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29 April 2013

The Real Tragedy of Bangladesh

denial

As I write, the official death toll from the collapsed Rana Plaza garment factory in Bangladesh has hit 380, hundreds remain unaccounted for, and the eponymous Mr Rana has been nicked by the police trying to flee the country.

Who is responsible for this tragedy? Mr Rana and his fellow factory owners? The Bangladeshi authorities? The big brands who use such suppliers? Western consumers who think a £2 T-shirt doesn't come at a bigger price? Global capitalism?

That debate will run and run - and to me it's an impossible question to answer except "all of the above." The more pertinent question is "who's going to step up and fix it?"

Inevitably some journo/polemicist was going to play the contrarian card - step forward Alex Massie of the Spectator who has been declaring that while such sweatshops are awful, they're better than the alternative - hardscrabble subsistence farming. While that is indeed true, it's a false choice - a moral-cop out to justify the status quo. This is the real tragedy of the Bangladesh disaster - that so many people think such events are somehow inevitable.

There's a clear third option - decent working conditions for all.

The inevitability position is blown out of the water by the brands who have "fixed" such problems in their own supply chains. 15 years ago, Nike was a dirty word amongst the international social justice movement, but it has driven standards down through its supply chain (although some concerns remain). Marks & Spencer sponsored a low-carbon, high quality lingerie factory in Sri Lanka. Apple has been shining a torch into the darkest corners of its supply chain - and publicising what it found there.

These brands know that investing time, effort and money into their supply chains creates a win-win-win-win for the consumer, the brand, the supplier and the worker. So we can either do that and everyone's happy or we could all just shrug our shoulders and say "Que sera, sera" - and that would be a real tragedy.

 

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22 March 2013

Book Review: The New Capitalist Manifesto by Umair Haque

The-New-Capitalist-Manifesto-Haque-Umair-9781422158586The New Capitalist Manifesto by HBR blogger Umair Haque is the third tract I've read recently on how to make capitalism work for everyone, the others being Conscious Capitalism by Whole Foods Markets boss John Mackey and Creating Shared Value by Michael Porter and Gary Kramer.

All three have the same underlying prognosis - that capitalism as it is now, while bringing many societal benefits, has been allowed to exploit nature and society for selfish ends, diminishing opportunities for all - The Tragedy of the Commons, in effect. And the solution put forward by all three is fundamentally the same - that the successful business of the 21st Century must nurture its societal, natural and economic underpinnings rather than depleting them.

Haque's concept of 'Constructive Capitalism' is certainly the most meaningful of the three, acknowledging that capitalism has been destructive in its pursuit of what Haque calls 'thin value' - economic benefits that are outweighed by the societal and environmental costs that those benefits incurred. Thus a $3 hamburger may lead to $30 of wider costs.

Haque calls for a refocus onto 'thick value' - economic benefits which deliver net societal and environmental benefits too - in other words, Constructive Capitalism. He identifies 15 'insurgent' companies who are pursuing thick value and throughout the rest of the book compares them to more traditionally-minded 'incumbents', so Apple gets compared to Sony, Nike to Adidas, Whole Foods to Safeway etc.

The book explores the five cornerstones of constructive capitalism, of which the insurgents have adopted at least one:

  • Moving from value chains to value cycles to utilise resources by renewing instead of exploiting;
  • Moving from value propositions to value conversations to respond to demand;
  • Moving from strategies to philosophies to become more competitive in the long term;
  • Moving from protecting markets to 'completing' them - ie expanding the markets;
  • Moving from goods to 'betters' which enhance rather than deplete society.

Obviously points 1 and 5 have most relevance to the environmental arm of sustainability, looking up and down the value chain cycle. It was great to see 'green' so deeply embedded into the concept rather than the lip service it so often gets.

Each of these cornerstones has its own 'step' to make the shift - in order they are:

  • Loss advantage (as opposed to cost advantage);
  • Responsiveness;
  • Resilience;
  • Creativity;
  • Difference.

And this leads to my sole criticism of the book. While all of this is described vibrantly and clearly, there are a few too many nested lists of five bullet points of principles/neologisms which meant a bit too much riffling back to remind the reader of where exactly they are at any point - and the definition of that neologism. Some of these, like 'loss advantage', aren't entirely intuitive. This is a minor point, but it did dilute the message.

Having said that, of the three rebooting capitalism manifestos mentioned above, I found The New Capitalist Manifesto the most comprehensive, forward thinking and inspiring. My main take-away was the need to pursue thick value over thin value, and there is another whole debate about how Governments can encourage the former and penalise the latter to accelerate the transition. If you are interested in the big picture of where business should be going in the 21st Century, read this book.

 

 

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18 March 2013

What does "Re-shoring" do for the Circular Economy and CSR?

shipping containers

"Re-shoring" is a growing business trend - bringing offshore manufacturing and services back from low wage "developing countries" to so-called "developed countries". According to the Guardian, businesses as disparate as Aston Martin, Pot Noodle and kiddy-suitcase maker Trunki are re-relocating their manufacturing back in Blighty driven by rising wages in the Far East and rocketing shipping costs (presumably a result of stubbornly high oil prices).

This is clearly a good thing for the Circular Economy as goods will be consumed and 'disposed of' closer to the site of their manufacture, shrinking material loops. Quality of materials can also be better managed if the purchaser of the materials can intervene easily in the supply chain. Circular business models including leasing, remanufacturing and industrial symbiosis (one person's waste = another's raw material) all work better when manufacturers are located closer together.

There are clear CSR benefits too - we have seen in the recent horse meat scandal how difficult it is to manage complex international supply chains. Shorter supply chains mean more transparency, less opportunity for criminality and, for the EU at least, better working conditions.

And there are economic benefits to boot - an opportunity for unbalanced economies like the UK to rebalance away from the debt-driven financial and construction sectors that gave us the colossal boom and bust that we still haven't escaped.

Reshoring - a boring sounding word that I'm growing rather fond of!

 

 

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11 March 2013

If you're asking why consumers don't get it, you're asking the wrong question

shopping sustainability consumers

 

Most Fridays I take part in connectFriday on Twitter - an hour's green business chat which originated here in the North East but has now gone global (follow @connectFriday for more). I get bullied by the organisers into providing a quote of the week and a tip of the week and I enjoy a good chinwag on a chewy topic.

Last week's debate evolved from someone plaintively asking when will consumers 'get it'. My immediate riposte was that it was the wrong question - that as businesses it is futile to blame customers for not buying our product - it is either the wrong product, the wrong price or it is being marketed and sold the wrong way. In this respect we have to assume the customer is always right - and sitting back and waiting for them to 'get it' is self defeating.

The conversation evolved into the cost of green goods and services and how it was difficult to avoid passing those costs onto the consumer. This is a valid point and an area where the big brands have a distinct advantage over the green entrepreneurs who are the typical connectFriday participants. They have the buying power and the financial oomph to build the supply chains they need.

In the Green Executive, I  gave examples of Marks & Spencer and Royal Mail actively building the supply chains they need and this morning Asda announced it had developed a supply chain for bananas in the Canaries which will slash their carbon footprint from the perspective of European consumers. The small business may have to wait for such supply chains to emerge and mature, or use that entrepreneurial spirit to exploit opportunities for green materials others have missed or passed over.

But whatever the situation, the green entrepreneur must approach the market from the right direction - offering desirable green products at the right price, not waiting for some kind of mass Damascene conversion. You'll be waiting a long time.

 

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6 February 2013

If you have buying power, use it for good!

rainforest2Fantastic news yesterday that  Asian Pulp & Paper (APP), the world's third largest paper manufacturer, has declared an immediate halt to clearing natural forests in South East Asia.

Why this sudden volte face? Was it public outcry? Was it activists chaining themselves to trees?

No, it appears to have been mainly due to the company's blacklisting by a huge number of big brands - everybody from Fuji to Gucci via Volkswagen. Those brands didn't want to be associated with destructive clear felling of rainforest, so they simply went to suppliers who could guarantee sustainably-sourced materials. No customers = no business, it's that simple.

The huge buying power of big brands and major retailers has long been regarded as a malign force by the green movement, but we have seen is that power being used for good in recent years. If Walmart says 'jump', gazillions of suppliers around the world will jump. If they say 'go green or go away', chances are you'll see the sudden implementation of gazillions of new green initiatives.

And if big buyers work in unison as they appear to have done so in the APP case, then environmental villains will quickly find themselves without a customer base. Kudos to Greenpeace for understanding this and making the case to the big brands for APP's blacklisting.

So what about your supply chain? Whether you sit in the C-suite of Mega-Corp or act as an individual consumer, how are you going to use your buying power for the global good?

 

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1 February 2013

Just Stop It, Will You? The Acid Test for Sustainability.

Here's the latest in my Green Business Confidential podcast series. It's called "Just Stop It, Will You? The Acid Test for Sustainability". Make sure you listen to the end...
 

Audio MP3

Or, you can download it here and listen on your MP3 player:

GBC19 Just Stop It, Will You? The Acid Test for Sustainability.

You can get the whole podcast series here or subscribe on iTunes.

 

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28 January 2013

Let's Work Together - Partnership and Sustainability

'Partnership' is one of those funny words which far too many people spout with their brains disengaged - particularly when it comes to sustainability. It is automatically assumed to be the right thing to do in all circumstances, when in reality a bad partnership, like a bad personal relationship, can be very harmful to both parties.

I've learnt from sometimes bitter experience that it is only worth getting into a partnership with people you trust and, even then, in circumstances when the benefits outweigh the effort required to form and sustain that partnership - which can be substantial. In particular I keep an eye out for 'partnership junkies' who seem to want to be involved in everything without bringing anything to the table - especially when there's some cash around.

Here are some examples when partnership between companies and organisations can deliver benefits that working alone can never do:

  • Industrial Symbiosis - one company's waste becoming another's raw material - by definition requires partnership and openness and it can deliver immense benefits. In the IS projects I used to run, we diverted 100,000s tonnes of 'waste' per annum from landfill into other uses by bringing organisations together and getting them to think the 'right' way.
  • Collective purchasing can create and strengthen non-existent or weak supply chains for green technology and greener materials/energy by creating massive and stable demand. As I recounted in The Green Executive, the Royal Mail got together with the other European postal services to sign a Memorandum of Understanding on purchasing hydrogen vehicles which they believe accelerated the development of the technology by a decade.
  • Standard setting - various sector organisations have worked together to create voluntary standards for everything from supply chain impacts to reporting standards. Other groups have lobbied for higher environmental legislation to penalise those perceived to be not pulling their weight.
  • Critical friends - some corporates have gone into partnership with NGOs to give themselves someone who can give them a poke with a sharp stick if they drop their standards. The WWF and Coca-Cola's partnership on watershed management in developing countries is a great example.
  • Mutual learning - my Corporate Sustainability Mastermind Group brings together some really big companies to learn from each other through structured discussions. This is particularly effective when there is a big diversity in participants as ideas which are commonplace in one sector might be novel in another. One high street chain was reluctant to join the group because there were no other retailers, but my reaction was "that's the whole point!"

Like all aspects of corporate sustainability, partnership is highly beneficial when it is done properly for the right reasons, just don't fall for those who see it as a reason to do nothing. It must lead to clear, mutual benefits for all involved, or you are wasting your time.

 

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18 January 2013

Horse burgers, traceability and protecting the brand

As I write, the UK Government is debating the latest food scandal - that horse meat has been found in cheap burgers sold by some of the biggest UK retailers under their own brand. Leaving aside the avalanche of Twitter jokes, this illustrates once again the importance of having a tight control of the supply chain when it comes to corporate social responsibility.

First up, blame. Clearly Tesco et al did not plan to serve contaminated beef to their customers, but the sins of suppliers usually impact on the brand, not the supplier - and usually the biggest brand gets the biggest beating. It is Tesco that is getting it in the neck, not so much Aldi, Lidl et al. There are direct parallels with the Foxconn affair where Apple took 99% of the flak, with lesser brands like HP managing to stay in the shadows.

Secondly, traceability. Consumers rightly expect brands to do the heavy lifting on making sure a product is what it should be and comes from where it should come from. A couple of years ago, I visited a contract tissue paper manufacturer who, as part of their service to the brands they work for, could trace any pack of toilet roll back to the hectare of forest from whence it came.

Thirdly, honesty. Tesco got quickly out of the blocks, taking out adverts in major newspapers saying:

"We and our supplier have let you down and we apologise. So here's our promise. We will find out exactly what happened and, when we do, we'll come back and tell you. And we will work harder than ever with all our suppliers to make sure this never happens again."

That's miles away from the ducking, diving and excuse making we saw from BP after the Gulf of Mexico oil spill.

Strangely, rather than putting me off, this whole saga is making me fancy a burger for lunch.

 

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16 January 2013

Looking for the Holy Grail of Sustainability? Don't...

Many of us sustainability professionals are idealists - on a mission to save the planet and all the people on it. We genuinely care about doing the right thing and doing right by everyone. There's one main problem with idealism - and that's the real world. The real world is messy and is full of people with maddeningly diverse, and sometimes illogical, viewpoints driven by different pressures, experiences and beliefs.

I was inspired to write this piece after taking part in a discussion on whether business driving Corporate Social Responsibility down through global supply chains was usurping local democracy. My view is that proactive supply chain management has nothing to do with democracy unless it weakens local standards, it takes industry around the world beyond compliance, and it is for the greater good - what's not to like? But my big problem with arguments like these is that all too often they are simply throwing abstract intellectual spanners in the gears of real progress.

It is always easy to find fault with something that works. Veteran green commentator George Monbiot regularly attacks the incredibly successful Feed-In Tariff (FiT) system for funding renewables. His argument is that the many pay the (richer) few for generating clean energy. While that is indeed true, it is normal in today's market economy - our combined grocery shopping makes a few supermarket bosses very rich, but our diet is better than it has ever been, so we rarely complain. Likewise, FiTs have created a solar revolution, driving record investment in clean energy for the benefit for the many, so is it really a problem if those who invest get a reward?

A third example comes from my experience of being second in command politically of green issues at Newcastle City Council. We proposed bringing in a semi-mixed collection of recyclates on the kerbside using lidded wheelie bins to replace the existing open crates which needed to be stored inside. The local green groups screamed blue murder, accusing us of reneging on our environmental commitments by mixing up materials. However the public loved the simplicity and convenience of the new system and the recycling rate jumped by 50% to an impressive 46% of all household waste. The screams faded to a recalcitrant grumble.

Sustainability, like politics, is the art of the possible. Let's not get distracted by the indulgence of nothing ever being good enough for us and get on with the job in hand.

 

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24 October 2012

Green Is Working

It's a real pity that last week's Green Is Working in London demonstration didn't get the attention it deserved. The pro-growth message, the presence of telly capitalist and 'dragon' Deborah Meaden and the neat highjacking of a certain Conservative party slogan certainly should have resonated much more in the corridors of power than the usual dread-locked hoards wanting to smash the system.

The economic case is compelling. The rising oil price in 2007 almost certainly precipitated the implosion of the debt bubble, the continuing high oil price is keeping the global economy under the cosh, and a third of what growth there is in the UK economy has been attributed to the green economy (according to the CBI). As I have said before the question is no longer "green or growth?" but "green growth or stagnation?"

The struggle for the green agenda in the Coalition Government is well understood. The Liberal Democrats and a cadre of progressive Conservatives are pushing forward hard while the Chancellor and a rump of old school Tories, perhaps with fond memories of the North Sea Oil boom years under Margaret Thatcher, are resisting and trying to prioritise gas instead. The Prime Minister appears to be trying to offend neither side by saying very little - and the one time he did open his mouth on energy recently it turned out to be another 'misspeak'.

Unfortunately little pressure is coming from the Opposition. Labour leader Ed Miliband apparently 'forgot' the green economy section of his look-no-notes conference speech, which even if we take his word for it, suggests it is far from a priority.

In the absence of a clear political direction the green economy muddles on. We have good news such as 10% of electricity being produced by onshore wind alone for a whole day in September, then bad news such as the glacial slow uptake of electric vehicles.

My recommendations would be:

  • A clear commitment from the Government (and indeed Opposition). A strong clear statement from the top would boost confidence and an end to wobbling in the face of media scare stories would steady nerves too.
  • Rapid investment in enabling technologies such as smart grids and electrical storage technologies (instead of the usual economic stimulus high carbon formula of roads and buildings).
  • Strengthening of green procurement requirements in the public sector.
  • Memoranda of Understanding between potential large scale users and suppliers of low carbon technologies to generate economies of scale in emerging supply chains.
  • Completion of the shift to intelligent subsidies which vary with capital costs to avoid the gold rush firefighting we have seen over the Feed In Tariffs.

Simple!

Photograph: Stop Climate Chaos coalition

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30 August 2012

Musings on a Green Economy pt4: What Needs Fixing And How Do We Fix It?

This is the fourth and last part of my holiday musings on a Green Economy - looking at what's stopping us achieve a sustainable economy and what I suggest needs doing to break down those barriers.

Last time we saw that the elements for a green economy are all available to us: radical ways of delivering experience without (so much) stuff, a shift to renewable energy, zero waste business models and the eradication of toxic materials.  However, unlike most technological advances, we can't afford to be laissez-faire as time is not on our side. This week arctic ice coverage plummeted to an all time low, disrupting weather patterns across the Northern temperate zones (not to mention my holiday plans). What is required is vastly accelerated maturation of these elements so innovation, synergies and economies of scale all kick in to deliver rapid change.

So what is holding us back?

I often say that the barrier to sustainability is just 6 inches wide - the space between our ears. And unfortunately it is human nature to think incrementally - witness current calls for a plastic bag tax. But, as someone else said - man didn't get to the moon by aiming half way - or 0.1% of the way in the case of the would-be scourges of carrier bags. We need to collectively raise our sights.

Politically, there is no doubt we need much stronger leadership across the board. The Rio+20 summit was conspicuously premier-free - with big names like Merkel, Cameron and Obama absent. This presents a big risk as political leadership gives the nascent technology developers confidence and bureaucrats direction. As the green economy requires creative destruction - we have to lose the old ways of doing things as fast as we gain the new ways - we need our leaders to be cheerleaders for the new. Otherwise the media will focus relentlessly on the loss of the old - we need that bright uplands vision thing desperately. Here in the UK, opposition Labour leader Ed Miliband, who has a decent record on green issues when in office but has been strangely silent on it since, could make much, much more of the green economy and force the Prime Minister to buck up his act.

On the global scale, a binding international agreement on climate change seems as far away as ever - and I find it hard to see how any agreement will satisfy Washington, London, Berlin, Beijing and New Dehli without being so weak as to be worthless. UK Chancellor of the Exchequer George Osborne has been widely condemned for saying there is nothing green about forcing polluting companies overseas, but actually he was quite right. Without an international agreement, such 'carbon leakage' will undermine moves in richer countries to cut their carbon. This is a classic 'tragedy of the commons' where it is in no-one's self-interest to act, yet everyone suffers as a result.

So how do we square that circle? I can think of two ways. First, forget the binding carbon targets, but challenge each country to publish their own targets and report against them in real time, creating an element of competition. This has the benefits of being really easy, fast to implement and avoids the dreaded lowest common denominator. The only 'penalty' is loss of national pride which of course won't have the oomph of binding targets, but this approach has the substantial advantage of being possible.

Secondly, big business controls global supply chains through buying power, irrespective of national boundaries. If countries, trading blocks and corporations co-operate to mandate whole-life cycle sustainability requirements on products and commodities (in a flexible way), then it won't matter whether a product is produced in Leicester or Kuala Lumpur, it will be low carbon and sustainably sourced. Developing countries would strive to implement higher green standards to remain competitive, rather than the race to the bottom we currently have. And Mr Osborne would get to sleep easy.

On a more local basis, many of the moribund economies of the world are looking for infrastructure projects to stimulate growth. Well, here's an idea. Instead of expanding roads and airports and all that old fashioned high carbon economy stuff, why not accelerate the development of smart grids. This hits so many buttons - high tech, long term, innovative, sustainable, and most importantly, it will unlock the long term uptake of renewables to the point where they can dominate electricity production driving down the country's carbon footprint. You can have that one for free, Chancellor.

Despite the doom and gloom. I remain optimistic that we can fix these problems - but we do need to, as Apple put it so ungrammatically but effectively, think different.

OK, so that's my view, what's yours?

 

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13 April 2012

Tackling the Sustainability Elephants in the Room

My dad often tells a story about a senior manager he used to work with who had three trays on his desk "In", "Out" and "Too Difficult". I am always reminded of this when I see sustainability staff dance around issues that they know they should really be addressing, but seem too difficult. There's always an excuse for ignoring these elephants in the room - outside our control, something for the next iteration of the strategy, we're too small to influence that etc, etc. At least my dad's colleague was being honest (if tongue in cheek).

The guys who get do sustainability properly - say InterfaceFLOR, P&G or Marks & Spencer - do it properly. They deliberately identify what the big issues are and attack them head on - no excuses. Washing powder's biggest impact is the heating of water in washing machines, so P&G formulated a product, Ariel Excel Gel, which washes in virtually cold water. InterfaceFLOR have started to build a circular economy around carpets as this is the only way they can make their supply chain sustainable, and M&S have built a supply chain for recovered polyester fibre because there wasn't one before.

If there's an elephant in the room, these guys reach for their elephant guns.

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3 April 2012

The Sins of Your Suppliers

Here's the latest in my Green Business Confidential podcast series. It's called "The Sins of Your Suppliers" - why you must take active responsibility for the environmental and ethical performance of your suppliers.

Audio MP3

Or, you can download it here and listen on your MP3 player:

GBC14 The Sins of Your Suppliers

You can get the whole podcast series here or subscribe on iTunes.

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14 March 2012

Yes, No or Maybe?

I've often said that the litmus test for a green business is not so much what good things they do as what bad things they stop doing. InterfaceFLOR has killed off product lines requiring highly toxic materials, B&Q refused to stock patio heaters etc. This is where the businesses have decided to say a clear 'no'?

But what about activities like short haul flying? Clearly something you'd like to eradicate, but what happens if a dogmatic 'no!' would mean causing more emissions? It might be that not flying means a larger  low carbon project cannot proceed without swift intervention. You are cutting off your nose to spite your face if you take a hardline, but equally you don't want to find yourself slipping into bad habits.

There are clearly three levels here:

  • Things which should be encouraged;
  • Things which must never be done;
  • Things which should be discouraged.

Volvo deals with the distinction on the last two for chemicals by using black and grey lists to ban certain chemicals (black) and insist designers/buyers investigate alternatives first (grey). Other companies augment this with white lists of preferred chemicals.

This designation can be applied to any other aspect of business - you can create black, grey and white lists of transport options, suppliers, technologies, energy sources etc, etc. The designation between the three depends on your business, your sector and your priorities. Banning black listed items is relatively easy, the key is to ensure that white list items are always much easier to choose than their grey list equivalents.

But the bottom line is if you don't have a system you can't expect these things to happen by magic.

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22 February 2012

Use your buying power for good!

I was recently asked to comment on O2's sustainability programme for TheEcologist.com - it hasn't appeared yet, so maybe I didn't say anything newsworthy enough you can read it here. What I did say said was O2 had hit two of the three big sustainability buttons bang on - internal performance and providing low carbon services to their customer base. But on the third, the supply chain, I felt they were saying all the right words, but not making the same big, concrete, ambitious commitments. This is a big opportunity missed - there are a raft of sustainability issues in their supply chain from carbon emissions to conflict minerals (as O2 acknowledges to its credit).

The buying power of the big brands is immense. If they say "jump", their suppliers say "how high?". You can see this in the food and fast-moving consumer goods and food sectors where the much maligned big shed supermarkets are now driving sustainability through their suppliers. Hands up who wants to get de-listed by WalMart or Tesco?

And new Apple boss Tim Cook is currently lancing the boil of working conditions in Chinese manufacturers. Apple was targeted by campaigners as it was the sexiest brand with most to lose, despite being just one of a plethora of brands to use such companies. But with Apple's brand profile comes plenty of buying power - if Cook asks, he will probably get. If the other brands put their head above the parapet and ask for the same thing, the suppliers will have no alternative but to comply.

For smaller companies, with less oomph in their wallet, reforming suppliers is not really an option - but you usually have a choice with which you can add your weight to the big picture move to greener supply chains.

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5 January 2012

12 for 2012

Here are 12 potential green business new year resolutions of varying ambition for your business - pick one and drive it through to get 2012 off to a sustainable start:

  • Set some really ambitious stretch targets to hit by 2017 and 2022;
  • Engage employees in a carbon/waste/water reduction programme - ask for ideas and use them;
  • Instigate a carbon reduction competition between staff teams/sites;
  • Be kind to cyclists: improve racks, start paying cycle mileage, subsidise cycle purchases, improve site access;
  • Install/improve teleconferencing facilities;
  • Radically increase the number of employees working from home;
  • Work with a supplier to develop a more sustainable supply of raw materials/goods;
  • Bump up the weight given to sustainability in supplier selection (and tell your suppliers);
  • Initiate the development of a new, greener product, service and/or product service system;
  • Delete an unsustainable product line;
  • Install (more) on-site renewable energy systems;
  • Invest in more efficient/alternatively fuelled vehicles, subsidise low emission vehicle purchases by staff.

Whether or not you decide to do any of the above, you MUST do the following in 2012 - no excuses!

  • Learn some new green business skills.

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16 December 2011

The Three Big Challenges of Green Business


If going green is a Herculean task in itself, it is one with three massive challenges, just like Cerberus the three headed dog (who looks a bit of a poodle in this classic woodcut, but never mind). Those three slavering jaws that could wreck your efforts are:

1. The Supply Chain

For most organisations, the supply chain is the biggest part of your carbon/ecological footprint. With complex, global chains, it is very hard to trace where materials and components come from. For example, huge number of big brands have black-listed paper giant APP for their destruction of rainforest, but the company hasn't gone bust, so it is almost certain its products are finding their way to the consumer through some circuitous route. Likewise if you want to develop greener products or install greener technologies, you will often find the supply chains are weak - low quality, high prices, low reliability. This will change over time as demand rises, but it is currently a serious brake on progress.

2. Company Culture

It is very telling that at least 80% of my work this year has involved engaging with clients' staff to get their buy-in to sustainability. Without that buy-in - from the boardroom table to the guy sweeping the yard - green programmes will stall. This is where real leadership and hard graft are required - it is not easy. (Don't forget to check out my guide to fostering green behaviour at work.)

3. Consumer Behaviour

Whether you are selling houses, kettles or washing powders, the biggest factor that will determine their environmental impact is how they are used by the consumer (or other end user). Proctor & Gamble may have developed Ariel Excel Gel (aka Tide Coldwater) which will wash clothes at 15°C, but all their work will be in vain if the consumers' dials drift back up to 40°C. A zero carbon house won't be a zero carbon house if the doors are left open in mid-winter with an electric fire blazing in every room. Persuading those people to buy your green product and then use it correctly is a function of marketing, product design and clever messaging.

Big challenges indeed - worthy of a true superhero. Hercules used strength, guile and determination to complete his tasks - virtues required of the successful green business leader, too.

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12 December 2011

Musings on Durban

So something has finally been agreed. Governments have agreed to make an agreement by 2015 which will come into force by 2020. Ministers are jubilant. Pressure groups say it is not enough. Plus ça change!

Here's my thoughts:

  • Global agreements will always suffer from a degree of lowest common denominator - keeping Washington, Beijing, Brussels and New Delhi happy is an almost impossible task;
  • Agreements, agreements under negotiation, or lack of agreements should not be seen as an excuse for lack of domestic action (are you listening George O?);
  • That doesn't just go for Governments - there's nothing to stop organisations and individuals acting either;
  • The main purpose of international agreements should be to put a brake on 'carbon leakage' (ie migration of 'dirty' industries) from one country with high standards to one with lower standards - this is the only risk of a country going it alone;
  • Governments are best placed to decarbonise through the markets - particularly using their own colossal buying power. If you want industry's attention, make low carbon a prerequisite of doing business - you then stimulate innovation and cut emissions;
  • Business is better placed to cut carbon than Government. If captains of industry decide they will, say, go zero carbon, you will see a lot of change happen very quickly - they don't have to worry what the Daily Moan will say about it. Supply chains are global, so one big buyer in the West can affect emissions around the world.

So I am neither excited nor depressed by the news from Durban. Those of us working to cut emissions will just keep on doing so!

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Posted by Gareth Kane no responses

7 December 2011

Shopping for sustainability?

I was perusing the always excellent ENDS Report the other day and noticed that there were three consecutive articles covering big sustainability ventures by big retailers: John Lewis, Sainsbury's and Boots. Big retail has long had a bad press, often justified, for killing high street diversity, driving down producer incomes and globalised, high carbon supply chains.

But while all that buying power can be a bad thing, it can also be a force for good. When these big buyers say "jump", suppliers shout "how high?" If they say "we want environmentally friendly products at top quality and competitive prices", they will get them. In the Green Executive we saw how retailers like Marks & Spencer have the power to build whole new supply chains for sustainable materials.

The other twist for the big sheds is, unlike smaller retailers, they suffer from tall poppy syndrome. The fear of damaging their all important brand by being accused of greenwash drives them to do things properly. Similarly they don't want to be seen to fall behind their competitors.

Interestingly at the same time, environmental concern amongst consumers is said to be falling - probably due to short term financial worries.

So with the power and the motivation, there is a strong argument that the sustainability revolution will be driven by shops, rather than shoppers.

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Posted by Gareth Kane one response

19 October 2011

Build your own green supply chain

One of the key green business challenges is the supply chain. For most businesses 60%+ of their carbon footprint lies in their suppliers. We have now gone way beyond the days of drawing the limit of responsibility around the factory fence - true green businesses have to address the whole supply chain.

But herein lies the challenge. Current supply chains are set up for conventional products and "green" supply chains tend to be weak - single suppliers, hobbyists masquerading as businesspeople, low capacity, high price. If you want to truly transform your business, simply choosing the marginally greener of the available conventional suppliers is not going to get you very far.

The answer is: build the supply chain you need. Easy to say, difficult to do, but here are some ideas taken from contributors to The Green Executive:

• Collaborate to boost demand: Royal Mail claim to have brought commercial hydrogen vans forward by a decade by collaborating with other European postal services;

• Create volume: Marks & Spencer wanted high grade recycled polyester in their school uniforms, but it was expensive due to low volumes. They found by purchasing low grade recycled fibre in bulk for cushion stuffing, they could bring down the price of the high grade material;

• Work with suppliers: go in and help key suppliers provide a better product and service. if you have to, invest in them and beat them into shape;

• Invest in R&D: collaborate with researchers to develop better green solutions;

• Play conventional suppliers off against each other to get the product or service you need;

• Copy InterfaceFLOR who realised that the most sustainable raw material for making new carpets was using old carpets. Can your products become your raw materials?

None of these are simple and many require you to have substantial purchasing power and or investment resources. But building a green supply chain can be, and has been, done.

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Posted by Gareth Kane 2 responses

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