The Class 99s can run on both electricity and renewable fuels, offering customers the most sustainable freight solution on the market and halving carbon emissions. These new locomotives, which were manufactured by Stadler in Valencia, will move a vast range of consumable goods and materials across the country. They will support critical projects and stock shops nationwide.

GB Railfreight transports goods across the country including materials for house building, aviation fuel to airports, clothes, white goods, wine and materials used to heat homes – all of which play a significant role in driving the UK economy.

Lord Hendy of Richmond Hill, Minister of State for Rail, said of the Class 99: “Major private sector investments like this £150 million commitment to revolutionary Class 99 trains, demonstrate the confidence the rail freight industry has in its future under this Government. With robust protections for fair network access and ambitious growth targets a part of our plans for Great British Railways, we’re ensuring the rail freight sector has what it needs to thrive so it can continue removing thousands of HGVs from our roads whilst delivering huge economic benefits across the country. I look forward to seeing the Class 99s entering commercial service later this year and seeing the transformative impact they’ll have in decarbonising our rail network.”

John Smith, CEO of GBRf, said: “The Class 99 locomotives set a new benchmark for performance and sustainability in UK rail freight. With hybrid capability, these locomotives provide the resilience and flexibility our customers need to meet today’s demands and tomorrow’s standards while supporting the UK’s drive towards net zero.”

Ben Fletcher, Chief Operating Officer of Make UK, said: “A modern and efficient rail network is the hallmark of an advanced economy and will be crucial to boosting growth whilst, at the same time, helping accelerate the decarbonisation of our economy and a substantial reduction in road transport emissions. Manufacturers are keen to make greater use of rail logistics and new freight technologies such as the Class 99 will make a critical contribution to cleaner, faster and more efficient supply chain movement.”

The Class 99s are designed to power the future of freight. By running on electric lines where available and switching seamlessly to renewable fuels elsewhere, the Class 99s ensure that goods arrive at their destination sooner and more reliably, all whilst dramatically reducing the industry’s carbon footprint.

Rail freight plays a vital role in the UK economy, contributing £2.5 billion annually – with 90% of the social and economic benefits felt outside London and the South East. Each freight train removes up to 129 HGVs from Britain’s roads, reducing congestion, improving road safety, and cutting emissions. The arrival of the Class 99 will support even greater regional growth while easing pressure on the nation’s transport infrastructure.

Key features of the Class 99s include:
• Hybrid Power: Operates on both electricity and renewable fuels for maximum flexibility and minimal emissions.
• Enhanced Performance: Delivers faster acceleration, reduced downtime, and increased productivity.
• Sustainability-Driven: Sets a new standard for green rail freight, supporting customers to meet their sustainability targets and lead the race to zero emissions.

The launch event at GBRf’s Peterborough HQ brings together industry leaders, customers, and stakeholders to witness the arrival of a new era in sustainable transport. “With the Class 99, we’re not just keeping pace with a changing network – we’re shaping its future,” added John Smith. “This is the cleanest, greenest, and fastest way yet to move freight by rail in the UK.”

Once testing is complete, the new locomotives will enter commercial service this winter.

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Building on a leading position in Europe, the potential transaction would enable Walden Health to accelerate its growth, expand its international reach, and enhance its service by benefitting from Yusen Logistics Group’s global network and integrated logistics capabilities.

Shared Vision for Healthcare Logistics

Founded in 1951, Walden has since been at focused on pharmaceutical and healthcare market trends, with an offering of a wide range of value-added services tailored to clients’ needs. Walden has grown from a French to a pan-European operator through a successful combination of organic growth and acquisitions, having notably acquired Movianto from Owens and Minor in 2020. As the healthcare logistics market becomes increasingly global, the proposed transaction would ensure that Walden Health is best positioned as it enters its next phase of growth, involving:

• Expansion of its footprint beyond Europe
• Building on Yusen Logistics Group’s global infrastructure and digital capabilities to enhance service quality and resilience
• Continued investment in sustainable, compliant, and temperature-controlled logistics solutions

“Today’s announcement is a significant step in our journey to become a leading healthcare logistics player and we look forward to welcoming Walden Health into our group. We have been expanding healthcare logistics for the past years by enhancing our capability worldwide to provide customers with various logistics services. We believe combination between Walden Health’s high professionalism with longstanding reputation and our global network can make our healthcare logistics service truly unique” said Hiroki Harada, CEO and Chairman of the Board of Yusen Logistics Group.

“We are proud of the journey Walden has taken to become a trusted partner in healthcare logistics across Europe,” said Stephane Baudry, Chairman of Walden Group and grandson of Marcel Baudry, the founder of Walden, formerly known as CSP. “Thanks to Yusen Logistics Group, Walden Health will develop into a truly global player, capable of offering end-to-end services to clients, building on a strong innovative DNA focused on improving patient care with an unwavering commitment to quality. I am delighted to see the strong cultural and strategic fit of the two organizations and truly believe that Walden Health is set for continued success”

Continuity and Growth

While the healthcare division plans to embark on this new journey, Walden Group will continue to invest in its mobility division, including Ciblex and Relais Colis, where exciting opportunities lie ahead in express transport and last-mile delivery.

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76% of respondents to a recent survey said that they either use, or had used, several different programmes to manage their logistics or supply chain fleets. The same respondents were also unequivocal in their opinion: they would prefer to use just one, unified system. The same research found that almost 70% of those questioned agreed with the statement: “Relying on several different systems makes my job more complex than it needs to be”.

One such logistics firm that was using several different platforms to manage their fleet’s complex operations was Europa Worldwide Group. The company has 1,300 employees working from 26+ locations around the globe, with its European operation of 30 HGVs and 500 trailers visits 10,000 delivery locations, resulting in up to 2,400 deliveries per day. In 2024 alone, their drivers travelled almost 1.8m miles.

Each element of Europa’s tracking was hosted on a different platform, some of which were manual and needed to be brought together. Unsafe driving cost the company £238,000 in at-fault accident pay outs in 2023, and idling was revealed to have cost £900 per month in January 2024 with fuel efficiency at 10.77mpg. Around 90% of their drivers were in the ‘High’ or ‘Very High risk’ category of driver performance.

Implementation of a unified system has allowed Europa to analyse route performance and full shipment tracking – including proof of delivery – all within the same interface.

Using their fully integrated telematics platform, Europa have significantly improved driver safety with 99% of their drivers now in the ‘Low’ or ‘Very Low risk’ category. The cost of at-fault accident pay-outs has decreased by more than 65%, as per-truck accident costs went down from £375 to £225 post implementation. Idling now costs £650 per month less than before and fuel consumption is up to 12.05mpg.

“We have faith in a system that is multi-faceted. Our drivers are doing their jobs to far higher standards and the margin for error from manually plotting MOTs and services is eliminated. We can make the daily walkaround checks focus on the elements we choose and filter those that need rectifying. We would highly recommend a unified platform,” said Europa’s General Manager for Transport, Malcolm Castle.

Nadeem Raza, Microlise’s CEO, commented: “Europa’s success shows just how powerful a unified fleet management platform can be. As the logistics industry grows and pressures mount, businesses need smarter tools that can keep up. A single, integrated system doesn’t just streamline operations, it lifts a huge weight off transport managers, helping to improve job satisfaction and reduce burnout. The companies that thrive will be the ones acting now to support their teams and stay ahead of rising demands.”

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The UK’s logistics industry stands at the heart of the nation’s net zero ambitions, moving everything from manufacturing components to finished goods across complex supply chains that underpin the economy. As the government pursues its 2050 net zero targets, the role of logistics has never been more critical.

However, the environmental gains achieved in production risk being undermined if the carbon footprint is simply transferred to the delivery process – known as Scope 3 emissions, which are embedded in supply chains and account for the vast majority of a company’s carbon footprint. This interconnectedness means logistics companies are not merely participants in the green transition, but enablers of broader economic decarbonisation across multiple industries.

Management consultancy McKinsey & Company estimates the global logistics industry accounts for about 7% of the world’s greenhouse gas emissions, with 80% of these emissions related to transportation. While there are already some exciting advances in the green logistics revolution, a number of practical, legal and regulatory hurdles remain.

Innovation driving change

A successful sustainability transition requires more than simply swapping diesel vehicles for electric alternatives. Innovation must address practical challenges including payload considerations, driver route optimisation, vehicle range limitations, and the development of both on-site and public charging infrastructure.

As part of its commitment to net zero by 2040, DPD has developed smart charging systems that allow drivers to book charging slots and join virtual queues, reducing anxiety about charger availability. It is also trialling fully-electric, autonomous robot deliveries in Milton Keynes, navigating the city’s traffic-free Redway network to access nearby residential neighbourhoods.

Practical and legal hurdles slowing progress

Despite technological advances, significant practical obstacles remain. Effective government support for a green transition within the logistics industry is therefore required via co-ordinated action across multiple policy areas. There are now about 80,000 charging points in the UK, but there is some way to go for the Department for Transport to meet its target of at least 300,000 points by 2030. A Public Accounts Committee report published in March 2025 found the government has been slow to address gaps in charge point provision, with regional divides and inequalities across the rollout.

The legal landscape surrounding emerging logistics technologies presents a complex web of regulatory requirements that are still evolving. The deployment of autonomous delivery robots on public highways raises novel legal questions about liability, insurance requirements, safety standards, and the interaction between automated systems and existing traffic regulations.

Current legislation was not designed to accommodate delivery robots, drones and other autonomous systems operating in shared public spaces. This creates uncertainty for logistics companies seeking to invest in these technologies while ensuring compliance with existing laws and regulations. Establishing regulatory sandboxes would allow for safe testing and deployment of innovative technologies.

Insurance and liability frameworks require careful consideration when deploying new technologies. Questions arise about responsibility in the event of accidents involving autonomous systems, the adequacy of existing insurance products and the development of new risk assessment methodologies for novel technologies.

Collaborative pathways forward

McKinsey estimates worldwide demand for green logistics will reach £350bn by 2030, comprising 15% of total global logistics spend. This shows the prize for success is substantial: a logistics industry that not only reduces its own environmental impact, but enables broader economic decarbonisation while maintaining the efficient goods movement that underpins modern life.
The green logistics transformation, however, requires collaboration between industry, government and other stakeholders to untangle the various practical and legal challenges.

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PepsiCo is one of the world’s leading food and beverage manufacturers. Every day, millions of people across the UK enjoy PepsiCo’s snacks, oats and carbonated soft drinks. The company’s portfolio encompasses world famous brands such as Pepsi MAX, Doritos, 7UP Zero Sugar, and Quaker Oats, alongside its much-loved, local and regional brands, including Walkers, Wotsits, Monster Munch, and Pipers.

Beyond the cupboard staples and snack-time favourites, PepsiCo is a business committed to driving positive action for the planet and people, through its PepsiCo Positive (pep+) agenda. Launched in 2021, pep+ is PepsiCo’s end-to-end sustainability and business strategy. It’s a framework that drives action across agriculture, supply chains, product portfolios, and communities. To support this vision, PepsiCo has selected XPO Logistics as a key partner to advance its decarbonisation strategy in the UK.

Under the new partnership, XPO Logistics will deploy state-of-the-art Mercedes-Benz eActros electric vehicles, converting more than 1 million road kilometres annually from diesel to battery electric. This transition represents a reduction of over 1,200 tonnes of CO₂ emissions per year from PepsiCo’s transport operations — a critical step on the road to net zero emissions by 2050.

But sustainability is about more than just trucks. At the heart of the initiative is XPO Logistics’ proprietary CO₂ Reporting Dashboard, a cutting-edge tool powered by AI-driven scenario modelling, live data analytics, and proactive planning insights. This system enables PepsiCo to track, verify, and optimise carbon reduction strategies in real-time, while improving logistics efficiency and service to customers.

Dan Myers, Managing Director – UK and Ireland, XPO Logistics, said: “Sustainability is in our DNA. We are proud to partner with PepsiCo on this journey, combining investment in electric mobility with advanced technology and operational excellence. Our shared ambition goes beyond compliance — it’s about transformation. I believe this is just the beginning of what we can achieve together.”

This collaboration forms a key part of PepsiCo’s broader decarbonisation journey, demonstrating how purposeful partnerships can accelerate climate action and improve value chain resilience. With shared values, shared investment, and a shared vision, PepsiCo and XPO Logistics are delivering a positive impact for consumers, the supply chain, and the planet.

Heiko Selzam, Managing Director, Daimler Truck UK, said: “We are very proud to strengthen our partnership further with XPO Logistics with this order of our award-winning eActros 600s for the PepsiCo partnership. This commitment underscores the recognition of both companies of the critical role these vehicles will play in achieving their sustainability goals. Following extensive collaboration, this order firmly establishes the eActros 600 as a leading solution in the electric truck market. We are looking forward to seeing these trucks operational from 1 August.”

Andrew Smethurst, UK Logistics Director, PepsiCo, said, “XPO Logistics has shown itself to be the ideal partner to help advance our PepsiCo Positive ambition. From their industry-leading sustainability credentials to a strong safety culture and transparent operational model, their team has consistently delivered innovation and value. This new partnership will play a vital role in further reducing our logistics emissions as we move iconic products like Walkers crisps and Doritos to our customers across the UK.”

XPO Logistics is a leading innovative supply chain company in Europe, offering end-to-end logistics solutions that combine full-truckload, less-than-truckload, pallet distribution, last-mile delivery, global freight forwarding, and warehousing services. The company tailors its solutions to the specific needs of its customers in a wide range of industrial and consumer sectors.

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Synopsis:

In this webinar Steven Timberlake of Infios discusses how you can measure your organisation’s level of supply chain maturity and the steps involved in developing greater efficiency and resilience in today’s challenging environment. Together with Peter MacLeod, Steven will explore topics including artificial intelligence, automation and system modernisation and outline how they form part of the practical steps that any organisation can implement today to relentlessly improve supply chain performance tomorrow.

Steven Timberlake, Infios

Steven Timberlake provides thought leadership and strategic challenge around supply chain execution as the Vice President of Sales Northern Europe at Infios. In his role, Steven plays a pivotal role in consulting businesses on transforming their supply chain execution, leveraging his extensive experience to drive strategic initiatives and foster growth opportunities. With over two decades of experience in technology and supply chain, Steven has established himself as a strategic leader adept at driving growth for his customers. His innovative approach to enterprise engagement has enabled organisations to navigate complex challenges and achieve sustainable success in today’s dynamic supply chain environment.

Register to watch it here now

The name Infios draws inspiration from the concept of infinity, representing the vast, interconnected global marketplace and the limitless opportunities to help businesses create their future. Infios is built on the belief that supply chains should be agile, intelligent, and constantly evolving to meet the demands of a changing world. By leveraging advanced technologies, data-driven insights, and a deep understanding of customer needs, Infios delivers innovative solutions that drive efficiency, lower costs, and empower businesses to succeed in an increasingly competitive marketplace.

“Supply chains are the backbone of modern business and global progress. And when they work better — simpler, faster, smarter — businesses thrive, people benefit, and communities become stronger. We believe that the future is better when supply chains work better,” said Ed Auriemma, CEO of Infios. “Our goal at Infios is to work alongside our customers to provide solutions that meet today’s challenges while thinking ahead to solve tomorrow’s problems.”

Infios integrates order management, warehousing and fulfillment and transportation management into a comprehensive suite of solutions, equipping businesses with the tools they need to navigate today’s complex supply chain landscape. Infios is dedicated to its customers, evolving with them to provide scalable, adaptable solutions that meet their changing needs. This flexibility enables customers to optimize every aspect of their operations with versatile, scalable, and future-ready capabilities. With a thoughtful approach to innovation, the company integrates data, predictive analytics, and AI-driven insights to help businesses stay ahead, anticipating challenges and opportunities before they arise.

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Here’s Why Jamaica is the Strategic Answer. Global logistics is being rewritten. Port congestion, rising warehousing costs, geopolitical risk, and the demand for faster delivery are all placing unprecedented pressure on supply chains across Europe. For decision-makers tasked with keeping goods moving while margins tighten, the hunt is on for smarter, more resilient solutions. And surprisingly to some, Jamaica is fast emerging as a compelling strategic partner.

For decades, Jamaica has been a transshipment point between the Americas. But today, the island is stepping confidently into the role of logistics hub for the modern age. Here’s why logistics leaders should be paying close attention.

Prime Geography Meets Modern Infrastructure

Kingston Harbour is one of the largest natural harbours in the Caribbean and among the largest in the world. Strategically positioned along major global shipping lines, Jamaica lies directly on key east-west and north-south routes. Kingston, its capital, is just 3–5 sailing days from major US ports like Miami, Savannah, and New York. This makes Jamaica an ideal location for companies pursuing just-in-case and nearshoring strategies in a post-COVID, post-Brexit world.

At the heart of this potential is the Kingston Logistics Park (KLP), a port-adjacent, bonded SEZ (Special Economic Zone) located next to the CMA CGM-operated Kingston Freeport Terminal. With over 100,000 square metres of space and direct customs integration via ASYCUDA World, KLP offers a scalable platform for regional consolidation, e-commerce fulfilment, reverse logistics, and light manufacturing.

Exceptional Cost Advantage

Compared to European and US logistics hubs, Jamaica offers highly competitive cost structures. Labour costs are 40–60% lower than US equivalents. Land and warehouse lease rates typically range from US$0.85- US$1.75 per sq.ft. per month, depending on location, infrastructure, and amenities. US$0.25–0.60 per sq. ft./month. Energy and telecoms infrastructure support modern distribution models, with solar integration opportunities for sustainability-conscious brands. In addition, SEZ benefits include a reduced corporate income tax of 12.5 %, which may be lowered to 7.5% with the approval of additional tax credits. Other incentives include duty-free inputs, and VAT/GCT exemptions on capital equipment.

Market Access to 40+ Million Caribbean Consumers

Beyond Jamaica itself, a logistics base in Kingston opens access to more than 40 million consumers across the Caribbean. Jamaica’s connectivity to Latin America and the US East Coast makes it ideal for firms looking to expand regional presence without committing to costly continental operations. Major carriers including CMA CGM, ZIM, Seaboard Marine, Tropical Shipping (represented locally by Kestrel Liner Agencies) and Maersk call at Kingston, ensuring consistent service schedules and reliable outbound reach.

Government Support and a First-Mover Advantage

JAMPRO and the Government of Jamaica are actively seeking logistics partners. We are ready to facilitate site visits, coordinate SEZ approvals, and connect investors with trusted developers. Workforce development programmes are already in place via HEART/NSTA to ensure trained staff are ready for new logistics roles. Importantly, no multinational 3PL has yet established a flagship logistics hub of scale in Jamaica. This presents a unique first-mover advantage for visionary firms willing to lead.

European logistics firms don’t need more of the same. They need adaptable, cost-effective, strategically located infrastructure that can buffer against future shocks. Jamaica is not just another dot on the map — it’s a gateway to the Americas, waiting to be activated.

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With letter volumes falling dramatically and parcel demand continuing to grow, the regulator is seeking to modernise the services Royal Mail is legally required to provide, while maintaining key features that consumers still value — such as affordability and nationwide coverage.

Letter Decline Spurs Review

Over the last decade, letter volumes in the UK have halved — from around 14 billion in 2011/12 to just 7 billion in 2022/23. In contrast, parcel volumes have risen steadily, driven by e-commerce and changing business models. Ofcom’s review responds to this shift, highlighting that the current six-day-a-week letter delivery model is no longer aligned with consumer needs or usage patterns.

Proposed Changes to the USO

Among the most significant proposals is a revision to delivery frequency. Royal Mail would no longer be required to deliver Second Class letters six days per week. Instead, deliveries would be made every other weekday, while First Class mail would continue with a six-day delivery schedule. Parcel services are unaffected by the proposals.

Ofcom also recommends updating performance standards. The new model would set realistic expectations based on how consumers actually use the mail:

• First Class delivery: target of 90% delivered next-day (down from 93%)
• Second Class delivery: target of 95% delivered within three days (down from 98.5%)

New reliability targets:

• 99.5% of First Class mail delivered within three days
• 99.5% of Second Class mail delivered within five days

These changes reflect a growing preference for reliability and value over speed, according to Ofcom’s research.

Affordability and Accessibility Remain Key

While usage patterns have changed, many people still depend on the postal service — particularly in rural and remote areas. The regulator is committed to preserving elements such as uniform pricing and national coverage to ensure fair access for all.

Consumers indicated that they continue to value the availability of next-day First Class service and the ability to send items across the country at a consistent price.

What Happens Next?

The public consultation on these proposals closed in April 2025. Ofcom is now reviewing responses from stakeholders, including postal users, businesses, and consumer groups. A final decision on the updated USO is expected later this year, with implementation likely to follow shortly after.

For the logistics sector, these reforms mark a significant step in rebalancing letter and parcel operations, aligning the regulatory framework with today’s market demands and delivery expectations.

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The contract includes the nationwide transport of bulk gases using a dedicated fleet of state-of-the-art vehicles and specialized trailers, operated by a skilled team of professional drivers and logistics experts. Schenk UK will oversee all aspects of the operation, ensuring seamless performance, safety, and service quality.

Expanding a Trusted Partnership

This operation builds on Schenk’s long-standing partnership with Air Liquide on the European continent. The launch of this UK contract marks a natural expansion of that relationship into the British market. It reflects a shared commitment to safety, technical excellence, and reliable logistics performance.

Roger Parr, Head of Gases at Schenk UK, commented: “Launching this contract marks a proud moment for our organisation. It showcases the value we bring through our operational know-how, engineering strength, and customer-focused approach. We’re honoured to extend our collaboration with Air Liquide into the UK and look forward to delivering lasting value through this partnership.”

Alice Nuttall

Leadership and Execution

A dedicated implementation team has ensured a smooth operational go-live, led by Alice Nuttall (pictured), newly appointed Contract Manager. “This contract represents everything we strive for at Schenk UK — collaboration, quality, and precision,” said Nuttall. “Our teams have worked incredibly hard to prepare for a flawless start, and I’m proud to lead this important partnership. We’re committed to delivering day-in, day-out reliability with safety at the core of every journey.”

With this new operation now underway, Schenk UK continues to demonstrate its capability to deliver high-performance logistics solutions in the industrial gas sector — supporting long-term partners with expertise, innovation, and a focus on operational excellence.

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As part of this reinvigorated partnership, BIFA will provide financial support to NaVCIS, helping fund its critical work in preventing and investigating vehicle-related crimes, with a strong focus on freight theft and cargo security. In return, BIFA will receive regular intelligence briefings from NaVCIS on truck crime trends, emerging criminal tactics, and national crime hotspots.

This intelligence will be disseminated to BIFA’s extensive corporate membership base, enabling freight forwarders and logistics companies to stay informed about current risks and take proactive steps to protect their operations. By sharing this vital information, BIFA will be able to help its members implement targeted security measures, contributing to a safer and more resilient supply chain.

“Freight crime is a growing concern for our industry, and collaboration is key to tackling it effectively,” said Steve Parker, director general of BIFA. “Our sponsorship of NaVCIS will help to ensure that our members are kept up to date with accurate, timely intelligence. This partnership underscores BIFA’s commitment to promoting safety, reducing freight crime, and supporting the authorities in their work. We also have plans to raise further awareness of NaVCIS to our members through the release of a documentary-style episode of BIFA TV. This feature-length episode will share case studies demonstrating the organisation’s work at locations such as Beaconsfield services in Buckinghamshire and the Red Lion truck stop in Northampton.”

NaVCIS Freight, the specialised arm of the national police unit, focuses exclusively on cargo crime. By analysing data and working closely with industry partners such as BIFA, NaVCIS plays a crucial role in identifying patterns of criminal activity and supporting targeted investigations. With NaVCIS relying heavily on funding from industry stakeholders, BIFA’s support not only empowers crime-fighting initiatives but also highlights the value of cross-sector cooperation in protecting the UK’s freight infrastructure.

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