itting down to write this Ed’s note, I’m painfully aware of how much work our industry still has to do when it comes to sustainability. Outside, the sun is shining and we’ve had a glorious stretch of weather lasting more than a week (shock, horror). But I’ve also just seen news reports and footage of the torrential rain that caused severe flooding in the Greek islands – mere weeks after northern Italy was hit by devastating floods.
Sadly, I think we’re becoming desensitised to the relentless stream of climate-related disasters worldwide and
Sorry, no dogs this time, but here are some cuddly toys instead – courtesy of Mike Milward (left), who was interviewed by Workplace360 CEO Steve Hilleard (right) for this issue’s In conversation with...
EDITORIAL
Workplace360
News
OPI
Selling eco-friendly products is easier said than done, especially in today’s economic climate
Donald Trump returning as US President certainly won’t help matters. As always, though, there are glimmers of hope cutting through the gloom. Now in force, the new Simpler Recycling regulations present a real opportunity for dealers to take the lead with sustainable solutions (for more details, read From trash to cash on page 42).
Of course, selling eco-friendly products is easier said than done, especially in today’s economic climate. But we have some practical advice in our How to sell... section to help make it more achievable (read Planting the seed on page 48).
Other helpful information is provided courtesy of the BOSS Sustainability Conference. Among several interesting topics, one of the key discussions – led by Martin Eames and his panel of experts – tackled the complexities of environmental data. It remains a thorny issue that must be urgently addressed for our sector to move forward. Read more on this in Driving the future on page 46.
Before I sign off, a huge congratulations to all the 2025 European Office Products Awards winners –especially the UK contingent, which brought home a fair few trophies. Find out who won on page 22.
Michelle Sturman, Editor
SALES & MARKETING
Head of Media Sales
Chris Turness 07872 684746
Chief Commercial Officer Jade Wilson 07369 232590
Digital Marketing Manager Aurora Enghis
PRODUCTION & FINANCE
Head of Creative
Joel Mitchell
Finance & Operations
Kelly Hilleard
Hilleard
Gary Naphtali looks at how dealers can
The team at Avery UK celebrates the company’s 90th anniversary
The Simpler Recycling rules are now in force 44
For the first time in 25 years, blood plasma donations have started in the UK. Workplace360 finds out how to get involved
Industry specialists joined BOSS for its annual conference on sustainability
The Society of Old Friends event in Leeds was an evening of warmth, laughter and camaraderie
The 2025 Green Thinking survey offers an indicator of how well our industry is doing in terms of sustainability – or not!
58 Exposed! Mark Smith, JGBM
In conversation with... Lyreco UK & Ireland Managing Director Mike Milward
Gale leads evo MBO
There was a major development in the UK workplace supplies industry in March with the news that Andrew Gale had led a management buyout of leading multichannel operator evo Group.
The deal – finalised on 21 March – came shortly after Gale had picked up the Business Leader of the Year prize at the 2025 European Office Products Awards (read Flying the flag on page 22). It marked the exit of private equity firm Endless which had bought the business – then known as Vasanta – in 2009.
At the time, Endless had acquired a struggling company battered by the 2008 financial crisis and it was by no means a smooth journey for the Leeds-based investment fund during its 16 years of ownership. That said, it supported the acquisitions of office2office (2014), Premier Vanguard (2019), the Staples.co.uk licence and Staples corporate book of business (2020), Complete Business Solutions (2023) and the 5 Star brand (2024) as evo further diversified both its product offering and routes to market.
Today, evo comprises six different brands, generates annual revenue of more than £500 million and employs
EVO LIVE
Dates and locations have been announced for two evo LIVE events for 2025, one in the UK and the other taking place in Ireland.
The first one – UK evo LIVE – is scheduled over two days from 10-11 July at the Manchester Central convention complex. More than 700 delegates are expected, with Day 1 open to resellers and Day 2 reserved for evo employees.
around 2,000 people. It is the significant improvement of its bottom line under the leadership of Gale – who was named CEO at the end of 2022 – that has made the MBO possible.
He commented: “From day one as CEO, the goal was to materially transform the trading results of evo and provide an exit for Endless. Over the past two years, EBITDA has doubled, with record EBITDA results delivered in both FY23 and FY24, which has now enabled an exit for Endless to be delivered.”
At the time the deal was signed, Gale had 100% ownership of evo via a new holding company set up for the acquisition. Since then, members of the group’s Trading Board – which includes CFO Jon Maxted –have taken equity in the business. Longer term, Gale wants to give the whole workforce the opportunity to invest in the company and he is also open to attracting outside investors at some stage.
BROADENING HORIZONS
For Gale, more important than the change of ownership is the news that financial partners Leumi and Close Brothers have supported a £93 million refinancing of the business for an initial four-year term. The new facilities provided will support the MBO and deliver the liquidity for the continued growth trajectory of the business.
Gale has made no secret of the fact he would like to expand into Europe and this is one of the areas he is exploring. One way of doing this is by organically developing evo’s current online marketplace business, but there could be an acquisition on the cards –potentially by the end of the year.
Closer to home, Gale is keeping an eye on events at Exertis, which is up for sale. Whether evo would be allowed to acquire Exertis – or parts of it – from a competition standpoint is another matter but, at the very least, something is bound to land on his desk sooner or later.
Regardless of what happens with Exertis, Gale said evo’s wholesaling arm VOW would “defend its turf aggressively” as the group looks to win on all fronts. The CEO confirmed his commitment to the current multi-sales and multichannel model, quashing suggestions he might break the company up.
It therefore promises to be an interesting time as evo – with the backing of its lenders – operates from a position of strength. As Gale says: “Let’s have a bit of fun and see where it takes us!”
Ireland evo LIVE will be held on 11 September at the luxury Castleknock Hotel near Dublin. More than 100 reseller partners and evo staff are expected to attend the event.
“Our industry-leading exhibitions offer our suppliers the opportunity to network with resellers and their sales teams, in addition to evo sales representatives from all of our channels,” the company stated.
Codex supports autistic employees
Codex has partnered with Irish autism charity AsIAm to develop workplace products designed to support autistic and neurodivergent employees. The Ireland-based reseller, which already works with schools, universities and other organisations to provide support spaces for neurodivergent people, said the collaboration would expand its range of solutions for employers.
As part of the partnership, Codex will also sponsor the 14th Autism Europe International Congress, which AsIAm is co-hosting in Dublin on 11 September. Codex CEO Patrick Murphy is due to speak at the event.
“Although awareness of neurodivergence in the workplace is growing, many offices remain designed for neurotypical people, creating challenges for others,” said Murphy. “Through this partnership, we aim to help employers build more inclusive environments.”
Codex has conducted research among more than 200 neurodivergent employees in Ireland and the UK to understand the difficulties faced within the workplace. The findings revealed that:
• 61% suffer with sound at work
• 56% struggle with lighting
• 55% grapple with social interaction
• 42% have difficulty with written or verbal communication
• 42% experience sensory processing issues
• Just 4% reported no additional problems
The reseller plans to use these insights to develop new products aimed at reducing sensory overload.
AsIAm CEO Adam Harris welcomed Codex as a partner, saying: “Codex has become a champion of diversity and inclusion, supporting educational institutions and other sectors with innovative products. Through this partnership, we hope to extend that impact to even more workplaces.”
Codex’s full Neuroinclusion in the Workplace report will be released later this year.
MOVERS
& SHAKERS
New role for Staedtler’s Wesolowski
Staedtler UK Managing Director
Philip Wesolowski has transitioned to a new role with the vendor.
Wesolowski – who became MD of Staedtler UK in 2016 – has been named as Managing Director for the writing instruments manufacturer’s EMEA sales region. The company said he would “leverage his deep market knowledge and leadership experience to drive growth”. His appointment is one of several changes Staedtler has made as part of its ‘Go Beyond’ growth strategy.
New hire and a promotion for ICM
InControl Marketing (ICM) has appointed Sue Ford (above) as Business Development Lead, overseeing new Vendor business. Ford started her new role on 1 April. Meanwhile, ICM has promoted Olivia Bellingham (right) to Head of Studio and Vendor Relations.
Colton takes on full-time role at United
United UK has appointed Helen Colton as Head of Marketing and Sustainability on a permanent basis, effective 14 April.
Colton has held the role in an interim capacity for the past six months and has been instrumental in implementing a strategic brand shift within the hospitality sector. In her newly expanded position, she will continue to lead the marketing function while aligning commercial success with sustainability initiatives.
Lyreco snaps up Diversey units
Lyreco has made a major acquisition in the UK cleaning and hygiene sector after buying two well-known brands from Diversey. The reseller has purchased product and service distributors Zenith Hygiene and Shorrock Trichem in a share deal with Diversey’s owner Solenis. Financial terms of the transaction – which was completed on 28 February – were not disclosed.
Lyreco called the purchase a “strategic move” that would further expand its presence in the “rapidly growing” hygiene category and drive market share growth. The acquired businesses have total annual sales of around £90 million and will therefore make a meaningful difference to the company’s top line (revenue in the UK was £331 million in 2023).
“Both Zenith Hygiene and Shorrock Trichem achieved profitability in 2024 and are well positioned for continued success,” Lyreco stated in a press release. “By integrating their market leadership with Lyreco’s operational excellence, this acquisition enhances value, innovation and sustainable solutions for customers.”
Zenith Hygiene and Shorrock Trichem will initially continue to operate as independent businesses. Shane Mahoney – formerly Managing Director of Diversey UK & Ireland – has joined Lyreco and will be working with the UK management team on an integration plan. Meanwhile, Diversey will focus on its institutional cleaning solutions in Europe.
Exertis MD to leave
Andrew Beaumont, Managing Director of wholesaler
Exertis Supplies, is to leave the business on 30 April. Beaumont was promoted to the role in April 2019. The company has said it was his decision to step down, with details regarding the new leadership of the business to be shared “in the coming weeks”.
The outgoing Managing Director stated: “It has been a great honour to lead such an exceptional team and I look forward to seeing the company continue to thrive and grow in the future.”
Group Managing Director Rod McCarthy added: “We would like to express our sincere gratitude to Andrew for his dedication and leadership of the Supplies business and can assure the channel that we remain fully committed to supporting the independent dealer community as we move forward.”
The last part of McCarthy’s statement will be welcome news for Exertis Supplies’ customers. Last November, parent company DCC said it was exploring options for its Exertis distribution arm as it focuses on the energy sector.
Leading companies recognised for sustainability progress
Several organisations in the workplace supplies industry have achieved notable sustainability milestones in the latest EcoVadis ratings.
Banner, part of evo Group, has secured an EcoVadis Gold rating, placing it in the top 5% of companies assessed. The reseller also achieved a Platinum ranking in Sustainable Procurement. Banner plans to leverage EcoVadis insights to further enhance its sustainability impact.
Meanwhile, Fellowes Europe improved its EcoVadis Bronze rating by nine points, now ranking in the top 16%. A boost in Sustainable Procurement, from 40 to 70 points, contributed to this progress.
Finally, ACCO Brands EMEA has been awarded an EcoVadis Silver medal, surpassing its previous Bronze status in 2024. The company is now in the top 15% of all organisations assessed and the top 10% within the paper and paperboard product manufacturing sector across 185 countries. ACCO ranked in the top 3% for Environmental Impact and the top 4% for Sustainable Procurement.
YPO strikes deal with Currys
Public sector purchasers using YPO will now be able to buy technology products from Currys’ B2B unit. YPO has announced a “partnership” with Currys Business that will “make electronics equipment more readily available to schools and public sector organisations”.
The collaboration – for small-quantity purchases – will initially ensure compliant access to more than 30 electronic products, including popular laptop and tablet brands.
YPO confirmed to Workplace360 that the addition of Currys Business was not under one of the purchasing organisation’s frameworks. “This was a direct award commercial trading agreement, enabling customers to access under-threshold purchases of technology items from a trusted partner,” a YPO spokesperson stated.
No borders
Expansion, ambition and creating smarter workplaces – IWS is on the rise
In the ever-evolving world of workplace solutions, one name is making waves across Northern Ireland and beyond – Innovative Workplace Solutions (IWS). With a vision for an all-island service and an impressive growth trajectory, the dealer is quickly establishing itself as a force to be reckoned with.
The journey began with the NBM Group, which this year celebrates 40 years as the largest Xerox partner in Ireland. Primarily an IT and document solutions company, NBM has long maintained a strong connection with Xerox, evolving alongside the industry.
When former Managing Director of Xerox Ireland, Mark McPhillips, left the vendor, he saw an opportunity. He approached NBM with a bold idea: to provide a comprehensive service for print management, IT services and document management solutions.
That vision materialised in 2022 with the launch of Belfast-based IWS. Says McPhillips: “At IWS, we’re not just expanding our footprint, we’re focused on growing strategically and sustainably. Our success isn’t measured by size, but by the quality of service we provide to our clients.
“Every acquisition, every step forward is about ensuring we continue to offer the best possible solutions tailored to our clients’ needs. We believe the key to lasting relationships is listening first, understanding our clients’ challenges and delivering solutions that truly make a difference.”
NO. OF LOCATIONS
NO. OF IWS EMPLOYEES
GAINING MOMENTUM
It’s this ethos that interested IWS Workplace Solutions Director Rosemary Hamilton, a key figure in the dealer’s progression. As part of the initial discussions, she officially joined the business in 2023 when she and Christine Rankin integrated Red Workplace Solutions into IWS. “The goal was to create something that seamlessly covered the whole of Ireland,” Hamilton explains.
Expansion has been swift. IWS embarked on an acquisition trail, integrating businesses that align with its core strengths. “Anything we bring into our portfolio has to fit,” she says. “It started with NBM, which specialises in business machines, adding my expertise in workplace supplies and then acquiring Total Office Solutions at the end of 2023, bringing in supplies, workplace technology, graphic design, IT and AV solutions.”
But the momentum hasn’t slowed. Another acquisition is already underway, which will strategically position IWS across Belfast, Monaghan, Cork and Dublin once the purchase is complete. “It’s like looking at the UK in terms of how we’re structuring our coverage,” Hamilton observes.
Beyond geographical expansion, the company is laser-focused on refining the business model. Workplace supplies are now integrated across all locations, while AV and IT solutions have become key growth areas. The dealer has implemented an uppertier management structure, ensuring each division has a dedicated leader responsible for maintaining consistency across operations.
Despite Brexit-related logistical hurdles, IWS has navigated the complexities effectively. “At first, it was chaotic,” Hamilton admits. “We had to adapt to new regulations, serial numbers and shipping procedures. Suppliers struggled to grasp the process, but we took charge, guiding them on how to get stock from point A to B.”
Adaptability has been crucial. “If you don’t bend, you’ll become static,” she adds. “There’s always a solution – we just find a way around any roadblocks.”
SERVICE FIRST
While firmly rooted in Northern Ireland, IWS has expanded its reach to clients across Great Britain and the Republic of Ireland. Many of its customers operate across multiple sites and IWS’s technology-driven model enables seamless service delivery, regardless of location. IWS simplifies business procurement, whether supplying construction teams at Wembley Stadium or managing orders via its online portal.
As growth continues, recruitment remains a priority. “Our supplies team is four strong, but we need another four,” says Hamilton.
“We’re actively hiring salespeople and account managers, but finding the right calibre of people is challenging. IWS has also introduced sales agents in Ireland and I want employees and agents who will grow with us, not just individuals seeking a pay cheque. We need top-tier salespeople who understand the business and can drive real results.”
There’s always a solution – we just find a way around any roadblocks
4 NUMBER OF NBM GROUP DIVISIONS
From left: Mark McPhillips, Rosemary Hamilton and NBM Group Commercial Director Niamh Galvin
Although e-commerce plays a role in IWS’s strategy, the company remains committed to a hands-on sales approach. “We use Office Power for tech and support and it is fantastic, but I still value personal interaction with our customers. I recently hired a salesperson with no industry experience – no ingrained bad habits, just fresh energy,” comments Hamilton.
“She’s out there promoting the benefits of our portal and showing clients how it can streamline their operations. But that essential human touch remains vital. It’s not just about transactions – it’s about building lasting relationships.”
Hamilton ensures the IWS team listens first and foremost. “I tell them to go in, conduct a thorough fact-find and needs analysis and sit and chat with the customer. After all, what you assume they want might not be what they actually require.”
This model has secured IWS a foothold with some of Northern Ireland’s biggest businesses – not because it offers the lowest prices, but because it provides the best service. “We can’t compete with the big guys on price, but our clients stay with us because of how well we look after them.”
Marketing has also been a focus, with IWS investing in digital expertise to strengthen its brand. The dealer brought in a digital marketer last year and the IWS brand is now cohesive across all platforms, from LinkedIn to client communications.
For Hamilton, success isn’t about undercutting the competition but wrapping customers in cotton wool. That means personal relationships, meticulous attention to detail and a willingness to go the extra mile – sometimes quite literally.
On the morning of this interview, she was on-site, a hard hat and high-vis jacket in place, helping a client with a major furniture order. “What they thought they wanted wasn’t what they needed at all,” she laughs.
We’re a management tool that slots into a business, optimising processes and automating services
“Classic case – measurements were off and colour schemes mismatched.” Rather than simply processing an order, the IWS team will now provide CAD drawings and a mood board to make certain the client gets the perfect solution.
CARVING A PATH
With NBM targeting £12 million in turnover across its four divisions in 2025, growth is firmly on the agenda. But for Hamilton, it has to be the right kind of growth. “I’m very conscious that as we expand, everything needs to move forward in unison,” she says.
In Monaghan, for example, IWS has moved away from traditional retail. What was once a physical shop has been transformed into a specialist print facility, equipped with high-end Xerox presses and design services. It’s a strategic move away from walk-in sales and towards a more streamlined, scalable business model.
For Hamilton, nothing is more frustrating than being labelled a one-stop shop. “I get really indignant at that. We’re so much more. We’re a management tool that slots into a business, optimising processes and automating services. The team doesn’t just fulfil orders; they consult.
“They’re not afraid to challenge a customer’s choices: ‘Why are you buying that £99 chair? It’s not fit for purpose. Invest a little more and get the right product.’”
This level of expertise has won over major clients such as the Lisavaird Co-op, where IWS worked closely with finance directors to optimise procurement. “They realised our portal wasn’t just for ordering supplies – it was a virtual filing cabinet, storing everything for audit purposes,” Hamilton explains.
Like everywhere, Northern Ireland’s workplace supplies market is shifting, with smaller dealers disappearing as owners retire. While opportunities arise to absorb these companies, IWS remains selective. Says Hamilton: “Yes, we could take on their customer base, but does it align with what we are?” For her, it’s not just about expansion – it’s about maintaining the level of service clients expect. With a continued focus on doing things its own way, IWS is proof that success isn’t about being the biggest, it’s about being the best.
Fuelling engine room the
What’s keeping Lyreco UK & Ireland firing on all cylinders? At the company’s Telford headquarters, Workplace360 CEO Steve Hilleard got under the hood with Managing Director Mike Milward to talk strategy, leadership and what’s powering the business forward
Workplace360: Give us the lowdown on your career and how you came to be here.
Mike Milward: I had a gritty start in life, having lost my parents when I was young. I ended up living in my uncle and aunt’s hotel, where I worked before and after school. This led me to my first passion – and my first career – as a chef.
I later moved into home improvement sales, where I had a fantastic run. Then, around 1988-89, I started a company manufacturing tailor-made furniture. After that, I met my beautiful wife, who was on a working holiday from Australia and transitioned into corporate life. I’ve been fortunate to spend half my life in Australia and half in the UK. I worked for an investment bank focusing on turnarounds. I then spent ten years working for myself, again specialising in turnarounds.
I was first introduced to Lyreco in 2013 when I was trying to sell it a company that it didn’t want to buy. As it turned out, they were looking for a Managing Director. I spent four and a half years with Lyreco Australia, which was interesting – we were chasing the competition, and in the end, they bought us.
W360: That was COS?
MM: Yes, correct. COS was founded by the late Dominic Lyone and his daughters now run the company. I went back into consulting after the sale but told Greg [Lienard, Lyreco CEO] that if anything interesting came up in Europe, I would be keen. One day, he called me and asked if I wanted to look at the WISE business.
I was first introduced to Lyreco in 2013 when I was trying to sell it a company that it didn’t want to buy
W360: WISE being…?
MM: Wales, Ireland, Scotland and England – basically, our UK and Ireland operations. I initially came to write a report on the business, but after getting stuck here during lockdown, I stayed on and have been here for five years now.
W360: Give us a picture of Lyreco as it stands now.
MM: We have 28 offices across the UK and Ireland, with two central distribution centres and 72,000 sqm of warehouse space. We also have a warehouse in Northern Ireland and another distribution centre in Dublin that supports our Irish division.
The WISE business has been operating for about 35 years and has been profitable for nearly its entire lifespan. WISE became a powerhouse from around 1995 onwards. Over the past 30 years, we’ve consistently delivered solid profits. We own our site and are fortunate to be in a healthy financial position with a robust balance sheet.
Before the last two, our biggest year was 2008, when we had sales of €380 million (£320 million). We report in euros and for FY2024, our sales topped €405 million. I can confidently say our operating result is very strong and our cost management is excellent. We’ve had an incredible five-year trajectory.
Like everybody, we were in the doldrums in 2020 due to COVID. Fortunately, we had excellent PPE facilities, which helped us navigate that period. Our reference year was 2019 and by 2021, we had already surpassed it. Since then, we’ve continued to grow.
From left: Mike Milward and Steve Hilleard
W360: Would it be fair to say you’re one of the two diamonds in the Lyreco family in terms of performance and size?
MM: We’re the second biggest subsidiary. France is the largest and the flagship of the group. There’s a bit of a gap between us – it’s probably €100 million ahead – but we’re growing rapidly.
W360: How has the business changed over the past five or six years?
MM: I think the market has changed just as much as the business itself. But I have a different reference point because I’m not an OP guy. While I run a workplace supplies company, I don’t spend much time at industry conferences – not for any reason other than wanting to maintain an external perspective.
It’s a much more commoditised market than it used to be. In the old days – and I think some dealers still operate this way – there was a ‘smash and grab’ pricing model, a cheap favourites basket and an extended proposition for random items. I don’t think that market exists anymore.
The biggest transformation since 2008 and the global financial crisis has been the impact of technology. It’s altered how people think about business, how things work, and how accessible everything is through digital platforms. Therefore, if you ask me about our biggest competitor, I’d say technology. But technology
in workplace supplies? I don’t think it’s particularly advanced. When I compare competitor websites to ours, we’re all doing a functional job – but then we’re not launching aircraft or running banking systems.
We’re still salesforce-driven though, with a large team across inside sales, field sales and corporate, supported by technology. It’s a blended mix.
W360: You mentioned your relationship with the French team. Do you have full autonomy over WISE? MM: As the local Managing Director, I work closely with the senior management team in France. We’re not left entirely to our own devices but supported in what we want to do.
At the end of the day, it comes down to profit, shareholder returns, giving customers what they want and making sure our staff are well looked after. As custodian, I’m largely free to operate as I see fit, as long as I align with the group’s strategic direction.
We’re also a bit of an ideas factory. Anyone who attended our recent conference will know this. We had over 140 suppliers at our recent event, the most we’ve ever hosted. The feedback was brilliant. Plus, the sales we’ve generated off the back of it have been fantastic.
The market has changed just as much as the business
We challenge the norm and think differently
At the conference, I spoke about how LieutenantColonel David Stirling formed the SAS. Traditional warfare was all about generals on a hill, armies lining up in trenches and battles fought by the book. I’d argue that, sometimes, business rules are just as archaic.
The SAS changed the game. Instead of risking thousands of men in a full-scale battle, why not send in 25 or 50 highly trained soldiers to take out a town, destroy an airstrip and blow up a fuel depot all at once? Best case, they all come home. Worst case, the mission fails, but at a fraction of the risk. It was a completely new way of thinking.
This is how I see my team. We challenge the norm and think differently, which is how we’ve been able to come up with innovations such as Lyreco Interiors and Lyreco Goodness.
W360: Let’s talk products and services. Internally, you probably don’t describe yourselves as an OP business, do you?
MM: No, we don’t. We are moving away from being an old-fashioned direct sales company, which, incidentally, has been a fabulous success story for us. But in today’s world, with branding, media, advertising and the digital environment, you have to be increasingly visible and brand conscious. It’s a transitional shift and one we’re still going through.
Because we’ve been around for so long, we possess incredible stability, deep industry knowledge and customers that have stayed with us for decades. But sometimes the full depth and breadth of our offering is poorly understood. I was joking with some of the team recently that maybe we should all wear t-shirts saying: ‘We sell more than just stationery.’ We need to keep getting the message out there – stationery is only one part of our offering. Hygiene, PPE and catering are all fast-growing areas for us now.
W360: Why do you think our sector has found it so difficult to spread the word?
MM: The category has clung onto traditional sales methods and in some ways pigeonholes itself. I don’t have a 25-year history in office products, but I love this business because I love the company. I’m trying to lift it out of the old-school environment, but it is hard to do this when the rest of the industry isn’t operating in this way.
Working in Australia back in 1998, the office administrator would walk around taking orders for stationery, chairs and anything else the team needed. But that world doesn’t exist anymore. Many workplaces don’t even have a receptionist, especially since COVID.
Hybrid working means people are in the workplace maybe three days a week, and they buy in a completely different way now. They use apps. Supermarkets, Costco, high street stores, etc all compete with us. It’s a very different playing field. For a company of our size, we focus on those customers requiring a true service, not just making occasional, ad hoc purchases.
W360: What does your customer profile look like? What’s the sweet spot?
MM: I don’t think there really is a sweet spot. We recently conducted focus groups and it was fascinating to hear about the different and varied businesses and organisations we work with.
I want to make sure my sales team is equipped to help mid-sized businesses that would appreciate a little advice and support rather than trying to deal with everything themselves. Larger companies have procurement teams and we work well with them to provide big solution-based sales propositions.
Smaller companies might not employ purchasing managers but still face challenges. They’re looking for someone to help them consolidate spending, simplify invoicing, offer options and provide good ideas and plans with reliable, next-day service or timely delivery. And then, of course, we also cater to the ad hoc spenders – those who go on our website, open an account and buy what they need with fast delivery.
W360: When we were walking around, we passed the office where your bids and tenders team are. You called it the engine room.
MM: We handle a lot of government frameworks and large corporate national accounts. When you’re turning over €400 million, there’s always a constant flow of renewals and new customers – it’s a major part of the business and why we call it the engine room.
W360: What do you do better than the average independent reseller?
MM: Independent dealers tend to be small, familyowned businesses – typically 50 employees or less. They excel at providing a tailor-made service, often going above and beyond, offering a more personal touch and going the extra mile because of the close relationships they’ve built.
On the flip side, smaller dealers struggle to compete with the larger solutions we can offer, like private account services and national accounts. What makes us special – outside of the usual corporate nonsense – is how we manage ourselves. We are a community and that is what makes us stand out, above and beyond all else.
W360: Another factor is scale. Regarding your safety showroom, it’s clear how crucial it is in establishing credibility. It must give you a significant advantage over some of the competition.
MM: Absolutely. Our recent acquisition of Groenendijk in Europe will certainly strengthen our workwear activity too. Workwear is, in many ways, the ‘paper’ of PPE. If you’ve got strong workwear solutions and you’re providing solid PPE options, it really makes a difference. PPE is a big focus for us, with some nice flagship contracts and it’s growing fast, especially within our SME business.
W360: It took you a while to evolve the safety side, but once you fully committed, it seems to have been executed fairly well.
MM: Yes, the acquisition of Intersafe in the Netherlands was a pivotal moment and strategically, it’s become a key pillar of our operations. I have a member of our senior management team who solely represents safety and PPE; it’s fundamental to our growth.
W360: Talking of acquisitions, you bought two brands from Diversey at the end of February. What did the deal involve and what are the plans?
MM: Lyreco SAS Group – our parent company –recently acquired Zenith Hygiene and Shorrock Trichem, two leading UK-based hygiene product and service distributors, from Diversey, a Solenis company. This business is standalone and reports directly to the parent company, but as an overall Lyreco brand, our footprint has now increased (read Lyreco snaps up Diversey units on page 8 for more info on the announcement).
W360: Let’s touch on vendor relationships and category expansions. You mentioned 140 vendors earlier. Do you deal with a lot more than that?
MM: We have over 10,000 product lines and different tiers of suppliers and work strategically with key brands but don’t want to deal with thousands of them. We
I need to know how to leverage a supplier’s brand and what marketing support is on offer to help us sell the products
have a large, centralised buying proposition throughout the group, which drives our own branded and whitelabel goods. We also support local markets through a dynamic range.
Our focus is on servicing clients with products they actually need today. Historically, the manufacturer relationship in this industry has been one where a product is just given to you and you’re expected to sell it. I don’t like that system. My approach means working a lot closer as my sales teams handle a massive product range. I need to know how to leverage a supplier’s brand and what marketing support is on offer to help us sell the products. At the end of the day, customers choose what they want.
W360: Against Amazon’s endless aisle, yours is a much more curated choice. What do you think tomorrow’s consumer wants?
MM: It comes down to understanding what products are going to be used. With networks, VPNs, digitisation and wifi, people can work from anywhere. I’m not saying they shouldn’t go to the office – it’s good to be around others – but productivity-wise, I think employees get a lot more out of being back in the office environment as they come in for a purpose.
This is important when talking about choice and range. Take my office, for instance, it’s designed to be comfortable and all our rooms reflect this shift too. Customers don’t buy meeting tables anymore. They’re buying nice furniture, putting nice colours on the wall and choosing nice carpets.
W360: I wanted to ask about the contract interiors division and also link it to my earlier question regarding building credibility in new categories. MM: Credibility comes through trust, reliability and partnership. We don’t just sell boring grey chairs. We offer concept fit-outs, managing and supplying the entire process. We’re not a contract fit-out company per se, but we work closely with others in that arena.
We’ve got some amazing success stories under our belt, delivering multimillion-pound deals to refit facilities from top to bottom, including everything from lighting and wall colours to the pens on the desk and high-tech equipment. If we don’t know how to do something, we bring in the experts. It’s all about having the right people in the right roles.
W360: Let’s finish the Amazon discussion. Is it fair to say our sector has been lacking when it comes to adopting more advanced e-commerce functionality?
MM: I think the industry has been a little bit sleepy. There was nothing wrong with video stores and DVDs in their day but Netflix spotted a gap and changed the parameters. We’re investing a significant amount of money into our e-commerce systems, so Lyreco is wellpositioned moving forward.
W360: We cannot have a conversation without focusing on sustainability because it’s fair to say that you are regarded as one of the very few leaders and pioneers in this regard.
MM: We do it properly, with integrity and authenticity. Sustainability sits under our Lyreco Goodness umbrella.
W360: You mentioned it earlier. What does the programme involve?
MM: I love the Lyreco Goodness programme for its versatility; it can be woven into anything we do. It’s why we have a restaurant offering free breakfast and lunch, why we’ve got pool tables, quirky items around the office, chess sets, card games and coffee machines. While it’s not a fun factory, it’s a place where we want employees to feel happy. I’ve even started baking cakes once a month, and in summer, we have an ice cream van. There’s an incredible social club, too.
We also dedicate time to charity work and staff receive paid days to volunteer. We raise money by selling honey produced by the bees on our site. It’s all about creating a sense of community.
We don’t greenwash. We do things properly. We’ve got thousands of solar panels here, generating enough electricity to the point we no longer use gas central heating. A third of our van fleet is now electric, and most company vehicles are electric or hybrid. Plus, around 60% of our product range is sustainable.
When I joined Lyreco in the UK, the sales team told me they needed support with sustainability. I knew we needed someone with academic credibility to establish what this should look like in our business. It’s why we brought on board a professional and qualified manager as Head of Sustainability, and he does a fabulous job.
W360: Besides the looming NIC increase, what’s currently challenging you the most?
MM: Regardless of your flavour of politics, the government should provide stability, systems and processes that make companies and business leaders feel comfortable and confident enough to invest. At the moment, I cannot believe the global chaos.
During one of my speeches at our conference, I mentioned that if you look at 2024, over 50% of the global voting population took part in elections, with voters shifting dramatically from left to right and
vice versa. It’s madness. We don’t have trusted world leaders guiding us at the moment. In the past, there were figures such as Mandela who people could turn to – leaders with wisdom and common sense. Today, I don’t see anyone standing out for the right reasons. There’s a lot of instability presently – across Europe, the US and China. The two largest economies are at a standoff over tariff wars and the Eurozone is in a world of pain – Germany is in recession and France is having a tough run. We all get washed up in the knock-on effects of those waves as they hit the shore.
I consider myself lucky to have an amazing management team. We meet every week and talk frequently. I don’t have to be concerned about our decision-making. We act quickly and execute effectively. But it’s tough, and anyone claiming it’s easy is either working for a liquidator or asleep at the wheel.
W360: Last question. You’ve got a milestone birthday coming up. What advice would you impart to your 20-year-old self?
MM: I did a podcast with Rishad Tobaccowala called What’s Next? It’s on Spotify, though I recommend listening to Rishad, not me! Episode 55, to plug it. It was titled Change is Gonna Do You Good, and he asked me a similar question. For me, life is all about choices.
I come from humble beginnings, and I’ve done reasonably well for myself. I take pride in speaking at schools, particularly those with students going through their A-levels and I say the same to them as I would to my younger self: make sure you think about your choices, do your best to make the right ones and think about them before you jump in.
W360: Good advice. Do you think you would have chosen to get into this line of business?
MM: I don’t think there’s anything wrong with this industry. If you take the analogy of a game of golf, I’ve seen successful friends that I really respect hit a golf ball which doesn’t go where they wanted it to and then
blame the ball. They throw tantrums, swear and break clubs. The industry is the same – it will go wherever you direct it.
It might just be the management style you’re using. My approach leans towards leadership and trust rather than command and control. I like to walk around the building, engage with people, have fun and be kind. My religion is kindness.
Anyone claiming it’s easy is either working for a liquidator or asleep at the wheel
When you run a company, if you show that kind of pastoral care, you stand a much better chance of success. If you also have a strategic plan and stick to it, revising and reviewing it regularly, you’ll get to where you want to go – like a game of golf.
When I was doing advisory work, I always started my conversations with three pieces of advice for prospective clients:
1. Businesses only do three things – they go up, down or get sold. It’s not complicated.
2. Never fall in love with what you do. If you do, you’ll make emotional decisions, and that leads to bad choices. Solicitors love it when you say: “On principle, I’m going to do this” – they just rub their hands together in anticipation.
3. Understand the ebb and flow of cash.
If you wake up every morning and keep those in mind before you start work, you’ll already be ahead of your competition. It comes down to making the right choices.
W360: Thank you, Mike.
Photography by Paul Fairbrother
The 2025 European Office Products Awards (EOPA) – organised by OPI – took place in Amsterdam in mid-March at the fabulous Okura Hotel. For several years, the EOPA have been held to coincide with OPI’s Partnership event, which brings together resellers and vendors for two days of intensive, strategic meetings.
The result is a melting pot of executives from across Europe representing companies of all shapes and sizes from different channels in the business products industry. This year, the ballroom at the Okura was bursting at the seams as the awards pulled in a large crowd in addition to those already there for Partnership.
This was in no small part thanks to a large contingent of UK attendees who had made the short trip across the Channel to see if they or their companies had picked up one of the coveted prizes. An impressive 20 businesses and/or execs had been shortlisted across 11 out of the 13 categories, so there was a good chance at least some of them would be packing an EOPA prize in their bag for the journey home. And that’s exactly what happened!
Below and on the following pages is a rundown of all the UK successes, with a reaction from the winners. For more on why they won, read the April/May 2025 issue of our sister publication, OPI.
Flying the flag
UK companies and individuals excel at the EOPA 2025
MARKETING CAMPAIGN OF THE YEAR P-WAVE – NHS ENGLAND BODY AWARENESS PARTNERSHIP
Mark Wintle, Brand Manager, P-Wave:
We’re incredibly proud to have won the award for our collaboration with NHS England to encourage men to consult their GPs if they see blood in their urine.
This award marks another major milestone in what has been an extraordinary journey for us. Thanks to the support of our distribution network – including partners in the workplace supplies sector – we’ve delivered over 800,000 urinal mats in just over a year carrying the NHS message ‘Blood in your pee? Contact your GP’ practice’.
We were especially moved to hear from a cancer survivor who told us the campaign helped save his life!
SUSTAINABILITY EXCELLENCE – RESELLER RED-INC
Adam Huttly, founder, Red-Inc:
This is really significant for us and a major landmark in our journey so far. My ambition was to create a low-impact business, one with purpose at its heart, so it’s huge for a small company like ours to have the work we’ve done over many years recognised by industry peers.
An element of our being and purpose is to inspire change from both sides of the table – from a buying and selling perspective – and to actually spark industry-wide change in what running a sustainable business means and can bring. I hope the vast majority of the industry, which is made up of SMEs, can take something from our award and be inspired to step up and make their own changes.
VENDOR OF THE YEAR RECKITT PRO SOLUTIONS
Ross Jones (left), Head of Reckitt Professional & Wholesale:
This award is testament to the hard work of the whole team at Reckitt Pro. We strive to offer best-in-class service and support – to our distributors and end customers alike – and it is this commitment that underpins the exceptional sales growth we’ve experienced with our partners over the past five years.
I’ve always looked forward to the EOPA event when we can celebrate each others’ achievements. The congratulations after winning our award came not just from partners, but from competitors as well, so it really is a celebration of the industry, by the industry.
I can’t wait for next year’s event; I’m not sure if anyone has ever defended their title as Vendor of the Year, but we’ll give it a good go!
WHOLESALER OF THE YEAR JGBM
John George (right), Managing Director, JGBM:
To use an old-fashioned word, we’re extremely ‘chuffed’ here at JGBM to have won the award for the third time since we first entered in 2016 – and to have been shortlisted for each of those nine years too. When your name is announced on the night, it’s such a pleasant shock that you’re not really listening to the reason you’ve won!
Our big project in the past 12 months, which I’m sure played a major role in this
award, has been developing our EcoScore platform (read Hitting targets on page 30 for more details).
Essentially, it measures thousands of product sustainability attributes and applies an algorithm-based rating per SKU, ready for dealers to upload to their web shop via a plugin. I must give a special shout-out to Andy Cummings and Sonu Thapa who developed and built EcoScore from scratch. This award, though, is for each and every one of our brilliant people who are so passionate about delivering the best possible service.
BEST WORKPLACE
ACS GROUP
Elizabeth Stevenson (left), Strategic Director, ACS Group:
Winning the EOPA for Best Workplace is an incredible honour for ACS Group, especially considering the amazing companies we were shortlisted with.
Our internal mantra – ‘to create a positive impact from the inside out’ – drives everything we do and we are really proud of the culture and workplace we have built over the past 17 years. We have a genuinely unique approach to employee engagement and wellbeing which I think sets us apart from other businesses.
This award is a celebration of our people who are the true driving force behind our success. We hope we can continue to create a positive impact moving forward and maintain our ‘best workplace’ status.
Business Product of the Year
Newell Brands – Dymo LetraTag 200B
Highly commended: Natural
Hygiene – Sanni Bin
Marketing Campaign of the Year
P-Wave – NHS England Body
Awareness Partnership
Sustainability Excellence – Vendor
Essity Professional Hygiene
Highly commended: Greenspeed
Sustainability Excellence – Reseller
Red-Inc
Reseller of the Year
Lyreco Group
Wholesaler of the Year
JGBM
Highly commended: VOW Wholesale
Online Reseller of the Year
Lomax
Vendor of the Year
Reckitt Pro Solutions
Best Workplace
ACS Group
Highly commended: Prima Software
Young Executive of the Year
Alex Bonarius, Global Sales Director, Pukka Pads
Executive of the Year
Sophie Choiselat, Business Unit
Manager, Avery France
Business Leader of the Year
Andrew Gale, CEO, evo Group
Industry Achievement
Michel van Beek, President EMEA & Asia Pacific, Fellowes Brands
BUSINESS LEADER OF THE YEAR
ANDREW GALE, CEO, EVO GROUP
Andrew Gale:
It’s extremely pleasing to be given an award and industry recognition, particularly at a European level, so I am very grateful for that. However, anything like this is more a reflection of the good work we have done as a team over the past couple of years.
While I appreciate individual awards, I get more enjoyment out of building a team, seeing people come through and develop, and ensuring that 2,000 people get paid at the end of every month.
DATE FOR YOUR DIARY: The next EOPA will take place on 10 March 2026
YOUNG EXECUTIVE OF THE YEAR
ALEX BONARIUS, GLOBAL SALES DIRECTOR, PUKKA
Alex Bonarius (right):
PADS
Winning this award means a lot to me and, several weeks later, I’m still in shock! I’ve always taken pride in working hard to achieve my goals and this often goes hand in hand with making sacrifices – so to be recognised in this way makes every 4 am start and transatlantic flight worth it.
None of this would be have possible without the support of my colleagues in our order processing team who play an important role in making Pukka an easy vendor to do business with. My job has also meant I’ve met so many fabulous men and women involved in our industry all over the world, many of whom I now count as friends.
May the force be with you David vs Goliath
Hands up if you remember 4 May 2017. I do. I recall the impact of something that day – the launch of Amazon Business in the UK. Billed as “a new service to meet the procurement needs of businesses of every size”, it arrived with a bold promise and a set of key features, including:
• Free one-day delivery on orders £30+
• VAT invoicing
• Business analytics to give companies greater visibility and control over their expenditure
• Multi-user account setup with spending limits and purchasing approvals
Plus, access to lots (and lots and lots) of products from a single source of supply. Is that it? So, nothing independent office supplies companies at the time didn’t already do. Sure, Amazon boasted 250,000 business supplies SKUs, but we had around 20,000… covering pretty much everything an organisation could need. Our customers loved and trusted us.
Fast forward about a year – maybe less – and boom, there went the margin-positive ‘tail end’ product sales we regularly enjoyed (and probably took for granted). Ouch. Still, there was no reason to panic. We still had most of our customers’ core spend, and they still loved us. But hang on, weren’t we then just offering the same as every other competitor, which were also happy to sell it cheaper than us? Brilliant. Another race to the bottom. Didn’t we all nearly ‘win’ that one when the big North American operators tried to ‘take over’ the UK office supplies industry a few years back?
TAKING NOTICE
Jump to today, and Amazon Business has taken an easy £1 billion-a-year bite out of the UK and Ireland’s workplace supplies sector – becoming the biggest supplier of ‘our’ products.
With the e-commerce giant launching Amazon.ie in Ireland, it’s worth taking another look at what this means for independent dealers. Let’s start by seeing what it offers now:
• Free shipping on orders over £20
• One-day delivery with scheduled slots
• Multiple payment options
• Simplified purchasing process and controls
• Quantity discounts
• Millions of products!
I could go on, but you can find the rest easily enough. The point is, if you or I – as an independent dealer – saw a competitor launch this as a customer solution today, it probably wouldn’t even raise an eyebrow. Yet here we are, watching Amazon devour the B2B market like a hungry caterpillar every day.
So how do we, David, handle this Goliath, let alone defeat it? To put it bluntly, we can’t. Not then and not now. The sheer depth of the Amazon Business offering is, at face value, too big, broad and dominant to compete with, and it will keep evolving.
Yet, dealers continue to survive and, if I may whisper it softly, occasionally flourish. How come? As always –and this never changes – it’s because of the customer. “Of course it is”, I can hear you say – talk about stating the bleeding obvious. But have we really taken notice of the customer’s wants and needs? Have we adapted
Gary Naphtali is a director at TSP
Look beyond the business itself and focus on the actual person deciding which company to buy from. And, more importantly, why
to their expectations and experiences? Do we truly know what they are?
The answer to the last question is staring us in the face in the shape of Amazon Businesses’ success in the UK market. I’ll concede that it offers millions more products – though I still don’t see why organisations need millions of items when they use fewer than 1,000 SKUs on a regular basis. What I won’t concede is that its original selling point of being ‘cheaper’ still holds water, or ‘one-day delivery’ is a game changer. Instead, Amazon Business has taken hold in B2B due to some very simple principles:
• Customers find it easy to use. Almost everyone likely uses Amazon personally and is already VERY comfortable with the experience.
• People trust its service.
• Purchasers know everything can be bought from a ‘single source of supply’ – even if, in reality, it isn’t. This is a straightforward yet powerful distinction, and I’m not sure we always do a great job of demonstrating this in our own offerings.
Amazon Business has built confidence by consistently delivering its promises. Over and over again. Add to this the high levels of familiarity and comfort users already have as personal customers and you’ve got a formidable combination. Habit, especially when paired with convenience, is hard to break.
RAISING THE GAME
Although I don’t believe we can take on Amazon at its own game, I do think any independent dealer can match its commercial solution. To do this, though, we must focus – like never before – on the customer. On the ones that value what we do and see us as a partner and not just a supplier of products (and services) – and there are plenty. But you have to dig a little deeper. Look beyond the business itself and focus on the actual person deciding which company to buy from. And, more importantly, why?
I’m generalising here, but in many cases, I’d bet that for the person responsible for ordering supplies, it isn’t even their main job. It’s likely just one part of their role – and exactly why they’re drawn to Amazon Business: ease of use, pervasiveness and trust. They’re also the hardest people to reach as a salesperson, as purchasing just isn’t important enough to them. Nobody will thank them for choosing you above a globally established online merchant if it goes wrong.
Again, to generalise, this is typically a start-up or SOHO user. Companies where multiple deliveries, fluctuating prices on low-value goods and where items come from aren’t business-critical. Amazon Business is absolutely cleaning up with this kind of buyer – it’s a tough one to crack.
Raise your sights a little higher, and you’ll find companies with more than ten but fewer than 100 employees. Here, decision-making evolves from need to want. This is the most fertile hunting ground for a dealer. Why? For these customers, having a trusted supplier that can manage, guide and support the business becomes truly invaluable.
You’ve still got to tick the commercial boxes, but hopefully, by now, we can agree Amazon Business isn’t providing anything that an independent dealer can’t compete with.
For me, this is where a diversified customer solution truly comes into its own. As a small or start-up firm grows, it needs progress. The demand for products and services increases. The ‘buyer’ who once spent an hour a week or just a few minutes a day on ordering is now spending extended periods sourcing, finding and purchasing items and less time on their actual job.
An independent dealer can equal the core commercial provision and also has many other areas in which to add benefits
The management team start to notice the rising spend, the changing costs of goods, the number of boxes arriving and the admin and payment processing time. All the issues that gave birth to the original single-source solution are – and will always be –present in growing businesses.
When you elevate the view again to slightly larger firms – up to 250 employees – the needs aren’t radically different, just expanded. I love mid-market customers because I see them not only appreciating the solutions a dealer offers but, more importantly, also valuing what you do – and they are willing to pay a fair price for it.
I use the term ‘mid-market’ as a catch-all, but in simple terms, it refers to companies that aren’t yet large enough for dedicated procurement but are starting to feel the strain of their changing requirements. For me, these are the perfect clients for a diversified product and service offering from a single source of supply.
VALUABLE LESSONS
Of course, it’s never that simple. If it were, we’d all do it and everyone would win. Taking on a Goliath like Amazon Business isn’t the smartest move. But then you don’t have to. An independent dealer can equal the core commercial provision and also has many other areas in which to add benefits. These include but are not limited to: personal contact, on-hand expertise and knowledge, being local, having delivery personnel, consolidated deliveries and more. These are all valueadded features.
Adding desirability as a supply partner to customers doesn’t just come from broadening the range of products and services. Given that my TSP colleagues and I have written half a dozen articles on the topic of diversification, you know where our mindset is: how you start and subsequently evolve and which areas you explore are wonderfully varied and customer specific. Your client will determine which areas to embrace as it grows and transforms. Stay close, understand the business, and you’ll be on firmer ground. Otherwise, a customer will vote with its feet, tempted by a competitor if you don’t diversify. Or it might take the path of least resistance and simply buy from somewhere it can find easily and is most comfortable and familiar with. No prizes for guessing what company that might be!
HITTING TARGETS
From groundbreaking packaging to energy-efficient operations, manufacturers are embracing sustainability at every level of production
3M
3M and its employees around the world are driven by an ambition to use a passion for science to reimagine what’s possible. Its sustainability efforts are focused on three pillars: Science for Circular, Science for Climate and Science for Community.
As part of its circularity endeavour, the 3M Consumer Business Group, which represents $4.9 billion (£3.8 billion) in global sales, is committed to using only recyclable or reusable packaging by 2030. This goal aims to meet evolving customer and consumer needs while reducing environmental impact.
A key objective of this effort is the elimination of plastic packaging where possible. However, this transition presents unique challenges in the presentation of products in retail environments. Plastic is an inexpensive, versatile, lightweight and transparent material that provides consumers with an unrestricted view of items at the point of purchase. This visibility helps customers understand the product and its application. Therefore, moving to 100% recyclable and reusable packaging can pose difficulties.
To address these issues, 3M focused on shopper insights and innovation to develop environmentally friendly solutions. Multiple rounds of research supported decision-making processes, helping teams grasp the dynamics of the purchase decision hierarchy in physical and virtual store environments. This research led to the implementation of numerous global packaging innovation projects.
In 2025, 3M will implement a major brand packaging relaunch involving several years of planning and investment in new technology. This is forecast to eliminate over 500 metric tons of plastic by the end of 2027 in Europe by shifting to 100% plastic-free and fibre-based packaging with FSC certification. Specific details will be shared at the launch this summer.
These initiatives not only underscore 3M’s environmental commitment but also highlight the company’s innovative approach to overcoming the challenges of changing to more sustainable solutions.
BIC
Guided by the founding principle to use only what’s necessary, BIC continually innovates to manufacture locally produced, long-lasting products using the minimum of materials, helping to limit its environmental impact. In support of this aim, BIC prioritises a value-engineering approach, refining designs to cut down on raw materials utilised in products and packaging.
Enhancing well-known and much-loved products presents a unique challenge, as they have already been created with efficiency in mind and have often been fine-tuned over time. BIC’s dedicated team aims to capitalise on its manufacturing expertise, as well as the latest innovations, to find ways of finessing designs so that fewer resources are used without compromising quality.
In 2023, efforts centred on reworking the materials in the iconic BIC 4 Colors ballpoint pen. This redesigned pen, with its lighter clip and BIC Boy silhouette, saves the equivalent amount of plastic required to produce over 2.6 million of the same pens annually.
The new design is lighter for consumers to use while maintaining everything that makes this pen so special: its attractiveness, ability to write up to 6 km and its affordability.
Blake
Blake’s mission is to be: “Positively passionate, consistently caring and sustainably sound from beginning to end.’’ The company aims for absolute sustainability at every touchpoint – from the first contact with Blake to the delivery of the final product. This dedication to environmental responsibility is reflected in its numerous accreditations, including ISO 9001, 14001 and 27001. Blake also holds EcoVadis Silver status and is registered with Two Sides and Sedex, reinforcing its pledge to sustainable practices.
Brother UK
LOUISE MARSHALL, DIRECTOR OF ESG AND ORGANISATIONAL DEVELOPMENT AT BROTHER UK:
Businesses continue to face increasing pressure to reduce their environmental impact, requiring vendors to pioneer innovative solutions that extend product life cycles, enhance performance and improve quality –making sustainable progress more achievable.
Last year, Brother became the first print vendor to remanufacture both toner and inkjet cartridges, following the launch of a new remanufacturing operation at its Recycling Technology Centre in Wrexham, North Wales. Building on two decades of experience in toner remanufacturing, this service now saves 5,300 tonnes of CO2 each year.
Businesses can return used inkjet cartridges to Brother free of charge using special envelopes included in-box. These consumables are then inspected, disassembled, cleaned, reassembled with any necessary parts, and refilled with Brother Original ink – ensuring they meet the same quality standards as new products.
Beyond the ecological benefits, there are economic opportunities too. The inkjet remanufacturing operation has created 20 new green jobs at the Wrexham facility, where Brother also guarantees zero waste to landfill.
With a focus on building a greener future, over 65% of its range is sustainable and features FSC, PEFC and SFP-certified materials. From envelopes made from 100% recycled materials to biodegradable envelopes that utilise a corn-starch window film as a plastic substitute, Blake offers an eco-friendly solution for every need.
ENVIRONMENTAL RANGES:
• Blake Environmental: A collection of eco-friendly envelopes, ranging from FSC-certified options to recycled versions in various shades.
• Blake Pure: The whitest recycled envelopes in the world, made from FSC-certified materials.
• VITATM: A sustainable, paper-based replacement to plastic e-commerce packaging.
• Blake Everyday: A range with a minimum of 80% recycled content, available in over 148 products across 36 sizes.
Blake has now introduced the Honeycomb Eco Padded Mailer, a paper-based alternative to traditional padded mailers. With a durable kraft exterior, honeycomb cushioning, and a tamper-evident seal, this fully biodegradable solution offers both protection and peace of mind. Bespoke printing and custom sizing are also available.
This demonstrates how vendors can lead meaningful environmental change while driving business performance.
Channel partners also play a crucial role in connecting customers with these emission-reducing solutions. By equipping resellers with products that are easier and more efficient to remanufacture, Brother can help them as they support customers in meeting sustainability targets.
Honeycomb Eco Padded Mailer
Louise Marshall
Cawston Press
Since 1986, Cawston Press has remained committed to its core principles, refusing to take shortcuts in the creation of its drinks and challenging standard industry practices. As of February 2024, the company is proud to be certified as a B Corp.
Its mission is to raise the standards of ingredients and production across the soft drinks category, driven by a commitment to ‘do right.’
This ethos is reflected in purposeful sustainability objectives, including a pledge to reduce greenhouse gas emissions by 50% by 2030 and to reach net zero by 2050. To drive meaningful change, Cawston Press has calculated the carbon footprint of its most popular and complex drinks, identifying areas where the greatest difference can be made.
Efforts are also underway to cut emissions at its head office. They are ambitious targets, but with support from the SME Climate Hub’s tools and guidelines, alongside expert partners at Net Zero International, it is confident in achieving its goals.
One of the biggest challenges Cawston Press faces is packaging and the team is constantly seeking more environmentally friendly solutions. Most packaging is made from 100% FSC-certified card rather than plastic and the company has already switched to recyclable paper straws.
Work is also ongoing to make the entire range fully recyclable – such as finding a solution for the sleeves that hold straws – and educating consumers on how to recycle them, ie pushing straws inside cartons or dropping the plastic wrappers off for recycling in-store.
This year, new multipack cans are launching across grocery channels, replacing shrink-wrapped versions. The design, made from FSC-certified cardboard, is 100% recyclable and uses a watch strap format to eliminate soft plastic, saving 7.7 tonnes of shrink wrap annually. Rather than a fully enclosed box, this approach provides the same functionality with fewer materials.
COLOP
COLOP has long recognised that sustainability is more than a passing trend – it’s a duty. This principle has been embedded in the company’s operations for years, driving an uncompromising approach to reducing environmental footprint across every aspect of production.
A defining moment came in 2008 with the launch of the Green Line, COLOP’s first stamp range made predominantly from recycled plastic. It set a new standard for eco-friendly office supplies, ensuring that even unavoidable CO2 emissions were offset. Over 90% of COLOP’s stamps now contribute to climate protection projects.
The Green Line continues to evolve, remaining a core part of COLOP’s mission to balance quality with ecological responsibility. Each stamp in the series incorporates between 65% and 80% recycled plastic, while packaging is made from 80% to 100% recycled cardboard. The range’s Classic Green Line stamp handles carry FSC certification, guaranteeing responsible material sourcing.
Beyond its products, the manufacturer upholds rigorous eco standards, holding ISO 14001 certification, with the Green Line’s production process independently audited for compliance. This stamp collection has also been awarded the prestigious Eco-Label of the Republic of Austria, a mark of exceptional environmental performance verified through external evaluation.
COLOP’s commitment doesn’t stop at product development. A robust sustainability strategy guides every stage of production, from resource-efficient industrial design to the near-total recycling of plastic waste. Even with a significantly reduced carbon footprint, the vendor ensures that any residual emissions from its production sites in Austria and the Czech Republic are offset through investment in climate initiatives.
With Green Line leading the charge, the company continues to raise the benchmark in responsible manufacturing, setting an example for the industry and beyond.
Dynamic Office Solutions
In January 2025, Dynamic Office Solutions launched a new sustainable offering – its UK-manufactured Design Soft Seating range. This collection is created with the environment in mind, using only recycled and fully recyclable materials to produce high-quality seating solutions that support a circular economy.
By manufacturing in the UK, Dynamic significantly reduces transport emissions while maintaining full control over the sustainability of its products. The company also works closely with suppliers to ensure all materials, from recycled fabrics and FSC-certified wood to responsibly sourced frames, meet strict environmental standards. This approach not only minimises reliance on virgin materials but also diverts waste from landfill.
Designed for longevity, Design Soft Seating retains its comfort and structure over time, helping businesses avoid unnecessary replacements. Many pieces are modular, allowing workplaces to reconfigure spaces without waste, extending the lifecycle of the furniture. When seating reaches the end of its use, fully recyclable components ensure it can be repurposed rather than discarded.
To further support sustainability, Dynamic offers a bespoke upholstery service, giving companies the option to refresh and extend the life of their seating instead of replacing it. Combined with efforts to reduce packaging waste and repurpose offcuts, the range reflects a commitment to minimising environmental impact at every stage of its life cycle. By prioritising responsible sourcing, efficient production, and end-of-life recyclability, Design Soft Seating represents Dynamic’s shift towards sustainable office furniture.
Brixworth Booths from the Design Soft Seating range
JGBM
In the workplace supplies sector, JGBM is recognised as a specialist technology distributor. Now, that expertise is being extended into a whole new arena with EcoScore – an innovative sustainable-product ranking system designed to help dealers guide their customers towards responsible purchasing choices.
JGBM’s vision for EcoScore was ambitious: to develop industry-leading, data-driven environmental rankings at SKU level across its product portfolio. Starting with the BOSS Federation’s sustainability categorisation, attributes were refined, adapted and made bespoke for each category. This process involved collating up to 50 factors per SKU, ultimately measuring over 125,000 data points across 40+ brands and 40+ categories.
Compiling such vast vendor data was no small task. Moreover, not all sustainability attributes are created equal – some have a far greater environmental effect than others. To address this issue, a ‘weighted scoring’ mechanism was devised, followed by a custom-built algorithm to rank each product accurately.
EcoScore is available in three tiers: Level 1 is a free, easy-to-read ranking for product pages, based on packaging, content, production and certification. Level 2 is a subscription service providing a detailed score along with granular sustainability content. Level 3 is also subscription-based and grants dealers live access to EcoScore’s complete sustainability dataset for integration into their own systems.
Dealers can access the EcoScore service directly from JGBM or enable it on the Prima Software and Oasis platforms, with further integrations to follow. EcoScore has already gained industry recognition, earning a shortlist spot for the 2025 CRN Sustainability in Tech Awards and playing a key role in JGBM’s 2025 European Office Products Awards Wholesaler of the Year win.
With sustainability becoming a priority across the sector, EcoScore’s credible and transparent product ranking system is set to be an essential tool for dealers looking to stand out by meeting the growing customer demand for greener choices.
Pilot Pen
Pilot Pen has launched the FriXion Ball+, the first erasable pen for adults. Released in January 2025, it blends the brand’s erasable ink technology with an eco-conscious approach to manufacturing.
Designed for functionality, style and sustainability, the FriXion Ball+ allows users to refine ideas and correct mistakes effortlessly. Its ergonomic design ensures comfort and precision, making it ideal for both professional and personal use. Available in black, blue, red and green, it adapts to various writing needs – from office notes to journalling.
Pilot’s commitment to eco-innovation is at the core of the FriXion Ball+. Incorporating over 82% recycled plastic (excluding refills and non-plastic parts), the pen is fully refillable. Refilling it just three times reduces its carbon footprint by 53% compared to buying four separate pens.
The company’s environmental efforts were recognised recently when the Pilot Corporation of Europe received an EcoVadis Gold medal. Scoring 76/100, an 11-point increase from the previous evaluation, Pilot now ranks among the top 5% of companies assessed by the ratings provider.
SC Johnson Professional
Eight million tonnes of plastic enter the ocean each year. Tackling this challenge can seem overwhelming, but SC Johnson Professional (SCJ) believes organisations’ everyday efforts can really move the dial on sustainability.
The choices businesses make each day – how they use resources, manage waste and select materials – can have a significant impact. For its part, SCJ has narrowed it down to three principles which inform its approach to sustainability: use less, waste less, recycle more. Using less means smarter energy consumption and choosing efficient products.
SCJ’s Refresh FOAM and PowerFOAM hand cleaners, for example, provide up to 57% more washes per litre than conventional lotion format, reducing both product use and waste. As 70% of global waste still ends up in landfill or open dumps, SCJ’s Proline WAVE soap dispenser, made from 70% recovered coastal plastic helps minimise ocean pollution.
Recycling is equally vital: SCJ is committed to using more recyclable materials, such as HDPE hand cleaner cartridges. By making sustainability achievable, dealers can save money, strengthen customer and employee loyalty, and reduce their environmental footprint.
Stabilo
Environmental protection is firmly anchored in Stabilo’s corporate philosophy and sustainability strategy.
The stationery manufacturer recently unveiled a comprehensive sustainability initiative called ‘Stabilo Together’, to achieve climate neutrality by the end of 2025. The initiative addresses every aspect of business operations, including raw material sourcing, production, transportation and energy consumption.
Prioritising the lowering of emissions, the manufacturer mitigates unavoidable releases by implementing reduction and offsetting strategies. This approach includes utilising renewable energy at its primary production sites in Weissenburg and the Czech Republic. At the firm’s Malaysian factory, solar panels save 22 tonnes of CO2 each month. Additionally, all manufacturing sites are continuously monitored to optimise energy use and lower emissions.
Stabilo utilises sustainable materials wherever possible. Each year, approximately 150,000 kg of recycled plastic is used in stationery production and all pencils are crafted from FSC-certified oak wood. To further reduce the use of harmful chemicals, 97.5% of ink is water-based.
Recent sustainable product innovations include the Stabilo Grow Ballpoint pen, made from FSC-certified oak wood and biobased plastics. These plastics are derived from renewable resources, including sunflower seed hulls, cellulose and tall oil, minimising the reliance on virgin plastics and reducing CO2 emissions.
In pursuit of its commitment to being climate-neutral, the company has invested €2 million (£1.67 million) in state-of-the-art packaging machines that produce 100% cardboard. By switching materials for more than 120 different types of packaging, Stabilo has reduced plastic waste by 30 tonnes in the last year alone.
Additionally, as part of its sustainability pledge, Stabilo has partnered with carbon offset provider, myclimate, to help maintain an eco-friendly footprint while delivering premium quality products.
Staedtler
In a world increasingly focused on sustainability, the Staedtler Noris 307 handwriting pen stands out as a conscientious choice for eco-friendly stationery. Designed with both performance and environmental impact in mind, it’s an essential tool for schools and educators that prioritise sustainability.
A key feature is its housing, which is made from 97% recycled plastic, making it one of the most environmentally friendly writing instruments available. By utilising reclaimed materials, Staedtler reduces plastic waste, consequently lowering its carbon footprint.
The Noris handwriting pen also boasts Dry Safe ink technology, a game-changing feature that prevents ink from drying out even when left uncapped for several days. This innovation extends the pen’s lifespan, meaning fewer pens are discarded and less plastic waste is generated. This makes the Noris handwriting pen a resourcefriendly option for classroom use and beyond.
In addition to its eco-conscious materials and technology, the Noris handwriting pen is built for durability. Its robust design ensures it can withstand the demands of daily use, cutting down on the need for frequent replacements. This longevity further supports sustainability by minimising waste over time.
Staedtler’s commitment to the environment is evident not only in the pen’s materials but also in its design and performance. The pen combines eco-friendly features with practical benefits, helping students and teachers alike lessen their ecological impact while still enjoying a reliable and effective writing tool.
By choosing the Staedtler Noris handwriting pen, dealers are supporting sustainability without compromising on quality – an ideal choice for a greener future.
The BOSS Charity Day provides an array of options, including a friendly golf tournament, a rejuvenating spa experience, or other activities such as Archery, Laser Clay Pigeon Shooting and Segway Ridingculminating in a networking dinner, auction and raffle for all attendees
Accommodation at Carden Park is on a first-come, first-served basis. If you require lodging, we highly recommend booking as soon as possible. You can secure your room by calling Carden Park reservations on 01829 731007 and quoting SUPP180625
18 June 25
From 31 March 2025, organisations (all relevant non-domestic premises) in England have had to adhere to new laws aimed at enhancing recycling initiatives and minimising ecological effects. The Simpler Recycling legislation mandates that businesses, healthcare facilities, educational institutions, retailers and other sectors should segregate rubbish as per agreements with waste disposal providers. Failure to comply could lead to hefty penalties.
Micro-firms with fewer than ten full-time employees have a reprieve until 31 March 2027. However, it is expected many may begin making the transition well before, as acting now will keep them ahead of the curve. By adopting these changes early, micro-firms will not only fulfil legal obligations but also contribute to a more sustainable waste management framework.
The rules specify that dry recyclables, food waste and general ‘black bin’ rubbish must always be separated. Paper and cardboard should be kept apart from other dry recyclables, such as plastic, metal and glass – depending on the arrangement with the disposal provider. Some might collect materials separately, while other handlers may choose to consolidate them.
SIMPLE CHECKLIST
Businesses should provide suitable bins in areas where waste is produced, making it easier for staff, customers and visitors to dispose of it correctly and meet the necessary recycling standards. Workplaces generating garden refuse must comply with the waste hierarchy, ensuring it is recycled or composted if these provide the best environmental results.
Bins should be large enough to hold rubbish without overflowing, yet be a manageable size for easy handling. Correctly labelling containers for the various waste types and storing them in clearly demarcated areas are crucial to prevent cross-contamination. Employee training is vital to ensure proper sorting, while incentives to encourage best practices can also help boost participation.
LEVERAGING CHANGE
Even with the legislation now in effect, many organisations are still likely to struggle to meet the new obligations. Recent research commissioned by Biffa –based on a survey of 1,000 office workers – revealed that 18% are unhappy with their current recycling
The shift to stricter waste separation is here and now is the time for dealers to lead with green solutions
From trash to cash
options at work, with four in ten not even having a dedicated food waste caddy in the workplace.
This presents more than just a compliance challenge for dealers – it’s an opportunity to expand services, increase sales and capitalise on the growing desire for sustainable options.
Furthermore, new legislation, such as the Extended Producer Responsibility (EPR) scheme and bans on single-use plastics, will continue to heighten the need for sustainable alternatives. As such, the Simpler Recycling regulations open up several revenue streams:
1. Selling recycling bins and systems
Businesses will require clearly labelled receptacles for each waste stream and dealers can offer customised equipment, including:
• Colour-coded containers for easy separation
• Compact food caddies for workplace kitchens
• Desk-side recycling receptacles to improve employee compliance
2. Eco-friendly product lines
With EPR rules holding companies responsible for reducing packaging materials, demand will rise for:
• Recyclable and compostable packaging
• Refillable and reusable workplace supplies
• Biodegradable alternatives to single-use plastics
3. Consulting and training
Since businesses will need help meeting the new regulations, dealers can provide services such as:
• Recycling policy templates for office managers
• Staff training on sorting best practices
• Audits
4. Partnerships with providers
Dealers can collaborate with refuse disposal firms on solutions that combine waste separation products with collection services. This creates additional sales through referral fees or service bundles.
The Simpler Recycling regulations open up several revenue streams
Unlike blood, plasma donation can be done every two weeks
For the first time in over 25 years, the NHS is using UK-donated plasma to produce lifesaving medicines. It marks a turning point in healthcare – one that strengthens the resilience of the UK’s medical supply chain. But while this progress is cause for celebration, to sustain this achievement, further support is essential. Plasma-derived medicines are crucial for treating immune deficiencies, rare diseases and critical conditions such as trauma, childbirth complications and liver disease.
Until recently, the UK relied almost entirely on imported plasma, mostly from the US; it’s a legacy of the 1998 ban introduced due to concerns over Variant Creutzfeldt–Jakob disease. With restrictions lifted, NHS Blood and Transplant (NHSBT) is working to build a domestic supply, ensuring greater security for thousands of patients.
A LIFELINE
Plasma, often referred to as ‘liquid gold’ for its pale-yellow colour, makes up about 55% of human blood. It contains vital antibodies that can be processed into immunoglobulin and albumin – helping around 17,000 patients every year and treating over 50 diseases. But plasma is not a quick fix.
In contrast to traditional pharmaceuticals, it cannot be manufactured synthetically. It must come from donors, and it takes hundreds, sometimes thousands, of donations to treat a single patient for a year. For example, 1,200 donations are needed annually to treat one haemophiliac, while 900 help a patient with alpha-1 antitrypsin deficiency, a disorder affecting the lungs and liver.
Despite these staggering figures, collection in the UK remains limited. NHS centres in Birmingham, Reading and Twickenham are at the forefront of efforts, but many more donors are necessary to reach self-sufficiency.
GET INVOLVED
As the NHS aims to collect 300,000 litres of plasma annually, businesses have a role to play in raising awareness. Unlike blood, plasma donation can be done every two weeks, making it an ongoing opportunity for engagement. A survey of more than 3,000 blood donors, carried out by NHSBT, shows 43% of donors would be more likely to donate blood if enabled to do so by their employer, rising to 65% for those aged between 25-44.
Businesses can take part in an NHSBT initiative by giving staff time off for ‘Donate Breaks’ during the working week. Companies can spread the word via newsletters, social media and internal networks to highlight the need for donors. As suppliers to countless organisations, industry members can also educate others about the importance of plasma and blood donations.
2025 signals a major step forward in UK plasma medicine production but the momentum must not slow. The NHS is aiming for 25% self-sufficiency of immunoglobulins and 80% of albumins this year, with plans to hit 35% self-sufficiency by 2032.
An NHSBT spokesperson told Workplace360: “The NHS needs blood, plasma and platelets all year round, so we are asking people to help us maintain the lifesaving supply of these vital blood products to hospitals this year by booking an appointment to donate.
“Each blood donation can save up to three lives. Giving blood is quick and easy – the whole process takes just one hour while giving platelets or plasma only takes 90 minutes.”
For those wishing to get involved with NHSBT, either as a business or as an individual, visit blood.co.uk.
THE CUMBERLAND HOTEL, LONDON
Join us for an outstanding event that stimulates thought and debate while exploring the future of the European business supplies sector
n Bringing together senior executives from all sectors to better understand the continued changes in our industry
n Practical takeaways that will enable informed strategic decisions on the direction of your business
n Learn how peers and industry experts are dealing with the challenges and opportunities ahead Book now and take advantage of the
Driving the future
Cutting emissions, closing loops and crunching the numbers
The BOSS Federation Sustainability Conference 2025 gathered industry specialists to examine the UK’s shift towards cleaner energy, circular economy strategies and the increasing necessity for dependable environmental data. Featuring insights from BloombergNEF (BNEF), Essity Professional Hygiene, the Science Based Targets initiative (SBTi) and a panel of experts, the event highlighted both advancements and ongoing hurdles in achieving sustainable outcomes.
UK STATE OF PLAY
Kate Power, an analyst at BNEF specialising in European energy transitions, delivered an in-depth analysis of Britain’s evolving landscape. Although investment in the energy sector shift declined by 9% in 2024 – following a record-breaking 2023 – the UK maintains its status as a global frontrunner, ranking fourth worldwide and second in Europe. Offshore wind continues to be a standout success, with 17 GW of installed capacity expected to double by 2030.
Solar energy has also expanded rapidly, surging from a modest 100 MW in 2010 to an impressive 19 GW by 2024. The rapid expansion has been primarily driven by rooftop installations, which face fewer regulatory and connectivity obstacles. Corporate power purchase agreements hit a high, with 1.2 GW of capacity signed across 18 deals. Notably, buyers now extend beyond big tech to include universities, manufacturers and retailers.
While power sector emissions have fallen 70% in the last 25 years, transport and buildings currently account for the bulk of the country’s carbon output. Nearly one-third of new cars sold in 2024 were electric and the UK stood out as the only major European market to record growth in commercial EV sales. However, concerns persist regarding the practicality of the 2035 ban on petrol and diesel vehicles. Power acknowledged that while the target “sends a strong market signal”,
its success hinges on investment in charging infrastructure and lower electricity costs.
BNEF’s net zero model predicts a doubling of UK electricity consumption by 2050, with EV energy usage soaring by 3,000%. Renewables are projected to generate 86% of the nation’s future power supply, yet achieving this goal will require substantial subsidies, planning reforms and improvements in grid connections. Meanwhile, hydrogen’s role in UK road transport is expected to remain minimal, with EVs offering a more economical alternative.
The ongoing Russia-Ukraine conflict has also shaped the UK’s energy transition, mainly through its impact on gas prices. While higher fossil fuel costs may boost renewables in the long run, short-term financial pressures could hinder investment. Trade policies on renewable energy equipment imports will play a role in shaping the sector’s future.
CLOSING THE LOOP
Craig Armstrong, Commercial Manager for Essity Professional Hygiene UK & Ireland, introduced Tork Paper Circle – the nation’s first hand towel recycling system. The initiative collects used paper towels and recycles them into fresh tissue products at local paper mills. Already in operation at over 1,000 locations across Europe, the scheme has earned multiple accolades for its environmental contributions.
A key challenge, Armstrong highlighted, is coordinating logistics with 12 waste partners across major UK cities. Ensuring proper disposal presents another hurdle, particularly in high-traffic venues like stadiums where contamination remains problematic. “Education is key,” he stressed. “In offices, people follow instructions, but in public spaces, stronger engagement is required.”
Customers see it as impossibly confusing or, worse, greenwashing
CLIMATE TARGETS THAT MATTER
Maria del Mar Rojas, Engagement Manager for Europe at SBTi, outlined the organisation’s efforts to assist businesses in aligning with a 1.5°C future. Since its inception a decade ago, SBTi has grown exponentially, now supporting over 10,000 companies – accounting for 40% of global market capitalisation – as well as 150 financial institutions.
SBTi’s framework ensures corporate climate pledges are science-based. Near-term goals focus on reducing emissions over five to ten years, while net zero objectives require firms to cut emissions to near zero
by 2050. A dedicated pathway for SMEs simplifies the process by removing the need to set Scope 3 near-term targets and offering a lower-cost validation route.
Addressing carbon offsetting, del Mar Rojas reaffirmed that offsets should be limited to the final 5-10% of emissions and must not replace direct reductions. SBTi provides standardised language to help companies communicate their progress and offers detailed guidance on responsible offset investments.
IMPROVING DATA FLOW
A panel discussion led by BOSS Environmental Forum Chair Martin Eames examined the complexities of environmental data management. Panellists were: Julie Hadley (evo Group), Ian Haywood (UKOS), Andrew Bryers (Lyreco UK & Ireland) and Blaine Bevis (3M).
Hadley pointed to the difficulties in acquiring accurate environmental details for packaging, particularly in meeting Extended Producer Responsibility regulations. “If a question is asked and the answer is no, it should be documented as such, not left blank,” she said, advocating for clearer reporting. Evo’s new vendor portal aims to enhance transparency and bridge these information gaps.
Bryers emphasised the slow pace of collecting product certifications like FSC and the need for streamlined data-sharing among suppliers. “We’re moving towards life cycle analysis and carbon footprints, but gathering this information is still a challenge,” he said.
Haywood commented that while regulatory data exists, it remains fragmented and difficult for resellers to interpret. “Customers see it as impossibly confusing or, worse, greenwashing,” he remarked, calling for industry-wide sustainability metric standardisation.
From a manufacturer’s viewpoint, Bevis acknowledged the difficulties of integrating environmental evidence for products and packaging. While 3M is working towards carbon footprint details for individual products, achieving comprehensive sustainability data remains a significant challenge.
Despite these barriers, the demand for such information is growing. According to Bryers, although only a small portion of clients request it, they tend to be the largest and most influential buyers. Hadley added that while environmental considerations appear in tenders, pricing and technical specifications still take precedence. However, she noted that interest in green alternatives –particularly plastic-free or FSC-certified products – is on the rise, with adoption at around 20%.
Still, economic pressures have impacted ecological priorities. Haywood remarked that while environmental concerns were once central to business discussions, inflation and rising costs have shifted attention elsewhere. “A few years ago, it was on the agenda in every meeting – now, not so much,” he said.
As businesses navigate these evolving priorities, the necessity for reliable, harmonised data remains paramount. The conference reinforced that collaboration, regulation and innovation will be key in driving sustainability forward within the industry.
Planting the seed
Want to sell sustainable office supplies? Michael Stausholm shares the key strategies to make it happen
Sustainability is not just an ethical decision; it’s a sensible business move. We all want to make environmentally sound choices and purchasing attitudes reflect this. A 2024 report from TheRoundup.org found that 78% of people consider sustainability important. Meanwhile, 62% “always or often” choose products for their eco-friendly credentials, 55% are willing to pay more for them, and a whopping 84% say poor environmental practices would alienate them from a brand or company.
These figures are likely to rise, driven by younger generations who are starting to make a massive impact on the working world. They care deeply about sustainability and expect businesses to take responsibility for building a greener future. According to LinkedIn, 89% of millennials believe employers and suppliers should proactively address environmental duties in the workplace.
This makes circular products important. Responsible sourcing, effective recycling and investment in growth while reducing the office carbon footprint should all be on the company agenda – and actively promoted as part of broader business plans. Operating in a competitive environment means the bottom line will always matter. With that in mind, here are five effective ways to sell sustainable workplace supplies:
1. MAKE COMPARISONS
Small changes can make a huge difference. For instance, did you know that 50 billion plastic pens are produced globally every year? That’s a striking statistic – and switching to a more sustainable alternative sends a strong message that is easy to communicate to customers.
Using SproutWorld plantable pencils, for example, is a smart and sustainable choice. They’re the world’s only pencils that can be planted after use, growing into herbs, flowers or vegetables. Customisable and widely
used by companies, hotels and organisations, they act as a green messenger. Demonstrating to customers the benefits of quick and simple swaps – and highlighting the positive effect they can have – is an effective way to promote sustainable products.
2. LOOK TO OTHERS
Some companies are leading by example, providing excellent case studies for best practices. The shift towards hybrid and homeworking has increased the focus on improving office environments and showcasing eco-credentials.
A standout example is Deloitte’s Amsterdam HQ, dubbed ‘the smartest building in the world’ by Bloomberg. Equipped with nearly 30,000 sensors to track movement, light, temperature and moisture, the building uses innovative solutions like LED panels powered by internet cables and generates energy through employee workouts. Remarkably, it produces more energy than it consumes.
While such large-scale approaches may not be practical for every business, they highlight how innovation can drive sustainability – a powerful angle when promoting smart, eco-friendly tech products.
3. COMMUNICATE THE ETHICS
Fast fashion isn’t just operating in the clothing industry – it’s a term that could apply to any product-led market, and awareness of the irresponsibility of the business model is growing. Consumers increasingly want to know where their products have come from and feel reassured that they’ve been sourced responsibly and produced ethically.
Conveying this is vital to counteract the ‘higher price’ argument. In a cost-of-living crisis, businesses are understandably focused on the bottom line. This is why an honest, ethical message needs to be communicated as part of the selling process.
4. QUALITY COUNTS
Partnering with companies that incorporate recycled, responsible and reused natural materials is a sensible choice. Products like vegan furniture, cotton covers, hemp, cork walls, bamboo seating and tools automatically help reduce carbon footprints by using fewer virgin materials – and they also last. Investing more in well-made, natural materials is a sensible long-term spending decision. Cheaper alternatives often prove to be a false economy.
5. EMPLOYEE HEALTH
Every business should prioritise the health of its team, both mental and physical. Communicating how sustainable products can support this is a valuable part of the process. Vegetation is a good example. Plants help reduce pollutants and improve air quality and are a key element in creating a healthy space. NASA research has shown that plants can remove nearly 90% of air toxins in 24 hours.
Studies also highlight how landscaping and greenery can positively influence people’s emotions. Mental health charity Mind notes that spending time in green spaces can boost your mood, reduce stress and enhance confidence. What a powerful message to give a customer – after all, a happy workforce is an effective workforce.
Finally, there’s a message of responsibility to consider. The UK has set a legally binding target to reach net zero by 2050. Sourcing environmentally friendly products is part of this.
Workplaces with a sustainable ethos, incorporating nature and communicating broader green goals can help deliver a happier, more productive, appealing and responsible environment for the future. Remember, even the smallest of changes can make a meaningful impact.
Michael Stausholm is founder and CEO of SproutWorld
Fast fashion isn’t just operating in the clothing industry
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Wok & roll
A night of spice, laughter and Old Friends magic in Leeds
One of the standout events in The Society of Old Friends’ calendar is the annual Northern Winter Event, and this year’s gathering at Chaophraya in Leeds was no exception. On 27 February, nearly 60 members and over 30 guests came together to enjoy a Thai buffet, flowing wine and beer and a huge dose of traditional Old Friends’ good fellowship that defines the Society.
Throughout the evening, many attendees reflected on the Society’s evolution. Once largely based in southern England, it has grown into a truly national entity, welcoming members from across the workplace supplies industry. The guest list in Leeds was a testament to this shift, featuring not only familiar vendors and resellers but also representatives from companies such as SC Johnson Professional, Arco, Kimberly-Clark Professional, Reckitt Pro Solutions, The Cheeky Panda, Nestlé Professional and Vectair Systems.
BIG STRIDES
In his welcome address, Society President Steve Hilleard highlighted the progress made over the past year, including record membership numbers that now stand at 193. He also noted a positive shift in diversity, with women making up 21% of the membership – an increase from 17% the previous year.
Reflecting on the event, Hilleard said: “The energy in the room was incredible. It’s fantastic to see the Society thriving, welcoming new faces and strengthening connections across the industry. The warmth and camaraderie we witnessed in Leeds is what makes Old Friends so special. I’d also like to extend my thanks to our sponsors Prima Software and Reckitt Pro Solutions.”
The evening’s convivial spirit was enhanced by a lively raffle, with a special mention going to Scott Castle and Reckitt Pro Solutions for stepping in at the last minute with an extra prize – a year’s supply of Finish dishwasher tablets!
It’s fantastic to see the Society thriving
FANCY HAVING SOME FUN?
No matter where you are in the country, an Old Friends event will take place near you at some point during the year. If you’d like to join The Society of Old Friends, visit: Thesocietyofoldfriends.co.uk.
A century of giving
The BOSS Business Supplies Charity marked its 100-year milestone with an unforgettable evening
With a legacy to honour, the BOSS Business Supplies Charity (BBSC) celebrated its centenary in grand style at King’s College, Cambridge. Against the majestic backdrop of this historic venue, industry leaders and supporters gathered for the BBSC Centenary & Patrons’ Dinner to commemorate a century of generosity and look ahead to the charity’s future.
A TRADITION OF KINDNESS
The evening opened with a moment of reflection. BBSC Chair Kelly Hilleard shared how the charity’s origins date back to 1925, when a fundraising effort led by General Secretary of the Stationers’ Association, Herbert Marsh, provided life-saving support to a fellow stationer affected by war. From that single act of compassion, the Benevolent Fund was established – evolving into the charity we know today.
Recognising the behind-the-scenes dedication, Vice Chair Philip Wesolowski expressed gratitude to past and present Chairs, Vice Chairs, Trustees, and supporters. Special appreciation was extended to newly appointed board members – Eileen Ward as Treasurer and James Webb and Sally Williamson as Trustees.
A particularly heartfelt tribute was reserved for Graeme Chapman MBE, who was honoured with the title of Emeritus in recognition of his outstanding service. The generosity continued as the Rubber Stamp Manufacturers Guild presented a remarkable £6,000 donation, while the Advantia team contributed £450.
RAISING A GLASS
The evo Foundation, Arco, Lyreco, Energizer and OPI were all acknowledged for their contributions to the event, ensuring guests enjoyed a truly memorable occasion. As the room raised their glasses for a toast – and a group photo – the spirit of camaraderie and shared purpose was unmistakable. With the formalities concluded, comedian Simon Brodkin took to the stage. The celebrations continued with live music from Chris Exner and the Bootleg Band, keeping the energy high well into the night.
With the charity’s funding structure now strengthened and a new information booklet set to raise awareness, BBSC is poised to make an even greater impact in the years ahead. With the next Charity Day confirmed for 18 June 2025, the industry’s support for this vital cause shows no sign of waning. Here’s to the next 100 years.
The Workplace360 Green Thinking survey reveals that while customers want more eco-friendly workplace products, the industry isn’t keeping up
The green
In which categories do customers request
Specifically referring to singleuse plastic, are customers asking you to reduce this?
you have a packaging take-back scheme?
No
33% Yes 67% Have customer requests for corporate and product-related environmental data increased?
Do you have an e-waste policy in place for customers and/or your own business?
25% Yes, for my own business
21% Both
29% No
25% What’s e-waste?
Vendors: Do you include sustainability and environmental data in your product data files?
Have you taken steps to reduce your carbon footprint in the past 12 months by tackling your Scope 1, 2 and 3 emissions?
DEALER COMMENTS…
What more should the workplace supplies industry be doing?
• Eliminating greenwashing
• Reducing the number of next-day deliveries and talking to customers more about consolidation to reduce packaging and carbon emissions
• Continuing to innovate in lower-priced environmentally friendly product options
• Improving the environmental product data provided by the vendors/wholesalers/IT distributors
Dare to discover
Step out of your comfort zone and do something new
When was the last time you did something for the first time? I initially came across this simple yet powerful question in an Emirates ad years ago. It featured an elderly woman – her eyes filled with wonder and just a hint of apprehension – as she boarded a helicopter for her inaugural flight. This wasn’t merely about the thrill of a new ride; it was a reminder to keep exploring and embrace new experiences with courage.
Growing up in a traditional Filipino family, my future felt mapped out, leaving little room to dream big. But everything changed when I left my hometown to go to university. Stepping away from the familiar opened my eyes to a wider, more exciting world. Later, moving to Singapore and the UK to work for global companies affirmed one crucial truth: life has far more to offer than the well-trodden path.
My career has been a journey of firsts. Whether managing big brands across Asia Pacific, leading major campaigns in Europe, or simply finding my voice in a room full of experts, each challenge has pushed me beyond my comfort zone and helped me grow in ways I never imagined. In today’s fast-paced world – both in business and life – keeping that spirit of discovery is more important than ever. Here are examples of how you can bring that mindset to everyday work:
1. NURTURE A CULTURE OF CURIOSITY
A simple question can spark a breakthrough. In meetings, ask: “What if we did this differently?” or “How would we start this from scratch?” These confront the “we’ve always done it this way” mindset and often lead to extraordinary insights. I’ve found that the best ideas sometimes come from the most unexpected voices.
2. CHAMPION LEARNING OVER PERFECTION
Not every project goes to plan – a launch that misses the mark or an idea that doesn’t fly. What matters is the willingness to experiment and learn. I’ve had my
Kristine Humphreys is Commercial Director at Avery UK
share of setbacks. I once organised a chartered flight for customers of a major beverage brand, only to discover the airline was serving a competitor’s drink! That tough lesson taught me resilience and creative thinking – at 30,000 feet!
3.
PUSH BEYOND THE COMFORT ZONE
True growth rarely happens while staying in the safe zone. Assign projects that stretch team members –whether leading a high-stakes campaign or venturing into uncharted markets. I’ve seen colleagues rise to challenges and discover hidden potential. Celebrating those firsts, even with a simple team shout-out, builds confidence and a shared culture of achievement.
4. EMBRACE EXTERNAL COLLABORATION
Often, the most eye-opening insights come from outside our usual circles. Seek partnerships with startups, universities or creative agencies. Some of my most inspiring “aha” moments have come at international forums, networking events or even casual chats with professionals from other industries. An event once inspired me to launch a grassroots movement challenging advertising stereotypes – an initiative that still thrives.
The best ideas sometimes come from the most unexpected voices
5. TAP UNUSUAL SOURCES
Don’t limit feedback to direct teams or senior leadership. Engage with colleagues from different departments, listen to junior team members or brainstorm with someone with a totally different perspective.
A ‘day in the life of…’ shadowing programme showed me how cross-functional teams experiencing each other’s daily challenges fostered empathy and led to collaborative problem-solving. Living by the ethos of ‘keep discovering’ has not only shaped my career but also transformed my approach to leadership. It’s taught me to adapt faster, appreciate new cultures and take calculated risks that unlock unexpected opportunities.
In many ways, the pursuit of ‘firsts’ has been the quiet secret behind my growth. So, as you navigate your personal and professional journey, let me ask: When was the last time you did something for the first time?
What is the most daring thing you’ve ever done?
Who is the most famous person you’ve met?
Frank Bruno is probably the most renowned name on my list, and I’ve had the privilege of meeting him twice – about 20 years apart. He’s genuinely a lovely bloke.
Where did you grow up and do you still live there?
I was born and raised in Plymouth but moved away for college and work. The opportunity arose to return, and it’s one of the best decisions I’ve ever made. Plymouth is a beautiful place and has a great pace of life – leaving and coming back has only made me appreciate it more.
Where is the fanciest place you’ve ever been?
Leaving the country the same day my new passport arrived in 2007. I hopped on a ferry to Roscoff, France, with very little cash and no plan. I wandered around Brittany, picking up odd day jobs and camping wherever I could for a few weeks – until the weather turned.
Who makes you laugh the most?
My friends. We have weekly game nights filled with snacks, bad puns and outdated pop culture references.
Best festival you’ve ever been to?
I really miss Run to the Sun in Newquay. It used to fall around my birthday, so I went most years.
Childhood nickname?
I’ve been called many things unsuitable for printing, but the nickname Turx has stuck for 30+ years. I will be taking no further questions on the matter.
What would your ultimate theme party be?
Probably Viking or Medieval: big castle hall, long tables, open fires, axe throwing in the foyer, beer and mead on tap, a scratch band in the corner playing up-tempo folk songs and old ballads and maybe even a fool or two among the crowd. I do enjoy a Monty Python knight outfit on occasion!
Tell us a secret that your work colleagues don’t know about you. I’m a pretty open book, so there aren’t many secrets to share. That said, I went to Comic-Con in London last year and secretly enjoyed it far more than I let on!
Barberian’s Steak House in Toronto. I was a guest of the Maple Leafs ice hockey team for a home game and was told it was tradition to have dinner there beforehand. Amazing atmosphere, the best food and wine of my life up until then – and the Leafs won the game, so the night is one I’ll always remember.
Do you collect anything?
I’m a dice goblin! Maths rocks are known to be addictive for a certain type of gamer. There’s a whole industry dedicated to weird and wonderful dice, so the collection keeps growing.
What’s the synopsis for a novel you’d write?
I grew up reading Terry Pratchett, Douglas Adams and JRR Tolkien, alongside Stephen King, Ann Rice and HP Lovecraft. So, no matter what I try to write, it inevitably turns into dark comic fantasy.
What was the last TV show you binge-watched?
I have just finished watching Drive to Survive on Netflix. It did a good job of getting me excited for the start of the new F1 season.
What’s something new happening in your life?
2025 is apparently the year of AI, so I’m dusting off some long-forgotten coding skills and getting stuck in.
Favourite holiday so far? Portugal, a couple of years ago – sun, sea and sand with great friends after years of not travelling.
