In a decade where business has a critical role to play in accelerating sustainable action, they are also being called upon to demonstrate real impact. The challenge for many lies in moving beyond well-meaning messaging, or worse, purpose washing; to becoming an engine for change. Harris has been at the forefront of this shift, advising companies on how to integrate purpose authentically at every level of their operations.

In a recent conversation, Louisa shared her journey from climate activism to corporate advocacy. She explores how leading businesses think of purpose as more than a marketing narrative, embracing it as a holistic guiding principle that drives strategy, employee action and innovation, and ultimately sustainable impact. Ultimately, she has found that her role in making change happen is anchored in the power of thinking differently. “It’s taken a while for me appreciate that one of the greatest skills I have is being a weird, hybrid thinker who can design pragmatic pathways for change,” Louisa explains, “and that this can be the spark for shifting perspectives and being a catalyst for other people’s innovations.” It’s this philosophy of empowering others that underscores her approach, combining systems thinking and leadership to foster meaningful change across organisations.

From Climate Activism to Corporate Responsibility

Louisa’s journey into sustainability did not follow the typical path. Born and raised in London, she developed a connection to nature and sustainability in a roundabout way. Reflecting on her early years, Louisa shares, “I think to me, that proximity to nature, the anchoring and being somewhere a little bit quiet, is a huge part of who I am today,” though her connection to environmental issues truly deepened during university, influenced by climate activists and her participation in environmental protests. This background laid the groundwork for her understanding of the complexities and compromises involved in corporate responsibility.

Louisa’s transition into the business world came after a period of introspection and exploration. After working in an accounting firm, she was tasked with creating a sustainability service line—a radical move at a time when corporate sustainability was barely in its infancy. Recalling this experience, she explains, “It was a time when clients weren’t necessarily coming to us for this work. We had to help them see the potential of sustainability beyond compliance.” This early work shaped her understanding of how sustainability can be woven into the fabric of an organisation, rather than seen as an add-on or an obligation.

Embracing Purpose as a Core Business Strategy

Louisa advocates for a purpose-driven business model, where sustainability and responsibility are integrated into the core strategy rather than siloed or relegated to a single department. According to her,

“Purpose has to go beyond brand strategy… It should serve as a North Star, guiding a company’s actions, advocacy, and a catalyst for culture, innovation and systems change.”

In her view, purpose should not be a retrofitted element of an organisation’s identity but rather an evolving framework that drives meaningful decisions at every level.

Her experience with Brandpie and other consultancies has underscored the importance of embedding purpose authentically into the company culture. She explains that successful purpose-driven organisations approach purpose as a continuous journey, rather than a checkbox to be ticked. “When we see every employee as a designer of sustainable practices,” Louisa asserts, “we unlock collective potential.” In this way, Louisa emphasises the importance of cultivating an environment where every employee feel they have a role to play in driving sustainability, regardless of their official job title.

The “Purpose Dividend” and a New Way Forward

One of the key insights Louisa shared was the importance of business asking themselves “who is it that their purpose should serve?” and thinking more systemically about how they can use their platform for good. She references a UK study, The Purpose Dividend, which gives a powerful business case for how purpose-driven businesses contribute to broader economic and societal growth. The findings indicate that businesses committed to purpose not only foster innovation but also drive employee satisfaction and economic development.

However, Louisa acknowledges the challenges many organisations face in implementing purpose-led strategies and sustainability initiatives. She points to an industry-wide imbalance between innovation and reporting, noting that “ according to an IBM study, companies today spend 43 times more on reporting than on research and development,” a statistic she finds both unsurprising and disappointing. Compliance and reporting rightly are a huge focus for sustainability leaders, both in terms of time and budget. However, she argues, with limited resources this can often be instead of investing in creativity and innovation—the very ingredients necessary to address complex sustainability challenges.

Louisa’s solution to this issue is to take the time to embed sustainability and purpose into everyone’s role. fostering an imaginative, innovative culture.

“It’s about being willing to experiment,”

she says, urging businesses to cultivate a space where new ideas can flourish without fear of failure. For Louisa, rethinking corporate responsibility involves acknowledging that “crisis of imagination”— fire-fighting and mounting risks can be paralyzing. On a more fundamental level, despite all the science and targets we have to work towards, imagining how a more sustainable, equitable future will run in reality is a big leap for our imaginations, and one people really struggle with. By encouraging companies to “reimagine what is possible,” Louisa believes they can unlock new pathways to impact.

Building Capacity for Courageous Leadership

At the heart of Louisa’s vision for corporate sustainability is the idea of courageous leadership.

“It’s often a tiny percentage of an organisation, maybe 1 -5%, who think of sustainability as part of their role. Yet making change happen will need everyone, and skills from every function as well as the sustainability ream.

Louisa explains.

This emphasis on collective responsibility and therefore collective impact is part of Louisa’s broader approach, which she refers to as “systems change.” She advocates for equipping employees with the knowledge and skills necessary to integrate sustainability into their daily work, regardless of their department, where everyone can see themselves as a designer and innovator. “You’re designing your day, your service lines, your organisation’s structure,” Louisa says, highlighting how viewing every individual as a “designer” can transform how sustainability is embedded into an organisation’s DNA.

To foster this mindset, Louisa suggests creating opportunities for employees to engage with sustainability outside of their traditional roles. She believes this not only boosts morale but also strengthens the company’s sustainability efforts. “Purpose isn’t about a small team doing good on the side,” she insists. Instead, it’s about fostering a culture where sustainable thinking is the norm, not the exception.

Moving Beyond Compliance: The Role of Innovation and Advocacy

For Louisa, authentic purpose is far more than words and a meaningful sustainability strategy is more than just meeting compliance standards—it’s about rethinking the role of business in society. She encourages companies to take a more active role in advocacy, using their influence to drive systemic change at an industry level.

“Purpose should serve as a North Star, not only guiding internal policies but also shaping the organisation’s role in the broader ecosystem,”

she says.

Louisa’s advocacy-oriented approach calls on businesses to partner with industry groups, governments, and NGOs to tackle large-scale issues. For example, she points to coalitions in the banking and beauty industries that have come together to address challenges like net-zero emissions and sustainable sourcing. “Find the problems that you can’t solve alone, and work with others to shift the dial,” she advises. This collaborative, problem-solving approach is, in Louisa’s view, essential for making a lasting impact.

Creating a Legacy of Meaningful Impact

This podcast was recorded just as Louisa has founded her new project Curiously Liminal, focusing on activating courageous leadership, collective impact and systems innovation. Doing so is part of a moment’s pause and inquiry into where she can make the most impact. When asked what she would like to look back on and say her legacy has been she says: “I want to be able to look back and know that the interventions I chose to spend my time on in this critical decade, really did made a difference.” Her goal, she explains, is not just to help companies implement sustainable practices but to create a lasting culture of curiosity, courage, and collaboration.

In her view, this is the real promise of purpose-driven business—a way to align business strategy and skills with the pressing needs of society. Louisa’s message to organisations is simple: purpose is not a destination but a journey, one that requires constant adaptation, engagement, and a willingness to challenge the status quo.

As companies continue to navigate the evolving landscape of responsible business, Louisa’s insights offer a blueprint for those committed to making a genuine impact. By embracing purpose in your core business strategy as an engine for innovation , fostering a culture of courageous leadership, and prioritising collaboration over competition, businesses have the power to become agents of positive change in a world that urgently needs it.

In an era where AI has the potential to drive social change or exacerbate misinformation, the advertising industry finds itself at a pivotal juncture. Harriet Kingaby, co-founder of the Conscious Advertising Network (CAN), is at the forefront of advocating for ethical advertising that can reshape climate communication. Harriet’s journey, which began with a fascination for the environment, has evolved into a career dedicated to responsible messaging within the digital age. Her work with CAN highlights the critical role advertisers play in an age where AI can both spread and prevent climate misinformation.

During a recent podcast discussion, Harriet shared insights on how CAN is addressing the ethical complexities of climate communication, especially as AI technologies continue to disrupt the media landscape. She touched on the ethical concerns posed by AI, the need for responsible storytelling, and how CAN is helping advertisers use their influence to foster truthful and impactful climate discourse. Harriet’s perspective is grounded in the reality that AI, while transformative, has the potential to destabilise the very platforms it seeks to enhance if not used responsibly.

AI’s Double-Edged Sword: Democratising Misinformation

AI technologies like ChatGPT, Bard, and other generative models have revolutionised the ability to create realistic, human-sounding content at unprecedented scale and speed. However, this accessibility has significant drawbacks, particularly when it comes to spreading misinformation. Harriet shared that CAN recognises how AI can “democratise the production of mis- and disinformation,” enabling malicious actors to generate misleading narratives quickly and effectively. “It makes it easy to create and distribute misinformation across platforms,” she noted, underscoring the potential for AI to amplify climate misinformation in ways that traditional media never could.

Climate misinformation remains a pressing issue in AI-generated content, as such tools are often trained on unregulated data sources that may include biased or false information. AI systems are adept at producing content that emotionally resonates with audiences, which makes them especially dangerous when used to manipulate opinions. “Misinformation is engaging content,” Harriet explained.

“It plays on our emotions and fuels viral spreads, which means that harmful climate messages can circulate widely before anyone has a chance to counter them”.

Reaching the “Persuadables”: The Power of Relatable Climate Narratives

Harriet believes that sustainable brands and the climate movement should be engaging the “persuadables”—the middle-ground audience who may not be fully aligned with environmental activism or denialism but are open to climate-friendly messaging. She knows how effective this approach can be from her work at Media Bounty and ACT Climate Labs.

“Businesses often overlook persuadables, focusing on preaching to their supporters or responding to detractors, but they miss the chance to reach people who can be swayed by accessible, relatable information”.

Harriet advocates for communication that is straightforward and ties into familiar values, such as family, community, and financial security. Instead of scientific jargon or confrontational tactics, encouraging a narrative that makes climate action personally relevant. For instance, Harriet suggests highlighting the economic benefits of renewable energy rather than framing it solely as a climate issue. “We can talk about wind turbines as a boon for local economies, like the new shipbuilding for our area,” she said, offering a model for how organisations can connect climate solutions to everyday concerns.

Harriet’s approach is focused on crafting messages that resonate with individuals’ lived experiences, especially when communicating complex issues like climate change. This targeted messaging, Harriet believes, can be more effective in bridging gaps in climate awareness, especially in a media landscape dominated by fragmented perspectives.

CAN’s Mission: Building an Ethical Framework for Advertising

CAN, which Harriet co-founded, brings together over 180 organisations in a mission to break the economic ties between advertising and harmful content. Their goal is straightforward yet impactful: prevent advertising dollars from funding misinformation, hate speech, or low-quality content. As Harriet puts it, CAN is focused on “promoting advertising as a cultural force for good” and empowering advertisers to make choices that support responsible media .

CAN’s initiatives guide brands to consider the ethical implications of their advertising placements, from avoiding platforms known for misinformation to supporting high-quality journalism. “Brands have the power to decide where their ads appear, and with that comes the responsibility to avoid funding harmful content,” Harriet emphasised. This conscious approach not only protects brands from reputational harm but also helps shift the media landscape towards a more truthful and diverse narrative environment .

One of CAN’s focus areas includes assisting brands in creating adverts that positively represent communities, reflect sustainability values, and counter climate misinformation. Harriet highlighted how advertising has the ability to influence public narratives significantly:

“Businesses can shape cultural conversations through their media placements, and by doing so responsibly, they can help combat misinformation and champion integrity in climate communication” .

AI and Ethical Communication: Balancing Optimism with Caution

Harriet maintains a cautiously optimistic view on AI’s potential in climate communication, provided it is used within an ethical framework. While she acknowledges AI’s capacity to optimise energy systems, aid in climate research, and revolutionise industries, she is acutely aware of its risks, especially in advertising. “The unregulated growth of ad tech has already shown us what can go wrong,” Harriet said.

“If we don’t apply lessons from ad tech to AI, we could find ourselves facing similar, if not worse, challenges” .

One of Harriet’s primary concerns is the rapid pace of AI development, which makes it difficult for regulatory frameworks to keep up. She stresses the importance of policymakers and the public being able to understand the technologies in order to make informed decisions. “We need translators—people who can break down complex AI concepts for policymakers and the public, helping them understand both the risks and opportunities,” Harriet shared, stressing that understanding AI is essential to its responsible use .

Practical Advice for Businesses Navigating AI’s Ethical Landscape

For businesses exploring how to navigate AI’s ethical challenges, Harriet provides concrete guidance: start with core values. By grounding their AI strategies in brand values, companies can ensure they make decisions that align with their commitment to responsible communication. “Brand values should define how you show up in society. They can help set the ethical standards for how you use AI, where you place ads, and the content you support,” Harriet advised .

She also recommends that companies work with experts to fully understand AI’s capabilities and limitations. CAN’s manifestos include advice for integrating ethical practices in both creative processes and media planning, ensuring brands can make informed choices when employing AI tools. Harriet’s advice is straightforward: “Don’t be afraid to ask questions. If your AI vendor can’t explain their technology in plain terms, that’s a red flag” .

Additionally, Harriet encourages companies to think beyond compliance, urging them to see AI not just as a tool but as a transformative force with potential for societal impact. By embedding ethical checks into procurement processes and risk management plans, brands can safeguard against unintentional harm while remaining competitive in a rapidly advancing technological landscape.

A Vision for the Future: Conscious Choices and Collective Action

At the heart of Harriet’s work is the belief that businesses can use their influence to promote positive change. Conscious advertising is not just about avoiding harmful content; it’s also about actively supporting narratives that advance societal good. Harriet envisions a future where advertising budgets are used to support media integrity, where brands take ownership of their role in public discourse.

“Businesses have massive influence and budgets; let’s use that power for good,”

she urges .

As AI continues to evolve, Harriet advocates for a collaborative approach that includes businesses, policymakers, and the public. She hopes CAN’s work will inspire brands to commit to ethical advertising practices that align with the evolving media landscape. Her message is clear: “AI’s potential is immense, but so are its risks. We must ask ourselves what kind of world we want to create with these technologies and take action to ensure they help us get there” .

Through CAN’s pioneering initiatives, Harriet is laying the groundwork for a responsible, transparent, and impactful advertising sector. By helping brands understand their influence and encouraging them to embrace ethical choices, Harriet is fostering a media ecosystem that prioritises truth and integrity—a necessity in the age of AI-driven communication.

As she concluded in the podcast, “It’s about taking a breath, being conscious of the choices we make, and recognising the responsibility that comes with influence. Together, we can reshape the narrative, one ethical decision at a time”

As the world grapples with the twin challenges of climate change and social inequality, the call for a more integrated approach to sustainability has never been louder. For leaders like Claudia Dommett-Nöhren, currently Head of ESG at nGAGE Talent, the focus isn’t just on reducing carbon footprints, but also on driving social value and equity across industries. With over 15 years of experience in sustainability, Claudia has played a key role in shaping sustainability strategies that not only address ecological concerns but also ensure that social justice is part of the equation.

During a recent episode of the podcast, Claudia shared her insights on navigating the evolving landscape of sustainability, highlighting the need to bridge the gap between environmental goals and social equity. Throughout the conversation, she delved into her career journey, the lessons she’s learned, and the ways in which businesses can embed sustainability into their core operations.

From Animal Rights to Holistic Sustainability

Claudia’s passion for sustainability began at an early age, initially focused on animal rights and later expanding to encompass broader environmental and social issues. “It started at a very young age… getting really into animal rights in the cosmetics industry as someone in primary school,” she explained. This passion later evolved into a more comprehensive interest in environmentalism, leading her to pursue studies in environmental management and policy.

Her career began within the rail industry, where she gained experience in environmental management before moving into more holistic roles in sustainability. She quickly realised that to make a lasting impact, it was crucial to integrate social considerations alongside environmental efforts. Reflecting on this transition, she stated,

“We have this term sustainability… but quite a lot of people, including myself at times, tend to look at environment, social, and economic factors separately rather than integrating them effectively.”

Embedding Sustainability into Business Operations

A key theme throughout Claudia’s career has been the importance of embedding sustainability into business processes rather than treating it as a standalone initiative. According to her, sustainability efforts should be woven into the fabric of everyday business operations to ensure they become part of the company’s culture. “You need to embed sustainability into existing business processes… If you come in with a completely new, shiny strategy, it can overwhelm people and face resistance,” she said.

Claudia’s approach often involves linking sustainability initiatives to existing business objectives, which can help companies achieve incremental improvements that ultimately drive significant change. She pointed out that integrating sustainable practices into areas such as procurement, HR and finance can gradually transform a company’s operational model, making it more resilient and efficient.

The Green Skills Gap and Just Transition

One of the pressing challenges that Claudia highlighted during the conversation is the growing green skills gap. As industries pivot towards more sustainable practices, the demand for professionals with expertise in green jobs and sustainability is increasing. However, there is a noticeable disconnect between the skills employers are looking for and the qualifications of many job seekers.

“There’s a skills gap that we need to bridge… I see businesses struggling to find the right candidates for sustainability roles, while there are also many people who want to enter the field but can’t land a job,” Claudia observed. To address this, she advocates for a more inclusive approach to hiring and upskilling. This includes creating opportunities for underrepresented groups to enter the sustainability sector and providing training to help current and new employees gain the necessary skills to transition into green roles.

Claudia also emphasised the need for a “just transition,” ensuring that the shift towards a low-carbon economy does not leave anyone behind. She stated, “We can’t have a just transition without being inclusive… Different people bring different strengths, and by including everyone, we can spark new ideas and solutions.” By addressing social equity alongside environmental goals, businesses can foster a more balanced and sustainable future.

Overcoming Resistance and Encouraging Innovation

Throughout the discussion, Claudia acknowledged that resistance to change is one of the biggest obstacles when it comes to implementing sustainability initiatives. She highlighted that some business leaders are wary of sustainability efforts disrupting day-to-day operations, and this can hinder progress.

“There’s a fear of sustainability initiatives disrupting day to day business operations,”

she said. To overcome this, Claudia recommends starting with small changes and demonstrating their benefits before scaling up efforts.

Moreover, Claudia believes that fostering a culture of innovation and embracing failure are critical for driving sustainability forward. “We need more courage to fail,” she explained. “Innovation is essential, and businesses must be willing to trial new ideas, even if they don’t always succeed.” This mindset can help companies explore new avenues for reducing their environmental impact and improving social outcomes.

Integrating Social Value with Environmental Goals

A significant part of Claudia’s work has involved integrating social value into sustainability strategies. For instance, during her time in the rail industry, she developed social value strategies & frameworks that considered issues such as modern slavery risks, community engagement, inclusivity as well as maximising the wider social impact of rail. She reflected, “The rail industry, being a social good, has a duty to maximise its benefits to society.”

Claudia’s approach to social value extends beyond compliance and reporting. She views it as a crucial element of sustainable business practice that can drive meaningful change when implemented thoughtfully. For businesses to genuinely integrate social value, they need to move beyond tick-box exercises and embrace strategies that consider the long-term social and environmental implications of their actions.

The Role of Compliance in Sustainability Efforts

During the conversation, Claudia acknowledged the growing role of compliance and reporting in sustainability. While she recognises its necessity, she expressed concern that an excessive focus on compliance can detract from the time and resources available for driving actual change.

“I spend a significant amount of time on reporting… which means less time dedicated to innovative projects,”

she noted.

Claudia argues that while compliance frameworks are essential for ensuring accountability, they should not overshadow the need for action. She suggests that companies balance compliance with proactive measures that address both environmental risks and social considerations, thereby creating a more comprehensive sustainability strategy.

Looking Ahead: The Future of Sustainable Business

Reflecting on the state of sustainability in business today, Claudia expressed a mix of optimism and urgency. She acknowledged that there has been significant progress in raising awareness and integrating sustainability into corporate agendas, but believes that the pace of change is still too slow. “We have many of the tools we need… but we’re not implementing them fast enough,” she remarked.

Claudia’s vision for the future involves businesses recognising that sustainability is not just an add-on or a compliance requirement, but a fundamental aspect of long-term success. “Companies need to wake up to the fact that preserving environmental resources is essential for their survival… You can’t operate on a dead planet,” she asserted. Her call to action is for businesses to embed sustainability into their DNA and view it as a driver of innovation and resilience.

Conclusion

Claudia’s insights serve as a powerful reminder that the journey towards a sustainable future requires a holistic approach that integrates environmental goals with social equity. By embedding sustainability into business operations, addressing the green skills gap, and fostering a culture of innovation, companies can drive meaningful change and contribute to a just transition. As Claudia puts it, “Sustainability makes good business sense… It’s about creating efficient practices that ensure long-term viability.”

In the realm of corporate sustainability, there’s an emerging philosophy that challenges traditional leadership: the notion that a truly great Chief Sustainability Officer (CSO) should work to make themselves obsolete. This idea, put forward by Dax Lovegrove, a seasoned leader in sustainability who has held high-profile positions at WWF, Versace, Jimmy Choo, Swarovski, and Kingfisher, reflects a deeper understanding of how sustainability should be integrated into every aspect of business.

With over 20 years of experience, Dax’s career has spanned diverse sectors, from fashion to home improvement, and his insights into sustainability have influenced some of the world’s leading brands. Currently heading his consultancy, Planet Positive, Dax continues to advise companies on embedding sustainability into their core strategies, moving beyond compliance to create lasting environmental and social impact.

In a recent podcast conversation, Dax delved into the evolving role of sustainability leaders, highlighting how they can drive meaningful change within organisations, and why the end goal of their work should be to step aside, having ensured that sustainability is ingrained into the organisation’s DNA.

From WWF to Luxury Brands

Dax’s career began with the World Wide Fund for Nature (WWF), where he spent a decade advising companies on corporate sustainability. His work at WWF allowed him to build strong foundations in understanding the intricate links between business practices and environmental impact. Reflecting on his time there, Dax noted that WWF’s ability to advise companies on improving their sustainability plans was driven by a collective intelligence of specialists, ranging from climate experts to foresters and marine biologists. He described this network as a “collective brain,” a unique asset that allowed WWF to offer comprehensive guidance to businesses.

“We had this incredible base of people, experts to go and advise business…we had this collective intelligence of different specialists that is quite unique,” Dax said, describing the powerhouse of knowledge that helped shape sustainability strategies for companies like Marks & Spencer during the development of their renowned Plan A initiative.

This foundation at WWF set the stage for Dax’s subsequent roles at some of the world’s most recognised brands, including Swarovski, Jimmy Choo, and Versace. His work in the luxury fashion sector posed a different set of challenges, particularly in aligning sustainability with the glamour and exclusivity that these brands represent. However, Dax was able to help these companies take steps towards sustainability through initiatives that promoted more responsible sourcing and ethical treatment within their supply chains.

At Swarovski, for example, Dax led a ‘conscious design programme,’ which aimed to embed sustainability and circularity into the design process.

“We were promoting the idea that you can have sustainable fashion, even though it sounds ludicrous. It can go in that direction when you get things right,”

he said, reflecting on how the luxury industry can evolve to be more environmentally responsible.

Leadership in Sustainability: Innovation Over Compliance

One of the key themes Dax returned to in the conversation was the tension between compliance and innovation in corporate sustainability. While regulations are necessary to push businesses towards more responsible practices, Dax cautioned that companies risk becoming too focused on ticking boxes rather than genuinely innovating for a sustainable future.

“The bad news is, we’ve slightly sunk back into compliance,”

Dax said, referring to the growing focus on meeting regulatory requirements. “There’s various regulations coming up on reporting and due diligence, which is good news because it’s shoving everyone forward, but it ties everyone up…You’re not leading or innovating as much.”

Dax argues that true leadership in sustainability comes from a vision that goes beyond compliance. He cited Sir Ian Cheshire, the former CEO of Kingfisher, as an example of a leader who embraced this approach. Under Cheshire’s leadership, Kingfisher pursued a bold “forest-positive” vision, aiming to replenish more timber than they used—a significant ambition for a home improvement company where timber is a key material.

This kind of leadership, Dax explained, is about embedding sustainability into the very fabric of a company, rather than treating it as an external initiative. “You can’t just pay for it as a company yourself, or you’ll go bust. You’ve got to shift the whole business model,” Dax noted, highlighting the importance of aligning sustainability with business operations and long-term strategy.

The Circular Economy

Dax’s work at Kingfisher and WWF highlighted the potential of the circular economy as a transformative force in business. One of the most compelling examples of this is Ikea’s second-hand marketplace, a project that Dax praised as a pioneering move in the retail industry.

“Ikea realised that second-hand Ikea furniture was already being sold online, so they decided to own that space,”

Dax explained. By creating their own platform for buying and selling used furniture, Ikea has taken control of a market that was already thriving. More importantly, they’ve aligned this initiative with their broader sustainability goals, turning circularity into a core part of their business model.

This is a perfect example of how companies can innovate within sustainability, using it not only as a tool for environmental good but also as a competitive advantage. “What the chief executive said is, ‘We’re not just doing a second-hand platform for the sake of it to look good—we want to be the go-to destination for home furnishings,’” Dax said, demonstrating how sustainability can be integral to a company’s growth strategy.

Dax also mentioned Currys, the electronics retailer, as another business that has successfully integrated circularity into its operations. “Currys has got one of the largest repair centres in Europe. It makes more profit on a refurbished mobile phone than it does on a new phone,” he shared, illustrating how the circular economy can be both environmentally beneficial and financially lucrative.

Making Yourself Obsolete

Perhaps the most thought-provoking insight from Dax’s conversation is the idea that a truly effective CSO should aim to work themselves out of a job. This doesn’t mean abandoning the role of sustainability within a company but rather ensuring that sustainability becomes so deeply embedded in the organisation that it no longer requires a dedicated leader to oversee it.

“A good Chief Sustainability Officer tries to do themselves out of a job,”

Dax said. The goal, he explained, is to build a culture where every department—from finance to procurement—understands and integrates sustainability into their day-to-day operations. When sustainability becomes part of the organisational fabric, the need for a standalone role diminishes, and the company can continue its sustainability journey without reliance on one individual.

This philosophy reflects a shift in how businesses approach sustainability. It’s not just about having a leader who champions the cause but about creating a business model and culture where sustainability is woven into every decision, from product development to supply chain management.

The Future of Corporate Sustainability

As companies face increasing pressure from both regulators and consumers to be more sustainable, the challenge will be to maintain a balance between compliance and innovation. Dax’s experience highlights that while regulations are important, they should not stifle creativity and forward-thinking leadership.

“We need to stay ambitious, because ambition and leadership will pay back,”

Dax said. For businesses to thrive in the long term, they must not only meet regulatory requirements but also innovate in ways that align sustainability with their core business strategies.

For companies looking to make sustainability a true competitive advantage, the lesson is clear: visionary leadership, a commitment to innovation, and a willingness to rethink business models are key. As Dax Lovegrove’s career demonstrates, the ultimate goal for sustainability leaders is not just to lead the charge but to build organisations where sustainability becomes second nature—where they can step aside, knowing the future is in good hands.

In today’s rapidly evolving energy landscape, where sustainability is no longer just a buzzword but a crucial aspect of global business strategy, Andrew Nind offers a unique and deeply informed perspective. With over 30 years of experience in the British and European energy sectors, Andrew has seen firsthand how the industry has shifted from traditional fossil fuels to embracing renewable energy. However, his insights go far beyond the technicalities of energy production; they delve into the very culture of business and its impact on the environment and society.

The Evolution of the Energy Sector

Andrew’s journey in the energy sector began somewhat serendipitously after he graduated from Cambridge University with a mathematics degree in the late 1980s. He entered the energy sector during a time when job opportunities were plentiful for graduates, and he soon found himself working as a commercial analyst for regional electricity companies. This early experience in the industry shaped his understanding of the energy market and set the stage for his later work in energy consulting.

For much of his career, Andrew has been involved in market advisory consulting, helping to analyse and guide the development of power projects across the UK and Europe. He has worked on a wide range of projects, from the early days of the UK’s dash for gas in the 1990s to the more recent push towards renewable energy sources like wind and solar. Reflecting on this journey, Andrew notes, “In the 1990s, it was mainly about gas. There was a big revolution in this country – a dash for gas. Gas had become very cheap, and we were essentially replacing coal-fired power stations with gas-fired power stations.”

However, as the energy sector has evolved, so too has Andrew’s focus. In recent years, he has become increasingly concerned with the ethical implications of the energy transition, particularly the phenomenon of greenwashing – a practice where companies exaggerate or misrepresent their environmental efforts to appear more sustainable than they actually are.

The Challenge of Greenwashing

Greenwashing is a significant issue in the energy sector, and Andrew is particularly concerned about its impact on both consumers and the industry’s overall progress towards sustainability. He shares an anecdote that illustrates the absurdity of some greenwashing practices: “A friend of mine signed up for a green energy tariff and was told by her supplier that she was a ‘climate champion.’ The supplier’s logic was that by consuming more electricity, she would be saving the planet. It’s an absurd example of how greenwashing can distort reality and hinder genuine progress.”

This example highlights a broader issue within the energy sector, where companies often take undue credit for renewable projects while downplaying the role of government subsidies and other support mechanisms that are critical to these projects’ success. Andrew argues that this not only misleads consumers but also allows companies to meet environmental targets without making the necessary efforts to reduce energy consumption or invest in new green technologies.

He stresses the need for a more honest and transparent approach to measuring companies’ contributions to sustainability.

“We need to develop a culture where companies are genuinely committed to reducing their environmental impact, rather than just paying lip service to sustainability,”

Andrew says. This call for transparency and integrity is a recurring theme in his work and a crucial aspect of his vision for the future of the energy sector.

Great British Energy: Genuine Progress or Political ‘Low Hanging Fruit’?

One of the most significant developments in the UK’s energy policy is the Labour government’s plan to establish Great British Energy, a state-owned entity aimed at accelerating the country’s green energy transition. While this initiative has been hailed by some as a bold step towards sustainability, Andrew remains cautiously optimistic.

He acknowledges that the energy sector is already making significant progress towards decarbonisation, with nearly half of the UK’s electricity generated from renewable sources in 2023. However, he questions whether the government’s intervention is necessary at this stage or if it might be more about political expediency – what he refers to as “low hanging fruit.”

“My concern is that the industry is already making good progress in terms of becoming greener. It’s not completely obvious that government stepping in is going to make the transition happen faster than it’s already happening,”

Andrew explains. He also raises concerns about whether the focus on Great British Energy might divert attention from more pressing issues, such as decarbonising the heating and transport sectors, which are politically more challenging but crucial for achieving net-zero emissions.

Despite these reservations, Andrew sees the potential for Great British Energy to play a positive role, particularly if it helps to galvanise public support for renewable energy projects. However, he emphasises that the real challenge lies in addressing the sectors that are more difficult to decarbonise and ensuring that any progress made is genuinely sustainable.

A Call for Cultural Change in Business

Beyond the technical and policy aspects of the energy sector, Andrew is deeply concerned with the broader culture of business and its impact on sustainability. He argues that companies need to move beyond a narrow focus on profit and embrace a sense of responsibility for the public good. Drawing on the legacy of Adam Smith, Andrew advocates for a cultural shift where businesses prioritise ethical practices and social responsibility alongside their financial goals.

“In the Anglo-Saxon world, we’ve developed this culture of sticking to what we do best—making money—and not worrying too much about the broader impact,” Andrew observes.

“But if we can change that culture and encourage companies to take collective responsibility for the state of the world, we can make real progress.”

Andrew points to examples of companies that are already beginning to embrace this mindset, such as those that stress kindness in business or devote significant resources to pro bono work. He believes that this trend can be expanded and that businesses can play a crucial role in addressing global challenges like climate change and social inequality.

The Path Forward

As he continues his work as a consultant and advocate for sustainability, Andrew remains optimistic about the future of the energy sector. He sees the potential for genuine progress, not only in terms of technological advancements but also in the way companies approach their role in society. By fostering a culture of transparency, integrity, and public responsibility, Andrew believes that businesses can make a significant contribution to building a more sustainable world.

“The key is to develop a culture where companies don’t just see themselves as profit-making entities, but as part of a larger community with a responsibility to the public good,” he says. “It’s not always easy, but it’s essential if we want to achieve a truly sustainable future.”

Andrew Nind’s insights offer a compelling vision for the future of the energy sector – one that balances the need for economic growth with a deep commitment to ethical practices and environmental stewardship. As the world continues to grapple with the challenges of climate change, his call for a cultural shift in business is more relevant than ever.

In a recent episode of The Responsible Edge podcast, host Charlie Martin engaged in a conversation with Richard Pike, the Technical and Sustainability Director at COOK Trading Ltd. With over three decades of experience in the food industry, Richard offered a wealth of knowledge and a unique perspective on the journey towards sustainable food production. The discussion touched on key issues such as unrealistic marketing ideals, the importance of transparency, and the practical steps needed to foster true sustainability.

A Lifetime in the Food Industry

Richard Pike’s career began somewhat by accident, starting in quality and operational management roles. His initial experiences exposed him to the inequities and inefficiencies within the food supply chain, particularly the unfair treatment of suppliers. These experiences fueled his desire to find a better way, leading him to COOK in 2007. Reflecting on his decision to join COOK, Richard shared,

“I ended up joining this bunch of lunatics that was sticking frozen food in trays and kinda not making any money and not knowing quite what to do. But there was definitely a different vibe and a different sort of purpose to the whole thing.”

Transforming COOK

Richard’s role at COOK evolved from Technical Manager to Technical and Sustainability Director, reflecting his growing focus on environmental and ethical issues. At COOK, he found a community committed to doing things differently, emphasising quality, sustainability, and fair treatment of suppliers. He described his first interview at COOK as a stark contrast to his previous corporate experiences, conducted outside on a picnic table with COOK’s co-founder Dale. This informal yet passionate atmosphere was indicative of COOK’s unique culture and mission.

One of the fundamental changes Richard implemented was fostering closer relationships with suppliers. He recounted an instance where COOK worked with an Italian pasta supplier, inviting them to visit their kitchen to understand COOK’s quality requirements better. This hands-on approach ensured that suppliers were aligned with COOK’s values and standards, promoting transparency and mutual understanding.

The Pitfalls of Unrealistic Marketing

A major theme of the conversation was the unrealistic marketing ideals that have permeated the food industry, leading to significant waste and inefficiencies. Richard criticised the marketing strategies that have set unrealistic consumer expectations, causing a disconnect between what is produced and what consumers expect. “We’ve ruined three generations of consumers to expect something that just doesn’t exist or shouldn’t exist,” he remarked. This unrealistic ideal of perfect, year-round produce has led to enormous waste and has hindered efforts to promote seasonal and sustainable food practices.

Practical Steps Towards Sustainability

Richard emphasised that achieving true sustainability requires practical, realistic approaches. He highlighted several initiatives at COOK aimed at reducing their environmental impact and promoting sustainable practices. For instance, COOK is investing in updating their refrigeration systems to reduce carbon emissions, despite the significant costs involved. Richard acknowledged the financial challenges but stressed the importance of aligning actions with core values. “We cannot be polluting the atmosphere with refrigeration gas. We just can’t,” he stated.

Another innovative initiative at COOK is the Kindness Fund, which empowers employees to perform random acts of kindness for customers in need. While not a major driver of commercial success, these acts have a profound impact on customer relations and community engagement, embodying COOK’s commitment to ethical practices.

The Importance of Transparency

Transparency emerged as a crucial element in the journey towards sustainability. Richard advocated for radical candor in business practices, encouraging companies to be open about their strengths and shortcomings. He argued that transparency fosters trust and more informed decision-making among consumers.

“If a business is out to make the most money it possibly can in the shortest possible time, great. If that’s its aim, that’s fine. But I want to know about that because I then can make a choice as to whether I want to support that business or not,” he explained.

Challenges and Opportunities

Despite the progress made, Richard acknowledged the ongoing challenges in achieving sustainability. He pointed out that many businesses face financial and logistical constraints, making it difficult to implement sustainable practices overnight. However, he stressed that continuous engagement with all stakeholders, including suppliers and consumers, is essential for driving meaningful change. Richard believes that by working together and prioritising ethical practices, the food industry can create a more equitable and sustainable future.

Reflecting on the broader industry practices, Richard shared his frustration with the current state of food marketing. He recounted experiences where high-quality produce was rejected for not meeting superficial aesthetic standards, leading to unnecessary waste. This misalignment between marketing ideals and sustainable practices has significant environmental and economic consequences.

Looking Ahead

Richard’s insights provide valuable lessons for businesses and individuals alike. His commitment to sustainability and ethical practices at COOK offers a model for others in the industry. He emphasised that achieving sustainability is a collective effort, requiring transparency, collaboration, and a steadfast adherence to core values.

In conclusion, Richard Pike’s conversation with Charlie underscores the importance of realistic approaches to sustainability. By challenging unrealistic marketing ideals, fostering transparency, and prioritising ethical practices, businesses can pave the way for a more sustainable food industry. As Richard aptly put it, the journey towards sustainability requires practical steps, continuous engagement, and a commitment to doing things differently.