A genuine commitment to sustainable business processes and evidence of a strategic focus on the topic that goes beyond best practice – this is what it says in the criteria for the European Office Products Awards (EOPA) in the Sustainability Excellence category. Lyreco won the Reseller award in this category at the EOPA 2024 in March, proving it does all of the above and much more. In one of two interviews in this special Green Thinking issue – the other is with Vendor segment winner tesa – Xavier Etienne and David Harman reiterate that sustainability is a longstanding and perennially evolving choice, rather than a corporate box to be ticked for Lyreco.
FOCUS: TRUMP 2.0
If the incoming President [Donald Trump] is true to his word – and there is no reason to believe he won’t be – we could see duties ranging from 10-20% imposed on all imported goods, with rates of 60-100% applying to products from China.
It’s not as if we haven’t been here before. During his first presidency from 2017-2020, wide-ranging tariffs were implemented as part of the broader ‘America First’ trade policy. These included around $60 billion levied on goods from China.
Prior to this, manufacturers and importers had already been looking for alternatives to China due to rising costs in the Asian nation.
GREEN THINKING
From left: Xavier Etienne and David Harman
The OPI team
EDITORIAL
Editor
Heike Dieckmann
+44 1462 422 143 heike.dieckmann@opi.net
News Editor
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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Debbie Garrand
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Momentum is building
Since this is the annual Green Thinking issue of OPI, I would be remiss not to mention COP29, the climate conference currently – as OPI went to press – taking place in Baku, Azerbaijan. There is always plenty of controversy around COP events. Finance is a big topic this year. And how is climate sceptic Donald Trump’s US re-election affecting the talks?
More on the core COP29 takeaways after the conference has concluded and the key points have been digested. From my end, the research done in preparing for this predominantly ESG-focused OPI suggests that momentum of the green agenda is building. In Europe more than anywhere else, I hasten to add.
All round, token gestures are making way for initiatives and programmes rooted in comprehensive strategies, evident in several features this month – follow the Green Thinking sticker. External certifications are a popular way of measuring sustainability goals and ensuring they are met. The global EcoVadis platform jumps out here as an often-used choice. That said, our Green Thinking Survey (page 50) highlights that internal audits are incredibly important too.
Token
One certification that’s been on my radar for some time but which we haven’t covered in much detail before is B Corp. So I enlisted the help of Adam Huttly at UK dealer Red-Inc. To say he feels passionate about ‘being good’, especially from a sustainability perspective, would be an understatement. His company’s B Corp journey has been truly remarkable (page 42)
It’s a journey he recently shared during the OPI European Forum in London, UK, which took place from 11-13 November (page 52) I would argue that, had he given his talk a few years ago, it would have had a very different reception – the term ‘tin pot eco-warrior’ he mentioned springs to mind. As it happened, however, Huttly emphatically demonstrated how Red-Inc’s approach makes perfect business sense –dare I use the word future-proofing again?
The European Forum’s conference programme was packed with many other sessions which aimed to facilitate getting –and keeping – your businesses in shape for 2025 and beyond.
On this note – and perhaps a little early – wishing you all happy holidays and a fabulous start to 2025!
HEIKE DIECKMANN, EDITOR
Office Depot Sweden in creditor protection
Office Depot Sweden has entered a local form of creditor protection as it attempts to undergo a major corporate restructuring. The company was acquired from private equity firm Aurelius in May 2020 through an MBO led by CEO Frank Egholm.
Depot operates around 40 stores in Sweden as well as a B2B unit in its home country and – via partners – in other Scandinavian markets.
While Egholm had confidence in the strength and profitability of the business several years ago, the world was a different place back then. The workplace has been transformed by the after-effects of COVID-19, and there have been severe inflationary pressures as well as macroeconomic and geopolitical uncertainties.
In a statement, Office Depot Sweden said it had been put under
“significant strain” due to the above factors, including a doubling of energy costs, steep rises in rent and changes in consumer purchasing preferences.
Margins have been eroded to “unsustainable levels”, it added, leading to an application for creditor protection (known locally as a ‘reconstruction’) with a Stockholm court. This was granted, effective 11 November 2024, with Karl Björlin from insolvency firm Cirio named as the reseller’s administrator.
While Office Depot Sweden’s board will still be responsible for the day-to-day running of operations, any “significant actions” now require the administrator’s consent.
The 11 November date is an important one for Office Depot Sweden’s suppliers and creditors. They cannot claim for any amounts
outstanding prior to then nor attempt to initiate bankruptcy proceedings. However, during the reconstruction process, the company has confirmed it will be able to make payments on delivery or on short credit terms.
A major component of the restructuring plan has already been unveiled: the closure of the entire retail network. This, said the reseller, will free up resources that can be invested in a “modern and competitive e-commerce platform” which will enable it to focus on customer groups such as enterprises, SMBs and the public sector.
“This company restructuring is necessary for us to be able to meet the challenges and opportunities the future brings,” stated Egholm. “Our goal is to build a stronger and more sustainable company that can continue to deliver value to our customers.”
The reconstruction is scheduled to take six months, but can be extended in three-month increments. Further details are expected to be released shortly by the administrator.
ODP looking at retail options
The future of The ODP Corporation’s (ODP) Office Depot retail network in the US has once again been thrown into doubt. After Q3 2024 results – which included a same-store sales decrease of 10% – came in below expectations, ODP CEO
Gerry Smith said the company was “working to reposition our business”. This comprises “fast-forwarding” investments in its B2B and supply chain divisions and an “ongoing assessment” of the retail unit.
That ‘assessment’ could mean an acceleration of store closures. ODP ended the third quarter with 885 locations – 53 outlets shut in the 12 months to 30 September 2024. In the Q3 earnings call, Smith referred to “significant flexibility” with leases, which “affords us the opportunity to continue evaluating our store footprint strategy to optimise this business”.
However, ODP’s board will surely be looking at the possibility of rekindling the retail combination with rival Staples. In mid-2022, ODP rejected Staples’ overtures in order to focus on its four-business-unit (4BU) model (see Focus, OPI December 2022, page 26)
4BU is now a thing of the past after ODP sold 80% of its Veyer procurement platform to software investment firm Arising Ventures in October 2024. Smith has confirmed a “harder pivot to B2B”, which could make offloading the retail arm a distinct possibility.
Sawyer and Olson step up at HP
HP Inc has promoted Neil Sawyer (pictured) to the role of SVP, Managing Director, Northwest Europe. Formerly leading the tech firm’s UK and Ireland business, Sawyer has taken on the role vacated by Stephanie Dismore, who joined AMD in September. Meanwhile, company veteran Anneliese Olson (pictured) was named President of Imaging, Printing & Solutions, effective 1 November. She took over from Tuan Tran, who has moved to a new role in the company.
Senior changes at Hospeco Brands
Tranzonic Companies and its Hospeco Brands Group have made two key appointments recently. In November, the safety, PPE and jan/san products supplier named Bob Kibbe (pictured) as CEO. He took over from Tom Friedl, who will stay on with the manufacturer in a strategic advisory role.
The vendor also confirmed that Renee Starr had been hired as Chief Revenue Officer.
New CEO at Victor Tech
Experienced business products exec Doug Nash (pictured) has been named CEO of US-based vendor Victor Technology. Most recently CEO at Spiral Binding, Nash succeeds John Ringlein, who is stepping down after 18 years with the business. Ringlein will stay on until the end of the year to ensure a smooth transition and may remain beyond that in an as yet unspecified role.
Promotions at ACCO UK
As part of a companywide reorganisation, ACCO Brands UK has combined the sales and marketing teams of its Consumer Office Products and Derwent businesses.
Tom Lewington has been appointed Sales Director UK & Ireland and Derwent, while Martina Alexander has been named Marketing Director UK & Ireland and Derwent. Both execs previously held roles solely at the Derwent subsidiary.
Roberts switches to Imperial Dade
Jeff Roberts has joined Imperial Dade as SVP of Business Development and Commercialisation.
Roberts spent more than 40 years at regional distributor Waxie before taking on the COO role at new parent Envoy Solutions in early 2021. Following the merger of Envoy and BradyIFS in 2023, he was appointed as Chief Revenue Officer of BradyPLUS.
United appoints Purchasing Manager
Independent dealer United UK has appointed Jeni Simfield as its new Purchasing Manager. Simfield brings extensive expertise in purchasing management, having previously held roles at Banner, Complete and Bluefish.
EPIC dealers win Louisiana contract
EPIC Business Essentials (EBE), the national accounts programme of Independent Suppliers Group (ISG), has been awarded an office supplies contract with the State of Louisiana.
ISG took a creative approach to winning the business: six of its locally based members collaborated to develop a plan to service agencies throughout the state. They submitted a joint bid and were awarded a contract via EBE’s existing agreement with cooperative purchasing giant Omnia Partners.
The deal with Louisiana will run until at least the end of May 2026, in line with EBE’s Omnia contract. This was originally due to expire on 31 May 2025, but Omnia recently exercised the first of up to five one-year extensions.
EBE Managing Director Dante Ercoli said he would be happy to hear from other distributor members interested in working on similar specialised contracts or exploring customised strategies as the organisation targets more state business.
ODP buys Canadian dealer
The ODP Corporation’s Grand & Toy business in Canada recently acquired one of the country’s independent dealers. Effective 1 September 2024, British Columbia-based dealer Madill – initially known as Island Copy Centre – entered the office supplies market in the early 1990s.
OPI understands Grand & Toy will follow ODP’s Federation playbook, with Madill maintaining its own brand identity and being run by the existing team.
Dealer group merger on track
UK dealer groups Office Friendly and Integra Business Solutions have provided an update on their merger proposal. In September, the organisations confirmed they were in discussions about a potential combination. Now, they have announced the conclusion of the initial voting process, with shareholding members voting in favour of the transaction.
The next step is for each group to engage in further consultations with their respective tax and legal specialists. Subject to all legal and commercial requirements being met, they will then move forward with the next stage of the process.
Fedrigoni to close office paper operations
Italian paper manufacturer Fedrigoni has announced it will exit its office paper business, citing the declining demand in the market for photocopy paper.
The decision involves the closure of Giano, the Fedrigoni division dedicated to office paper. This follows unsuccessful attempts over the past two years to find a partner to take on the business. From 1 January 2025, Verona-based Giano will cease all commercial and production activities. The move will impact around 195 employees in production, maintenance and materials management, and shipping.
The manufacturer said the decision to close Giano will allow it to focus its resources on higher value segments, including speciality papers for packaging and creative applications such as art and design.
Giano generated annual revenue of €129 million ($141 million) in 2023 and recorded a pre-tax loss of almost €3 million.
New role for Achterberg
On 1 November, Peter Achterberg took over as CEO of T3L’s Jalema subsidiary. The experienced OP exec joined the office and consumer products group in 2012 and was most recently Group Sales Director.
Founded in 1947, Jalema was acquired by T3L in 2019. It still produces archive solutions and office supplies out of two locations in the Netherlands, but is increasingly developing its third-party manufacturing business with partners in other industries.
ISG promotes Hunt
Independent Suppliers Group (ISG) has promoted Ashlee Hunt (pictured) to Director of Marketing. Hunt joined the dealer group as Marketing Manager in April 2024 after 15 years of experience gained in the office and school products vendor channels. ISG said she has already made valuable contributions to the organisation’s marketing efforts since joining the team.
In June, ISG’s former VP of Marketing, Janet Eshenour, transitioned to the role of Senior Meetings and Events Manager.
CX appointment at Codex
Irish dealer Codex Office Solutions has promoted Audrey Jenkins to Head of Customer Experience. Jenkins has managed the Customer Service department at the reseller for over five years, having joined the company initially as a temp to support a system migration.
Her role evolved as she brought her extensive experience in customer service and process improvement to the team, ultimately leading to this new position at the company.
Network Distribution appoints CCO
Jan/san and facilities dealer group Network Distribution has appointed James Timberlake as its first Chief Commercial Officer (CCO).
Timberlake – who has been with the company since 2018 – previously served as Chief Supplier Development Officer, where he played a key role in optimising the supplier portfolio and strengthening relationships with the group’s distributor members and supplier partners. In his new role as CCO, Timberlake will be responsible for overseeing Network Distribution’s commercial strategy and driving growth across key sectors.
In another announcement, the group promoted Meg Dolan to the position of VP of Customer Operations. Before joining Network Distribution in 2019 as Director of Customer Integration and Services, Dolan had spent 12 years at Essendant. She also worked for ACCO Brands and Avery Dennison prior to that.
Exertis parent to focus on energy sector
DCC, the owner of tech and business supplies distributor Exertis, has announced it will focus the group around its Energy division. In a strategy update in mid-November, the Ireland-based organisation said its energy-related activities present the largest growth opportunity for maximising shareholder value. Consequently, preparations are already underway for the sale of the DCC Healthcare unit, which is expected to be completed in 2025.
Meanwhile, “strategic options” are being considered for DCC Technology, the division Exertis is a part of. DCC does not appear to be in a particular hurry to offload the business – it confirmed the review would be concluded “within the next 24 months” and that financial support would continue to be provided to “ensure a smooth transition to the right partner”.
While mainly a distributor of technology, audiovisual and consumer products, Exertis has developed a successful wholesaling business in the independent office reseller channel in the UK.
Third acquisition for Office Choice
Australian dealer group Office Choice has acquired another local reseller. Following its two previous deals with Rosebud and Global Office & Warehouse Solutions earlier this year, the latest transaction also involves a business in the south Melbourne region. However, while Rosebud and Global were already Office Choice dealers, Peninsula Office Supplies was a member of Office Brands’ Office National group.
Founded by Kristen and Richard Leknius in 2017, Peninsula has now been integrated into the Global Office Choice brand. This is expected to yield “significant operational synergies and enhanced service capabilities”, the group stated.
“By leveraging economies of scale and maximising operational efficiencies, Office Choice continues to improve its cost structure, optimise service delivery, and position itself for long-term growth and profitability,” it added.
AOPD’s Leazer announces retirement
AOPD Executive Director Mark Leazer officially retired from the national accounts organisation at the start of November.
Leazer took on the role at AOPD in 2016 after a successful career at leading independent dealer FSIoffice. He was planning to retire in 2025, but has brought this forward due to the ongoing health issues that kept him away from the business for several months of this year.
While the AOPD board conducts the search for a permanent successor, long-time employee Angela Sumner-Price – who is General Manager and Director of National Operations & Marketing – will take on the Executive Director responsibilities on an interim basis.
Essendant expands digital reach
Essendant’s distribution services now include offering products from key brand partners on Mercado Libre, the largest online marketplace serving Mexico, and Central and South America.
The wholesaler’s first foray into the Latin American market – via its Connected Commerce unit launched earlier this year – comprises a “robust product selection of power and hand tools from top brands”. The items went live on Mercado’s platforms during the first week of October.
Interim CEO David Boone called the move a “critical expansion” for Essendant’s Connected Commerce programme.
Mark Leazer
RAJA names Josse successor
Current RAJA Office Managing Director Alain Josse will retire at the end of 2024 after a career of more than 40 years, 18 of those at RAJA. Taking on the role on 1 January 2025 will be Nicolas Roland, who joined the reseller on 30 September to ensure a smooth handover.
46-year-old Roland has strong B2B credentials, having spent the past 13 years with high-end professional power tools manufacturer Hilti in a number of France-based and international roles. Prior to that, he led French industrial group Odilis and spent eight years at well-known lighting firm Osram.
Josse will be able to look back with satisfaction on a successful career. The 2024 European Office Products Awards Industry Achievement winner was instrumental in the development of Viking in France and across Europe in the late 1990s and early 2000s before joining RAJA in 2006.
As part of RAJA’s diversification strategy, between 2019-2021, Josse spearheaded the acquisition of several Staples and Office Depot businesses in Europe from their private equity owners. This led to the creation of RAJA Office, which currently operates in ten markets across the continent.
AAA adds Value
US independent reseller AAA Business Supplies & Interiors has bought another California-based dealer. The latest acquisition for AAA involves Value Business Products, a dealership that operates in the San Jose/ Silicon Valley market.
Value was started by Iris and Alan Kabert over 40 years ago. For the owners, the transaction with AAA was not a surprise. “I have known Steve [Danziger, AAA founder] for many years, and we have long been sharing best practices,” said Iris Kabert. She added that Value’s customers would now benefit from an expanded range of products and services.
The move solidifies AAA’s position as the leading independent reseller in northern California. It has now made around 25 acquisitions, including those of well-known dealers The Office City and Palace Business Solutions in the past two years.
Alain Josse Nicolas Roland
Deflecto changes hands Hamelin makes Benelux changes
US office channel vendor Deflecto has been acquired by Acacia Research Corporation for $103.7 million. Acacia – whose main shareholder is private equity firm Starboard – is a Nasdaq-listed organisation that purchases and operates businesses in the technology, energy and industrial/manufacturing sectors.
Previously, Deflecto – known for products such as chair mats, and organisation and storage solutions – had been owned by another private equity firm, Edgewater Funds.
Acacia CEO MJ McNulty said the vendor presented “modest capital requirements and attractive value creation opportunities”, pointing to “product and operational optimisation as well as strategic M&A”. Deflecto is expected to generate between $128-$136 million in sales in 2024.
Under Acacia’s ownership, it will continue to be led by CEO Ross Pliska and the current Deflecto management team. Pliska said the acquisition was the culmination of efforts since 2021 to substantially improve Deflecto’s financial and operational performance.
JPP buys Inapa businesses
Japan Pulp and Paper (JPP) has acquired operations of insolvent distributor Inapa in Germany and France. In October, the Japan-based group signed an agreement with Inapa’s administrators to acquire the wholesaler’s three German entities: Inapa Deutschland, Inapa Packaging and Inapa Complott. At the same time, JPP established two subsidiaries in Germany under its OVOL trading brand, with the paper merchanting business to be known as OVOL Papier.
The acquired companies had combined sales in 2023 of around €550 million ($600 million) and comprise 16 locations throughout Germany. The transaction – which will safeguard around 500 jobs – is scheduled to be effective from 1 December 2024. The purchase price was not disclosed.
Shortly after the Germany transaction was announced, Inapa’s administrators signed a deal with JPP for Inapa France – including visual communications company Loos – for €25 million. This acquisition is expected to close by 1 February 2025. JPP said it would “strategically integrate” these new subsidiaries with its existing businesses in the UK (Premier Paper) and France (Gould).
Stationery manufacturer Hamelin has announced some key developments in the Benelux region as part of the integration of Pelikan. The France-based group acquired Pelikan in a €136 million ($148 million) deal which closed at the end of last year.
Hamelin had clearly identified considerable synergies and the closure of two facilities in Germany was announced in June 2024. Now the vendor is bringing its Benelux operations together. Pelikan’s office and distribution facilities in Brussels are set to close. Admin staff will be based at Hamelin’s existing location in Venlo, Netherlands, while logistics will be handled by a Hamelin warehouse in Germany.
The new structure is set to take effect from 1 January 2025.
Deli appoints Harbinger National
Deli is one of the largest office and stationery manufacturers globally, with 26 factories worldwide – including locations in China, Vietnam, Indonesia and a soon-to-open facility in the US. With offices in California and Texas, the company has become a strategic vendor in the private label segment, supplying well-known retailers such as Walmart, Sam’s Club, Target, Costco and Amazon.
Recently, the business has been taking steps to accelerate the development of its own brand. Earlier this year, it announced an agreement with Highlands for the European market. Now, Harbinger has confirmed it has won the Deli account for the US and Canada for both branded and white label products.
Chinese stationery giant Deli is working with sales and marketing agency Harbinger National as it looks to grow in North America.
GREEN THINKING
Officeworks unveils ESG achievements
In October, Officeworks unveiled its 2024 People & Planet Positive report, disclosing progress made against 18 sustainability targets and sharing the Australian retailer’s focus for the year ahead.
One example given was the People & Planet Positive range, which was introduced in 2020. In the 2024 financial year (ended 30 June 2024), sales of these items grew 10% year on year, generating around A$100 million (US$66 million) in revenue. The retailer also highlighted that its Bring it Back programme has helped customers to recycle over 11,000 tonnes of unwanted products since 2020. Other highlights from the 2024 report include:
• Officeworks raised and contributed more than A$5.3 million to local communities.
• Scope 1 and 2 emissions have been reduced by 49.1% since 2018, including a 7.7% reduction in FY 2024.
• As of 30 June 2024, packaging components were 75% recyclable, while 83% of its paper and wood products were FSC certified or recyclable.
Looking at the 2025 financial year, Officeworks is set to reach its 100% renewable energy target after finalising new agreements that will come into effect on 1 January.
Meanwhile, the National Support Office has secured Australia’s first zero carbon certification from the International Living Future Institute. By retrofitting rather than rebuilding, Officeworks and its landlord Vicinity have achieved an 85% embodied carbon saving.
Navigator starts foodservice production unit
The Navigator Company has started production at a foodservice and food packaging facility in Aveiro, Portugal, which makes alternatives to single-use plastics and aluminium.
The facility has the capacity to produce around 100 million packs a year. Navigator says it is the largest moulded fibre packaging plant in Europe and the first globally to produce these types of products from vertically integrated eucalyptus fibre.
Production has commenced with three recyclable and/or compostable lines for single-use applications in the food sector: tableware, takeaway packaging and food packaging.
Logitech expands refurbished options
Tapping into current consumer trends, Logitech has announced the expanded availability of refurbished devices. These include mice, keyboards, tablet accessories, gaming gear and Bluetooth speakers. They are available through the Logitech eBay Refurbished brand store in the US and Logitech websites across North America and Europe.
Many of the refurbished products originate from open-box returns from retailers or were previously owned, but have been restored to a like-new condition. Before a product is returned to the marketplace, it is inspected by a third party to ensure it meets approved criteria. It also comes with a warranty from the date of purchase.
Dacris improves EcoVadis rating
Romanian office supplies reseller Dacris has been awarded a Silver medal by sustainability ratings provider EcoVadis. Ranking in the 92nd percentile, it places the business among the top 8% of companies assessed globally.
The reseller’s initial evaluation in 2020 came in response to a customer request. It has improved its processes and policies in the areas of social responsibility and sustainability ever since, with a score of 70 in what is its 30th anniversary year.
[Organisations] want data, but don’t feel it’s accessible, and are alert to greenwashing. Vendors therefore have a dual challenge – first to provide the data at the level required, and second to build customer trust
23% Customers – globally – that will stop buying from a brand found guilty of greenwashing
UPM launches recyclable packaging for food industry
Percentage of IT decision-makers citing remanufactured devices as top three considerations for reducing climate impact
Printus opens green parking
Printus has opened a sustainable, employee-exclusive car park in Elgersweier, Germany. It has over 1,000 spaces and utilises advanced eco-friendly technology. Key features include a rooftop solar power system that supplies energy to the facility and adjacent buildings, daylight-sensitive lighting, and charging stations for e-cars and e-bikes.
Regenerative farming advances coffee trade 14%
UPM Specialty Papers and Michelman have jointly developed three paper-based packaging solutions that offer recyclability and food safety, allowing businesses to replace non-recyclable, multi-material packaging. These solutions combine UPM’s specialised paper with Michelman’s water-based coatings, delivering high-performance barrier properties for preserving products.
Nestlé is strengthening Vietnam’s coffee industry by promoting regenerative agriculture and introducing farm-level traceability through its Nescafé Plan. The initiative has revitalised over 74,000 hectares (8 billion sq ft) of coffee farms in the country.
Ryman marks recycling milestone
Ryman (CEO Theo Paphitis pictured) has recycled over 3.5 million pens through its partnership with BIC and TerraCycle since 2019, diverting about 35 tonnes of waste from landfills. The programme has raised over £34,000 ($44,000) for charities, aligning with Ryman’s sustainability and social impact commitment.
Rise in surface temperature above 20th century average as of 2024
Louella Fernandes, CEO, Quocirca
PICTURE OF THE MONTH
GREEN THINKING
Brother has made a move into inkjet cartridge remanufacturing
INKJET progress
Towards the end of September, Brother announced it was the first print OEM globally to start remanufacturing its own inkjet cartridges. Some 20 years after it began remanufacturing toner consumables, an inkjet line is now operational at the supplier’s UK recycling centre in the Welsh town of Wrexham – with a goal of remanufacturing two million units per year.
The facility falls under the remit of Craig McCubbin, Managing Director of Brother Industries (BI) UK. McCubbin started out as an apprentice at BI in 1985 – when the company was still making electronic typewriters – and has steadily worked his way up the ladder.
OPI Talk caught up with the Wrexham native to learn more about the latest initiative, including why it has taken OEMs so long to move into inkjet remanufacturing.
THE TONER EXPERIENCE
We’ve been leading the way in terms of OEMs and remanufacturing in the sense that we started back in 2004. It really began with our European customers – through their resellers – expecting us to deal with their empty toner cartridges in an environmentally friendly way.
We looked into it as a business priority and sent our engineers – myself included – over to Japan in 2002 to study the design and
production processes. Two years later, we started our first remanufacturing line for toner cartridges in Wrexham.
The business grew very quickly and we soon exceeded our capacity in the UK. Therefore, it was a case of needing to find another facility. We settled on a location in Slovakia and opened that in 2007. The move into ink cartridges could be viewed as a natural progression, but it’s taken a long time to happen.
WHY NOW?
There’s been a scheme for ink cartridge collection – but not remanufacturing – for several years. Quite simply, the volumes and customer expectations weren’t there to justify the investment in ink cartridge remanufacturing technology.
The move into ink cartridges could be viewed as a natural progression, but it’s taken a long time to happen
However, we have seen such a big change in terms of businesses looking at what can they do to reduce their CO2 footprints and they are placing more demands on their suppliers and vendors. Therefore, we have these external pressures, both from a customer and, of course, from a regulatory standpoint in the European Union.
Craig McCubbin
I would also add that Brother has its own environmental vision for 2050; this includes our ambitious CO2 reduction targets of 65% by 2030 and becoming carbon neutral across all our businesses by 2050 – approved by the Science Based Targets initiative. I believe this is another reason why ink has become part of our remanufacturing business.
REMANUFACTURING VS RECYCLING
We’re still studying inkjet, but we’ve taken our lead from the toner side. For example, we know when we produce a remanufactured cartridge here, it results in 30-33% less in CO2 emissions per unit than a new cartridge made in Asia.
This figure includes all the CO2 emissions from our suppliers, raw materials, parts, shipping and even collection. The difference is quite significant and we are doing a similar study on ink cartridges at present.
HOW IT WORKS
Following the launch, we are now in a ramp-up stage; we’ve already taken on several new staff and will be adding more shortly.
The programme covers all the SKUs for hardware that is currently sold and available across Europe. The cartridges come with a free returns envelope and we also run a bulk collection programme with our largest customers. We’ve been working with returns logistics providers for 20 years – we are well set up and will piggyback on our toner collection experience.
It also has to be a sustainable model from a business perspective
The empties go to national hubs first so the loads can be consolidated before they are shipped to us. This reduces logistics costs as well as our carbon footprint.
When the products arrive in Wrexham, they initially go through a triage process before a number of quality checks and steps take place. These include removing residual ink, verifying the components and replacing them if necessary, refilling, conducting leakage checks, chip testing and packaging. It has been a multimillion-pound investment.
AS GOOD AS NEW
Our remanufactured cartridges are sold as new, so there is nothing to distinguish them from newbuilds. We know which items have been remanufactured because that information is contained within the barcode, but the consumer can’t discern any difference.
For a lot of our larger clients, we provide them with a certificate which indicates how many tonnes of CO2 they have saved in that particular year – which can help with their own sustainability goals.
We believe, in the waste hierarchy, our approach is the best way to go – not recycling material to use in a product that may be perceived to be of a lower quality, but reusing it for its original purpose. It also has to be a sustainable model from a business perspective, and one way to do that is to make sure you are selling a product for its highest possible value.
I cannot say what percentage of consumables sold are returned to us. But it’s a number we are aware of and it is increasing. I believe Brother is leading the way in terms of what is returned and remanufactured into original cartridges.
Australian INDUSTRY LEGEND PASSES AWAY
The OPI team was deeply saddened to learn of the passing of Dominique Lyone, founder of leading Australian dealer COS. Dominique – Dom to most – passed away on 25 October, aged 70, following an unrecoverable stroke.
Mara Lyone, his beloved widow, said: “As a family, we were blessed to spend seven days in the hospital caring for him and showering him with unbounding love. In his final days, Dom was in his happiest place, surrounded by his children Belinda, Amie and Casimir, his sister Marie, nephew Alex and niece Eugenie.”
CHARISMATIC LEADER
Dom was a trailblazer in the Australian business supplies industry, starting Complete Office Supplies in Sydney in 1976 when he was just 22. Back then, he specialised in selling typewriter ribbons and carbon paper. Today, COS is a national reseller of workplace products and services, employing 600 people and with annual sales of more than A$300 million (US$200 million).
Over the years, OPI spoke to this charismatic and highly knowledgeable leader on many occasions, learning about his company and how it had evolved over the years. There were pain points, golden opportunities and lucky chances.
The last interview took place at the OPI European Forum in London, UK, in 2018 (see Big Interview, OPI July/August 2018, page 17) It followed a period of considerable Antipodean action in the business supplies space during which Dom had masterminded the acquisition of Lyreco’s operations in Australia.
The day-to-day running of the company was taken on by his daughters Belinda and Amie in 2021. He himself remained in a strategic role as Chairman. Always with a real passion for philanthropy – dating back to his
REMEMBERING DOM
early years in Australia following his family’s emigration from Egypt when he was just 13 – he continued to be heavily involved with The Lyone Foundation, which was founded in 2013. This entity, he said, “chooses to support smaller charities that are underfunded, giving a leg up to the little guy”.
Dominique Lyone will be sorely missed – for his business acumen and expertise, his kindness, wit and unwavering integrity. OPI extends its deepest sympathies to the family.
Mark Bowdern, Managing Director, Visionchart
Very sad news and deep condolences to the Lyone family. I shared a story with Dom only a few months back. Many years ago, he was loading the COS morning delivery van with copy paper and I was delivering whiteboards to him. We shared a laugh and he said: “Can’t stop, I have customers to keep happy.” A simple memory but I will always remember his passion and integrity.
My deepest condolences to the Lyone family, especially Belinda and Amie. Dom was always a gentleman and a proud business owner who inspired many to achieve great things. Very sad to hear this news.
Jay Mutschler, Non-Executive Chairman, FireKing International
Deepest condolences. A great success story that touched many people in positive ways.
Liz Hindson, National Procurement Manager, Office Brands
What a legend Dom! You will be deeply missed by all those who had the privilege to meet you. Gone too soon.
A huge amount of tributes were paid on LinkedIn following Dom’s passing. Below is a very small selection (slightly edited):
TRUMP 2.0
President-elect Donald Trump promises to impose sweeping tariffs on imports into the US. What could this mean for our industry? OPI’s Andy Braithwaite finds out
Love him or hate him, there is no denying Donald Trump pulled off a remarkable political comeback when he was re-elected as the 47th US President on 5 November. The consensus is that economic factors played a major part in Trump’s victory, with US voters believing he will do a better job in this respect than a Kamala Harris-led Democrat administration.
Throughout the recent campaign, the pledge to impose fresh tariffs on imported goods as a means to fuel the US economy and protect domestic jobs was a consistent Trump message. Indeed, at a rally in Illinois just ahead of the election, the self-proclaimed ‘Tariff Man’ declared ‘tariff’ was “the most beautiful word in the dictionary”.
If the incoming President is true to his word – and there is no reason to believe he won’t be – we could see duties ranging from 10-20% imposed on all imported goods, with rates of 60-100% applying to products from China.
SUPPLY CHAIN SECURITY
It’s not as if we haven’t been here before. During his first presidency from 2017-2020, wide-ranging tariffs were implemented as part of the broader ‘America First’ trade policy. These included around $60 billion levied on goods from China.
Prior to this, manufacturers and importers had already been looking for alternatives to China due to rising costs. Tariffs and the subsequent pandemic-related supply chain
issues accelerated what is known as a ‘China +1’ strategy designed to mitigate supply chain risk. Manufacturing behemoths such as Apple, Samsung and Nike are among those that have shifted production away from China into countries including Vietnam, India and Mexico.
In the business products sector, ACCO Brands has been diversifying its footprint and reducing exposure to China for the crucial back-to-school selling season for some time. During the most recent set of quarterly earnings conference calls, analysts were interested in the potential impact a fresh round of tariffs could bring.
This industry is probably more dependant on China than any other
Newell Brands CEO Chris Peterson said he felt “very good” about his company’s situation. He explained: “We have spent the past several years diversifying our supply chain. Years ago, over 30% of our cost of goods sold was coming from China and being sold in the US. Today, that number is below 15% and by the end of next year, we expect it to be below 10%.”
He also pointed to the firm’s US manufacturing presence, including a large
writing instruments facility in Tennessee and a Rubbermaid Commercial Products plant in Virginia. Therefore, if tariffs were implemented, he believes Newell would actually be a beneficiary of that.
It is a similar scenario for Acme United’s Walter Johnsen, another CEO who addressed the issue during Q3 earnings. He told analysts that Acme had been working with Chinese manufacturing partners to move some Westcott production to Malaysia, Vietnam, Thailand and the Philippines, for example. This is a strategy that has been facilitated by China’s ‘Belt and Road Initiative’ which enables raw materials to be shipped to these markets.
It is hard to say if the imposition of tariffs is a negotiating tactic
In terms of first aid – Acme’s largest category – sourcing has been expanded to countries such as India and Egypt, while the company also has two production facilities in North America. However, Johnsen called out the US’s dependency on China for most of its medical supplies; therefore, slapping 60% tariffs on these products would likely have a detrimental effect on the US health system.
TOO DEPENDENT
In the US, one office products veteran has a different view regarding supply chain diversity. “This industry is probably more dependent on China than any other and it would be healthier for the US if that was not the case,” he told OPI. “However, achieving this would require work which, currently, many manufacturers don’t want to invest in.”
He believes the overall economic impact of tariffs will be neutral, but could be “messy” from a business point of view. “For the most part, increasing prices is simply a hassle,” he stated. “Sending price files to distributors can only be done quarterly and there is no guarantee changes will be approved.
“Ultimately, I don’t believe underlying demand will diminish [because of tariffs] and the consumer will end up paying higher prices.”
Industry icon Dave Guernsey believes higher tariffs could have an inflationary impact on the economy – if they are implemented. “It is hard to say if the imposition of tariffs is a negotiating tactic or expected to be imposed immediately – which could also be a negotiating move,” he noted. “If this ends up ‘tit for tat’, Trump will have a difficult time curbing inflation as he promised.”
Canadian business products operators are keeping a close eye on the situation too.
As one leading player told OPI, if goods are imported into Canada via its neighbour to the south, then the ‘Trump tax’ will be payable when the products enter the US.
There is a provision for this to be refunded once the items have been shipped to Canada, but manufacturers and wholesalers need to educate themselves on the various processes that are involved. What is “not acceptable”, OPI’s source continued, is passing on the tariff fees to Canadian resellers, which was also an issue during the first Trump administration.
STRONG MANDATE
The proof of the pudding will be in the eating, of course, once Trump takes office in January. He kept his promise on tariffs eight years ago and the expectation is he will do the same again, especially with the stronger mandate he has this time.
The world, however, is a different place now. For the most part, supply chains look to be better placed to handle whatever Trump 2.0 throws at them.
RETURN-TO-OFFICE BOOST?
Most resellers in the business products industry would probably like to see a full return to the office. According to the UK’s WORKTECH Academy, employees around the world are in the office for an average of 3.5 days per week. This number is lower in large cities such as London (2.7) and New York (3.1) but has a high percentage of knowledge workers.
One of President-elect Donald Trump’s first announcements was the appointments of billionaires Elon Musk and Vivek Ramaswamy to head up an entity called the Department of Government Efficiency (DOGE), which aims to slash public spending and “dismantle” federal bureaucracy.
Musk, in particular, has been highly critical of remote work, calling it “morally wrong”, and it appears teleworking federal workers will be in the DOGE firing line once Trump is in office. According to a May 2024 report from the Office of Management and Budget, the 1.1 million federal employees who are able to work remotely spend almost 40% of their time working from home.
WORKTECH Academy Chairman Jeremy Myerson calls back-to-office versus flexible work a “political football”. He says: “Elon Musk is a high-profile ‘resolute returner’ who openly despises what he calls ‘the laptop class’ and he will have an influence on Trump.
“However, the issue may well be whether US government employees have any jobs – never mind offices – to go back to once the ‘Efficiency Secretary’ gets down to business.”
With INTENT and PURPOSE
Lyreco’s sustainability journey began decades ago, but the pace has accelerated over the last few years and increasingly involves its customers, suppliers and partners
Companies should demonstrate a genuine commitment to sustainable business practices – this is what it says in the criteria for the European Office Products Awards (EOPA) which Lyreco won in the Reseller category at the EOPA 2024 last March. They should further provide evidence of a strategic focus on sustainability, demonstrate that their programmes go beyond best practice and highlight the methods used to measure the impact of their efforts.
The France-based reseller does all of this and much more, reiterating that for Lyreco sustainability is a long-standing choice, rather than solely a corporate box to be ticked.
OPI’s Heike Dieckmann spoke to Group Sustainability Officer Xavier Etienne and Group Merchandising Director David Harman to find out just why Lyreco gets a perennial mention in our Green Thinking issue and what lies ahead to meet goals and expectations for its 100th anniversary year in 2026 and beyond.
OPI: In a nutshell, how would you describe Lyreco’s sustainability journey?
Xavier Etienne: It started back in 1997 and sustainability is now a core part of who we are and what we do. In the past five years, activities around the concept have evolved rapidly and become more complex. But we’re committed to keeping up, continually improving and setting higher standards for ourselves, our partners and suppliers.
We work closely with our customers and suppliers to drive sustainable progress with strong, ongoing partnerships. The aim is to
always find new ways to be more sustainable – from the products we offer to the way we handle logistics.
OPI: What are your specific goals?
XE: 2026 is definitely a milestone year for us as Lyreco marks its 100th anniversary. We are deeply committed to making it a positive occasion for both our people and the planet.
Addressing climate change requires a constant and proactive approach
One of our focus areas is to fulfil our Science Based Targets initiative (SBTi) commitment which was validated in 2023. It mandates that, by 2026, 76% of our suppliers – across purchased goods and services, and upstream transportation and distribution – will have science-based targets. This is not just about numbers, but about working hand-in-hand with our partners to create a more sustainable supply chain.
Another goal is to generate 90% of our revenues from Lyreco’s Sustainable Selection programme by this time. It’s also very important to us that our people take pride in working for Lyreco – our aim is to have a 90% employee satisfaction rate by this milestone year.
OPI: Are you engaged with the UN Sustainable Development Goals (SDGs)? If so, are there any specific ones you’re focusing on?
XE: Very much so. Lyreco’s sustainability strategy is closely aligned with the SDGs, particularly in areas such as Responsible Consumption and Production (SDG 12), Climate Action (SDG 13), and Decent Work and Economic Growth (SDG 8).
As a B2B reseller, we recognise that these goals are interconnected and our mission is to create value in a way that benefits both people and the planet, together with our customers and suppliers – it’s a shared journey.
OPI: How far down the track are you with the Greenhouse Gas (GHG) Protocol and the standards within it, ie Scope 1, 2 and 3?
XE: Lyreco has been measuring and reporting its GHG emissions through the Carbon Disclosure Project (CDP) since 2020. However, addressing climate change requires a constant and proactive approach which is why we decided to align our reduction efforts with the latest climate science, aiming for the 1.5°C target – hence our SBTi commitment I’ve just referred to.
Specifially for Scope 1 and 2 emissions, our goal is to reduce them by 50% by 2030. I’m pleased to share that, as of 2023, we had already reduced these by 23%. In terms of Scope 3, we’re focusing on supplier engagement. Again, as I’ve just mentioned, our target is for 76% of Lyreco’s suppliers, by emissions, to have science-based targets by 2026. Currently, we’re at 42% engagement.
David Harman: We fully understand the challenges ahead with our Scope 3 target. One of the key obstacles lies in the varying levels of understanding around GHG reduction among our suppliers, along with the pace at which they can measure, validate and set their own targets with SBTi.
To overcome this, we are actively integrating this KPI into our sustainable procurement policy and processes, ensuring our teams are
Xavier Etienne
equipped to make informed choices about suppliers moving forward. Additionally, we’re continuing to build awareness and provide our suppliers with the support they need to engage with the SBTi process, helping them to take steps forward.
OPI: How big a role do endorsements such as SBTi and certifications like EcoVadis, UN Global Compact, Ecolabel, etc, play for you?
XE: They serve as external benchmarks which ensure we are meeting internationally recognised standards. They certainly validate our efforts and not only demonstrate our commitment to sustainability but also provide valuable transparency to stakeholders – our journey is there for all to see.
Certifications help us build trust with all our partners up and down the supply chain by holding us accountable. And they undoubtedly assist from a recruitment perspective – greener practices particularly matter to the younger generation.
OPI: Can you elaborate a little on your sustainability audits across the supply chain and the processes involved?
DH: Our supplier audits concentrate on assessing practices in key areas such as labour standards, health and safety, environmental impact, ethics and legal compliance. We partner with reputable frameworks including Sedex and BSCI to guide our social compliance.
But beyond compliance, we recognise the importance of supporting and encouraging our suppliers’ sustainability journeys. Through our Lyreco Sustainable Selection programme, we go further by evaluating not just products but the overall sustainability efforts of our suppliers. This comprises criteria such as packaging recyclability, contributions to environmental protection, workplace well-being, safety and the societal impact on local communities.
Ultimately, our goal is to make it easier for our customers to choose sustainable products confidently, while also highlighting and promoting suppliers and products that are making progress in their sustainability journey.
OPI: What are the processes for your own brand Lyreco products in terms of supplier and product assessment?
DH: We often get this question from our suppliers, so I’m glad you asked. The Sustainable Selection methodology I’ve just mentioned applies across all products and suppliers, including those for Lyreco’s own brand and Lyreco Intersafe-related products.
Since the beginning of 2024, we’ve been particularly focused on developing and enhancing our own brand product range with this methodology in mind. The aim is that every Lyreco-owned branded product will be part
of the Sustainable Selection programme from 2026 – Xavier referred to our overall revenue goal for sustainable products earlier too.
OPI: He did. With this in mind, how has your sales ratio of sustainable products evolved over the years?
DH: It’s grown over time. From 2018 to 2021, we saw about 30-35% of our sales come from sustainable products based on the Green Tree methodology. This number increased to 50% in 2023, driven by the introduction of the Sustainable Selection methodology.
The main growth catalyst has been our focus on collaboration and a significant effort on supplier and product assessment.
OPI: Are there any product categories where sustainability is particularly challenging to achieve?
DH: Absolutely. In this context, it’s always important to consider the level of commitment across the industry. Take the PPE category, for example. The challenge here is finding the right balance between ensuring high levels of protection and performance, while also minimising the environmental impact. It’s about understanding that sustainability doesn’t have to come at the cost of safety or effectiveness.
OPI: How difficult is it to have a comprehensive sustainability focus across so many countries? Is there room for each Lyreco subsidiary to implement its own goals in line with what’s relevant and appropriate regionally?
XE: There’s no doubt managing the same focus across 25 countries in Europe and Asia comes with many challenges – regulations, market maturity as well as customer expectations are often all different. This is why we rely on global standards such as
SBTi, SDG, EcoVadis and ISO to guide our sustainability journey.
We have a shared vision at Lyreco, but we also understand how important it is to adapt to local needs. For example, we’ve been testing some initiatives in Scandinavian countries, learnt from them and then rolled them out to other countries in Europe and Asia.
And, of course, customers in Europe and Asia can have very different demands, which is why we continue to listen closely and take progressive action depending on what each market needs.
OPI: What would you say are the fundamental differences between Europe and Asia as regards environmental awareness, initiatives and execution?
XE: Generally speaking, Europe has a longer history of sustainability frameworks and regulations, and people are very aware of the issues. Asia, on the other hand, is undergoing rapid development in this area, with increasing awareness and ambitious sustainability goals. Younger generations in particular are driving change, using social media to spread understanding and push for greener practices.
We’ve made some good collective progress, but there’s still a long way to go
Both continents have been making rapid progress in the past few years. In Europe, the focus is often on creating a circular economy and reducing carbon footprints, whereas in parts of Asia, we observe that there is a lot going on when it comes to renewable energy transition and improving waste management.
OPI: On the circular economy point, this and closed loop solutions have long been a big focus for Lyreco I believe. Can you point to some specific initiatives?
XE: We have several initiatives in place across different countries to collect and recycle a variety of items, such as used cartridges, batteries, writing instruments, furniture, Nespresso capsules and even some PPE products. Additionally, we are collaborating with suppliers to reuse the collected materials, incorporating them into new production processes in France, the Netherlands, Germany and Iberia.
In South Korea, meanwhile, our team has organised events aimed at reducing plastic waste and improving water quality.
OPI: How well used are these schemes? And how much are they a result of customer demand as opposed to Lyreco’s own initiative?
David Harman
XE: In general, the feedback from our customers has been positive. And it’s actually a bit of both, so we’re responding to demand but it’s also part of our proactive strategy. However, demand for these solutions is much higher in Europe compared with Asia.
OPI: Logistics is a huge portion of Lyreco’s business and, I’m guessing, of your carbon footprint. Where are you now with this and where are you headed?
XE: Within our own fleet operations, we continue the migration from diesel to electric vans as we manage the end of lease of our existing fleet. The situation varies between countries, but the overall direction is the same.
Where we work with external carriers, we have real support from our partners to move as quickly as possible to electric vehicle conversion, specifically in the Nordics.
OPI: I’d like to touch on your involvement in the Paris 2024 Olympics and Paralympics. Can you give an update?
XE: Lyreco France was an Official Supporter of the Games. This partnership was part of an ambitious circular economy project during which we reaffirmed our position as a key supplier of eco-responsible products. 360,000 items – or 760 tonnes of goods – were delivered to more than 60 sites.
Lyreco France is currently recovering all eligible products and in the process of giving them a second life. Overall, 84% could be reused thanks to second-hand sales and donations to associations; 2% are being reused in the manufacture of new products and the remaining 14% – items that are not reusable – are being sent to recycling and revalorisation channels.
OPI: Looking at the wider environmental, social and governance (ESG) picture, where is Lyreco putting its efforts and resources?
XE: When we look at ESG as a whole, we believe there’s still a lot to focus on, especially
To find out more about Lyreco and its ESG journey, read its most recent Sustainability Report at www. lyreco.com
as regards social initiatives. It’s not just about offering jobs, but building meaningful careers.
The learning and development initiatives across our operations encourage our people to come up with new ideas that solve real challenges for both us and our customers. The Lyreco Pioneer Program in particular helps take these ideas from concept to something we can scale across the business.
On another note, we’re incredibly proud of Lyreco for Education. Since 2008, we’ve been working to improve the quality of education in vulnerable communities by making schools safer, more sustainable and inclusive.
We address climate challenges and support schools in places like Bangladesh, Vietnam, Brazil, Togo, Madagascar and Cambodia. This year, we’ve expanded to help ten schools in Ethiopia, continuing our mission to create a better learning environment for children.
OPI: We’ve already talked about this in the context of sustainability: how hard is it to integrate ESG as a complete package into every aspect of an organisation?
XE: It’s definitely challenging, but it’s also incredibly rewarding. With 12,000 employees in 25 countries, we’re navigating different cultures, languages, regulations and expectations. The key is to have a strong framework everyone can adapt to their local context while still driving towards the same goals.
OPI: Finally, how do you think the business supplies industry is shaping up in terms of its sustainability efforts?
DH: We’ve made some good collective progress, but there’s still a long way to go. More manufacturers are stepping up, which is great. But when we look at what B2B customers expect, we’re still catching up as an industry.
One key thing I want to point out is the importance of all of us working together. We need to find ways to collaborate on what we’ve learnt and move forward together as one industry ecosystem.
Circular THINKING
Although the pandemic accelerated the work-from-home (WFH) phenomenon, the trend had already been growing for years. In Europe, 7% of employees worked remotely all or most of time in 2015, increasing to 10% by 2019 and reaching 28% by 2023.
Research from Statista suggests one in ten European employees now work almost entirely from home. Importantly, 80% of businesses fully support this model. While there is undoubtedly some pull back to the office, it’s fair to suggest the future of work will remain hybrid.
As this model becomes the norm, businesses must find ways to manage their operational costs and resource needs more efficiently. This is where the circular economy comes into play – circular thinking can dramatically reduce waste while tackling the wider issues of affordability and product access.
ENABLING CIRCULARITY
The traditional take-make-waste model still used by most office equipment suppliers leads to unnecessarily high costs and negative environmental impact. The cycle of persistently purchasing new equipment is expensive and time-consuming, involving high procurement costs, management and storage charges, and inventory tracking which, if mishandled, can lead to surplus products.
Outside of the direct cost attributed to procurement, the price of onboarding, maintenance and offboarding adds further strain, requiring both internal and external resources. The environmental damage of the conventional model is also concerning, as unsustainably managed office equipment often ends up in landfill.
To address these social and environmental challenges, innovative solutions are beginning
to be delivered. Already, a new generation of businesses are driving a circular, sustainable and hybrid future for employees that mitigate additional costs and administration.
One example is Circularity Capital investee Lendis. Based in Germany and operational across Europe, Lendis offers a workspace management platform that helps companies establish, manage and scale their hybrid work environments. Offering equipment through a flexible subscription model, Lendis ensures businesses optimise workspace efficiency while reducing waste and allowing equipment to be reused across multiple life cycles.
Circular models such as this demonstrate how companies that are restorative and regenerative by design can achieve both profit and purpose. At the same time, they can alleviate the challenges linked to some of the sector’s more traditional approaches.
Adopting circular thinking is the next logical step for the modern workplace
MAXIMISING UTILITY, MINIMISING WASTE
The concept of circular thinking doesn’t need to be confined to office equipment. Businesses can extend the same principles across the organisation, from reducing waste of food, paper, packaging and electronics, to building sustainable partnerships throughout the supply chain. This method can reduce costs, management complexity and negative impacts on the planet.
Adopting circular thinking is the next logical step for the modern workplace. Businesses would do well to start planning how they can weave more circular practices into their operations sooner rather than later.
Andrew Shannon is a founding Partner of circular-specialist private equity firm Circularity Capital. Established in 2015, the company offers clients access to opportunities created by the circular economy.
The BIG SWITCH
Ever since the first edding permanent marker was launched in 1960, sustainability has been an integral part of the group’s organisational structure. As part of its recent strategic transition from a profit- to a purpose-orientated company, the Germany-based family business continues to put both environmental and social sustainability at the heart of its operations.
In early 2024, edding made the switch from conventional to recycled aluminium for the production of a wide range of markers. This represents a major milestone in the company’s journey, says CEO Per Ledermann: “Running and developing our business requires resources, but our declared goal going forward is to give more back to the environment and society than we take. With this ambition in mind, we are seeking to reduce our CO2 equivalent (CO2e) emissions by at least 3,000 tonnes by the end of 2026.
“By switching to recycled aluminium for our marker barrels, we can make major progress towards this target since CO2e emissions associated with the production of PCR aluminium are around 90% lower than for primary aluminium. We can also help protect natural resources and habitats by reducing the rate of bauxite mining,” he adds.
TRAILBLAZER
The decision to choose its most popular product – the edding 3000 permanent marker – as the trailblazer for the new material was an easy one, as edding wanted to bring the benefits of recycled aluminium to as many customers as possible.
Over time, the company plans to switch all its permanent and whiteboard markers with an aluminium barrel over to PCR aluminium. During the transition phase, outgoing models made from primary aluminium will continue to be sold, however. As Ledermann explains: “These are still high-quality products and, in order to avoid any unnecessary waste,
Per
Ledermann, CEO of the edding Group
existing stocks will be depleted before the new products are offered for sale. At this point, they will be clearly identified with a printed logo that highlights the use of recycled aluminium.”
The change to PCR aluminium was not without challenges. Indeed, the quest to find the right material has involved a substantial amount of development and edding worked in close collaboration with its partner Linhardt, a producer of packaging solutions with a like-minded sustainability approach.
PCR aluminium recovered from items such as old high-voltage cables and printing plates proved to be an effective choice, since there is a reliable supply of this source material and the aluminium’s high purity levels ensure a high-quality end product.
Our declared goal [...] is to give more back to the environment and society than we take
ONGOING DEVELOPMENTS
Further progress in edding’s quest for sustainability has been made at its production facility in Bautzen, Germany, where it will transition to using 100% recycled polypropylene for more of its products featuring a plastic barrel. The family company
GREEN THINKING
In focus: SUSTAINABILITY
From setting and meeting specific targets to striving for green certifications and third-party validation, more and more operators are incorporating sustainability as part of their core business strategy
Manufacturers in the business supplies industry – particularly, but not exclusively, in Europe – are making huge efforts to ensure their operations and products meet increasingly rigorous Environmental, Social and Governance (ESG) standards. OPI looks at the various ways vendors from across a wide range of product categories are tackling this monumental task.
Participating vendors are listed in alphabetical order. Several chose to provide spokesperson statements rather than highlighting individuals. All contributions illustrate how complex, wide-ranging yet granular the topic of sustainability is.
ACCO BRANDS EMEA
CEZARY MONKO, EVP &
PRESIDENT (INTERNATIONAL)
ACCO Brands EMEA is now over halfway towards its 2025 goals and making steady progress. The aim to have zero emissions from electricity at all our facilities is a core focus. Our first solar park is up and running in Uelzen, Germany, and we hope more will follow quickly. We’ve already reduced our overall electricity consumption and beaten our 2025 target.
Products are another strategic area and we are enhancing our sustainability credentials across all key categories. It’s not always easy to balance product quality and functionality while at the same time improving the environmental impact. Finding the right recycled plastics is a particular challenge and I’m proud of the innovative and collaborative solutions we’ve adopted.
We’re delighted with the improvements we have made with our EcoVadis assessment. Our score now puts us among the top 25% of companies in the industry. It’s also good preparation for the next challenge – the EU Corporate Sustainability Reporting Directive in 2026. Initial preparations are underway and we’re excited to see what impact they will have. Our team is fully on board, well trained and ready to make a difference.
BIC
HELEN SAHI, DIRECTOR, SUSTAINABILITY STRATEGY & ENGAGEMENT
The commitment to and path towards sustainability drive BIC’s business, with the aim of limiting our impact on the planet and making a positive contribution to society. We seek to create more responsible products and supply chains by ensuring raw materials are sustainably sourced and greenhouse gas emissions reduced.
Eco-design is central to our mission and is expected to save up to 600 tonnes of plastic by the end of 2024. The redesigned BIC 4 Colours pen with a lighter clip and BIC Boy silhouette, for example, saves enough plastic to produce over 2.6 million additional pens each year. We are also testing end-of-life solutions for products through collection and recycling systems.
Making operations as efficient as possible is vital. Through our ‘Writing the Future, Together’ initiative, we’ve set a goal of using 100% renewable electricity by 2025. Currently, 91% of our factories are powered by renewable sources. From a broader ESG perspective, education is an important pillar of BIC’s strategy. We’re committed to improving learning conditions for 250 million children by 2025, through donations, volunteering and partnerships.
Cezary Monko
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, it is pursuing Ecolabel certification and advancing its 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 process; 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 duct layouts, upgrading electric motors and switching to LED lighting.
Bi-silque’s local sourcing commitment has resulted in 63% of its suppliers being located on the Iberian Peninsula (54% in Portugal). This significantly reduces emissions associated with transportation.
BONG SPOKESPERSON
Bong’s goal is to encourage its suppliers to bring their manufacturing of packaging products back to Europe. Most paper packaging now comes from Asia, especially China, where labour and materials costs are much lower, but sustainability standards poorer.
We have partnered with an engineering company in Normandy, France, to design an e-commerce bag machine with a paper waste rate reduction from 8% to 2% as well as lower electricity consumption. The simplicity of the machines reduces their rate of obsolescence and facilitates the recruitment of staff; staff training is much easier too.
Our suppliers are helping us to reduce the environmental impact of our products. The paper e-com bags have one of the lowest CO2 emission factors on the market because the mill – also located in Europe – produces its own pulp and is equipped with co-generation (the combination of electricity and heat). 70% of product transportation to Bong’s facilities occurs by train. Improved performance further means we have reduced the thickness of paper needed to achieve the required strength.
All this makes this product one of the cheapest available, proving that sustainability does not necessarily mean higher prices.
Bong has achieved EcoVadis Gold status.
Bong’s e-com bags
DOMTAR
STACEY COUCH, MARKETING LEAD
For more than 20 years, Domtar has put sustainability at the heart of its operations. We remain committed to sustainable forest management and responsible fibre sourcing practices; all our products are SFI or FSC certified. Pollution reduction efforts focus on source limitation, operational efficiency, use of control systems, plus end-of-life choices. In the first instance, we always attempt to eliminate pollution by selecting the best processes, technologies and raw materials for the application. Secondly, we operate as efficiently as possible to minimise waste.
Lastly, we utilise technologically advanced pollution control equipment to minimise discharges into the environment. For waste we cannot avoid, we recycle and reuse as much as possible to keep valuable resources cycling in a circular economy.
From a carbon emissions perspective, we’re approaching our goals as part of our broader global sustainability strategy. Draft initiatives include aiming for group-wide Science Based Targets initiative accreditation, developing net zero or emission reduction roadmaps for our facilities, implementing energy reduction milestones and determining the carbon footprint of our products.
Our sustainability programmes helped us to achieve a score of 57 for a Bronze rating during the latest EcoVadis assessment.
Perpétua Malta
DOUBLE A SPOKESPERSON
Double A has embraced the vision of ‘Better Paper, Better World’. Its commitment to high-quality products is intertwined with a focus on ESG practices. With the goal of achieving net zero emissions by 2050, its strategy is built on four pillars: zero tree from forest; energy efficiency; renewable energy; and green logistics.
The first pillar, zero tree from forest, ensures no natural forests are harvested for paper production. Instead, Double A relies on fast-growing ‘paper trees’ cultivated specifically for high-grade pulp. This practice not only supports climate action by sequestering CO2, but also empowers local farmers, providing them with an income stream.
Double A’s roadmap to net zero emphasises energy efficiency, optimised resource management and clean energy. The vendor is reducing its carbon footprint by enhancing production processes and focusing on repurposing biomass from the pulping process to generate electricity to power mills and local communities. Water conservation plays another critical role with the help of a 35-million-cubic-metre reservoir that collects rainwater to supply Double A’s mills. This is then reused for tree irrigation, completing the cycle of resource management. In 2023, the company achieved a 48% reduction in greenhouse gas emissions, already surpassing its 25% target for 2030.
EDDING
PER LEDERMANN, CEO
2024 saw edding assume sole sales responsibility for the entire stationery range of social impact company share – an important step for edding as we seek to take on greater social responsibility as part of our profit-for strategy.
The portfolio of share includes high-quality products in the writing and marking categories that deliver greater environmental sustainability thanks to the conscious use of selected materials. Each product sold by share helps to support a social project somewhere in the world. To ensure that this support is provided where it’s most needed, share collaborates with recognised aid organisations that work in the field. For transparency, a QR code on the packaging indicates which project is being supported.
EXACLAIR
LAWRENCE SAVAGE, UK MARKETING MANAGER
Sustainability and the development of a circular economy remain top focuses for ExaClair. Enhancements within our production facilities have enabled us to explore more ecologically aware manufacturing techniques and a growing number of our products either carry the Blue Angel accreditation or are FSC certified. During 2024, 88% of new products launched have been accredited with an independent environmental certification.
Our production sites have launched a specialist recycling scheme to utilise the web cores left over from the production of manilla products, transforming them into bales that are sent back to the paper mills to be made into pulp.
Thanks to these initiatives, we recently achieved a Silver award from EcoVadis, which means that we are placed in the top 9% of companies worldwide for overall ESG performance.
Through collaborations with UK charities and educational entities, ExaClair has reduced material wastage from rejected products that were previously discarded with general waste by distributing them for new use. These include donations to CCORRN, a social enterprise specialising in the reimagining of resources for community benefit. Donated products are also utilised by the REMO Charitable Trust, which distributes creative materials to children suffering due to bereavement, hardship or chronic illness.
The edding Group commits to sustainable profit-for strategy and expands its partnership with the company share
Web cores in ExaClair’s factory
Clean energy generated partially through solar farms
FELLOWES BRANDS
VICTORIA VENTOSA, EU SUSTAINABILITY AND SOCIAL RESPONSIBILITY MANAGER
anchored in the principles of the circular economy – keeping resources in use for as long as possible and minimising waste. With a diverse portfolio ranging from office supplies to business machines, each product category requires specific sustainability strategies. A dedicated ‘Design for the Environment’ programme sets these priorities at the outset of any project.
In manufacturing, Fellowes sources recycled materials wherever possible, reducing the company’s reliance on virgin resources. It further meets third-party certifications for cardboard storage solutions, which guarantee sustainable forestry. Additionally, significant progress has been made towards eliminating single-use plastic packaging, replacing it with simplified or paper-based alternatives.
www.fellowes.com
Sustainability principles also apply to products when they reach customers. Every item is built to rigorous quality standards for long-term dependable use. At end of life, many products –such as the BREYTA line of ergonomic accessories – are 100% recyclable, enabling raw materials to be reused.
Excess inventory and product returns are further leveraged through a partnership with EALgreen, which raises money for low-income students. Last year, Fellowes donated almost 1,000 products, funding college scholarships for 22 students.
NINESTAR
SPOKESPERSON
Ninestar has integrated sustainable practices and clean technology into all phases of its product lifecycle and has set a goal to halve its carbon emissions by 2030.
Our factory uses custom-made, automated production lines to remanufacture cartridges. This boosts efficiency by 20% and saves up to 65% of water. We also used 18,154 tonnes of recyclable materials in 2023, accounting for 76% of all packaging materials.
Additionally, we recycled over 19.5 million printer cartridges last year, preventing these materials from ending up in landfills, while the remanufacturing of 26 million printer cartridges avoided the need for 68 million new parts.
In Ninestar’s treatment station, more than 180,000 tons of polluted water – mostly from the ink captured from cleaning used OEM cartridges – is processed yearly. The treated water is safe for reuse and significantly reduces pollution. Solar panels installed on our factory rooftops generate 2.2 million kWh of clean energy annually.
Morgan Stanley Capital International – a global provider of ESG and climate ratings – has revised Ninestar’s ranking, pushing the company from a B to a triple-B rating.
PILOT
CLAIRE GOUDEAUX, CSR MANAGER
Pilot’s commitment to sustainability is an integral part of our ‘Write for a Sustainable Future’ development strategy. It comprises four pillars:
• Reinforce our eco product offer – write better with less. The consumption of raw materials has the largest impact on the planet, which is why we have chosen to reduce this aspect, while extending the lifespan of our ranges. Today, 44% of our pens sold in Europe are made with at least 50% recycled plastic.
• Minimise our environmental footprint – write better with care. We have set an ambitious target to cut our Scope 1, 2 and 3 greenhouse gas emissions in half by 2030. This will be achieved through responsible purchasing, improved energy efficiency and optimised logistics.
• Improve our social commitment – write better together. We are dedicated to improving quality of life for our employees through initiatives promoting professional development, work-life balance and a fair work environment.
• Societal contribution – write for well-being. Our mission is to support the act of handwriting across the globe, inspiring people to reconnect with this art and feel the difference in a digital world. For example, in the UK, our ‘Make Your Mark’ campaign encouraged children to express themselves through handwriting. Competition winners had the chance to see their creations displayed across London on digital billboards and on Pilot’s social media platforms.
Breyta™ is redefining workspaces. Inspired by evolving work styles, Breyta™ features ergonomic accessories designed for comfort, portability, and ease of use. 100% recyclable and built to last. Embrace modern design, sustainability and elevate your workspace with Breyta™ today.
Fellowes Brands’ BREYTA line
Plastic-free packaging for ink packs
SC JOHNSON PROFESSIONAL
HELENA KELLY, UK CUSTOMER
MARKETING MANAGER
We’re always looking for new ways to use less, waste less and recycle more. Our Greenlist programme guides our formulations, providing scientists with a tool for assessing the human health and environmental impact of ingredients. Our Restricted Use Materials list, meanwhile, includes ingredients that we won’t use or restrict to very small amounts because they don’t meet our high standards.
We provide a wide range of Ecolabel-certified products that have a reduced environmental impact through their life cycles. Consumers look for the EU flower symbol as a trusted way to make more sustainable choices.
SC Johnson Professional is rated by EcoVadis. Our European manufacturing site at Denby, UK, has a Gold standard, putting us in the top 5% of companies across more than 175 countries.
Our innovative foam technology ensures each dose from our hand hygiene dispensers delivers just the right amount for an effective wash. This means 36% less product is used, equating to up to 57% more hand washes per litre. It also uses up to 45% less water for washing and rinsing.
In an effort to reduce plastic pollution, and through our global partnership with Plastic Bank, to date we have supported the establishment of over 540 plastic collection centres across Indonesia, the Philippines, Thailand and Brazil, stopping more than 65 million kg of plastic from reaching oceans or landfills.
SIGEL SPOKESPERSON
Sigel focuses on giving waste materials a new lease of life. One example is our sustainable, vegan Re-Up notebooks. No trees are felled for these products – they are made of waste from coffee roasting and cotton production. They are also completely compostable, produced without chemicals and packaged plastic-free. The flexible soft cover is made from pressed coffee bean shells.
Many of our products are either PEFC or FSC certified, which means the paper comes from sustainably managed forests. In this way, we actively contribute to the protection of the environment and support responsible forestry.
Sigel has been given a Bronze award in the EcoVadis sustainability rating, placing the company among the top 13% globally of manufacturers of printed products. The assessment is based on 21 sustainability criteria in the four categories of environment, labour and human rights, ethics and sustainable procurement. Sigel exceeds the industry average in all four categories.
ZEBRA PEN
KEN NEWMAN, DIRECTOR OF MARKETING
UPM RAFLATAC
VILLE POLLARI, BUSINESS DIRECTOR, INDUSTRIAL & OFFICE PRODUCTS
UPM Raflatac is part of UPM, a Finnish forestry industry company which innovates for a future without fossil fuels across its six business areas. Our entire range of paper-based office products is made from FSC certified (FSC C003094) resources and thereby supports responsible forest management.
We offer a growing range of products in plastic-free packaging and products made from 100% recycled paper with Blue Angel certification. All our sticky note products are coated with solvent-free adhesives which use less energy and resources during manufacturing. They are also free from hazardous air pollutants.
UPM Raflatac has set a goal of reducing its Scope 1 and 2 emission intensity by 65% from a 2015 baseline year by 2030. We also aim to reduce our Scope 3 emission intensity related to raw materials and transportation by 30% before this date, compared to a 2018 baseline.
Sustainability is a hot topic across the industry and organisations have to be diligent in their reporting and on-pack claims because there is heightened scrutiny to ensure statements are valid. Consumer protection and legal compliance are more important than ever. Adding even greater complexity, in the US certainly, states, counties and municipalities have different rules to follow – just because something can be recycled in one area doesn’t mean the same claim can be made elsewhere.
Like many other manufacturers, Zebra Pen has been evaluating each area of its business to assess where it can be made more sustainable. We began by looking at our packaging and worked to remove PVC, while leveraging more eco-friendly RPET instead. As regards the products, we strive to incorporate recycled materials into the manufacturing process. Each area comes with benefits and implications concerning costs, production, supply chain partners, etc, which all need to be considered. The focus is always on continuous improvement.
MAKING it stick
Long-established and with a solid brand reputation, Germany’s tesa is not resting on its 125-year-old laurels. The vendor’s attitude towards sustainability is one of
‘we do’
Sustainability has been a core part of tesa’s strategy for years. But it was in 2022 that it picked up the pace in terms of reducing emissions, improving the sustainability of both products and packaging, and ensuring responsible sourcing. Its efforts were recognised at this year’s European Office Products Awards when tesa won the Sustainability Excellence award in the vendor category.
OPI’s Heike Dieckmann caught up with Dr Thomas Schubert, Head of Sustainability at the Hamburg, Germany-based manufacturer, to talk about tesa’s journey.
OPI: How would you describe tesa’s sustainability mission?
Dr Thomas Schubert: Our aim is to create sustainable adhesive solutions that improve the work, products and lives of our customers. Sustainability is a key pillar of our corporate strategy. That’s why we have defined five action areas: to reduce emissions, source responsibly, rethink materials, push circularity and support customers.
We focus on topics such as raw materials, procurement, production technology, logistics, product development and energy.
OPI: What are your specific goals?
TS: Our sustainability targets are aligned with international standards such as the UN Global
Compact and the Sustainable Development Goals. For example, by 2030, we aim to achieve climate-neutral production (Scope 1 and 2), reduce indirect emissions by 20% and increase the proportion of bio-based and recycled materials to 70%.
Additionally, 80% of our suppliers should meet our sustainability standards.
OPI: What are the challenges as regards these targets for a vendor of adhesive products and solutions?
TS: We have a holistic perspective as well as a science-based approach and both determine our actions. Our goal to reach climate-neutral production by 2030 requires a significant reduction in energy consumption and a transition to more energy-efficient technologies. This means substantial innovation and, above all, investment. At the same time, of course, we must maintain security of supply and cost stability.
We [...] expect our partners to fulfil their social, ecological and economic obligations
To find out more about tesa and its sustainability efforts, please visit www.tesa.com for its Sustainability Report 2023
When testing and assessing new, more sustainable raw materials for our product portfolio, the challenge is always to continue to ensure exceptionally high quality. This requires intensive R&D – in addition to some strategic partnerships, we have in-house 600 chemists, engineers and product developers in our various plants and production centres around the world. Their input, creativity and expertise are crucial to what we do.
One example is our well-known tesafilm product. We expanded the assortment with a more sustainable solution called tesafilm Eco & Crystal. The backing of the tape is made from 90% post-consumer recycled PET (PCR PET), the adhesive mass from water-based acrylate and the roll core from 100% industrially generated residues from plastic processing.
The 90% PCR PET content in the backing material has been externally certified by UL-Solutions to the UL ECVP 2809-2 standard. It means the product can now be disposed of with packaging in paper waste without disrupting the paper recycling process.
OPI: How do you ensure transparency and compliance across the supply chain?
TS: We strive for responsible, sustainable sourcing of all raw materials and also expect our partners to fulfil their social, ecological and economic obligations. We particularly focus on human rights and environmental protection in our assessment and approach, and rely on stable relationships through shared values and risk management.
The path of sustainability is a continuous process
Since 2020, tesa has been asking its direct suppliers to self-assess via platforms such as EcoVadis, the rating platform for companies with global supply chains. In the latest reporting year, EcoVadis awarded tesa Gold medal status, placing us among the top 1% in the industry.
Currently, 70% of our raw material spend goes to suppliers that share tesa’s standards –the medium-term goal is at least 80%.
OPI: What is the feedback from end consumers as regards environmental demands? Is there pressure to do more?
TS: Consumers value tesa for the high quality and performance of our products. This is why we are working hard on developing more sustainable solutions that do not compromise product performance.
We have created numerous adhesive solutions that fulfil our customers’ desire to make their everyday lives more sustainable without having to sacrifice quality.
OPI: You’ve already referred to EcoVadis. Are there other certifications or endorsements you are working towards?
TS: The Carbon Disclosure Project (CDP) and EcoVadis have been identified as the most relevant rating systems for us. Both enjoy great esteem and assess sustainability performance comprehensively and at a high level. In addition to our EcoVadis Gold medal status, we are delighted to have been awarded the highest CDP score – A – in 2023 for our climate protection efforts.
These types of evaluation strengthen the trust of customers, the wider public and other stakeholders. They demonstrate that we not only set ambitious goals but actively work on more sustainable solutions. Independent assessments allow us to objectively measure and compare our performance.
We plan to expand these endorsements, conduct training and further increase the proportion of sustainable materials.
OPI: Aside from the products themselves, how big a part does packaging play in a sustainability context?
TS: It plays a central role, as it is the first point of contact with the end consumer. We have set clear goals in this regard. For fibre-based packaging materials such as paper and cardboard, for instance, we rely on materials from sustainable forestry and other controlled sources. In addition, we want to reduce the use of non-recycled plastics from fossil fuels by 50% by 2025 – compared to 2018.
Finally, we are constantly testing new approaches to further reduce the virgin plastic content in our packaging.
OPI: How do you make sure the whole tesa workforce – 5,200 employees across several continents – is on board with your sustainability endeavours?
TS: We view it as a team effort and it’s up to everyone to contribute. We have global sustainability training programmes every employee must complete. We have also broken down our targets into specific projects and offer comprehensive training on these.
We now dedicate one week each year to the topic of sustainability. On several action days, employees have the opportunity to exchange ideas about current projects, and discuss and learn about a wide variety of initiatives.
We are well aware that tesa’s responsibility extends beyond manufacturing high-quality products and that the path of sustainability is a continuous process – one we are pursuing with determination and commitment.
Dr Thomas Schubert
A little more CONVERSATION
UK dealer Red-Inc has taken the concept of future-proofing to a whole different level. B Corp certification has undoubtedly helped it get there – by Heike Dieckmann
The scope of corporate responsibility – today perhaps best summarised under the umbrella term of Environmental, Social and Governance (ESG) – has changed dramatically over the past few years. For companies ‘wanting to do the right thing’, it’s an ever-moving – and ever-expanding – goal. Comprehensively addressing the issues is complex, to say the least.
BROAD FRAMEWORK
Unlike accreditations by Science Based Targets initiative (SBTi), EvoVadis or Blue Angel, for instance – which delve deeply into specific topics such as carbon reduction and climate action – B Corp certification comprises a framework that investigates organisations against a broad set of criteria, not dissimilar to ESG reporting processes large corporates may use.
Currently – and this is under review (see ‘Certification in motion’, page 44) – the five impact assessments for any company seeking certification are: governance, workers, community, environment and customers.
The B Corp, short for Benefit Corporation, movement has gathered considerable momentum in recent years – arguably to its slight detriment, hence the depth of the review. B Lab, the company behind the certification, started out in the US in 2006 by three friends who shared a vision to make business ‘a force for good’.
The initial cohort of firms – 82 of them – was certified as B Corps in 2007. Since then, this number has risen to over 8,000 in 96 countries.
I want to work with our customers, not for them
The first business products reseller in the UK to attain B Corp status was Sussex-based Red-Inc. The dealer was founded by Managing Director Adam Huttly in 2008. Huttly is passionate about the environment and, from the outset, had a burning desire to challenge the purely transactional, pile-it-high-sell-itcheap traditional dealer model.
He says: “I wanted to build a company that was fabulous to work in, to work for, and that was incredible for our clients. I want to work with our customers, not for them. It was about elevating what we do as an industry – way beyond selling stationery. Today, hardly anything we do revolves around the products we sell despite the fact we’re still a business
supplies reseller. It’s about cultural change, about educating clients and having engaging conversations to achieve goals.”
Red-Inc’s initial journey was very much driven by a sustainability agenda and there was no hesitation in pushing boundaries. Next-day delivery, for example, was a complete no-go as Huttly was adamant about reducing the carbon footprint of deliveries. Imagine the faces around the negotiating table at a time when next-day delivery was the essence of customer service.
Convincing clients they were dealing with a really good company was difficult. “With so many elements in a business, it’s hard to wrap up ‘being good’,” states Huttly. “Anyone can write their own reviews, can’t they.” Discovering B Corp in 2015/16 and going down that route provided the validation needed. “B Corp status evidences due diligence and credibility –before customers even get to know us, they are aware how our business is being run from top to bottom, inside and out.”
CRUEL TO BE KIND
The B Impact Assessment (BIA) is tough, there’s no doubt about it. The five impact areas scrutinised can add up to a possible total of 200 points. A company needs to accrue a minimum of 80 points to ‘pass’ – and these need to come from all five cornerstones; none can be left out.
Says Huttly: “The first time you go through the BIA, it’s overwhelming. When I initially looked at it in 2015, it was too much and I left it. But I loved what it represented, so went back to it a year later. And we actually sailed through it and received certification in three months. The first score we achieved was 85.2.
Adam Huttly
“From the start, we did really well in the environment section because that was our initial driving force. Having said that, when we went through the process, we recognised that we were essentially a B Corp already without realising it, as we had built so many other elements into the business that I felt strongly about – social impact, charity, community – all the things which help make up a B Corp.
“It was interesting because we were always a bit of an odd entity in our industry and didn’t know quite how to frame what we were doing. Someone once called me a ‘tin pot eco-warrior’ – it wasn’t meant as a compliment. Others questioned how we could possibly be a commercially viable business with our ‘attitude’.
“B Corp validated our efforts and has done so ever since. There’s no resting on your laurels once you get certification – it’s an ongoing process and certainly not a badge you can display and then forget about. Our third and latest qualification this year came in at 105.5 points which we’re very pleased about.”
JOINT EFFORT
Going B Corp is a leadership decision, but the actual process only works if every single member of staff is completely invested – this naturally seems an easier feat to accomplish in a small business supplies reseller than in large B Corps such as Ben & Jerry’s or Coutts.
In the UK certainly – the country with the largest certification uptake after the US – it is most prominent in the SME space. These are companies, often start-ups, with a mission –similar to Red-Inc. But not exclusively so. Bates Wells was the first UK law firm to be B-Corp certified back in 2015, with its third certification occurring last August with an impressive total score of 140.2.
The challenges for established – and larger – organisations are different too. They typically have more complex – often traditional if not antiquated – business models and shareholder as well as stakeholder responsibilities.
Cost and resources are other factors for anyone seeking certification and neither should be underestimated. Help is at hand to assist organisations through the complex and rigorous procedure, be that via agencies or consultancy firms. Needless to say, this adds further to the cost.
Red-Inc manages the process completely in-house. “Getting a score of over 100 is pretty good and maybe we could do even better if we employed someone to do it for us, but that’s not what it’s about for me. It’s not a competition nor a race; we naturally want to do better as an organisation and we want to learn,” states Huttly.
CERTIFICATION
B Corp certification has always been an evolving endeavour as it seeks to address and incorporate climate and societal developments, changing regulations as well as expectations. But while improvements have been made to the standards since the movement began in 2006, the core aspects of the B Impact Assessment (BIA) have remained consistent – including the overall pass mark of 80.
In response to community and stakeholder feedback, B Lab first announced a review of the current performance requirements at the end of 2020. Since then, there have been a string of consultations, proposals and feedback requests. It is expected that the revised draft standards will be approved by the end of 2024. The standard content will be published next year, with the new BIAs to be launched by 2026 at the latest.
Certification will certainly not get easier, according to Red-Inc’s Adam Huttly. “The world has changed dramatically since COVID. Just take work-from-home practices – they have put an entirely different spin on carbon footprint reporting. There have also been huge shifts in employment law, in climate legislation, diversity and equality.
“B Corp assessment has to evolve, not just to address emerging issues, but also to protect the standard and movement per se,” Huttly adds. “There have been a few cases where companies with B Corp status have been exposed as not being quite as squeaky clean as they’ve claimed. This needs to be eradicated to maintain maximum credibility.
“Making the cut in future is going to be even tougher. For a start, the five current BIA topics will be extended to nine. Within them, there will be added or altered strands such as government affairs and collective action, advocacy and fair wages. I’m excited to see how all these fit in with what we’re doing at Red-Inc. Continual due diligence, education and the pushing of boundaries – it’s the right thing to carry on doing.”
For more details on the impending changes, go to https://standards.bcorporation.net
In this context, it’s even more vital for everyone to be on board which, inevitably, might add a bit more work to people’s busy lives. This, in Huttly’s experience, is rarely seen as a chore, as staff always realise –certainly the type of staff a B Corp wants to attract – that it’s in their own interest because they simply work for a better organisation, not just in terms of ethics and values but also in sheer company perks and how they’re treated in the workplace.
GAME CHANGER
Broadly speaking, having B Corp status changes the conversation – with existing and potential investors, employees and most definitely customers. As regards the latter, this is reflected in the type of clients Red-Inc now has. For a small independent to have accounts that include one of the big four accountancy firms as well as global law firms is unusual as much as it is impressive.
It starts with getting a foot in the door. B Corp helps with that as it proves due diligence, transparency and, again, the desire to ‘do good’. You also end up with a great databank of useful information. This, says Huttly, can be turned into marketing material. “We know exactly what our carbon footprint is, have measured purchased goods and services, etc – it’s all data to tell our clients. We can also help customers with their ESG goals – it’s become part of our remit. It puts you in a great position of knowledge and power.” What it most definitely does is change the focus from purely transactional business to informational as well as ethical. “Take one of our clients. It’s among the biggest companies
in the UK which has a sustainability team that looks very closely at many of the issues B Corps address. When we are in meetings with this customer, we are not treated as a supplier but as a partner. We never talk about pens and paper in terms of how much do they cost and can we reduce our prices a bit more? Instead, we brainstorm and are asked questions such as ‘what better products can we buy from you and in what areas?’; ‘how can you help us fulfil our sustainability commitments?’.
[B Corp] is a wonderful framework to work to and pushes you to constantly do better
“With another customer, a UK law firm, we now have quarterly deliveries to four of its sites. That’s a £14,000 ($18,000) stationery order with one delivery cost – times four. What an astonishing carbon footprint reduction.
“I do a lot of talks to SMEs in our sector and to this cohort terms such as ESG and sustainability are like a foreign language. They tell me it’s not relevant and that they only have a small business/dealership. It will be relevant, I have no doubt about it. Sure, they might not
be dealing with large corporates, but they may be dealing with the catering company of those corporates and when they say to everyone, ‘by 2025, we want everyone we deal with to be at least aligned with science-based targets’, dealers will start losing out.”
SECURING THE FUTURE
Ultimately, Huttly is convinced that Red-Inc’s approach is future-proofing the business. He says: “We’re dealing with some big companies which are charging ahead with their ESG efforts. We’re already seeing these really complex tenders; supplier engagement forms that ask whether we’re measuring our carbon footprint, Scope 1, 2 and 3, etc.
“This will have a trickle-down effect on the industry and on how and what products are purchased. It might not be imminent, but it’s going to have an impact for sure.”
Red-Inc is still a commercially-orientated office supplies reseller. It has just reframed how it goes about its business and turned its back on cold calls, undercutting competitors and eroding margins. Does it have to be a B Corp? As Huttly admits: “We’re less defined by it now, but it’s a wonderful framework to work to and pushes you to constantly do better. Importantly, it pushes itself to do better too.”
Driving sustainability FORWARD
The past year has been a transitional period for Sylvamo as the paper manufacturer reinforces its dedication to sustainability and adapts to evolving regulations.
Transparency has been at the forefront of its ambitious climate strategy, with the vendor implementing additional measures to guarantee compliance with European regulations and clear communication with customers and stakeholders.
A key element of this goal is the introduction of QR codes on the packaging of products that support climate action (REY Office, Multicopy NEXT and HP Climate Choice), guiding customers to a dedicated product page. Here, they can access information on product life cycle emissions and explore the company’s commitment to reducing greenhouse gas (GHG) emissions.
Gerald Demets, Sylvamo’s Commercial Director for Uncoated Wood-free Paper and Pulp in Europe, also underscores the importance of customer relationships in achieving clarity: “By staying close to customers, we’re able to listen and discuss what’s happening with their clients, helping us improve businesses while aligning with sustainability standards.”
CLIMATE ACTION
Simultaneously, Sylvamo is preparing for the EU Deforestation Regulation, which targets the elimination of deforestation-linked products from the EU market. To meet standards, Sylvamo is collaborating with regional and global stakeholders, and taking guidance from the EU Commission to maintain accountability across its supply chain.
Another key initiative is the rebranding of Multicopy Zero. The newly renamed Multicopy
NEXT will launch by the end of 2024, offering high-performance paper and a sustainable choice. Marie-Claude Ritt, Sylvamo’s Social Responsibility and Sustainability Manager in Europe, highlights: “As part of our commitment to reduce GHG emissions, Sylvamo discloses the carbon footprint of Multicopy NEXT paper, our carbon reduction targets, and the climate projects supported in partnership with Climate Impact Partners.”
Sylvamo’s REY Office paper also remains part of its sustainability portfolio. Certified by ClimatePartner, it supports climate projects including efforts in Central America where 20 million people rely on rudimentary stoves using wood from deforestation or polluting cooking fuels. Sylvamo provides a financial contribution to help install efficient cookstoves in rural households in Honduras, reducing carbon emissions, fuelwood consumption and indoor air pollution.
LONG-TERM IMPACT
One standout collaboration is with energy firm Gasum at the Nymölla mill in Sweden. Together, the companies are converting water from the manufacturing process into liquefied biogas, which is used to fuel up to 200 average long-haul lorries annually.
By staying close to customers, we’re able to [...] discuss what’s happening with their clients
Sylvamo’s partnership with Verso Energy at its Saillat mill in France is equally important. As part of the EU’s mandate that all flights departing EU airports must use at least 2% synthetic aviation fuel by 2025, the two operators are investigating the production of this fuel from biogenic carbon dioxide and green hydrogen.
Nymölla mill, Sweden
Clearly, the manufacturer has pursued several routes to meet evolving regulatory demands, utilising a proactive approach to accomplish its goals for 2030 and beyond.
RESEARCH
TToxic TRASH
GREEN THINKING
The global e-waste crisis highlights the urgent need for improved circular economy practices to mitigate environmental and health risks – by Michelle Sturman
he world is grappling with a severe Waste Electrical and Electronic Equipment (WEEE) – more commonly known as e-waste – crisis, as the volume of discarded items continues to surge. The Global E-waste Monitor 2024 presents alarming statistics and trends, emphasising the urgent need for improved management and recycling practices to mitigate environmental and health impacts. The surge in e-waste – an item that uses a plug or batteries becomes e-waste when it is no longer used – is driven by rapid technological advancements, increased consumption, inadequate repair options, shorter product life cycles and insufficient waste management infrastructure. This has led to the hoarding of equipment within homes and workplaces. As technology develops, even more devices are being included, such as e-bikes/scooters, smart clothing and furniture, and energy-saving equipment.
GLOBAL PROBLEM
According to the Monitor, in 2022, the world generated a staggering 62 billion kg (61 million tons) of e-waste – a significant increase from 34 billion kg in 2010. Future projections estimate that 82 billion kg will be generated in 2030. Despite some improvements in the collection and recycling of e-waste, these efforts have not kept pace with the growing volume. Europe leads in e-waste generation, producing 17.6 kg per capita, followed by Oceania at 16.1 kg and the Americas at 14.1 kg. However, Europe also boasts the highest documented collection and recycling rate at 42.8%, compared with a global average of 22.3%.
The UK generated approximately 1.7 billion kg of e-waste in 2022 – the highest in
62 billion kg
E-waste produced in 2022
Northern Europe – and is the second-highest generator per capita, at 24 kg. While the country has made strides in improving e-waste management through regulatory frameworks and public awareness campaigns, challenges remain, including gaps in the collection and recycling infrastructure.
Looking at the bigger picture, of the 62 billion kg of global e-waste, the recycling figures are also sobering. The Monitor reports only 13.8 billion kg were formally collected and recycled in an environmentally sound manner.
Outside of the formal system but in countries with a developed infrastructure, 16 billion kg of e-waste was estimated to be collected. This is still less than the 18 billion kg handled by the informal sector in areas with no developed e-waste management infrastructure. Disturbingly, around 14 billion kg is thought to have been disposed of as residual waste and therefore likely to have ended up in landfill.
VALUABLE BUT DANGEROUS
Unsurprisingly, significant disparities in e-waste management exist across regions – high-income countries with advanced collection and recycling infrastructure manage e-waste more effectively. In contrast, those without proper legislation see minimal formal collection and recycling efforts.
Effective e-waste management hinges on the development and enforcement of laws. Currently, 81 countries have enacted such legislation, covering 71% of the world’s population. However, compliance remains a major issue – only 17.4% of the e-waste generated in low-income countries is formally documented as collected and recycled.
Electrical and electronic equipment contains valuable and critical metals such
as gold, silver, copper, platinum and rare earth elements. Proper recycling could recover significant amounts of these metals, contributing to resource conservation and reducing the need for environmentally destructive mining activities.
Due to improper handling, the Monitor states that 31 billion kg of metals, 17 billion kg of plastics and 14 billion kg of other materials such as glass and minerals – all recoverable materials – were lost in 2022.
Around 19 billion kg of e-waste was turned into secondary resources. This included an estimated 300,000 kg of precious and platinum-group metals. For rare metals, vital for future technologies, recycling activities make up only 1% of the current demand.
Despite growing awareness, the share of secondary materials declined from 9.1% in 2018 to 7.2% in 2023, while material consumption continues to rise. During this timeframe, we have consumed over 500 gigatonnes – 28% of all the materials humanity has consumed since 1900.
13.8 billion kg
E-waste safely collected and recycled in 2022
FULL CIRCLE
Our take-make-waste linear approach must become a closed loop system. In the UK, the Right to Repair Regulations introduced in 2021 focus on household equipment but are expected to be expanded into other categories, including small consumer electronics.
Several US states have introduced similar legislation. For example, the Digital Fair Repair Act was passed in New York in 2022, requiring all manufacturers that sell digital electronic products within state borders to make tools, parts and instructions for repair available to both consumers and independent stores.
Government policies as well as business and community initiatives are crucial in supporting the circular economy. Encouraging behavioural changes towards consumption in the home and workplace, along with reducing barriers to repairing and recycling e-waste, can drive more sustainable practices.
SUPPORTING CIRCULARITY
Our take-make-waste linear approach must become a closed loop system
Improper handling of e-waste releases toxic chemicals and heavy metals – including lead, mercury, cadmium and flame retardants – into the environment, contaminating soil and waterways, and polluting the atmosphere.
For example, informal e-waste collection releases 58,000 kg of mercury and 45 million kg of plastics containing brominated flame retardants into the environment annually, posing severe health risks.
Global cooperation is urgently needed to address these environmental and health challenges, especially considering the 900 billion kg of ore left in the ground thanks to urban mining (extraction of resources from waste, ie recycling) is equal to 52 billion kg of CO2-equivalent emissions avoided.
Businesses certainly play a vital part in the circular economy, helping customers understand the issues of e-waste and the benefits of recycling, repairing or buying refurbished goods. It can also be an easy way to offer a value-added service and boost environmental credentials with clients. Some practical ideas to reduce e-waste include:
• Promote electronic devices that can be easily upgraded, repaired or recycled.
• Provide e-waste collection services or a repair/refurbishment service. This could also include e-waste audits.
• For dealers, find out whether your wholesaler or vendors have a recycling scheme and become a local collector.
• Team up with a repair shop.
• Donate equipment that’s in good condition but no longer needed to local organisations.
• Urge in-house recycling and refurbishment.
• Look out for vendor-approved remanufactured items for sale.
• Partner with a reputable company for total data erasure when recycling electronics.
Uncovering THE GAPS
The 2024 OPI Green Thinking Survey highlights a strong commitment to sustainability across the industry. There is a worrying lack of knowledge in some areas, however, which appears to be contributing to a slowdown in progress
Responses to the sixth annual survey showed fairly balanced geographic representation across the two biggest markets OPI reports on. Nearly half of all participants were based in Europe (48%), with a significant 42% coming from North America. Smaller groups took part in Australasia (8%) and Asia (2%).
The survey results highlighted a lack of comprehensive e-waste and CSR policies, with fewer than half of all respondents implementing frameworks to address e-waste or align with the United Nations Sustainable Development Goals (SDGs). Alarmingly, a considerable percentage of participants also lacked awareness of what e-waste is (see Research, page 48) or what the SDGs entail.
More encouragingly, companies are responsive to environmental demands and customer shifts, with 71% stating that calls to reduce single-use plastic have shaped their sustainable strategies. Compared with last year, packaging take-back schemes have increased by 10% – suggesting a rising focus on reducing waste and promoting circularity. This emphasis further indicates that businesses are not only prioritising product sustainability, but also paying greater attention to the environmental impact of packaging. While there is some way to go to achieve widespread sustainable practices throughout the industry, there is evidence that companies are continuing to adapt and that momentum towards a greener future is building.
Percentage of respondents using electric vehicles as part of their sustainability efforts 48%
How are you measuring your progress towards sustainability and CSR goals?
n Employee feedback
n No sustainability goals
n Supply chain assessments
n Customer feedback
n Not measured
n External certifications
n Internal audits
Yes 71% No 29%
Are you working towards achieving the UN SDGs?
n Yes, several
n One or two
n No
n What are SDGs?
Do you have a packaging take-back scheme? No 83% Do you offer packaging that is environmentally friendly? Yes Yes
WHAT WOULD YOU LIKE TO SEE MORE OF IN TERMS OF SUSTAINABILITY AND CSR?
Unified standards for measuring and reporting CO2 emissions
Sustainable alternatives at the same or lower cost than originals
Increased use of post-consumer recycled material in products
Stronger supply chain engagement, with manufacturers driving eco-friendly product changes that customers can adopt automatically
Do you have an e-waste policy?
n Yes, for customers
n Yes, for my business
n Both
n No
n What is e-waste?
Collaborative efforts from leading brands to reduce their impact through product collection, recycling, packaging and end-user communication
Supply chain collaboration on product life-cycle assessments and Scope 3 emissions
Has the growing importance of the circular economy influenced your business?
n Yes, significantly
n Yes, somewhat
n No impact
London CALLING
Another outstanding European Forum was recently delivered by the OPI events team. Taking place from 11-13 November in the heart of London, it was the tenth OPI European Forum and the first live edition in the UK capital since 2018.
Approximately 100 executives participated this year, representing leading and emerging players from different channels in the business products industry. And not just from Europe: delegates travelled from as far as the US and Canada in order to keep abreast of the latest sector developments and trends.
HOT TOPIC: AI
AI continues to be top of mind and many are still trying to figure out what it will mean for the world of work and how best to harness its potential. It was therefore fitting for this year’s European Forum to kick off with a fast-paced presentation from renowned AI expert and best-selling author Henry Coutinho-Mason.
One interesting statistic he revealed highlighted the disconnect between management and employees as regards AI. While 96% of CEOs expect AI to increase their organisation’s productivity, more than three-quarters of staff believe it is actually making them less productive.
It’s a gap which needs addressing, Coutinho-Mason noted. One way of doing this is to develop a culture of innovation within a company, tapping into the creativity of individuals and teams throughout the business. Company culture is not something created overnight, of course. Andreas Reuter, CEO of Germany’s online reseller Schäfer Shop
went through an interesting transformation to update a business that had strayed too far from its B2B roots.
Another enlightening talk came from Adam Huttly, founder and Managing Director of Red-Inc. You can learn more about this inspiring dealer’s journey to B Corp status on pages 42-45, but there was certainly a murmur of appreciation from other resellers when he revealed a major customer now consolidates orders into one quarterly shipment.
According to Huttly, it wasn’t easy to shift ingrained expectations: “Things are possible but you have to push the boundaries and not be afraid to challenge the status quo,” he said.
YOUNG EXEC ADVICE
Attracting and retaining young talent has become a regular topic at OPI events in recent years. It was refreshing to see three women on the young executive panel and there were some key takeaways for managers: be transparent with staff in terms of business strategy and developments; involve younger team members in the decision-making process; and set up mentoring programmes.
OPI’s special thanks go to Avery UK’s Shaun Tidman for stepping in at the very last minute as panel host and superbly guiding an incredibly open and honest debate.
You have to push the boundaries and not be afraid to challenge the status quo
Other highlights of the Forum comprised a series of one-to-one interviews with senior industry figures; a deep dive into B2B marketplaces with Mirakl; an interactive presentation on decision-making dynamics with Quirk Solutions’ Chris Paton; and a series of well-attended and engaging roundtables.
The event concluded with a high-level look at the world of work by Jeremy Myerson, Chairman of WORKTECH Academy. While he said the “genie was out of the bottle” regarding hybrid working, he referred to a “bundle of opportunity” as firms strive to make offices dynamic, healthy and inclusive places to visit.
It was an upbeat finale to two days of on-point content and quality networking, the latter including an unforgettable evening at the fabulous Tattu restaurant in London’s West End.
EXCEEDING expectations
OF LIFE 2024 REVIEW
More than 100 participants from the UK business supplies community set off for the annual Climb of Life (COL) on 15 November 2024 – and raised an incredible £90,623 for the Institute of Cancer Research (ICR). This climb not only marked the 18th consecutive year of COL’s support for the ICR but also celebrated surpassing a phenomenal £2 million ($2.6 million) in total fundraising since the event was created by Graeme Chapman MBE 37 years ago.
BATTLING THE ELEMENTS
Trekkers faced some of the most testing weather conditions in COL’s history. Torrential rain, icy winds and dense fog combined to make the terrain treacherous, with dramatically reduced visibility adding to the difficulty. The harsh conditions led to one climber sustaining a dislocated shoulder – a stark reminder of the risks involved in this challenge.
In the face of adversity, participants showed resilience and determination. As COL organiser Philip Lawson stated: “The relevance of the event was put into focus when former ICR CEO, Professor Paul Workman, shared his experience of being treated for prostate cancer using ICR techniques and urged men over 50 to get regularly tested.
“Paul’s bravery showed the importance of COL, where fundraising – though challenging –remains the most vital aspect.”
The day also had its lighter moments, including the photo competition which saw a crowd-pleasing entry (pictured) win over the judges with the playful caption: “Hope you get your tops off in the fells.”
A RECORD-BREAKING YEAR
Fundraising exceeded all expectations, driven by the remarkable efforts of teams and individuals alike. OPI took the lead as the top corporate sponsor, raising an impressive £27,000, followed by significant contributions from Hamelin, Raby Estates, Egan Reid and Office Power.
I never imagined this event would gain such interest and still be going strong
MARK THE DATE
The Climb of Life will return on 14 November 2025, with the Swan Hotel in Grasmere continuing its role as ‘base camp’
Adding to the fundraising total of the climb, the Ride of Life – COL’s sister event – raised £7,500, bringing the total 2024 efforts closer to the pre-COVID benchmark of £100,000.
Amid the physical challenges and financial triumphs, the event, as always, celebrated the philanthropic heart of the UK business supplies community. Reflecting on 37 years of COL, Chapman said: “I never imagined this event would gain such interest and still be going strong so many years later.”
As COL’s intrepid climbers now enjoy a well-deserved rest, the planning for 2025 is already underway (see Mark the date). Here’s to another year of breaking records and making a difference.
CLIMB
5 MINUTES WITH...
Daniel Benjamin
Who is your celebrity lookalike?
People say I look like John Krasinski who played Jim in the US version of The Office It seems fitting since we both sell paper.
What would you sing at karaoke night? The crowd-pleaser Take Me Home, Country Roads by John Denver.
If you could remove one month from the year, which would it be? January. It’s too cold!
What words do you use the most? ‘Intentional’ and ‘experience’.
Do you have any family traditions?
Celebrating birthdays at the famous DC Italian restaurant, Filomena.
Life philosophy?
As Mr Keating says in Dead Poets Society: “Carpe diem.”
What is your most prized possession? My dog, Beau Benjamin.
Which day in your life would you like to experience again?
The day I married my beautiful wife Emily.
Bucket list?
To watch The Masters in Augusta, Georgia.
Daniel Benjamin,
Benjamin Office Supply & Services
What is the biggest risk that you have ever taken?
Agreeing to join the family firm when my father asked me.
Describe yourself in one sentence. A passionate, hardworking guy who loves his family.
What song puts you in a good mood? Hey Jude by The Beatles.
Favourite book? The Alchemist
The hardest thing you’ve ever had to do? Navigating our organisation during the early days of the pandemic.
Do you love any odd food combinations? I put Old Bay seasoning on almost everything I eat.
CAREER Q&A
Describe your job. As President of Benjamin Office Supply & Services, an independent dealer based outside Washington, DC, my role is to lead our company day to day, with a focus on creating consumer-centric experiences.
Daniel Benjamin won Young Professional of the Year at the 2024 North American Office Products Awards
What is the best career decision you have made? Asking my brother Josh to join the company in 2021.
Have you had a ‘worst’ job? Yes, being a restaurant expo.
Who is the industry figure you most admire?
My father, Sandy Benjamin, who founded our business. He worked hard and stayed the course – I am who I am professionally because of him.
Any advice to someone who has just joined our sector? Network and surround yourself with good people. Take the time to understand the industry landscape and identify how you are going to differentiate yourself from competitors.
If you could change one thing about the industry, what would it be?
I would like to see it react faster to what consumers are telling us and adapt more effectively to meet their evolving needs.
How do you handle or overcome challenges? By sticking my foot in the ground and outworking them. Embracing the opportunities that challenges bring usually puts us in a better position than before.
FINAL WORD
The CHALLENGE of COMPLIANCE
The printer consumables market faces rising pressure, driven by demand for green products and tougher compliance needs. As businesses prioritise sustainability, adhering to Environmental, Social and Governance (ESG) standards has become critical.
It’s no longer enough for consumables to be ‘environmentally friendly’ – they must meet a range of compliance regulations, including the Waste Electrical and Electronic Equipment (WEEE) Directive, which mandates products to carry the WEEE wheelie bin symbol to confirm adherence to recycling and disposal standards.
And don’t forget other directives and regulations such as Restriction of Hazardous Substances (RoHS) and Registration, Evaluation, Authorisation and Restriction of Chemicals (REACH) as well as CE marking.
NON-COMPLIANCE ISSUES
Being compliant isn’t easy, especially in a marketplace flooded with cheap consumables. The old saying “If it’s that cheap, it probably isn’t compliant” rings true. Such products often fail on performance and environmental fronts, leading to increased risks, maintenance costs and sometimes even legal issues.
For organisations purchasing consumables, I recommend checking for clear labelling, such as the WEEE and CE symbols. This ensures they perform as expected and meet legal standards, protecting both the businesses that use them and the environment. By focusing on compliant products, companies shield themselves from reputational damage and help foster a sustainable market.
There’s an assumption that OEMs are fully compliant, but even some wellestablished manufacturers occasionally need to catch up – nothing should be taken for granted. If you are the importer, compliance responsibility ultimately rests with you, regardless of the product’s origin. Importers must verify items meet local standards before bringing them to market. Non-compliance undermines sustainability efforts and exposes them to fines and operational disruptions.
GREEN THINKING
Beyond WEEE, importers and suppliers must navigate REACH, RoHS and packaging regulations. These guidelines set high protection standards and require thorough knowledge of what’s in your products.
Under REACH, ask tough questions: do you know what chemicals are in your toner powders or inks? What types of plastics are involved and are they compliant? Do you know where to get testing done?
REACH mandates detailed identification of all substances in a product, from pigments and solvents to additives and plastic components. Ensuring compliance is no small task, but it’s essential to avoid fines and protect employees and end users from exposure to harmful chemicals.
David Connett, Partner, Connett & Unland
Compliance should be seen as an opportunity, not an expense
Then we have the infamous CE marking – a quick clue that a product meets European standards. But be warned: not all CE marks are genuine. There’s the official CE mark, meaning Conformité Européenne, and its doppelgänger, the ‘China Export’ mark. One certifies compliance. The other carries zero regulatory weight.
FOCUS ON COMMUNICATION
While the cost of compliance may be higher in the short term, it guarantees long-term sustainability, reliability and peace of mind. Suppliers must focus on this and clearly communicate standards to their customers. Compliance should be seen as an opportunity, not an expense, to foster trust and enable the channel to stay ahead in a market which increasingly values responsibility over shortcuts.
