Do Not Adjust Your Focus: Episode 1 - Sue Garrard on sustainability
“If you don’t have a sustainability plan, you don’t have a plan.”
The world is facing a climate crisis. For any business, sustainability is critical, but embedding it in a company’s operational structure and culture is easier said than done.
Former EVP for Sustainable Business and Communications at Unilever Sue Garrard knows this better than most. Acknowledging both the importance and struggle of marrying your company’s moral and business purpose is vital, but how do you realistically measure the tangible effect of your sustainability plan on the world around us?
Now pursuing a portfolio career focused on helping businesses drive change and commit to the bigger picture, Sue also tutors for the University of Cambridge’s Sustainability Leadership Institute (CISL) and, luckily for us, offers her extensive knowledge and expertise to those who are committed to bettering the planet.
We sat down with Sue to chat about the need for businesses to stop seeing sustainability as a problem, and instead be part of the solution. In this episode of DNAYF from Blurred we explore the very basics on sustainability, and the imperative first steps all leadership teams should be taking to ensure their business’ sustainability plan doesn’t go bust.
Topics and time codes:
(00.07) Introduction
(01.08) The climate crisis – What’s the 411? With the rate of melting at the poles happening dramatically faster than the rate predicted by the IPCC – are we doing enough?
(3.37) Do you get frustrated at the phrase “saving the planet”? The phrase is thrown about loosely – but is it accurate when it comes to language and order effect?
(5.52) Is creating “the fear” helpful? Inertia is a powerful thing – as in life, in business the motivation to change something bigger than ourselves must be stronger than motivation to remain the same. What role does fear play in the catalytic process of driving change within the capitalist system?
(8.03) Markets are going to control the agenda – but is policy keeping up with the markets This is where consumer voting intention becomes vital – how do we tackle the fear all governments have towards making definitive changes?
(10.08) Can democracy ever allow law makers to make those kinds of sweeping decisions? Policy making is all about the trade-offs – but are these worth it?
(12.18) What can we learn from China’s decarbonisation scheme? If China and America, two big contributors to the world’s carbon problem, don’t step up, it’s game-over. So what do countries like these need to address?
(14.50) China and the US will make their bets as a state as to what to invest in - will this also be influenced by the movement from markets? Despite the assertions of Trump, the US markets and mayors are starting to adopt zero carbon policies. But what’s driving this?
(17.30) If markets are driving change, individual and global businesses need to respond - Can global business turn the tide in the current climate crisis? Policy intervention is essential – how can we speed this up?
(19.54) Can the pursuit of profit be compatible with protecting the planet? How does growth fit in to the long-term solution?
(21.40) What is the biggest challenge for companies? When the biggest impacts are either upstream in your supply chain or downstream with your consumer use, it leads to the overarching question – how do you look across that whole value chain, and understand how to become part of the solution? More importantly, how do you extract the value from it in consumer’s eyes?
(23.06– 30.00) How successful do you feel you were in growing the business @Unilever whilst decoupling its footprint? Businesses need to see sustainability as an essential rather than an optional choice. In 2008, Unilever were clear on the moral case for the USLP, but not on the business case. It soon became clear that the need to make the sustainable living plan compatible with a sustainable business plan was essential.
(30.00) Are there any other companies (other than Unilever) that are well on that path? It’s important to look at those whose business is the source of the problem.
(32.48) Markets, policy makers and individuals - Can we all talk to each other and not past each other? Communication is key. Talking to each other is the uber brief of all time for comms teams - but how?
(34.09) How do we all get on the same page? It starts with motivations and drivers. What and who are these?
(37.46) Are you optimistic? All people want is a solution – generosity of spirit is a powerful force in itself.
(41.23) If you are a CEO, CFO, COO wanting to take positive action recognising the role your business can play in it, what’s the practical first step? Step 1 is knowing what footprint your business has, and examining the full value chain. Step 2 is understanding what best practice looks like out there by hiring those who specialise in key areas. Once you’ve achieved this, begin meshing your moral and business case, and most importantly be sustained by your own people.
