Author

Nell Walker

Published

6 October 2025

Estimated Read time

2Mins

Strategic partnership enables 3PLs to access all-electric delivery capacity through integrated end-to-end platform

TEG, the leading fintech-enabled platform serving transport and logistics, today announces a new partnership with HIVED, the UK’s first fully electric parcel delivery company operating a fleet of electric HGVs, enabling logistics providers to seamlessly access tailpipe emission-free delivery solutions as demand for sustainable transport accelerates.

Through TEG’s end-to-end platform, logistics providers can now seamlessly access HIVED’s 100% electric fleet, including 44 tonne electric HGVs operating seven days a week, which deliver up to 76% emission reductions per parcel and maintain a 99% on-time delivery rate across same-day, next-day and two-day services.

Key partnership benefits include:

  • Instant access to sustainable capacity: TEG platform members can immediately source electric vehicle capacity from HIVED without lengthy onboarding processes
  • Compliance assurance: TEG’s integrated compliance framework ensures HIVED meets stringent enterprise standards
  • Seamless settlement: TEG’s SmartPay system enables automated payments and invoicing for HIVED services
  • Data-driven insights: Real-time carbon tracking and analytics help 3PLs demonstrate sustainability impact to customers

Meeting growing sustainability demands

The new partnership addresses growing market demand for sustainable logistics solutions. Research from TEG’s recent 3PL whitepaper reveals that 67% of 3PLs identify sustainability as a pressing procurement challenge as new emissions regulations reshape carrier requirements.

Luke Austin, Operations Project Manager at HIVED, said: “Through our partnership with TEG, we can now offer our fully electric delivery network to their entire platform of logistics providers. TEG’s integrated compliance and payment systems make it seamless for 3PLs to access our all-electric services, enabling them to significantly reduce supply chain emissions while moving closer to their sustainability goals. With electric vans saving up to 260g of CO₂eq per kilometre, this partnership unlocks substantial carbon savings across TEG’s network.”

Technology-enabled collaboration

TEG’s platform eliminates traditional barriers to carrier collaboration by providing instant compliance verification, automated onboarding, and integrated payment solutions. The partnership with HIVED exemplifies how technology can accelerate adoption of sustainable transport solutions.

Lyall Cresswell, founder & CEO of TEG, said: “As the logistics industry faces mounting pressure to decarbonise, partnerships like this demonstrate how technology platforms can accelerate the transition to sustainable transport. By making it effortless for 3PLs to access HIVED’s fully electric network, we’re removing the friction that traditionally slows adoption of innovative, sustainable solutions.”

The new partnership comes as both companies experience rapid growth. HIVED’s rapid expansion has seen it become recognised as one of the fastest-growing startups in Europe, whilst TEG supports over 9,000 businesses and manages 2.5 million loads annually.

  • Sustainability Technology

Author

Dan Brightmore

Published

24 July 2025

Estimated Read time

2Mins

Read in brochure format

Accenture is helping SSEN Transmission manage hundreds of infrastructure projects vital to achieving the UK’s Net Zero ambition. Effective delivery…

Accenture is helping SSEN Transmission manage hundreds of infrastructure projects vital to achieving the UK’s Net Zero ambition. Effective delivery required addressing fragmented data and disconnected tools that can slow the flow of information between systems. SSEN Transmission sought a partner to help reshape its approach for data-driven execution on capital projects.

Meeting the Digital Challenge with Accenture

SSEN Transmission partnered with Accenture to embrace automation and digitisation in response to increasing project demands, a challenge reflected across the wider Capital Projects sector. Through the adoption of BIM (Building Information Modelling) and the implementation of Integrated Project Management (IPM), which was developed with Oracle and Microsoft, this collaboration laid the groundwork for more connected ways of working and continues to promote transformation across the organisation.

Key Benefits Delivered

Accenture supported with IPM (Integrated Project Management) and Building Information Modelling (BIM) customised to meet specific needs and achieve key goals: 

  • Digitise processes for a single unified environment
  • Unify data for a standardised and trusted source of truth
  • Create a scalable platform for delivering capital projects

“With a unified real-time view of project data, SSEN Transmission has improved efficiency and strengthened collaboration across internal teams and with external partners. This allows for more time focused on higher value insight-led work, supporting better outcomes, faster decisions and much more agile delivery”

Huda As’ad, Managing Director, Capital Projects & Infrastructure, UKI

Building for the Future

More than a solutions provider, Accenture helps with strategy and issupporting SSEN Transmission’s continued focus on refining best practice for smooth project delivery. The partnership is helping to evolve ways of working and strengthening the digital foundation for future readiness.

“Our collaboration is built on a strong digital foundation that can scale with SSEN Transmission’s growing needs. By unifying systems, data, and process, we are enabling the faster adoption of new capabilities and supporting the shift towards a fully data-driven capital project delivery”

Nithin Vijay, Managing Director, Industry X – Capital Projects & Infrastructure

Accenture: A Partner for the Journey

Transformation is a journey that begins with the right foundation across people, data and process. It also requires a digital partner that brings together the best of industry experience, process excellence and technology to:

  • Develop a clear, actionable strategy for digital and data transformation
  • Embed industry best practices to optimise processes and drive continuous improvement
  • Enable smarter, more consistent delivery aligned to a long-term vision, from strategy through to execution

And that’s where Accenture makes its mark, helping clients navigate the journey with confidence.

Learn more about how Accenture is supporting SSEN Transmission on its digitisation journey with Huda As’ad, Managing Director, Capital Projects & Infrastructure, UKI and Nithin Vijay, Managing Director, Industry X – Capital Projects & Infrastructure

  • Digital Strategy
  • Infrastructure & Cloud
  • Sustainability Technology

Author

Andrew Woods

Published

23 July 2024

Estimated Read time

3Mins

Shelley Salomon, VP of Global Business, Amazon Business, discusses her company’s commitment to fostering gender diversity in procurement.

Procurement’s gender imbalance isn’t new.

Traditionally, the function was regarded as a male-dominated profession. But change is afoot, in more ways than one. While a digital transformation amidst technological innovation is well-publicised, another evolution is underway within the workforce.

Gender diversity has become an important component of many company strategies globally. While progress to encourage more women into procurement has already started. There still remains an imbalance, particularly among those holding leadership positions. With current statistics suggesting around one in four leadership positions are held by women, there is still room for improvement.

So, is progress happening quickly enough? Shelley Salomon, VP of Global Business at Amazon Business, discusses her organisation’s commitment to fostering gender diversity and how women can reach parity in procurement. 

In your opinion, where is procurement today in terms of women’s representation in 2024?

Shelley Salomon: “Women’s representation in procurement has seen progress these past few years, but there remains room for further improvement. Gartner’s data shows that women comprise 41% of the supply chain workforce. It’s encouraging to see greater gender diversity within the industry.

“While these statistics are encouraging, they also highlight ongoing challenges. Particularly at the leadership level. Only 25% of leadership roles are held by women. This disparity underscores the need for sustained efforts to promote gender diversity and support women’s ascension to senior positions within procurement.

“My perspective on this trend is one of cautious optimism. The progress we see is promising, reflecting a growing recognition of women’s unique contributions to procurement roles. Diverse perspectives and gender equity are vital for effective decision-making and problem-solving. Additionally, multiple credible studies show that companies with the greatest gender balance in the C-suite are likelier to achieve above average financial results. However, much work must be done to ensure these advancements translate into lasting change.”

While progress to encourage more women into the workforce seems to be underway, there is still a major disparity in the number of women leaders in procurement. What is the best way to go about rectifying this? 

Shelley Salomon: “I believe there’s a significant opportunity to welcome more women into procurement leadership roles. By establishing robust mentorship and sponsorship programmes, organisations can provide invaluable guidance, support, and networking opportunities. Thus empowering women to thrive in their careers and gain visibility within the organisation. Investing in inclusive leadership development programmes is essential. These initiatives focus on building inclusive skills and readiness for leadership roles, continuing to foster a more inclusive and dynamic workforce.

“In my opinion, implementing inclusive hiring practices that actively promote gender diversity, such as using diverse hiring panels and conducting blind recruitment processes, is essential to minimising biases. 

“Lastly, setting clear, measurable goals for increasing the number of women procurement leaders and regularly reporting on progress to hold leadership teams accountable can drive meaningful change. By taking these proactive steps, organisations can create a more equitable environment that supports the advancement of women into leadership roles within procurement.”

Read the full story here!


Author

Andrew Woods

Published

16 July 2024

Estimated Read time

4Mins

Businesses have been forced to navigate and adapt to these challenges to ensure continuity, limit interruption and reduce risk

From Brexit to the pandemic and the current geopolitical conflict, the supply chain industry has faced a flood of challenges in recent years. This has caused disruption to supply chains. Businesses have been forced to navigate and adapt to these challenges to ensure continuity, limit interruption and reduce risk. 

Alice Strevens, Director Human Rights and Social Impact, Mazars 

As part of this, it’s increasingly important for businesses to ensure they have robust human rights due diligence processes in place. These processes support companies in their decision-making during crises, and help them identify risks in their supply chains. This ultimately protects them in both stable and unstable times. 

Human rights and environmental due diligence provides a basis on which to address environmental, social and governance issues that impact supply chain resilience. Companies that respond to crises with an approach based on due diligence are more likely to protect their relationships with suppliers. Plus, they get to mitigate the impact on workers in their value chain. An example of this is during the Covid-19 pandemic. Many companies saw buyers abruptly cancel orders, request refunds in full and pause orders for months. With many suppliers facing reduced sales at the time, it led to questions as to whether businesses were working alongside suppliers. Or taking advantage of the circumstances to get reduced costs. 

It’s important to learn from these lessons to build strong sustainable supply chain strategies. This will help businesses remain resilient both in stable times. And in the face of significant events. There isn’t a perfect formula. However, the concept of double materiality (i.e. considering sustainability matters from both the perspective of the impact on people and the environment, and the perspective of the financial risks and opportunities to the business) is helping businesses to assess sustainability-related risk strategically.  

Supplier engagement will ensure long-term success 

Building a sustainable supply chain for the long-term requires engagement and collaboration with supply chain partners. Long-term relationships can provide a basis to share challenging risks and impacts transparently. Human rights and environmental due diligence foregrounds the importance of engagement and collaboration to mitigate identified risks and build resilience. 

The responsible supply chain strategy should be integrated into the overarching sourcing strategy and supplier engagement approach. Delivery against the strategy should be built into performance targets and incentives. Regular reviews of impacts, targets and KPIs should be conducted at board level. Making use of the latest technological developments, including assessing their risk for social/environmental concerns and measuring and tracking performance. This will help companies stay ahead and be prepared in their processes. 

An evolving regulatory landscape calls for preparedness 

Another important point to keep in mind is the legislative landscape. This is especially pertinent in the EU, as the rules will make previous voluntary standards now mandatory and will impact large companies. This includes those in their supply chain, including in the UK. 

Companies should therefore look to base their strategies on the authoritative voluntary frameworks on conducting human rights and environmental due diligence. Primarily the UN Guiding Principles on Business and Human Rights and the OECD Guidelines for Multinational Enterprises on Responsible Business Conduct. This will set them up for meeting legislative requirements down the line. For example, Mazars and Shift co-wrote the UNGP Reporting Framework, which provides a framework for companies to adopt responsible practices, and manage human rights risks. 

The future of supply chain is now 

Ultimately, companies and suppliers should work together to ensure collaboration and a robust strategy which takes all parties into consideration. Listening to feedback and promoting good communication between stakeholders will ensure smooth sailing during the business-as-usual times. And the more tumultuous periods. 

Implementing long-lasting strategies and creating resilience to risks will increase business’ market access and promote their financial value. Thus ensuring that they deliver quality goods and gain loyalty among suppliers. 

Read the full issue of SCS here!

Author

Dan Brightmore

Published

12 October 2023

Estimated Read time

2Mins

Read in brochure format

Nigel Greatorex, Global Industry Manager at ABB, on how digital technologies can support decarbonisation and net zero goals

Nigel Greatorex is the Global Industry Manager for Carbon Capture and Storage (CCS) at ABB Energy Industries. He explains how digital technologies can play a critical role in the transition to a low carbon world by enabling global emissions reductions. Furthermore, he highlights the role of CCS and how challenges can be overcome through digitalisation.

Meeting our global decarbonisation goals is arguably the most pressing challenge facing humanity. Moreover, solving this requires concerted global action. However, there is no silver bullet to the global warming crisis. The solution requires a mix of investment, legislation and, importantly, innovative digital technologies.

Decarbonisation digital technologies

It’s widely recognised decarbonisation is essential to achieving net zero emissions by 2050. Decarbonisation technology is becoming an increasingly important, rapidly growing market. It is especially relevant for heavy industries – such as chemicals, cement and steel. These account for 70 percent of industrial CO2 emissions; equal to approximately six billion tons annually.

CCS digital technologies are increasingly seen as key to helping industries decarbonise their operations. Reaching our net zero targets requires industry uptake of CCS to grow 120-fold by 2050, according to analysis from McKinsey & Company. Indeed, if successful, it could be responsible for reducing CO2 emissions from the industrial sector by 45 percent.

A Digital Twin solution

ABB and Pace CCS joined forces to deliver a digital twin solution. It reduces the cost of integrating CCS into new and existing industrial operations. Simulating the design stage and test scenarios to deliver proof of concept gives customers peace of mind. Indeed, system designs need to be fit for purpose. Also, it demonstrates the smooth transition into CCS operations. Additionally, the digital twin models the full value chain of a CCS system.

Read the full story here

  • Sustainability Technology