Author: sHq_LoGiNz

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

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

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

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

The Mismatch Slowing Canada Down

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

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

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

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

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

Why Inland Connectivity Is a Strategic Priority

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

That effort requires more than strong marine gateways.

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

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

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

A More Sustainable Way to Move Trade

There’s also a sustainability dimension to this conversation.

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

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

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

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

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

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

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

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

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

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

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

The Mismatch Slowing Canada Down

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

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

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

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

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

Why Inland Connectivity Is a Strategic Priority

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

That effort requires more than strong marine gateways.

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

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

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

A More Sustainable Way to Move Trade

There’s also a sustainability dimension to this conversation.

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

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

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

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

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

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

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

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

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

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

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

The Mismatch Slowing Canada Down

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

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

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

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

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

Why Inland Connectivity Is a Strategic Priority

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

That effort requires more than strong marine gateways.

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

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

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

A More Sustainable Way to Move Trade

There’s also a sustainability dimension to this conversation.

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

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

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

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

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

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

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

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

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

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

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

The Mismatch Slowing Canada Down

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

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

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

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

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

Why Inland Connectivity Is a Strategic Priority

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

That effort requires more than strong marine gateways.

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

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

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

A More Sustainable Way to Move Trade

There’s also a sustainability dimension to this conversation.

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

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

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

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

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

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

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

By James Pennington, Global Sustainability Services Director, Lenovo

Sustainability continues to be listed among the top priorities for global business leaders, and spending on it is increasing. But is it always clear how businesses can plan, deliver, and measure the positive impact that they aim for?

Getting sustainability right isn’t easy. Environmental impact is shaped by thousands – maybe millions – of decisions made across the IT lifecycle. This is from how devices are designed and manufactured to how they’re used, repaired and eventually recovered. When those decisions are disconnected and disjointed, progress can end up being slow and hard to measure.

That’s why Lenovo’s circular economy strategy is structured around the R.E.A.L. Framework, an operating model that connects design, materials, business models, and lifecycle data into a single system.

R.E.A.L. stands for:

• Responsible Design – Embedding circularity into product architecture from the outset, ensuring durability, repairability, and lifecycle value are engineered in.
• Ethical Materials – Scaling recycled and renewable inputs to reduce reliance on virgin resources.
• Accountable Models – Aligning incentives with longevity and recovery through service-based and lifecycle-driven offerings.
• Lifecycle Intelligence – Using component-level data and advanced analytics to measure, compare, and optimize environmental impact before products are built.

Together, these pillars move circularity from aspiration to execution – ensuring that sustainability decisions are intentional, measurable, and economically aligned across the full IT lifecycle.

Addressing environmental impact at the start of the journey

The first step towards turning sustainability ambition into action is realizing that the environmental footprint of IT is determined long before a device reaches a customer. Overproduction, excess inventory, inefficient logistics and misidentified parts can quietly drive waste and emissions at scale. To tackle this, Lenovo has been transforming its global supply chain using AI and advanced technologies that allow better decisions earlier in the process.

At the core is our Planning Decision Center (PDC), which is an AI-driven forecasting ecosystem that replaces reactive, historical planning with real-time insight. This means businesses can anticipate demand more accurately. PDC reduces excess and obsolete inventory, unnecessary inter-warehouse transfers and overproduction.

Alongside this, Lenovo’s AI Sub System improves parts identification accuracy, which makes sure that the right component reaches the right device the first time. Ultimately, this reduces returns, extra shipments and waste.

Advanced technologies such as AR/VR are also helping cut emissions during service and logistics. AR/VR self-repair guidance enables many repairs to be completed remotely, avoiding engineer travel and saving time and money with transportation. Then we also have Smart Packaging which uses AI to optimize carton configuration, reducing packaging materials usage by over 35% and related carbon emissions by 50,000 kgs.

Rethinking how organizations consume and manage IT

Even with a more efficient supply chain, the way organizations procure and manage devices has a significant impact on sustainability. Traditional ownership models often lead to over-purchasing, short refresh cycles and fragmented end-of-life processes.

Last year, we launched Lenovo TruScale Device as a Service (DaaS) for Sustainability which was designed to address this challenge by rethinking the relationship between organizations and their technology. Instead of buying devices outright, customers subscribe to technology through a flexible, pay-as-you-go model.

Lenovo manages deployment, support, maintenance and responsible end-of-life recovery, shifting lifecycle responsibility away from customers and embedding sustainability into every stage.

What makes TruScale DaaS for Sustainability different is its modular sustainability stack. Customers can combine services such as carbon tracking through the Carbon Impact Portal, Lenovo Certified Refurbished devices, CO₂ Offset Services, and Asset Recovery Services into bundles aligned to their specific sustainability goals.

Customers adopting as a service models have seen up to 35% reductions in device-related IT costs and meaningful progress toward both financial and environmental targets.

Turning IT end-of-life into a circular advantage

The final stage of the IT lifecycle is often where sustainability efforts break down. Device retirement. This can be fragmented, manual and compliance-heavy, leading to premature disposal and data risk.

Lenovo Asset Recovery Services (ARS) addresses this head-on. Operating across 49 markets globally, ARS provides a brand-agnostic, end-to-end recovery service covering logistics, certified data erasure, refurbishment, recycling and transparent reporting.

Since 2020, Lenovo has helped customers reuse or recycle more than 94,000 metric tons of IT equipment, with 71% of collected devices refurbished or reused for parts.

Recent innovations have made ARS even more impactful. Prepaid ARS credits allow organizations to plan circularity in advance, rather than reacting to decommissioning need. The Intelligent Asset Manager within Lenovo Service Connect replaces manual spreadsheets with real-time visibility, allowing customers to track assets, schedule pickups and access compliance and impact reports instantly.

Together, these capabilities turn IT end-of-life from a risk and cost center into a strategic contributor to sustainability and value recovery.

Built upon R.E.A.L, recognized by SEAL

The measurable impact, driven by our R.E.A.L approach to sustainability, has led to Lenovo recently be recognized at the SEAL Business Awards 2026. We were honored across three categories: Environmental Initiatives (Lenovo’s AI and advanced technology powering the supply chain), Sustainable Innovation (Lenovo TruScale Device as a Service for Sustainability) and Sustainable Service (Lenovo Asset Recovery Services).

Lenovo was pleased to be listed among other reputable honorees ranging from global infrastructure and industrial leaders to fast-growing climate and sustainability innovators.

The challenges facing businesses are only intensifying. However, through Lenovo’s supply chain intelligence and IT circularity services, organizations can turn sustainability ambition into measurable action.

For more information about Lenovo Sustainability Solutions, visit:
https://www.lenovo.com/us/en/solutions/sustainability-solutions/

By James Pennington, Global Sustainability Services Director, Lenovo

Sustainability continues to be listed among the top priorities for global business leaders, and spending on it is increasing. But is it always clear how businesses can plan, deliver, and measure the positive impact that they aim for?

Getting sustainability right isn’t easy. Environmental impact is shaped by thousands – maybe millions – of decisions made across the IT lifecycle. This is from how devices are designed and manufactured to how they’re used, repaired and eventually recovered. When those decisions are disconnected and disjointed, progress can end up being slow and hard to measure.

That’s why Lenovo’s circular economy strategy is structured around the R.E.A.L. Framework, an operating model that connects design, materials, business models, and lifecycle data into a single system.

R.E.A.L. stands for:

• Responsible Design – Embedding circularity into product architecture from the outset, ensuring durability, repairability, and lifecycle value are engineered in.
• Ethical Materials – Scaling recycled and renewable inputs to reduce reliance on virgin resources.
• Accountable Models – Aligning incentives with longevity and recovery through service-based and lifecycle-driven offerings.
• Lifecycle Intelligence – Using component-level data and advanced analytics to measure, compare, and optimize environmental impact before products are built.

Together, these pillars move circularity from aspiration to execution – ensuring that sustainability decisions are intentional, measurable, and economically aligned across the full IT lifecycle.

Addressing environmental impact at the start of the journey

The first step towards turning sustainability ambition into action is realizing that the environmental footprint of IT is determined long before a device reaches a customer. Overproduction, excess inventory, inefficient logistics and misidentified parts can quietly drive waste and emissions at scale. To tackle this, Lenovo has been transforming its global supply chain using AI and advanced technologies that allow better decisions earlier in the process.

At the core is our Planning Decision Center (PDC), which is an AI-driven forecasting ecosystem that replaces reactive, historical planning with real-time insight. This means businesses can anticipate demand more accurately. PDC reduces excess and obsolete inventory, unnecessary inter-warehouse transfers and overproduction.

Alongside this, Lenovo’s AI Sub System improves parts identification accuracy, which makes sure that the right component reaches the right device the first time. Ultimately, this reduces returns, extra shipments and waste.

Advanced technologies such as AR/VR are also helping cut emissions during service and logistics. AR/VR self-repair guidance enables many repairs to be completed remotely, avoiding engineer travel and saving time and money with transportation. Then we also have Smart Packaging which uses AI to optimize carton configuration, reducing packaging materials usage by over 35% and related carbon emissions by 50,000 kgs.

Rethinking how organizations consume and manage IT

Even with a more efficient supply chain, the way organizations procure and manage devices has a significant impact on sustainability. Traditional ownership models often lead to over-purchasing, short refresh cycles and fragmented end-of-life processes.

Last year, we launched Lenovo TruScale Device as a Service (DaaS) for Sustainability which was designed to address this challenge by rethinking the relationship between organizations and their technology. Instead of buying devices outright, customers subscribe to technology through a flexible, pay-as-you-go model.

Lenovo manages deployment, support, maintenance and responsible end-of-life recovery, shifting lifecycle responsibility away from customers and embedding sustainability into every stage.

What makes TruScale DaaS for Sustainability different is its modular sustainability stack. Customers can combine services such as carbon tracking through the Carbon Impact Portal, Lenovo Certified Refurbished devices, CO₂ Offset Services, and Asset Recovery Services into bundles aligned to their specific sustainability goals.

Customers adopting as a service models have seen up to 35% reductions in device-related IT costs and meaningful progress toward both financial and environmental targets.

Turning IT end-of-life into a circular advantage

The final stage of the IT lifecycle is often where sustainability efforts break down. Device retirement. This can be fragmented, manual and compliance-heavy, leading to premature disposal and data risk.

Lenovo Asset Recovery Services (ARS) addresses this head-on. Operating across 49 markets globally, ARS provides a brand-agnostic, end-to-end recovery service covering logistics, certified data erasure, refurbishment, recycling and transparent reporting.

Since 2020, Lenovo has helped customers reuse or recycle more than 94,000 metric tons of IT equipment, with 71% of collected devices refurbished or reused for parts.

Recent innovations have made ARS even more impactful. Prepaid ARS credits allow organizations to plan circularity in advance, rather than reacting to decommissioning need. The Intelligent Asset Manager within Lenovo Service Connect replaces manual spreadsheets with real-time visibility, allowing customers to track assets, schedule pickups and access compliance and impact reports instantly.

Together, these capabilities turn IT end-of-life from a risk and cost center into a strategic contributor to sustainability and value recovery.

Built upon R.E.A.L, recognized by SEAL

The measurable impact, driven by our R.E.A.L approach to sustainability, has led to Lenovo recently be recognized at the SEAL Business Awards 2026. We were honored across three categories: Environmental Initiatives (Lenovo’s AI and advanced technology powering the supply chain), Sustainable Innovation (Lenovo TruScale Device as a Service for Sustainability) and Sustainable Service (Lenovo Asset Recovery Services).

Lenovo was pleased to be listed among other reputable honorees ranging from global infrastructure and industrial leaders to fast-growing climate and sustainability innovators.

The challenges facing businesses are only intensifying. However, through Lenovo’s supply chain intelligence and IT circularity services, organizations can turn sustainability ambition into measurable action.

For more information about Lenovo Sustainability Solutions, visit:
https://www.lenovo.com/us/en/solutions/sustainability-solutions/

By James Pennington, Global Sustainability Services Director, Lenovo

Sustainability continues to be listed among the top priorities for global business leaders, and spending on it is increasing. But is it always clear how businesses can plan, deliver, and measure the positive impact that they aim for?

Getting sustainability right isn’t easy. Environmental impact is shaped by thousands – maybe millions – of decisions made across the IT lifecycle. This is from how devices are designed and manufactured to how they’re used, repaired and eventually recovered. When those decisions are disconnected and disjointed, progress can end up being slow and hard to measure.

That’s why Lenovo’s circular economy strategy is structured around the R.E.A.L. Framework, an operating model that connects design, materials, business models, and lifecycle data into a single system.

R.E.A.L. stands for:

• Responsible Design – Embedding circularity into product architecture from the outset, ensuring durability, repairability, and lifecycle value are engineered in.
• Ethical Materials – Scaling recycled and renewable inputs to reduce reliance on virgin resources.
• Accountable Models – Aligning incentives with longevity and recovery through service-based and lifecycle-driven offerings.
• Lifecycle Intelligence – Using component-level data and advanced analytics to measure, compare, and optimize environmental impact before products are built.

Together, these pillars move circularity from aspiration to execution – ensuring that sustainability decisions are intentional, measurable, and economically aligned across the full IT lifecycle.

Addressing environmental impact at the start of the journey

The first step towards turning sustainability ambition into action is realizing that the environmental footprint of IT is determined long before a device reaches a customer. Overproduction, excess inventory, inefficient logistics and misidentified parts can quietly drive waste and emissions at scale. To tackle this, Lenovo has been transforming its global supply chain using AI and advanced technologies that allow better decisions earlier in the process.

At the core is our Planning Decision Center (PDC), which is an AI-driven forecasting ecosystem that replaces reactive, historical planning with real-time insight. This means businesses can anticipate demand more accurately. PDC reduces excess and obsolete inventory, unnecessary inter-warehouse transfers and overproduction.

Alongside this, Lenovo’s AI Sub System improves parts identification accuracy, which makes sure that the right component reaches the right device the first time. Ultimately, this reduces returns, extra shipments and waste.

Advanced technologies such as AR/VR are also helping cut emissions during service and logistics. AR/VR self-repair guidance enables many repairs to be completed remotely, avoiding engineer travel and saving time and money with transportation. Then we also have Smart Packaging which uses AI to optimize carton configuration, reducing packaging materials usage by over 35% and related carbon emissions by 50,000 kgs.

Rethinking how organizations consume and manage IT

Even with a more efficient supply chain, the way organizations procure and manage devices has a significant impact on sustainability. Traditional ownership models often lead to over-purchasing, short refresh cycles and fragmented end-of-life processes.

Last year, we launched Lenovo TruScale Device as a Service (DaaS) for Sustainability which was designed to address this challenge by rethinking the relationship between organizations and their technology. Instead of buying devices outright, customers subscribe to technology through a flexible, pay-as-you-go model.

Lenovo manages deployment, support, maintenance and responsible end-of-life recovery, shifting lifecycle responsibility away from customers and embedding sustainability into every stage.

What makes TruScale DaaS for Sustainability different is its modular sustainability stack. Customers can combine services such as carbon tracking through the Carbon Impact Portal, Lenovo Certified Refurbished devices, CO₂ Offset Services, and Asset Recovery Services into bundles aligned to their specific sustainability goals.

Customers adopting as a service models have seen up to 35% reductions in device-related IT costs and meaningful progress toward both financial and environmental targets.

Turning IT end-of-life into a circular advantage

The final stage of the IT lifecycle is often where sustainability efforts break down. Device retirement. This can be fragmented, manual and compliance-heavy, leading to premature disposal and data risk.

Lenovo Asset Recovery Services (ARS) addresses this head-on. Operating across 49 markets globally, ARS provides a brand-agnostic, end-to-end recovery service covering logistics, certified data erasure, refurbishment, recycling and transparent reporting.

Since 2020, Lenovo has helped customers reuse or recycle more than 94,000 metric tons of IT equipment, with 71% of collected devices refurbished or reused for parts.

Recent innovations have made ARS even more impactful. Prepaid ARS credits allow organizations to plan circularity in advance, rather than reacting to decommissioning need. The Intelligent Asset Manager within Lenovo Service Connect replaces manual spreadsheets with real-time visibility, allowing customers to track assets, schedule pickups and access compliance and impact reports instantly.

Together, these capabilities turn IT end-of-life from a risk and cost center into a strategic contributor to sustainability and value recovery.

Built upon R.E.A.L, recognized by SEAL

The measurable impact, driven by our R.E.A.L approach to sustainability, has led to Lenovo recently be recognized at the SEAL Business Awards 2026. We were honored across three categories: Environmental Initiatives (Lenovo’s AI and advanced technology powering the supply chain), Sustainable Innovation (Lenovo TruScale Device as a Service for Sustainability) and Sustainable Service (Lenovo Asset Recovery Services).

Lenovo was pleased to be listed among other reputable honorees ranging from global infrastructure and industrial leaders to fast-growing climate and sustainability innovators.

The challenges facing businesses are only intensifying. However, through Lenovo’s supply chain intelligence and IT circularity services, organizations can turn sustainability ambition into measurable action.

For more information about Lenovo Sustainability Solutions, visit:
https://www.lenovo.com/us/en/solutions/sustainability-solutions/

By James Pennington, Global Sustainability Services Director, Lenovo

Sustainability continues to be listed among the top priorities for global business leaders, and spending on it is increasing. But is it always clear how businesses can plan, deliver, and measure the positive impact that they aim for?

Getting sustainability right isn’t easy. Environmental impact is shaped by thousands – maybe millions – of decisions made across the IT lifecycle. This is from how devices are designed and manufactured to how they’re used, repaired and eventually recovered. When those decisions are disconnected and disjointed, progress can end up being slow and hard to measure.

That’s why Lenovo’s circular economy strategy is structured around the R.E.A.L. Framework, an operating model that connects design, materials, business models, and lifecycle data into a single system.

R.E.A.L. stands for:

• Responsible Design – Embedding circularity into product architecture from the outset, ensuring durability, repairability, and lifecycle value are engineered in.
• Ethical Materials – Scaling recycled and renewable inputs to reduce reliance on virgin resources.
• Accountable Models – Aligning incentives with longevity and recovery through service-based and lifecycle-driven offerings.
• Lifecycle Intelligence – Using component-level data and advanced analytics to measure, compare, and optimize environmental impact before products are built.

Together, these pillars move circularity from aspiration to execution – ensuring that sustainability decisions are intentional, measurable, and economically aligned across the full IT lifecycle.

Addressing environmental impact at the start of the journey

The first step towards turning sustainability ambition into action is realizing that the environmental footprint of IT is determined long before a device reaches a customer. Overproduction, excess inventory, inefficient logistics and misidentified parts can quietly drive waste and emissions at scale. To tackle this, Lenovo has been transforming its global supply chain using AI and advanced technologies that allow better decisions earlier in the process.

At the core is our Planning Decision Center (PDC), which is an AI-driven forecasting ecosystem that replaces reactive, historical planning with real-time insight. This means businesses can anticipate demand more accurately. PDC reduces excess and obsolete inventory, unnecessary inter-warehouse transfers and overproduction.

Alongside this, Lenovo’s AI Sub System improves parts identification accuracy, which makes sure that the right component reaches the right device the first time. Ultimately, this reduces returns, extra shipments and waste.

Advanced technologies such as AR/VR are also helping cut emissions during service and logistics. AR/VR self-repair guidance enables many repairs to be completed remotely, avoiding engineer travel and saving time and money with transportation. Then we also have Smart Packaging which uses AI to optimize carton configuration, reducing packaging materials usage by over 35% and related carbon emissions by 50,000 kgs.

Rethinking how organizations consume and manage IT

Even with a more efficient supply chain, the way organizations procure and manage devices has a significant impact on sustainability. Traditional ownership models often lead to over-purchasing, short refresh cycles and fragmented end-of-life processes.

Last year, we launched Lenovo TruScale Device as a Service (DaaS) for Sustainability which was designed to address this challenge by rethinking the relationship between organizations and their technology. Instead of buying devices outright, customers subscribe to technology through a flexible, pay-as-you-go model.

Lenovo manages deployment, support, maintenance and responsible end-of-life recovery, shifting lifecycle responsibility away from customers and embedding sustainability into every stage.

What makes TruScale DaaS for Sustainability different is its modular sustainability stack. Customers can combine services such as carbon tracking through the Carbon Impact Portal, Lenovo Certified Refurbished devices, CO₂ Offset Services, and Asset Recovery Services into bundles aligned to their specific sustainability goals.

Customers adopting as a service models have seen up to 35% reductions in device-related IT costs and meaningful progress toward both financial and environmental targets.

Turning IT end-of-life into a circular advantage

The final stage of the IT lifecycle is often where sustainability efforts break down. Device retirement. This can be fragmented, manual and compliance-heavy, leading to premature disposal and data risk.

Lenovo Asset Recovery Services (ARS) addresses this head-on. Operating across 49 markets globally, ARS provides a brand-agnostic, end-to-end recovery service covering logistics, certified data erasure, refurbishment, recycling and transparent reporting.

Since 2020, Lenovo has helped customers reuse or recycle more than 94,000 metric tons of IT equipment, with 71% of collected devices refurbished or reused for parts.

Recent innovations have made ARS even more impactful. Prepaid ARS credits allow organizations to plan circularity in advance, rather than reacting to decommissioning need. The Intelligent Asset Manager within Lenovo Service Connect replaces manual spreadsheets with real-time visibility, allowing customers to track assets, schedule pickups and access compliance and impact reports instantly.

Together, these capabilities turn IT end-of-life from a risk and cost center into a strategic contributor to sustainability and value recovery.

Built upon R.E.A.L, recognized by SEAL

The measurable impact, driven by our R.E.A.L approach to sustainability, has led to Lenovo recently be recognized at the SEAL Business Awards 2026. We were honored across three categories: Environmental Initiatives (Lenovo’s AI and advanced technology powering the supply chain), Sustainable Innovation (Lenovo TruScale Device as a Service for Sustainability) and Sustainable Service (Lenovo Asset Recovery Services).

Lenovo was pleased to be listed among other reputable honorees ranging from global infrastructure and industrial leaders to fast-growing climate and sustainability innovators.

The challenges facing businesses are only intensifying. However, through Lenovo’s supply chain intelligence and IT circularity services, organizations can turn sustainability ambition into measurable action.

For more information about Lenovo Sustainability Solutions, visit:
https://www.lenovo.com/us/en/solutions/sustainability-solutions/

SEATTLE, March 5, 2026 /3BL/ – KeyBank has officially broken ground on a new full‑service branch in Black Diamond, Washington. Located at 32500 Main Street, the state‑of‑the‑art branch will serve residents of Black Diamond and neighboring communities. The branch is scheduled to open this fall.

“KeyBank is excited about the opportunity this new branch provides for us to become an integral part of the Black Diamond community,” said Brian Marlow, KeyBank’s Washington State Market President. “This investment reflects our continued commitment to the region. We look forward to building and deepening financial relationships with our neighbors, clients, and community partners as we grow together.”

In addition to comprehensive banking services, this new state-of-the-art branch offers full-service banking capabilities including touch screen monitors to enhance client experience. This branch features a modern floor plan, drive-up teller line, ATM and free parking. Long-time banker Anna Ripich is serving as branch manager at the new location.

“KeyBank’s new Black Diamond branch is uniquely designed to provide a more personal and consultative banking experience, giving clients improved access to our full suite of products and services,” said Ripich. “Our team is excited to welcome clients to this new space and support them on their financial journey.”

In addition to serving individuals and families, the new branch will support local businesses seeking to start, expand, or invest within the growing Black Diamond area, while also offering comprehensive wealth planning resources to help them build long‑term financial stability.

ABOUT KEYBANK
KeyCorp’s roots trace back more than 200 years to Albany, New York. Headquartered in Cleveland, Ohio, Key is one of the nation’s largest bank-based financial services companies, with assets of approximately $184 billion at December 31, 2025. Key provides deposit, lending, cash management, and investment services to individuals and businesses in 15 states under the name KeyBank National Association through a network of approximately 950 branches and approximately 1,200 ATMs. Key also provides a broad range of sophisticated corporate and investment banking products, such as merger and acquisition advice, public and private debt and equity, syndications and derivatives to middle market companies in selected industries throughout the United States under the KeyBanc Capital Markets trade name. For more information, visit https://www.key.com/. KeyBank Member FDIC. CFMA #260223-4119728