We don’t lose many customers, but the basket is getting smaller.
OPI: One online competitor in your specific market is Shoplet which seems to fly under the radar somewhat nowadays. What’s been your experience?
RP: I haven’t heard that name in at least five years – that’s all I can say.
OPI: Sustainability is a big topic in this issue of OPI. However, when we talk about it, there tends to be a sizeable gap between Europe and the US in terms of focus and importance. We’ve already talked about New York’s congestion pricing that is being debated again as a result of the new administration, which is also pulling back on and out of a variety of other policies and agreements. Against this backdrop, what is your stance and, most importantly, that of your customers?
The Weeks Lerman management team
RP: Let me start with customers. Broadly speaking, yes, they want environmental products, but they don’t want to pay more for them. We have some large accounts which, for instance, are in LEED-certified buildings and they are required to pay close attention to sustainable attributes. They appreciate the climate emergency message – and the impact this message has on products.
[Customers] want environmental products, but they don’t want to pay more for them
Others, however, don’t and when push comes to shove price-wise, they go back to buying the regular stuff. The price discrepancy is actually narrowing and we feel we’re reaching a tipping point. To help us with this tipping point and get more sales of sustainable products over the line, we have just reached an agreement with a very strong supplier which is primarily focused on these items. As I mentioned earlier, we want to strongly align and work with experts in their respective fields and this is one example where we’re hoping to do this.
OPI: I have a hunch I know who it is – and you’ll find the name elsewhere in this magazine. Am I on the right track with Emerald Ecovations?
RP: You are indeed, but I can’t give any further details for now.
OPI: OK, let’s drop it for now. Sticking with the topic, however, is there a conversation around delivery consolidation in your market at all – to minimise the environmental impact?
RP: Not really – customers in New York expect next-day delivery. And it’s not even an issue in a densely populated city as our fleet is out every day anyhow. For some more far-flung destinations, two or three times a week or even weekly might make more sense – but this is as much an efficiency conversation as it is an environmental one.
OPI: Let’s start to wrap up. What is your biggest headache now as regards meeting customer demands?
RP: (laughs) Making money. I expected this question, so I asked some of my team. We have an advisory community comprising our top salespeople and we meet regularly.
They said their biggest challenge is that customers want a personalised service – which is a given for us and something we’ve always done – but also at prices which match those of the lowest common denominator online.
Dynamic online pricing makes it really hard to gain margin on the C and D items we used to make money on. We are familiar with slim margins on commodity products, but historically could make up for it on ancillary items that were tougher to acquire. Now, with transparent online pricing, it drives margins down. The situation we currently have around tariffs is also concerning in this context. These tariffs are going to drive prices up, so it will be even harder to create healthy margins.
Customer spending in some areas is very cautious. We have several large non-profit organisations among our client base. They are afraid they might lose their funding as part of Donald Trump’s attempt to freeze grants to certain NGOs. According to our sales associates, there is a lot of hesitation around new furniture projects and office moves, for instance, as non-profits are reluctant to spend money they may not receive.
OPI: What are you as a company doing to prepare for what’s to come?
RP: We have three main goals – I’m not one to announce big long-term strategies and predictions. Most imminently and definitely this year, we’re looking to relocate to a new facility that’s more efficient – in terms of HQ, warehouse, everything.
Weeks and Lerman merged in 1996 and Weeks came into the building that Lerman had occupied since the 1980s. What we have now is too large and inefficient. We want to have a better footprint: it will likely be smaller but with more vertical space.
We want to partner with operators in our industry to increase our volume and our efficiencies
Next is a new software platform which incorporates AI solutions. Whether that’s with our existing provider or a new one remains to be seen, but we’ve decided a bolt-on approach is not the way to go – we need to go all in with the amazing technologies available now. We will hopefully start looking this year, with an expected implementation sometime in 2026.
Finally, as I mentioned – although this is not in chronological order but a plan for the next two to three years – we want to partner with operators in our industry to increase our volume and our efficiencies.
Hopefully, we will find some entities that are willing to join our model, strengthen us and fortify themselves through partnering. Our doors are open and we’ll talk to anybody. Come and join us!
Succession success (from left): Harris Meth, Sid Lerman and Robert Paar
OPI: If ever I heard a loud call to action –good luck with all your endeavours Robert and thank you for a very enlightening chat.
High hopes for HOSPITALITY
The
ODP Corporation believes it can disrupt the $16 billion hospitality sector as it hunts for growth – by Andy
Exactly 12 months ago, we were looking at The ODP Corporation’s (ODP) decision to maintain its 4BU (four business unit) strategy (see Focus, OPI April/May 2024, page 26). A lot has happened since.
A majority stake in the Varis procurement platform was sold off at the end of last year, marking the end of 4BU. Then ODP launched another strategic review of its US store network. There was speculation it might make a transformative announcement at the end of February 2025 to coincide with the publication of its 2024 financial results (see Focus, OPI March 2025, page 26). In particular, would ODP look to offload its entire retail business in order to focus on B2B?
The answer was ‘no’ – or, at least, ‘not yet’. ODP is implementing a plan it calls Optimise for Growth, part of which involves “suspending further investment” in its consumer business – which comprises its Office Depot and OfficeMax locations and the officedepot.com e-commerce site. This is expected to lead to a “significantly smaller retail footprint” by the end of 2028.
As CEO Gerry Smith noted during ODP’s 2024 earnings conference call: “We are realigning our resources and capital to more rapidly capture B2B growth opportunities while simultaneously reducing our reliance on retail.”
That said, retail remains an important source of cash for ODP despite comparable sales last year falling by 8%. 96% of the approximately 860 locations are cash flow positive. It is therefore a question of managing declines and closing underperforming stores as and when leases expire, but still generating cash for other areas of the business.
A PIVOTAL MOMENT?
These other areas include a major push into the hospitality supply vertical, a move Smith enthusiastically described as “a game changer” and “an extremely important inflection point in our company’s history”.
ODP Business Solutions has recently landed a contract with one of the world’s largest hotel management companies, becoming a preferred provider of operating supplies and equipment (OS&E). OS&E includes room and guest amenities such as towels, sheets, bathrobes and slippers – items ODP is not known for selling.
The in-room hospitality supply market is worth approximately $16 billion a year in the US
The identity of the customer has not been revealed but, with 19,000 managed locations in the US alone, Sidoti analyst Greg Burns suggested two which might fit the description could be either Hilton or Marriott.
The in-room hospitality supply market is worth approximately $16 billion a year in the US and growing by an annual rate of 4-6%. ODP believes it will even be able to tap into adjacent sectors such as cruise ships, casinos, prisons and care facilities, etc – a total addressable market estimated at $60 billion.
On the earnings call and a subsequent investor conference, Smith provided some further background to the contract win. He revealed it is a client ODP already does business with for the supply of office products and which was dissatisfied with its incumbent OS&E contractor.
Braithwaite
Smith described a long and “tough” bid process during which the customer’s procurement team visited five different distribution centres. In fact, he stressed it was ODP’s supply chain capabilities – where considerable investments in technology have been made in the past five years – which turned out to be a key differentiator.
The stock market greeted the hospitality announcement with a high degree of scepticism
In terms of the competition ODP will face in this new sector, major players in the US include Sysco, private equity-owned American Hotel Register, HD Supply and Cintas. Smith said two of the main distribution competitors were experiencing issues: one has execution problems while the other prefers to focus on its other, higher-margin businesses.
According to the ODP CEO, OS&E is an “invitation-only” space which is not easy to break into. Now it has been vetted by one of the industry’s biggest operators, he expects this to open other doors, saying there have already been “a ton of inbound calls” from interested parties.
WALL STREET NOT IMPRESSED
Nevertheless, the stock market greeted the hospitality announcement with a high degree of scepticism. After all, ODP had declared other ‘pivotal’ moves in recent years – such as CompuCom and Varis – that have not lived up to expectations.
As of 23 March, its share price was $14.61. This represents a 12-month decline of more than 70% (and a year-to-date drop of 35%) and leaves the company’s market capitalisation at just $435 million.
Smith admitted he was “frustrated” by the state of the stock price. He claimed ODP’s supply chain assets alone would cost upwards of $800 million to build out and pointed to the group’s low level of debt and overall healthy balance sheet.
One headwind is the lack of visibility into ODP’s performance this year. It has not provided financial guidance for 2025, saying it needs to gain a better understanding of purchasing habits from the hospitality contract and other recent big contract wins for Business Solutions. These are not likely to be known for another few months yet.
ODP did not respond to OPI’s request for more information regarding its comprehensive move into this new sector.
GREEN THINKING
More than A TREND
Leading business supplies vendors are dedicated to integrating sustainability into their core strategies, embracing eco-friendly products, responsible manufacturing and packaging innovations – by Kate Davies
Sustainability is no longer a ‘nice to have’ – it’s an essential part of doing business. From ambitious carbon reduction targets to circular product improvements, operators in our industry are stepping up their commitment to environmental and social responsibility.
The following is a list of participating manufacturers, arranged alphabetically, each invested in contributing to a more sustainable future. Whether through certified packaging, energy-efficient operations or products made from recycled materials, these companies are proving sustainability and commercial success can go hand in hand.
ACCO BRANDS EMEA
MARK WILKINSON, REGIONAL VP UK & IRELAND
At ACCO Brands EMEA, sustainability is central to our strategy, with ambitious goals set for 2025. Our 2023 Sustainable Development Report highlights the significant progress we’ve made, including zero emissions from electricity at our operations sites and offering sustainable choices in every key category.
In addition, we aim to introduce 500 products containing at least 30% recycled plastic and to reach 25% female representation at director level by the end of this year.
Our Kaizen Promotion Officers lead energy, waste and water reduction programmes, while our Sustainability Champions drive local initiatives. Our dedication has earned us an EcoVadis Silver medal (see Green News, page 15), ranking us among the top 10% of paper and paperboard product manufacturers worldwide.
All our sites hold ISO 14001 certification and our UK headquarters are also ISO 50001 certified. This newly renovated, energy-efficient building features a heat pump for climate control and runs entirely on renewable energy. We continue to develop environmentally friendly products without compromising quality. Our Nobo Premium Plus Whiteboards have carried the EU Ecolabel since November 2024 and the Kensington EQ computer products are made using varying amounts of post-consumer recycled plastic.
BIC
HELEN SAHI, GROUP SUSTAINABILITY OFFICER
BIC continues to advance its commitment to sustainability. For over 80 years, we have delivered high-quality products – designed to last while evolving toward a greener future.
A key priority is fostering sustainable innovation. With 85% of product packaging now reusable, recyclable or compostable, we’re moving closer to the 100% goal by the end of 2025. We have also taken strides in climate action, with 92% of our electricity consumption coming from renewable sources.
Beyond operations, BIC is strengthening workplace safety and responsible sourcing. In 2024, 81% of our global sites reported zero lost-time incidents. Meanwhile, 95% of our strategic suppliers have integrated BIC’s responsible purchasing programme. Social impact remains a focus too, with BIC improving learning conditions for 210 million children since 2018.
As governments implement stricter regulations, businesses embedding circular economy principles will be better positioned for long-term success. That being said, sustainability is no longer just about compliance – it has become a competitive advantage. Circularity unlocks opportunities and generates jobs. It marks a fundamental shift from the traditional ‘take-make-dispose’ approach to a more regenerative economic model.
BI-SILQUE
PERPÉTUA MALTA, GLOBAL SALES DIRECTOR
Sustainability has always been a fundamental part of Bi-silque’s philosophy. Two of the four pillars of our ‘Together for a Sustainable Future’ mission – Product Stewardship and Responsible Manufacturing –primarily concentrate on environmental initiatives.
For the first – Product Stewardship – Bi-silque focuses on Cradle-to-Cradle (C2C) certification to clearly communicate the environmental benefits of products to customers. Currently, there are 97 C2C-certified products. In addition, we are pursuing Ecolabel certification and advancing research into the use of biocomposites to replace plastic components in visual communication products.
Addressing the second pillar – Responsible Manufacturing – Bi-silque has implemented several initiatives:
• Incinerating bio-production waste to generate heat for the manufacturing processes; remaining waste is repurposed for agricultural use.
• Generating 900 MWh of electricity per year through the use of photovoltaic panels.
• Transitioning to water-based adhesives and finishes to minimise volatile organic compound emissions.
• Installing energy-efficient air compressors, optimising exhaust ducts, upgrading electric motors and using LED lighting.
Our local sourcing commitment has resulted in 63% of our suppliers being located on the Iberian Peninsula (54% in Portugal). This significantly reduces emissions associated with transportation.
COLOP
CHRISTOPH SKOPEK, MANAGING DIRECTOR
DOMTAR
LAUREN FISHER, SUSTAINABILITY CONTENT MANAGER
Following the October 2024 integration of Paper Excellence Canada, Resolute Forest Products and Domtar under a unified name, one of our first priorities has been defining a sustainability roadmap that reflects our shared mission and values.
To shape our Global Sustainability Policy, Domtar’s sustainability team engaged with over 500 stakeholders, including customers, suppliers and representatives from local operating communities. Their insights informed a comprehensive plan built around the following three key pillars:
Environmental Stewardship
ECO-FRIENDLY OUT OF CONVICTION
COLOP has long embraced sustainability as a core principle, integrating eco-conscious practices across all aspects of our business.
As early as 2008, we set a benchmark with our Green Line, the first COLOP stamp range made predominantly from recycled plastic, with unavoidable CO2 emissions compensated. By 2022, this commitment had expanded, with more than 90% of our stamp products offsetting emissions through climate protection projects.
We quickly realised that sustainable business would be the key to the future. Carbon reduction is not a goal – it’s a lived reality and our product development department is required to design new stamp products in such a way that CO2 emissions are kept as low as possible, guaranteeing sustainability is embedded from the outset.
Energy efficiency is another vital consideration, with a photovoltaic system generating a significant share of the electricity required at our Wels facility in Austria. Further optimising energy use, a sophisticated process cooling system with heat recovery has been in place at our production site for many years.
In 2023, COLOP converted most of its vehicle fleet to electric, supported by charging stations in company car parks. This move not only reduces emissions but also leverages on-site solar power, thereby lowering operational costs.
To steward the planet’s resources responsibly by reducing the footprint of everyday operations and setting actionable objectives that positively impact nature.
Our People and Communities
To contribute to the prosperity and quality of life in regions where Domtar operates through trusted partnerships and inclusive workplace initiatives.
Responsible Business
To uphold ethical and sustainable business practices with customers, partners and stakeholders. In addition, transparency and accountability will remain central to maintaining integrity across all operations.
Domtar’s vision is to lead the global forest products industry by delivering high-quality products while setting new benchmarks for sustainability and ethical business practices.
Perpétua Malta
DURABLE
ROLF SCHIFFERENS, MANAGING DIRECTOR
For over a century, Durable has been synonymous with German quality, design and functionality. Now, with the launch of RETHINK, we are further deepening our commitment to sustainability by embedding environmental responsibility into every aspect of our operations.
Rolf Schifferens
RETHINK is a holistic strategy built around four principles: refuse, reduce, reuse and recycle. It takes our sustainable practices to the next level, incorporating environmental consciousness into every aspect of our business. Durable has already eliminated plastic packaging for the Retractable Badge Reel, cutting such waste by 695 lbs (315 kg) annually, with more reductions planned. Over 80% of production waste is now recycled, while energy-efficient technologies help conserve resources. Products are designed for longevity and multifunctionality, thereby increasing value and extending their life cycle. Many also incorporate certified recycled materials, including the Blue Angel range, which contains at least 80% recycled plastic.
Switching to environmentally friendly transportation is a natural next step in reducing CO2 emissions. In collaboration with logistics firm Dachser, Durable has restructured its transportation network in Germany to reduce carbon emissions. Two fully electric 42-tonne Volvo FH Electric e-trucks now handle deliveries, with a range of 300 km (186 miles) per charge. Timing, loading and driving cycles have also been optimised to improve efficiency.
By integrating these principles and initiatives, we see sustainability as both a success factor and a competitive advantage, creating a better future for generations to come while securing long-term business success.
FELLOWES BRANDS
VICTORIA VENTOSA, EU SUSTAINABILITY AND SOCIAL RESPONSIBILITY MANAGER
As legislative requirements shift on both sides of the Atlantic, the overarching trend remains clear: growing demand for sustainable products, responsible operations and transparent, high-quality data.
EDDING
PER LEDERMANN, CEO
At edding, we have been recognised for our unwavering commitment to sustainability, winning the German Sustainability Award for Companies in the office supplies category in 2025. This award highlights our profit-for strategy, which places sustainability at the core of our business model.
As part of our sustainability efforts, we are transitioning to more environmentally friendly materials. For example, we have replaced conventional aluminium with recycled aluminium in most of our markers and launched a new packaging concept. This initiative sees plastic packaging replaced with FSC-certified cardboard.
Additionally, we have implemented a marker returns and recycling programme, offering free collection boxes to customers. Recycled materials from returned markers are reintegrated into high-quality industrial products, supporting a circular economy. Further reducing our carbon footprint, over 90% of our locations now use renewable electricity.
These initiatives have earned us a Silver medal from EcoVadis, placing us proudly in the top 15% of assessed companies.
Sustainable product development is at the core of our efforts. Most recently, we have been focusing on increasing the recycled content in our products and packaging. Through close collaboration with suppliers, we have transitioned an entire line of ergonomic products from polymer ABS to recycled r-ABS, maintaining safety and performance. Beyond manufacturing, the EU Deforestation Regulation requires product traceability to the precise location of sourced materials. Fellowes Europe has been FSC-certified since 2009 and prioritises partnerships with like-minded committed suppliers.
Data transparency is another cornerstone of our endeavours, with accurate energy, water and waste data being critical, as well as product-level information to meet global Green Claims regulations. To maintain consistency, we have developed an internal framework that aligns with diverse legislative approaches across the US, UK, EU, Canada, Australia and South Korea. Navigating sustainability requires a long-term vision. By staying ahead of regulatory shifts, adapting to industry needs and making strategic environmental investments, we aim to positively impact the environment and society.
MAUL
VERENA HOFFART, COORDINATOR EUROPEAN KEY ACCOUNTS & INTERNATIONAL MARKETING MANAGER
Jakob Maul, a fourth-generation family business, is a German manufacturer with sustainability, health and safety at its core. We incorporate ecological considerations into both daily operations and long-term strategic planning. We have ISO 14001 certification, an internationally recognised standard for environmental management.
By prioritising resource efficiency, recycling and product longevity, we actively support a circular economy. A pioneer in energy-efficient lighting, Maul was among the first to embrace LED technology and continues to lead the way in this regard.
In line with European eco-design regulations, all our lamp models – more than 100 – feature fully interchangeable light sources. Customers can purchase replacement components directly from the Maul website, where user-friendly guides simplify the process.
An example of Maul’s innovation is the latest generation of MAULoptimus and MAULsolaris LED office lamps. Developed and manufactured in Germany, these luminaires achieve top energy efficiency class B, delivering maximum performance with minimal energy consumption.
Our sustainability efforts extend across our product portfolio. We are breaking new ground with 38 products now Blue Angel-certified and 40 entirely solar-powered calculators and scales. Additionally, we offer a broad range of products which are made with a high percentage of post-consumer recycled plastic material.
SC JOHNSON PROFESSIONAL
HELENA KELLY, UK
CUSTOMER MARKETING MANAGER
Eight million tonnes of plastic enter the ocean each year. Tackling this challenge can seem overwhelming, but SC Johnson Professional (SCJ) believes firms’ everyday efforts can really move the dial on sustainability.
SCHNEIDER
FRANK GROß, MANAGING DIRECTOR
Schneider has long been committed to environmental protection and resource conservation. In 1998, we became the first writing instrument manufacturer to earn certification under the EU’s EMAS environmental management system. Schneider was also the first to be given the Blue Angel eco-label for writing instruments. Today, ten out of 12 certified writing instruments come from Schneider.
All our production sites are powered by 100% renewable electricity. We also continue to expand our e-mobility strategy and support climate protection projects.
In addition, Schneider prioritises the use of resource-saving materials such as recycled and bio-based plastics and inks. We source 94% of our total purchasing volume from responsible European suppliers. To meet evolving regulatory requirements, Schneider invests in software and knowledge development related to the Corporate Sustainability Reporting Directive.
Beyond operations, product innovation highlights our commitment to the planet. The Tomo youth fountain pen, made from 58% recycled plastic, has won the German Design and iF Design awards and resonates with eco-conscious Gen Z and Gen Alpha consumers. The Shine-Up highlighter, meanwhile, is made from over 80% bio-based plastic and is one of our Blue Angel-certified products.
The choices businesses make each day – how they use resources, manage waste and select materials –can have a significant impact.
For our part, we’ve narrowed it down to three principles which inform our approach to sustainability: use less, waste less, recycle more.
Using less means smarter energy consumption and choosing efficient
products. Our Refresh FOAM and PowerFOAM hand cleaners, for example, provide up to 57% more washes per litre than conventional lotion format, reducing both product use and waste.
As 70% of global waste still ends up in landfill or open dumps, our Proline WAVE soap dispenser, made from 70% recovered coastal plastic helps minimise ocean pollution.
Recycling is equally crucial: we’re committed to using more recyclable materials, such as our HDPE hand cleaner cartridges.
By making sustainability simple and achievable, operators can save money, strengthen customer and employee loyalty, and reduce their environmental footprint.
SIGEL
MICHAEL SCHRAMM, HEAD OF PRODUCT & QUALITY MANAGEMENT AND SUSTAINABILITY MANAGER
Sustainability has become a paramount concern for consumers and Sigel is dedicated to responding to this demand with its range of eco-friendly solutions. Our entire line of notebooks and planners, including the Conceptum, Jolie, Re-Up and Linescape series, is fully vegan and designed for conscious consumers who prioritise ethical choices in their purchasing decisions.
Manufactured in Germany, the Sigel Notebook series (SN100, SN200, SN300) highlight our commitment to quality and environmental responsibility. Local production supports the domestic economy and reduces carbon emissions associated with long-distance transportation.
The Re-Up Notebook series is an excellent example of our circular economy approach. Crafted from upcycled materials, their covers are made using coffee husks – byproducts of the roasting process – or tea fibres sourced from tea production. Fully compostable, these notebooks offer an end-of-life disposal solution that aligns with responsible consumption. Re-Up Notebooks also have Nature Care Product certification.
With customer needs at the forefront, we are continuing to push the boundaries of environmentally responsible design, ensuring we provide the right answers to the pressing calls for sustainable options.
TESA
HILDE CAMBIER, HEAD OF MARKETING CONSUMER
The need to take more responsibility for the state of the planet is shaping tesa’s operations, partnerships and product development.
To accelerate our transformation to more sustainability, we have established five key action areas: reduce emissions, source responsibly, rethink materials, promote circularity and support customers. These efforts span the entire value chain – from raw material sourcing and procurement to production, logistics and product innovation.
By 2030, tesa aims to achieve climate-neutral production (Scope 1 and 2), cut indirect emissions by 20% (Scope 3) and increase the proportion of bio-based and recycled materials to 70%. Additionally, we are working towards a target where at least 80% of raw material spending goes to suppliers which meet our sustainability standards.
One example of tesa’s commitment to sustainability is tesafilm Paper, launched at the beginning of 2025. The multifunctional adhesive tape is made from materials sourced from sustainable forestry and other controlled environments. Crucially, it can be recycled with paper according to the INGEDE 12 Method, supporting circularity alongside quality throughout its life cycle.
Initial feedback from our partners and specialist retailers confirms that we are on the right track, successfully meeting the demand for sustainable solutions. At the same time, we are offering new, high-quality products that are versatile and functional.
UPM RAFLATAC
VILLE POLLARI, DIRECTOR, INDUSTRIALS & OFFICE PRODUCTS
UPM Raflatac – a leading manufacturer of sticky notes – is part of the UPM group, which is committed to developing sustainable solutions free from fossil fuels.
We have set ambitious climate targets, aiming to reduce CO2 emissions in Scope 1 and 2 by 65% by 2030 (from 2015 levels) and Scope 3 by 30% (from 2018 levels). These goals, approved by the Science Based Targets initiative, support our broader objective of achieving net-zero emissions across the entire value chain to do our part in limiting global warming to 1.5°C.
As part of this commitment, UPM Raflatac Office Products is introducing UPM Notes Recycled, a new range of sticky notes made from 100% recycled paper. The packaging is also made from recycled materials, and the product carries both FSC and Blue Angel certifications, supporting responsible forest management and the adoption of 100% wastepaper to reduce pressure on virgin feedstocks.
Designed for both sustainability and performance, UPM Notes Recycled feature a solvent-free adhesive with double the adhesive strength of standard sticky notes. Such adhesives require less energy and resources during production and eliminate hazardous air pollutants, making them a safer choice for people and the environment.
These efforts align with our broader sustainability strategy, which has earned recognition from independent assessors. EcoVadis has awarded UPM a Platinum score based on our sustainability performance in the categories of Environmental, Labour and Human Rights, Ethics, and Sustainable Procurement.
GREEN THINKING
SPOTLIGHT ON office essentials
Historically, most companies overlooked everyday office essentials as a way to go green and make an impact. However, every workplace uses disposable items, from paper towels and coffee cups to food containers and more. Daily consumption may not seem much, but when you look at annual numbers it’s astonishing. An office with 5,000 people can go through 2.6 million coffee cups per year, which can amount to 1,056 trees felled, 286,000 kg of CO2 emitted and 38.69 tons of waste in landfill.
As sustainability is becoming a cornerstone of corporate missions, old perceptions are changing and so must suppliers – to meet demand, enhance customer satisfaction and drive sales growth.
CORE TO BUSINESS
The growing call for sustainable supplies isn’t merely a trend. A 2024 study by IBM found that 76% of surveyed executives agree sustainability is central to their business. Food waste, plastic pollution, health and wellness, and deforestation are concerns now voiced in most boardrooms. This shift is further driven by regulation and the reality of long-term economic advantages.
Suppliers stand at the intersection of opportunity and responsibility, uniquely positioned to drive meaningful change by offering better solutions. It also positions them as essential long-term partners.
Environmental standards continue to evolve. Understanding the landscape is necessary as clients look for certifications by respected standards such as BPI, USDA BioPreferred, FSC and Cedar Grove. Providing metrics is just as important because clients are now tasked with quantifying emissions related to their Scope 3 initiatives. As a supplier, it’s important to stay abreast of developments to offer solutions that align with their goals.
Providing sustainable versions of everyday essentials can help customers have an immediate and measurable impact by
reducing their carbon footprint, conserving water and reducing deforestation. Offering resources and training, meanwhile, ensure both suppliers and clients stay ahead of regulatory trends and end consumer demands, positioning them as sustainability leaders.
ASKING QUESTIONS
The most common objection about ‘green’ products used to be cost. This discussion has thankfully somewhat evolved, with suppliers being questioned about materials, certifications and other metrics.
Overcoming the financial issue is also easier as growing demand for sustainable products has allowed costs to drop dramatically. In fact, some items are now more cost effective than their traditional counterparts. This trend will continue with accelerating climate concerns.
Suppliers have a critical role to play in advancing sustainability
Addressing specific questions about raw material origins and certifications may be daunting. Understanding the requirements for Scope 3 reporting and explaining the life cycle analysis of each product necessitates expertise and ongoing education.
Seth
Combs, CMO, Emerald Ecovations
The best way to stay informed is to dive right in. My advice would be to dedicate time to learn about sustainability every week. Then, at least once a quarter, find out about new and changing sustainability and ESG regulations. Finally, talk to manufacturers about new developments in their space. Many, like Emerald Ecovations, provide much more than just a transactional platform, because they are selling a solution, not just a commodity.
Suppliers have a critical role to play in advancing sustainability by making environmentally responsible products accessible. Becoming active participants in this area is also a differentiation point: it enhances brand reputation, increases client loyalty and drives revenue growth.
GREEN THINKING
There’s good practice, best practice and going beyond. 1st Source Business Supplies firmly falls in the ‘beyond’ category as regards its sustainability outlook
STRIVING
for BIGGER and BETTER
Minneapolis, Minnesota-based 1st Source Business Supplies is a young, dynamic B2B dealership serving customers in the Midwest and Mid-South of the US. Its primary target markets include gaming, hospitality, entertainment and manufacturing, all verticals where there’s high demand for foodservice disposables, jan/san supplies and cleaning chemicals.
One of 1st Source’s points of difference is that it supplies a considerable percentage of goods with sustainability credentials factored in. For environmentally sound products to make up approximately 30% of revenues is impressive, particularly in an industry – and country – where many operators openly admit environmental stewardship is not typically at the top of the agenda. For 1st Source, it certainly is, as CEO Greg McLeod tells OPI’s Heike Dieckmann.
OPI: Please tell me a bit about your company and overall outlook.
Greg McLeod: When we launched 1st Source Business Supplies in 2013, our primary focus was on office products, furniture and technology. And while we still have a meaningful amount of business in these categories, we began to pivot towards foodservice disposables, facility supplies and cleaning chemicals in 2018.
Essentially, we sought larger, more efficient orders and strategic customer relationships. In product terms, this often means items that are either revenue drivers for clients – popcorn tubs for movie theatres or to-go containers for casinos, for instance – or mission-critical products needed in specific settings, such as environmentally friendly cleaning chemicals for a food manufacturer.
We have moved very deliberately towards providing larger orders and fewer deliveries
We, as a company, have a passion for sustainability and partner with like-minded suppliers to source a wide array of products, including compostable and biodegradable foodservice items and probiotic cleaning chemicals. Our remit is to replace harmful products found in the marketplace like foam containers, PFAS-laden products and cleaning chemicals that are detrimental to both the end user and the environment.
OPI: Why the change in product focus?
GML: For both economic and sustainability reasons. We have moved very deliberately towards providing larger orders and fewer deliveries – weekly instead of daily, for example. It helps us reduce miles driven and
the associated carbon emissions, while also helping our customers reduce their indirect costs associated with ordering, receiving, reconciling and remitting payments for orders.
Our average order size has climbed dramatically over the past few years, allowing us to grow significantly without a commensurate increase in delivery costs. We have also adopted other commonly used techniques to reduce our carbon footprint, including rightsizing our packaging and delivery equipment, minimising void fill, etc.
OPI: How would you describe the customer conversations you’re having, with sustainability in mind?
GML: We typically tackle this issue head-on, rather than making any assumptions. We start by asking customers what their goals are in terms of the products they receive from us. For instance, if they want to buy foam foodservice items – with low cost in mind – we will highlight that comparable, environmentally friendly products may actually be relatively close to the required price point. Most will consider the alternatives, some will not.
In a lot of cases, either our customers – or their clients – are increasingly concerned about their environmental footprint. Take one of the larger cinema chains we support: they tell us they are fielding more and more questions about PFAS-free products and compostable/ biodegradable foodservice items.
Awareness of PFAS-related health and environmental issues is growing
We expect this to accelerate. The fact that the price delta has narrowed significantly between bio-based and inorganic materials has also had a significant impact in this context. Customers can now move more towards environmentally friendly products while remaining financially viable.
Greg McLeod
OPI: Who do you source from?
GML: We have strong wholesale relationships with outstanding partners like RJ Schinner and S.P. Richards, while also buying extensively through a long-time relationship with Independent Suppliers Group.
In addition, we buy select products in bulk through direct manufacturer relationships. We source product both domestically and internationally, striving to be nimble – and, frankly, to hedge our bets – when it comes to imports from China, Malaysia, Indonesia, Vietnam, India, etc. The reality of new tariffs
on imports from some of these countries is certainly something we monitor carefully in order to mitigate the risk to our supply chain.
OPI: You mentioned PFAS. What’s your stance in this regard?
GML: We work diligently to remove this ‘forever chemical’ from our assorted products. Several US states, including Maine, Minnesota and California, have already passed legislation which bans PFAS in everything from foodservice items and menstrual products to firefighting gear.
Awareness of PFAS-related health and environmental issues is growing and there’s definitely customer demand. I also expect more legislation to be brought in, especially with the new administration’s Robert Kennedy Jr as Secretary of Health and Human Services. Eliminating PFAS products aligns perfectly with his ‘Make America Healthy Again’ commitment.
Whether companies choose to do it for compliance, economic or altruistic reasons, it’s likely wise to be on the right side of this issue.
OPI: Also on a sustainability note, I believe you have a strong relationship with HP Inc. Can you tell me a bit more?
GML: We have an outstanding relationship with HP and have built a successful partnership with its team over many years. We are among a small number of HP Amplify Impact 3-Star Partners, based on our company-wide commitment to training, sustainability and protecting the environment.
We’ve come a long way in our business practices as a direct result of our participation in the Amplify Impact programme and we wholeheartedly embrace HP’s key pillars as they relate to planet, people and community.
OPI: Finally, where are you headed as regards your plans and approach?
GML: With the continued growth in the availability of sustainable products in our key product categories and solid, accelerating customer demand, we feel our trajectory is very much ‘up and to the right’. We embrace sustainability with our customers in the marketplace and also within and throughout our company – in everything we do. In other words, we practice what we preach.
This being said, we undoubtedly have improvements to make still and the competition is getting fiercer. We’re on a very good path now, I’m confident, but certainly don’t have it all figured out. We’re humble, eager and willing to learn and I think that will serve us well moving forward.
HOW TO...
COMPLYING with legislation
PBS Network’s Anette Kerstin Günther explores the challenges organisations face in adapting to ever-evolving environmental regulations
Businesses across Europe are facing a shifting landscape of environmental laws that are becoming increasingly complex.
Following the EU’s Omnibus proposal published on 26 February 2025 (see Green News, page 14), companies are preparing for transformative changes which could alter the regulatory setting significantly.
As these new regulations are rolled out and sustainability solidifies as a core business imperative, organisations must manage the ongoing challenge of complying with multiple requirements. The impact of European environmental laws is far-reaching, requiring firms not only to navigate complicated rules but also to meet national and global demands. EU regulations are directly binding across all member states
In contrast, EU directives are transposed into national law, adding another layer of complexity for international businesses Instead of following a single, uniform law, they must comply with different national implementations of the same directive. This dual-level requirement creates further difficulty for those operating in multiple regions.
MEETING COMPLIANCE NEEDS
Keeping up with constantly changing rulesets is a challenge and meeting these regulatory requirements necessitates accurate, real-time data management. Failure to follow standards could lead to penalties and reputational damage, making it essential to stay ahead in this complex jungle
To help steer through the manifold intricacies, PBS Network provides a solution – the PBSeasy Sustainability Upload tool – which streamlines adherence to both new and developing regulations. This intuitive tool operates through a structured two-step process that simplifies data management,
ensures alignment with legal standards, and reduces the time and resources required for regulatory reporting.
In the first instance, PBS Network works with industry associations and experts to define a standardised data matrix. This framework outlines the essential data points to meet regulations. By establishing a structured approach, PBS Network can assure businesses that sustainability requirements are clearly defined upfront.
We saw a growing need for the distribution of environmental information
Next, suppliers collect and provide product data based on this predefined matrix. Because it’s standardised from the outset, suppliers only need to input their information once, after which it can be tailored to meet the specific requirements of different markets, eliminating the need for reformatting.
The tool also includes predefined scenarios for calculating a product’s carbon footprint, helping users to compare data across suppliers even when different sustainability metrics are applied.
HOW IT HELPS
The approach is synergetic, involving suppliers and dealers from countries such as France and the DACH region, along with groups including the French association representing manufacturers in the paper, office supplies and stationery sector AIPB, as well as German industry association ARGE PBS.
These organisations represent the customer base, offering valuable insights into which data fields are critical based on legal frameworks and market demands. Together, they compile
the mandatory and optional data sets required for compliance with EU environmental laws. This essential step translates EU law, helping companies effectively meet national and EU-wide obligations while adapting to regional and cross-border legal differences.
The platform allows any manufacturing company to share its sustainability data with its customers – regardless of whether they have a direct contractual relationship with PBS Network. It works through a standardised Excel template whereby suppliers collect data once, covering globally identical categories This includes all mandatory fields necessary to follow international requirements
LOCAL ADAPTATIONS
A strength of PBS Network’s dynamic solution is its adaptability to local laws and frameworks. The involvement of the aforementioned expert groups supports PBS Network in responding quickly and effectively to legislative changes, which means the platform always remains aligned with industry standards and best practices. This ongoing collaboration also ensures businesses can maintain smooth, compliant data exchanges, even with ongoing changes.
As Frank Groß, Schneider Managing Director and Chairman of the Board of ARGE PBS,
Anette Kerstin
Günther is a Senior Consultant, Data Content, at PBS Network. She has founded several expert groups and specialises in product data quality
highlights: “We saw a growing need for the distribution of environmental information Therefore, ARGE PBS founded a joint group of data experts from industry and trade to address the laws on market-relevant data topics and new legal requirements.”
Impending laws or market needs are carefully assessed to determine whether they need to be integrated. This is an ongoing process following which any necessary adaptations are discussed with all relevant partners and implemented according to the requirements of the client base.
One of the most recent priorities has been compliance with the upcoming EU Green Deal regulations. Currently, AIPB is reviewing the French upload template, adding new data content fields to align with France’s Loi AGEC (Anti-Waste and Circular Economy Law). Once finalised, DACH countries will evaluate whether similar alterations are needed for them.
With environmental regulations certain to evolve, businesses need solutions that not only assure compliance, but also simplify data management and reporting while remaining flexible. In a landscape that will only grow more demanding, tools like PBSeasy help organisations stay ahead of new requirements, turning conformity from a challenge into a strategic advantage.
NAVIGATING US federal turmoil
OPI
’s Andy Braithwaite takes a look at the challenges and opportunities in the US federal government purchasing world in the early days of the second Trump administration
Last year, OPI published an article covering various aspects of doing business with the US government
(see Spotlight, OPI April/May 2024, page 28). It could now be argued the norms and boundaries of the federal market – administered by the General Services Administration (GSA) – and the state, local and education (SLED) public sector channel in the US have rarely been disrupted to the degree we are currently witnessing.
The aspiration of Musk and his team is to reduce the federal workforce by 5-10%
According to the Federal Register, from 20 January 2025 (Inauguration Day) to 19 March, Donald Trump signed a total of 89 Executive Orders (EOs). Not that it has all been plain sailing for the new President. Dozens of groups have launched more than 70 lawsuits to challenge various initiatives and, as of 14 March, the administration had been forced to rescind 18 EOs.
Nevertheless, in February, the House of Representatives endorsed the size and scope of the President’s ambitions by approving the budget resolution for fiscal year 2025 – what Trump calls the “big, beautiful bill”. The Senate is expected to follow suit and ratify the legislation later this spring.
Against this backdrop, the business products channel is struggling to contend with the whiplash effect of ‘on again-off again’ tariff percentages, the freezing of certain government purchase cards and the sweeping scrutiny from Elon Musk’s Department of Government Efficiency (DOGE).
UNCERTAINTY PREVAILS
According to a December 2024 report from the Congressional Oversight Committee, only about 6% of the civilian federal workforce worked full time on-site. Many agencies had policies that required their staff to come in for one day a week.
During Trump’s inauguration, he signed an EO that required approximately 2.3 million federal employees to return to the office “at the earliest date practicable”. For many, that day was Monday, 10 February.
As an example, 1.4 million military personnel have been working pretty much as normal from their bases and the Pentagon. With the return-to-work mandate, their on-base civilian support is expected to surge.
However, as of mid-March 2025, 110,000 federal employees had either accepted a buyout offer or their positions had been eliminated as part of DOGE’s initiative. The aspiration of Musk and his team is to reduce the federal workforce by 5-10%.
Once the final numbers have been tallied, certain agencies (including the GSA and the Department of Education) may contend with as much as a 50% reduction in staff. As such, there are somewhat offsetting forces of return-to-office orders and the prospect of fewer overall federal workers.
That said, in the near term, as staff return in scale, federal dealers are braced for an avalanche of Sources Sought Notices,
Requests for Information and Requests for Quote (RFQs) for all types of business supplies, furniture, jan/san, technology and breakroom products.
FACTS AND FIGURES
Despite federal employees’ prolonged post-COVID absence from the office, the 2024 annual volume on the GSA’s primary purchasing vehicle – the Multiple Award Schedule (MAS) – was approximately $50.3 billion. This was up by 10% compared with the 2023 fiscal year.
With insights from a GSA tool called Demand Data, dealers can merchandise products on their MAS Schedule that respond to demand, and price those SKUs within a competitive range. The Demand Data dashboard reveals the 12-month run rate by SKU and the average transaction price paid by federal buyers.
The GSA team utilises a category management approach to provide the products and services required by the US federal government – the world’s largest consumer. These are divided into 12 large categories, 82 sub-categories and 315 product categories or Special Identification Numbers (SINs).
OPPORTUNITY KNOCKS
There are a number of opportunities on the short-term horizon. Just a few weeks ago, the GSA released an RFQ for office products. Barring any protests or changes, responses are due in April. Sales volume over the first five-year term (out of a possible total of 20 years) has been estimated at $500 million.
Business-to-government resellers […] can succeed by providing appropriate and timely solutions
The agency’s online shopping and ordering system, GSA Advantage, has almost 15,000 participating contractors, according to its Evidence & Acquisition division. There are a staggering 33,388,009 items listed in the GSA Advantage catalogue, although ‘only’ 273,651 of these are recognised as the top-selling SKUs and listed in the Demand Data file. This subset, though, represents about 39% of that $50.3 billion figure.
In terms of office products, two SINs are 339940 and 339940 OS4. The former has 265 contractors with reported spend on GSA Advantage last year of around $74.4 million; the latter has 58 contracts and generated GSA Advantage reported spend in 2024 of $47.7 million. It is worth noting there can sometimes be a significant difference between ‘reported’ and ‘actual’ spend.
To increase the probability of success, some federal dealers are maximising their reach by selling products from companion SINs. These include several SINs in the furniture, technology, jan/san categories and areas such as safety and PPE.
Trump campaigned on the pledge to close the Department of Education and transition this budget to local school systems. Consequently, certain dealers are cultivating relationships across the SLED market. The potential here may include shorter sales cycles and a more relationship-driven procurement process.
Much has been written about the shift of federal purchasing priorities away from diversity, equity and inclusion as well as climate goals and principles. Despite this, the 87-year-old AbilityOne programme – among the nation’s largest providers of jobs for people who are visually impaired or have other significant disabilities – is stable.
Mandatory purchasing of National Stock Numbers (NSNs) of AbilityOne’s SKILCRAFT brand is grounded in federal acquisition regulations and binding statutory policies. Certain SKILCRAFT NSNs will even feature for the first time in a new NASA $60 billion IT award, set to be confirmed this June.
There is no denying it is a fluid situation, with new EOs coming thick and fast. If dealers can interpret the temporary turmoil, then opportunities are out there. By understanding the new purchasing objectives of public sector buyers, business-to-government resellers – with the support of knowledgeable industry partners – can succeed by providing appropriate and timely solutions.
STREAMLINING supply
Redistribution is a powerful yet often overlooked tool in the broad sustainability box, says RJ Schinner’s Devon Olzewski, particularly in the context of the breakroom
Sustainability is now a major buzzword across industries, typically discussed in relation to product innovation, corporate ethics and policy, or philanthropic endeavours.
Oftentimes, it’s the manufacturers and end-user businesses that take centre stage in these conversations, either for their commendable efforts or their shortcomings. However, there are countless opportunities to commit to sustainable practices throughout the entire supply chain; one of the most impactful is redistribution.
It plays a crucial role in supporting environmental endeavours by advancing the movement of goods, minimising waste and promoting the efficient and responsible use of resources. By leveraging strengths in logistics and supply chain management, redistribution providers help businesses achieve their environmental goals while also improving the transportation of products.
EFFICIENT SUPPLY
One of the primary benefits of redistribution is improved availability and consistency of essential products. This is particularly important in the breakroom, where organisations rely on a steady supply of foodservice goods, drinks, snacks and cleaning products to improve employee satisfaction and productivity.
Businesses often struggle with stock shortages due to supplier limitations, which can disrupt operations. Centralised supply hubs ensure customers have access to a reliable source of goods, even if certain items
are not directly available. By consolidating items from various producers at central points, companies can maintain a constant inventory of products without worrying about stockouts. This reliability sustains smooth operations while also avoiding excess stock which contributes to waste.
In addition to stabilising supply, redistribution supports inventory optimisation by letting customers get what they want when they need it. Through demand forecasting and just-in-time distribution, they can order the exact number of goods required without overstocking perishable products.
Through demand forecasting and just-in-time distribution, [customers] can order the exact number of goods required
This lean approach to stock management not only reduces waste but also lowers storage costs. As a result, it contributes to financially sustainable processes in the long term. Moreover, reliable redistribution providers allow suppliers to explore new markets or introduce products with less financial risk. Vendors can test new offerings – such as biodegradable coffee pods or reusable dishware – without requiring large upfront investments in logistics and storage, thereby facilitating sustainable expansion.
STAYING RESPONSIBLE
Reducing carbon footprint is a key pillar of responsible business practices and redistribution can significantly help reach goals. Traditional supply chains often involve multiple shipments of small product quantities to individual locations, leading
to excessive transportation emissions. In contrast, redistribution amalgamates shipments into fewer, larger deliveries. This model cuts down fuel consumption, lowers greenhouse gas emissions and creates a more environmentally friendly supply chain.
As well as transportation, redistribution centres are designed to maximise energy efficiency in storage and logistics operations. Strategic placement of these hubs means goods are stored and transported with minimal energy waste.
Many facilities incorporate power-saving technologies, such as solar panels, LED lighting and automated temperature control systems to reduce energy consumption. Additionally, advanced data analytics and route planning software enable businesses to improve deliveries, further reducing unnecessary travel.
Organisations regularly struggle with excessive packaging from individual deliveries and multiple suppliers
CIRCULAR ECONOMY
Devon Olzewski is
Senior Category Manager for Foodservice at RJ Schinner.
With a career spanning B2B manufacturing and distribution, she brings extensive expertise to her role and is passionate about driving sustainability in the industry
Packaging waste is another pressing concern in sustainability discussions; redistribution can help address this issue too. Organisations regularly struggle with excessive packaging from individual deliveries and multiple suppliers. By combining shipments, foodservice distributors can reduce the amount of packaging used in single deliveries, which cuts down on excess wrapping and single-use materials.
Furthermore, they have greater flexibility in terms of implementing more sustainable packaging solutions, for instance choosing eco-friendly materials and streamlining processes across several suppliers. In the breakroom, this translates into less plastic covering on bulk snacks, fewer single-use containers, and a shift towards compostable and recyclable options.
Indeed, in many industries, a large portion of packaging and materials can be reused, yet companies often lack the infrastructure to do this. Distribution facilities can expedite the return and reuse of packaging, coordinate the collection of substances for repurposing and allow them to be cleaned and reintegrated into the supply chain.
In breakrooms, this could mean offering refill stations for coffee and sugar, for example, or enabling the return of glass bottles for reuse.
All this reduces the need for new packaging, advancing sustainability objectives while, once again, cutting down on costs.
EDUCATION MATTERS
Distribution specialists can serve as valuable educators and advisors to businesses looking to improve their environmental efforts. Sales representatives working within redistribution have in-depth knowledge and access to an array of products, meaning they can suggest the best solutions for specific problems or target audiences.
With direct connections to manufacturers, they are well-versed in the advantages and disadvantages of different materials, product lines and sustainable attributes. Their expertise allows them to be trusted consultants which helps businesses to make informed decisions that align with their operational needs and green initiatives. Given redistribution professionals operate deep within the supply chain, they can also offer unbiased recommendations and solutions which balance cost, functionality and environmental impact.
ECO-CONSCIOUS SUPPLY
Sustainability is not just about isolated efforts from certain supply chain partners – it requires a comprehensive approach which involves every component. Redistribution’s ability to improve productivity, reduce waste and promote environmentally responsible systems makes it an essential element of any customer looking to strengthen its environmental credentials.
Companies that leverage this also contribute to industry-wide improvements in resource conservation and sustainable stewardship. In the context of the breakroom, this manifests itself in a well-stocked, efficient space where employees can enjoy refreshments with a lower carbon footprint.
As organisations continue to face increasing pressure to adopt greener initiatives, redistribution provides a practical and effective solution. In fact, those that embrace it often find that sustainability and profitability can go hand in hand, creating long-term value for both the company and the planet as a whole.
By recognising its value in key areas such as foodservice and the breakroom, business leaders can take a proactive step towards a greener future, demonstrating their commitment to environmental responsibility while maintaining a competitive edge. Ultimately, this will lead to a more efficient and eco-conscious supply chain, regardless of the industry it serves.
GOING THE extra mile
Sylvamo’s purpose is to produce paper in the most responsible and sustainable ways. It’s a constant work in progress, with the journey very much being part of the destination.
Gerald Demets, the vendor’s Commercial Director, Uncoated Wood-free Paper and Pulp Europe, spoke to OPI about its strategic brands, highlighting recent developments at the world’s paper company.
OPI: What is Sylvamo’s philosophy?
Gerald Demets: At the heart of everything we do is the desire to meet and exceed customer expectations, with – and this is vital – climate concerns always at the forefront of our thinking. Sylvamo’s core paper brands – REY, Multicopy, HP Papers and Pro-Design – are perennially evolving. They have specific attributes and strengths that address wide-ranging printing demands.
What unifies all of them is a deep commitment to sustainable paper production. Our mills in Saillat, France, and Nymölla in Sweden are proof of that – they both have globally recognised certifications which demonstrate this commitment. A healthier planet for years to come is what we strive for.
OPI: Can you elaborate a bit on these brands, especially any new initiatives?
GD: Sure. We’ve just refreshed the look of our REY range through new packaging which, incidentally, is also made completely from paper and can be recycled with regular paper waste. We produce a large range of certified white and tinted papers under the REY umbrella, meaning there’s the right paper for every project customers might need to complete. Our mantra is that “behind every key moment in life, there is REY paper”.
Multicopy, meanwhile, is an easy-to-use, sustainable premium paper which is ideal for all types of office machines and perfect for pre-printing. Again, sustainability in our processes is key.
In partnership with Nordic energy company Gasum, for instance, residue water from the production of Multicopy papers is turned into liquified biogas. Wood for Multicopy primarily comes from within a 90 km radius of Nymölla.
Multicopy NEXT is the latest product in this range. It’s a premium paper that supports climate action in partnership with Climate Impact Partners.
What unifies all of [our brands] is a deep commitment to sustainable paper production
OPI: What do HP Papers and Pro-Design bring to the table?
GD: HP Papers are engineered and tested to work seamlessly across all printers and copiers. The broad portfolio under this brand is suitable for just about any office application. All HP Papers come from certified wood sources.
Pro-Design, finally, is specially designed for professional laser and inkjet printing. Every great idea starts with a line or a scribble but it is our job to ensure this idea culminates in a perfectly printed design and finish. The paper in this range guarantees high whiteness, sharp contrast and vivid colours.
We pride ourselves on our varied, top-quality portfolio. And we support that portfolio with equally outstanding customer service.
OPI: How do you make sure you offer the best experience – can you give an example?
GD: We’ve just launched a new digital tool which makes it easier for customers to find exactly what they need. The Sylvamo One Portal has been designed to streamline access to all our digital branded resources. Previously, each brand had its own portal; now everything is conveniently located in one place.
Feedback so far has been very positive –customers appreciate the portal’s ease of use and centralised access to resources.
THE CUMBERLAND HOTEL, LONDON
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Tackling the HOT topics
The OPI Global Forum returns once more to Chicago as the city hosts the event for the 12th time from 18-20 May. Delegates will gather at the excellent – and very conveniently located – Sofitel Chicago Magnificent Mile, a venue well-known to past attendees.
While the conference is returning to familiar surroundings, the Global Forum agenda continues to change and move with the times. This year’s event will take an in-depth look at two of the most significant forces reshaping our sector: AI and the evolving workplace.
The OPI team has put together a programme of expert presentations, interactive roundtables and high-level networking opportunities to provide attendees with actionable insights.
AI DEEP DIVE
AI is redefining how companies operate; the Global Forum 2025 will explore the implications for our industry from multiple angles. Mark Newhall, CEO of Execution Specialists Group, will deliver a keynote on the ‘AI Revolution’, offering a practical roadmap for business leaders to leverage AI in order to drive productivity, enhance the customer experience and stay competitive.
Complementing this, Jason Heredia, VP of Design & Client Engagement at HNI Workplace Furnishings, will take a hands-on approach
in his ‘AI in Action’ presentation. He will break down real-world AI applications that can immediately impact business operations.
Andy Crestodina of Orbit Media Studios is returning as a presenter to tie in AI with e-commerce efficiency. His session will demonstrate how the technology can be used to drive traffic and revenue to online stores.
Another presentation with an e-commerce flavour will come from marketplace leader Mirakl. This will tackle the growing influence of online marketplaces, exploring both the opportunities and challenges they present.
The Global Forum will also delve into the broader shifts in the workplace and their implications for the business supplies sector.
Jeremy Myerson, Chairman of WORKTECH Academy, will analyse how six different organisations have adapted to hybrid work, providing invaluable insights into the future needs of corporate buyers.
Attendees will be able to get involved in participatory roundtables that zoom in on specific topics
David Dewane, Chief Experience Officer at Geniant, meanwhile, is an expert in strategies that create workplaces which truly enhance productivity and employee engagement. Consulting powerhouse McKinsey will take a look at the future of the office and what it means for our sector.
THOUGHT LEADERSHIP
As has become customary – through a series of quick-fire, one-on-one interviews with OPI CEO Steve Hilleard – Global Forum delegates will hear from their peers about what is keeping them awake at night. Fellowes Brands CEO John Fellowes, James Rodgers, CEO of dealer group Independent Suppliers Group and new Essendant CEO Dave Rickard, will be among the execs in the hotseat.
For more information and to register for the OPI Global Forum 2025, please visit: www.opi.net/gf2025
To make the event as interactive as possible – not counting the many networking opportunities – attendees will be able to get involved in participatory roundtables that zoom in on specific topics.
FORGING connections
Over the past 11 years, OPI
Partnership has cemented its reputation as a premier gathering for the European business supplies industry. The 2025 edition, held from 10-12 March at the renowned Hotel Okura in Amsterdam, hosted approximately 140 delegates from leading resellers and vendors across Europe.
Once again, Partnership delivered a dynamic forum for high-level discussions and strategic relationship-building. As always, the event opened with a much-anticipated Japanese-themed Welcome Dinner, tickling everyone’s taste buds and setting a collaborative tone for the days ahead.
UNIQUE FORMAT
The following two days saw delegates participate in structured one-to-one meetings – more than 300 in total – setting a new record for the event. The meticulously curated schedule ensured focused, tailored discussions, with vendors and resellers exploring new business opportunities and refining strategies. The highly confidential approach at Partnership encourages deep and productive conversations.
As Exacompta CEO Charles Nusse commented: “This event provides an excellent opportunity to meet and network with leaders in the office supplies industry. The format is very effective, allowing for meaningful interactions and discussions. The venue was beautiful, adding to the overall experience. Highly recommended!”
A highlight of the event was the European Office Products Awards Presentation Dinner on 11 March (see Event, page 50) Recognising achievements in innovation,
sustainability and leadership, the evening celebrated excellence and provided prime networking opportunities. Attendees took full advantage of the relaxed setting to exchange ideas and discuss the trends shaping our industry – and, of course, raise a glass or two to all the winners.
The meetings are of a high quality and all participants are there to make an impact
An impressive 85% of delegates rated the event ‘Excellent’. Indeed, feedback underscored the value of Partnership’s format, with many executives emphasising the quality of the discussions made possible by its exclusive, senior-level attendee base. The presence of both established industry leaders and emerging players also created a dynamic atmosphere, culminating in a well-rounded perspective on the state of the business supplies sector.
PERSONAL TOUCH
Partnership proved that in an increasingly digital world, face-to-face connections remain vital. As the industry continues to evolve, this exclusive gathering provides an excellent platform for shaping its future.
MARK THE DATE
The next OPI Partnership will take place at the Hotel Okura in Amsterdam from 9-11 March 2026
As Rochelle Scheerhoorn, Director of Strategic Accounts and Business Development at Showdown Displays Europe, notes: “OPI Partnership offers an opportunity to connect with existing, potential and new partners in the industry. The meetings are of a high quality and all participants are there to make an impact or a change, so everyone is eager and enthusiastic to cooperate.”
EVENT Oh, WHAT A NIGHT!
EUROPEAN OFFICE PRODUCTS AWARDS 2025 REVIEW
Emotions ran high as Europe’s business supplies industry came together to celebrate another year of outstanding achievements
Superlative! A big word, but this was the takeaway from the 2025 European Office Products Awards (EOPA), specifically the Presentation Dinner on 11 March.
As always, the EOPA dinner was held during OPI Partnership, which ran from 10-12 March at the Hotel Okura in Amsterdam (see Event, page 48). It was a fabulous evening of celebration that highlighted great products, initiatives, companies and individuals from across Europe.
It was also a wonderful opportunity to get together, meet existing business partners and forge new relationships while raising a glass to all that is innovative, progressive and resilient in our sector.
Indeed, new relationships are becoming ever-more important. You only had to look at the attendee list of the EOPA dinner to appreciate how much our industry is changing and how all-encompassing it has become. Arco, Reckitt Pro Solutions, Kimberly-Clark Professional, SC Johnson Professional, The Cheeky Panda, Natural Hygiene and P-Wave
Proposing a toast: Lyreco’s David Harman
are some of the name badges you wouldn’t have seen even just five years ago.
The EOPA shortlist and the winners were equally eclectic and certainly highlighted that it’s not always the large, well-known and long-standing players that scoop the awards –although some definitely did.
Longevity is also something that came up in this year’s industry toast, presented by David Harman, Group Merchandising Director at Lyreco. Harman paid tribute to our very own Steve Hilleard and his 30-year ‘stint’ at OPI
He did so in a warm-hearted, appreciative and funny way which culminated in a somewhat unusual gift presentation to a standing ovation (see News in Brief, page 12). It left the usually unflappable Hilleard more than a little emotional, but he quickly moved on to, tongue-in-cheek, enlighten the audience about how to lead a business in the future.
Resilience – and talent – is key, both of which was shown aplenty by the rather unusual entertainment interlude of the night. It saw Tristan Gac, son of Manutan’s Jean-Christophe Gac, display his extraordinary skills. Having been robbed of his dream career of becoming a professional footballer due to an injury, Gac persevered with his love of the sport but in a different guise: he took up freestyle football. He did it so brilliantly that, last year, he became World Champion – at the age of 22!
This set the tone for the rest of the evening – looking outside the box, overcoming challenges and maximising opportunities. As Hilleard, who is also Chairman of the EOPA judging panel, said: “For the 24th time, the European business supplies sector came together to reward the very best of what our industry has to offer. There appears to be an enormous appetite – partially through great leadership – for facing obstacles head-on and continuously coming up with new and innovative products and inspiring initiatives.”
The class of 2025! Read all about this year’s EOPA winners on the following few pages. From the entire OPI team, many congratulations!
BUSINESS PRODUCT OF THE YEAR
WINNER: NEWELL BRANDS – DYMO LETRATAG 200B
With so many entries, this is always a hotly debated category. But it was Newell Brands that won the Business Product of the Year award with the Dymo LetraTag 200B.
The EOPA judges voted for this DYMO label maker which creates durable, smudge-free labels in a variety of finishes.
Meeting and exceeding all the judging criteria, the LetraTag 200B has already enjoyed significant commercial success with resellers across Europe.
HIGHLY COMMENDED: Natural Hygiene – Sanni Bin
MARKETING CAMPAIGN OF THE YEAR
WINNER: P-WAVE – NHS ENGLAND BODY AWARENESS PARTNERSHIP
P-Wave’s campaign – truly lifesaving – encouraged men to consult their doctor if they see blood in their urine. This could be detected by using P-Wave’s Slant6 urinal mats, widely distributed to B2B customers across the UK.
The EOPA judges were hugely impressed with the campaign concept as well as the results – increased awareness has already seen more early-stage cancers identified and lives saved.
SUSTAINABILITY EXCELLENCE – VENDOR
WINNER: ESSITY PROFESSIONAL HYGIENE
L-R: Essity Professional Hygiene’s Jos Zimmerman with David Harman from Lyreco (sponsor)
SUSTAINABILITY EXCELLENCE – RESELLER
WINNER: RED-INC
Having been on the shortlist of this category several times in the past, the judges this year felt that the vendor had comprehensively surpassed all other entries.
Essity continuously goes beyond deploying recognised best practice and is an inspiring leader in our industry. Its wide-ranging education of and support for its end-user customers and trade partners truly sets the company apart (see www.torkglobal.com).
HIGHLY COMMENDED: Greenspeed
RESELLER OF THE YEAR
WINNER: LYRECO GROUP
This was a unanimous decision and testament to the fact that size truly doesn’t matter when the proposition is rooted in excellence and complete conviction. Red-Inc, with its all-encompassing outlook of ‘using business as a force for good’ isn’t afraid of being different and taking progressive actions in order to create a low-impact business.
B-Corp certified since 2016, Red-Inc became the first stationery supplier to have its emissions reduction targets approved by the Science Based Targets initiative.
L-R: Greenspeed’s (sponsor) Michel de Bruin with Adam Huttly from Red-Inc
It’s not easy for a long-established operator which has been going for almost 100 years to continuously be innovative and on the ball. Lyreco has been doing exactly that and for its superb efforts won the Reseller of the Year award. The EOPA judges commended Lyreco for its exploration of new product categories as well as its environmental leadership and commitment to digitalisation. This operator is expertly adapting to the new – often challenging – workplace supplies environment.
L-R: OPI’s Jade Wilson (on behalf of sponsor edding) with Newell Brands’ Aurélie Ferin and Jeffrey James Köhler
L-R: P-Wave’s Mark Wintle with László Fehér from Corwell (sponsor)
L-R: Newell Brands’ (sponsor) Jeffrey James Köhler with Lyreco’s Gabriel Mops and David Harman
WHOLESALER OF THE YEAR
WINNER:
JGBM
JGBM impressed with its unique sales and marketing approach. As a relatively niche wholesaler of office technology products in the UK, everything this operator does it does extremely well, always adding value and providing solutions. Dealer customers, for instance, speak highly of JGBM’s intelligent street pricing solution, online training and digital marketing tools.
HIGHLY COMMENDED: VOW Wholesale
BEST WORKPLACE
WINNER: ACS GROUP
The second new category at this year’s EOPA was Best Workplace. Recognising, empowering and rewarding staff was among the key criteria and the winner, ACS Group, met these expertly – amid some tough competition and outstanding entries. ACS scooped the trophy for its comprehensive approach and a genuine belief that being successful and having a positive impact starts with people.
Read more about ACS, what it does and how it does it in the next issue of OPI
HIGHLY COMMENDED: Prima Software
ONLINE RESELLER OF THE YEAR
WINNER: LOMAX
This was one of two new categories at this year’s EOPA The judges were looking for an exceptional online business that drives growth and innovation. Denmark’s Lomax does both in abundance. Highly engaged with its customer base, the company has a relentless focus on improving its online marketing activities and has also embraced technology, utilising AI to manage data and optimise internal workflows.
Lomax, the EOPA judges said, is a leader in its field and a role model for effectively operating an online business.
VENDOR OF THE YEAR
WINNER:
RECKITT PRO SOLUTIONS
The Vendor of the Year award was rightfully given to a company that has spent several years methodically executing its strategic plan to expand into the B2B space. In doing so, Reckitt Pro Solutions has demonstrated exceptional growth, strategic partnerships and a commitment to sustainability.
Reckitt’s B2B offering of hygiene solutions has gone from strength to strength over the past few years, scaling up to becoming a dominant force in our sector.
YOUNG EXECUTIVE OF THE YEAR
WINNER: ALEX BONARIUS, GLOBAL SALES
DIRECTOR, PUKKA
PADS
The business products industry needs dynamic, driven individuals to ensure its continued success. Alex Bonarius is such an individual. Winning the Young Executive of the Year award, the EOPA judges firmly believe he is on track to becoming a future leader in our space.
Since joining Pukka Pads two years ago, Bonarius has represented the brand both in the UK and overseas with enthusiasm and great attention to detail. He has been instrumental in opening accounts in multiple new countries which has contributed to significant company growth.
L-R: Lomax’s Kenneth Borup with Mark Heath from Office Power (sponsor)
The JGBM team with Reckitt Pro Solutions’ (sponsor) Ross Jones (R)
Reckitt Pro Solutions’ Ross Jones (L) and Linsey Adams (R) with Viking Europe’s (sponsor) Christa Furter
L-R: ACS Group’s Elizabeth Stevenson and Simon Allan-Brooks from Arco (sponsor)
L-R: Pukka Pads’ Alex Bonarius and Mike Gentile (on behalf of sponsor Deli)
EXECUTIVE OF THE YEAR
WINNER: SOPHIE CHOISELAT, BUSINESS UNIT MANAGER, AVERY FRANCE
Sophie Choiselat won the Executive of the Year accolade amid tough competition. She impressed the EOPA judges with her strategic vision, innovative leadership, and exceptional execution and people management skills.
Choiselat’s journey at Avery France began in 2007 as Assistant Product Manager. Now Business Unit Manager, her contributions have driven significant growth and transformation at the vendor while also having a lasting impact on the broader European market.
L-R: Zebra Pen Europe’s (sponsor) Szilvia Lázár and Sophie Choiselat from Avery France
INDUSTRY ACHIEVEMENT
WINNER: MICHEL VAN BEEK, PRESIDENT EMEA & ASIA PACIFIC, FELLOWES BRANDS
The Industry Achievement presentation at this year’s EOPA was punctuated by pride and respect for the winner’s outstanding career and remarkable contribution to the company he has dedicated the past 19 years to. It was also tinged with sadness that he could not be there on the night due to family circumstances. The moment – albeit remotely – belonged to Michel van Beek, President EMEA & Asia Pacific at Fellowes Brands.
Introduced by his colleague James Webb, van Beek transformed Fellowes Europe from a strong competitor into a market leader. Always eager to outperform expectations, he is a natural figurehead who challenges, encourages and supports those he works with in equal measure – fairly, persistently and with a work ethic second to none.
BUSINESS LEADER OF THE YEAR
WINNER: ANDREW GALE, CEO, EVO GROUP
The Business Leader of the Year award was introduced a couple of years ago to recognise senior executives whose dedication, leadership and vision positively impacts both their organisation and the wider business supplies industry.
Introduced by long-standing business partner, ACCO Brands’ Mark Wilkinson, evo Group’s Andrew Gale is all of the above and much more. Under initially his financial stewardship and, more recently, leadership as CEO, he has navigated evo through challenging times – in 2009 when the business had considerable issues, the COVID-19 pandemic and now an ever-evolving and somewhat uncertain business supplies landscape in the UK.
With a keen understanding of market needs and trends, Gale has driven positive change at evo, always offering clarity and simplicity to his strategic vision. Humble and keen to shine the spotlight on his team, he’s an inspirational leader who will continue to do fantastic things for evo (see News, page 6, for the latest turn of events)
Amid a wide range of moving and amusing online testimonials from colleagues and partners around the world, van Beek received rousing applause from his peers at the Okura when the Fellowes team collected the award on his behalf. A very special and well-deserved award for a very special individual!
THANK YOU TO OUR SPONSORS
L-R: evo Group’s Andrew Gale, ACCO Brands’ Mark Wilkinson and André Vasconcelos from Bi-silque (sponsor)
Michel van Beek
MINUTES WITH...
Ashlee Hunt
What’s the best compliment you have received?
Anytime someone tells me I’ve made a positive impact on their day – it means everything to me.
If time travel was an option, where would you go?
It’s a toss-up between Ancient Greece and the Wild West.
What is one goal you hope to achieve in the next ten years?
I would love to adopt a child.
Do you have any particular family traditions?
Since I was eight, my parents have taken me and my sister on an annual family vacation. Even as our family has grown, the tradition has continued to this day.
Ashlee Hunt, Independent Suppliers Group
Guilty pleasure? Twizzlers.
Where in the world would you most like to visit?
Scotland. Watch Outlander and you will know what I mean.
What word do you use the most?
Amazing! I say it all the time because I genuinely find so much amazingness in life.
If you could choose one age to be forever, what would it be?
I absolutely love my 40s. My biggest personal and professional growth has happened over the last few years.
Weird food combination you love?
Arby’s curly fries and a Jamocha Shake to dip them in.
Your most prized possession?
My rescue pup Addi.
CAREER Q&A
Describe your current job.
As the Director of Marketing at Independent Suppliers Group (ISG), I leverage my industry experience and creativity – alongside an amazing team (some members below) – to enhance the group’s value, developing impactful initiatives that benefit our members, suppliers and partners.
How do you tackle challenges?
I give myself a set amount of time to process the challenge, then shift my focus to solutions.
What is the best career decision you have ever made?
In early 2023, I stepped away from my career to reflect on what I truly wanted. During that time, I had the amazing – and challenging – opportunity to look after my niece and two nephews. It was the toughest job I’ve ever had, but I wouldn’t trade it for anything.
Worst job?
When I was at college, I had a horse and to help cover the boarding costs, I shovelled stalls. It wasn’t glamorous, but on the bright side, I had the best abs of my life!
Your best piece of advice to someone who has just joined our industry?
This industry is rich in history, heart and opportunity. The more you invest, the more rewarding it becomes. But the real gift? The incredible people you meet along the way – lean into those connections and you’ll never stop learning.
Favourite ‘office product’?
I use Post-It notes to prioritise my day and jot down quick ideas. My favourite part is tearing one in half after completing a task.
First Hunt family vacation in 1989
FINAL WORD
TRANSPARENCY is KEY
Over the next few years, there will be an increase in demand for companies reporting on their sustainability efforts. This is the result of three main developments.
Firstly, customers and consumers are looking for real evidence and improvements and will be more critical of claims and data they see on websites and other communication materials.
The approved proposal for an EU directive on Green Claims and others that empower consumers in the green transition will limit the wording, labels and claims you can make in the near future.
EXTENDED REPORTING DEMANDS
Secondly, with the EU Green Deal and general EU regulations, there will be a number of reporting demands coming to companies. These will revolve around topics such as sourced goods with the EU Deforestation Regulation (EUDR), impact reporting with the Corporate Sustainability Reporting Directive (CSRD) and increased costs with extended producer responsibility schemes and waste directives, for instance.
As a result, firms will need to integrate sustainability into their financial reporting, sourcing strategy and compliance departments. Even with the delay on the EUDR and current ‘Omnibus’ reductions on the EU’s CSRD (see Green News, page 14), the reality remains that you still need to prepare now and have clear ownership of all these legal impacts on your organisation.
Encouragingly, according to the PwC Global CSRD Survey, a sizeable 63% of companies are confident that they will be ready to report under the directive. More than three-quarters (76%) believe CSRD will lead to business leaders considering sustainability in their decision-making to a greater extent.
Lastly, in the current world of employee scarcity for many functions, retaining loyal
staff and securing new talent is a big challenge for many companies. With research increasingly showing that more and more people look for jobs and companies with a purpose and 69% of workers want their employers to be more sustainable, it is vital to have clear ambitions and targets. These need to be promoted by dedicated leaders.
HIGHER EXPECTATIONS
Reneé Remijnse, Director of Sustainability Communications, Essity Professional Hygiene
Number of sustainability labels in the EU
Engaged employees are certainly asking their leaders to take climate action, says Deloitte Insights research. The Tork Eco Office Survey Europe, meanwhile, highlights a wide range of specific expectations, including:
• 84% of respondents want to see a more environmentally friendly office;
• 78% think their employer could be doing more to make the office eco-friendly;
• 60% would like better communication on sustainability in the workplace.
It’s time to assess if sustainability is still an isolated function
This is only the tip of the iceberg as regards reasons to integrate sustainability into your business model.
It’s time to assess if sustainability is still an isolated function in your business or whether you have full transparency on who is responsible in all layers of your teams, from leaders to employees. If you do not embrace transparency in your own sustainability impact, there will be disruptive companies, customers and governments that do it for you.
My advice would be to set an ‘empty seat’ at every important meeting to represent the planet and future generations – what would this entity say about the decisions and direction you are taking?
Percentage of ambiguous, vague or misleading green claims
