Why We Blame Ourselves Instead of the System

The idea that poor diet is a matter of weak willpower is one of the most successful PR campaigns ever run. Instead of holding corporations accountable for flooding supermarkets, schools, and social media with ultra-processed foods, the focus has been shifted onto individuals:

• If you’re struggling with weight, you must not be trying hard enough.
• If children are developing diet-related illnesses, parents must be failing them.
• If obesity rates are rising, people just need more education.

Nicki pointed out how this mirrors the tactics once used by Big Tobacco, where for years, cigarette companies deflected blame by focusing on “smoker choice” while suppressing evidence of the harm they were causing.

“It’s exactly the same playbook,” Nicki explained.

“For decades, food companies have positioned themselves as passive providers, simply offering what people demand—when in reality, they’ve spent billions engineering products, advertising, and environments that drive those demands.”

The result? A society where junk food dominates, and consumers are made to feel personally responsible for the consequences.

How Big Food Designs the Perfect Trap

Food corporations don’t just rely on advertising to shape habits—they engineer the entire environment to make unhealthy choices the default:

✔ Supermarket layouts – Essential foods are harder to find, while impulse-buy junk is placed at checkouts, aisle ends, and eye level.
✔ Targeted marketing – Brightly colored cereals with cartoon characters are deliberately placed at children’s eye level to lure them in.
✔ Pricing tricks – Processed food is priced artificially low, while fresh produce is kept expensive and often poorly promoted.
✔ Social media influence – Junk food brands saturate platforms like TikTok and Instagram, embedding their products into viral culture.

“Just walk through a supermarket and look at what’s happening,” Nicki urged.

“You’ll see kids being drawn to the brightest, most aggressively marketed products—the ones with the most sugar, salt, and additives. And then we blame parents when their kids prefer junk over fresh food.”

Weight-Loss Drugs: The Perfect Distraction

One of the most revealing points Nicki made was how Big Pharma and Big Food now operate in tandem—one selling the problem, the other selling the “solution.”

“The rise of Ozempic and Wegovy—weight-loss drugs that suppress appetite—is a perfect example of how the system is designed,” Nicki said.

“Rather than fixing the food environment that creates these issues, we’re now medicating the symptoms.”

While there’s a place for medical interventions in extreme cases, Nicki warned against normalising them as a long-term fix.

“We’re telling people, ‘Don’t worry about the food industry flooding the market with addictive ultra-processed foods—you can just take a drug later.’ That’s insane.”

This shift also protects corporations from scrutiny. Instead of tackling how companies are profiting from ill health, public debates focus on individual choices—whether someone should take a weight-loss drug or whether parents should “just say no” to junk food.

“The food system is broken by design, and these companies know it,” Nicki said. “But as long as they can keep the conversation about personal responsibility, they can keep selling the problem and the so-called solutions.”

What a Fair Food System Should Look Like

Nicki isn’t just calling out the problem—she’s pushing for real solutions. At Bite Back, the campaign she leads alongside young activists, the goal is to rewrite the rules and make the food system work for people, not corporations.

So what would a fair food system look like?

✔ No junk food ads targeting children – The way we banned cigarette ads, we should restrict marketing that deliberately hooks kids into unhealthy eating habits.
✔ Honest food labelling – No more misleading packaging that makes sugary, processed foods look healthy.
✔ Supermarket reform – Essential foods should be more accessible than ultra-processed junk, not the other way around.
✔ A shift in government policy – Just as regulations forced the tobacco industry to clean up, governments should hold food giants accountable.

“This is not about banning treats or policing what people eat,” Nicki clarified.

“It’s about stopping companies from manipulating consumers into thinking they’re making free choices when, in reality, the deck is stacked against them.”

The Tipping Point: Why Change Is Coming

The good news? The tide is turning.

Five years ago, few people were questioning the systemic nature of our food crisis. Now, there’s growing awareness that the issue goes beyond personal choice.

Nicki’s own campaign, Bite Back, has been disrupting food industry marketing by buying up advertising space so that junk food companies can’t. “We’re literally blocking these brands from reaching kids in certain areas,” she said.

“And the response from the public has been overwhelmingly supportive.”

She also sees increased scrutiny from lawmakers, with sugar taxes and advertising bans being seriously discussed in the UK and beyond.

“People are starting to see through the spin,” Nicki said.

“For the first time, the conversation is shifting from ‘Why don’t people just eat better?’ to ‘Why is the system set up this way in the first place?’”

And that, she believes, is the first step to real change.

Final Thought: The Food System Doesn’t Have to Stay Broken

Nicki’s message is clear: The way we talk about diet, obesity, and health needs to change. Instead of blaming individuals, we must hold the right people accountable—the corporations designing our food environment and governments allowing them to get away with it.

“This is a problem we can fix,” she concluded.

“But only if we stop looking at individuals and start looking at who really benefits from the status quo.”

The real question isn’t whether people should eat healthier—it’s why the system makes it so hard to do so.

Early Lessons in Resource Consciousness

Anne’s first brush with sustainability came during her childhood in Germany. “I didn’t know the word ‘sustainability’ as a nine-year-old,” she admitted, “but I observed how meticulous people were about conserving resources. You paid for ketchup, received just one napkin, and lined up to recycle your bottles. It was a culture of diligence.”

Returning to Taiwan, Anne saw the early stages of Taipei’s recycling revolution. “Taiwan had a serious trash problem,” she recalled.

“The government introduced an incentive system—recycling was free, but throwing away trash required purchasing official bags. It was fascinating to see an entire society shift its behavior.”

These early experiences fostered a deep awareness of material consumption and waste, themes that would resonate throughout her career.

Urban Planning: A Gateway to Sustainability

Anne’s interest in sustainability took root in university when she pivoted from business to urban planning.

“I realised that how cities are designed profoundly impacts how people live,” she explained.

Studying in the car-centric United States, Anne became passionate about creating walkable, transit-friendly cities that encourage sustainable lifestyles.

Her academic journey also included stints in Morocco and France, where she broadened her understanding of urban development and public policy. However, it was a final-year course on CSR that shifted her focus to the corporate world. “The idea that companies like Walmart could influence entire supply chains to be more sustainable fascinated me,” she said.

Bridging Academia and Corporate Action

After graduating, Anne faced the harsh realities of starting a career in sustainability during the 2008 financial crisis. “It wasn’t easy finding sustainability jobs back then, both because the field was still maturing and because of the economic climate,” she explained. Determined to gain foundational knowledge about corporate operations, Anne took on diverse roles over the next four years.

“I worked in audit at KPMG, explored business philanthropy with a foundation, and handled compliance for a chip design company preparing for its IPO,” she recounted. These roles gave Anne a comprehensive understanding of how corporations operate, even though they weren’t directly tied to sustainability.

“Because I still wanted to continue in the sustainability trajectory, I decided to go back to graduate school.”

At Columbia University, Anne pursued a master’s degree in environmental science and policy, equipping herself with tools to drive corporate sustainability. “Columbia was where I developed the skills to connect sustainability with business impact,” she said.

Anne then joined EcoVadis in Paris, a leading sustainability rating company. “For five years, I assessed the ESG performance of companies worldwide,” she shared.

“It was rewarding but isolating—I craved more interaction with people.”

To broaden her horizons, Anne earned an MBA from INSEAD. “The MBA expanded my understanding of business strategy and helped me integrate sustainability into global operations,” she noted.

Making Sustainability Tangible

Anne’s subsequent roles at Bureau Veritas and Dun & Bradstreet provided her with platforms to make sustainability actionable. As Global ESG Product Lead at Bureau Veritas, she spearheaded the development of a digital sustainability management tool. Later, as Head of ESG at Dun & Bradstreet, she shifted to a go-to-market and sales function.

“These roles showed me how important it is to make sustainability examples as concrete as possible,” Anne said. She emphasised the need for clarity in training teams and creating tools that make ESG accessible and impactful.

“Sustainability can feel abstract. The key is showing how actions—like cutting emissions or improving supply chain transparency—connect to measurable outcomes.”

A Shift in Focus: Returning to Asia

While a planned project in Saudi Arabia didn’t come to fruition, a recent family accident prompted Anne to re-evaluate her priorities. “After spending two-thirds of my life abroad, I realised it’s time to be closer to home,” she shared.

Anne is now focusing her energy on impactful sustainability projects and roles closer to Taiwan and the rest of Asia, a region where sustainability is still maturing but rapidly growing in key sectors. “I want to be closer to my family while contributing to sustainability efforts in the region,” she explained.

“Besides my day-to-day work, I also hope to introduce zero waste food and personal hygiene products, which are still rare in Taiwan.”

Conclusion: A Global Citizen’s Call to Action

Anne Huang’s journey illustrates the power of diverse experiences in shaping a holistic approach to sustainability. From recycling lines in Germany to corporate boardrooms in Paris, she has championed a pragmatic, people-focused approach to solving global challenges.

Her message is clear: sustainability isn’t a one-size-fits-all solution. It requires collaboration, innovation, and a commitment to bridging cultural and systemic gaps. As Anne puts it,

“Every step we take matters. And when we align our actions with our values, the impact can be extraordinary.”

From Niche to Necessity: The Evolution of Sustainability Recruitment

Jack recounted his journey into the sustainability space, starting from a moment of uncertainty when he was first assigned to sustainability recruitment. “I didn’t even know what sustainability was at the time,” he admitted, “but I quickly realised how integral it is to every facet of a business.”

Over the past eight years, Jack has witnessed a significant shift.

“When I started, sustainability roles were project-based and often isolated. Now, they’re integral to operations, finance, marketing, and beyond.”

This evolution mirrors a broader recognition that sustainability isn’t just a box to tick but a fundamental business function.

The Green Skills Gap: A Communication Challenge

One of the most pressing issues Jack discussed was the green skills gap—a lack of talent with the expertise to navigate the complex landscape of sustainability. Interestingly, he argued that the gap isn’t just about technical skills. “The biggest gap isn’t in reporting or regulatory knowledge; it’s in softer skills like communication and stakeholder engagement,” he explained.

Jack highlighted the importance of influencing sceptical stakeholders.

“Sustainability professionals often need to convince people—CFOs, boards, investors—that sustainability is not just a cost but a value-creating opportunity.”

This ability to communicate effectively and inspire action is where many candidates struggle, he noted.

Authenticity Over Perfection

Jack also touched on the prevalence of “green hushing,” where companies underreport their sustainability efforts for fear of criticism or accusations of greenwashing. This, he argued, is counterproductive both for businesses and the candidates they aim to attract.

“Sustainability professionals don’t expect perfection. What they want is honesty about where a company is in its journey.”

He encouraged organisations to embrace their “clumsy phase” in sustainability. “Mistakes are inevitable,” he said. “But those mistakes lead to solutions. Being upfront about challenges can actually attract innovative, creative talent who want to help solve them.”

Building Purpose-Driven Cultures

For Jack, sustainability recruitment isn’t just about filling roles; it’s about creating cultures where sustainability is part of every employee’s role. He shared the example of organisations tying sustainability goals to performance incentives, such as bonuses.

“When sustainability becomes part of the company’s DNA, it’s no longer a separate agenda—it’s just how business is done.”

He also urged companies to look inward before hiring externally. “There are often people within organisations who are passionate about sustainability but haven’t had the opportunity to get involved. Engaging these individuals can be just as impactful as bringing in new talent.”

Looking Ahead: A Call to Action

As the conversation wrapped up, Jack shared his vision for the future of sustainability recruitment.

“It’s about getting everyone to see their role in sustainability, no matter how small. Whether you’re a junior analyst or a CEO, you’re contributing to the bigger picture.”

Jack’s insights underscore the transformative power of recruitment in shaping a sustainable future. By prioritising authenticity, fostering communication, and recognising the value of every individual’s contribution, businesses can bridge the green skills gap and build teams capable of driving real change. As Jack put it, “We’re not going to get everything right, but we have to start somewhere—and that somewhere begins with the people we bring on board.”

From Farms to Boardrooms: Tom’s Journey

Tom credits his upbringing on a sheep farm with shaping his practical and problem-solving mindset.

“The thing with sheep,” he joked, “is they mainly want to just die. You’re constantly problem-solving with whatever you’ve got around you.”

This ethos of pragmatism paved the way for his eventual move into sustainability consulting, first at Deloitte and now at SB+CO.

Tom’s academic path at the London School of Economics (LSE) further solidified his foundation in environmental policy and economics. “It’s essential for any credible sustainability professional to understand the nuts and bolts of how climate change works,” he noted. His curiosity and interdisciplinary approach have since become hallmarks of his career.

The Changing Face of Sustainability in Business

A recurring theme in Tom’s discussion was the need for businesses to embed sustainability beyond specialised teams. Reflecting on his work, he said:

“We need to get to a world where the sustainability team facilitates and challenges the business, but the action happens elsewhere.”

He described the evolution of sustainability as moving from isolated initiatives to a more integrated, commercial focus. “Over the past five years, companies have set ambitious net zero targets, but many have rolled back. This often happens because these goals aren’t tied closely enough to the core business strategy.”

This disconnect, Tom suggested, could be addressed by fostering adoption across all organisational levels.

“Internal communications play a huge role in making sustainability relevant to every team—whether it’s finance, operations, or product development.”

The Communication Imperative

At SB+CO, Tom’s work uniquely combines sustainability strategy with communications. He shared how often well-crafted sustainability strategies fail due to poor internal or external communication.

“You can have a brilliant strategy, but if it’s not landing with your internal teams or customers, it’s not going to drive change.”

Tom cited examples of impactful, small-scale initiatives like supply chain workshops and employee engagement sessions. “These might seem minor, but they create the links that enable larger sustainability goals to gain traction.”

Toward a Legacy of Responsible Business

Looking ahead, Tom aims to reshape how sustainability integrates into the commercial operations of businesses.

“I want to move away from projects that feel like standalone sustainability initiatives to those that drive the evolution of the business itself.”

For Tom, the future of sustainability lies in its normalisation within business processes. Echoing a sentiment shared by other sustainability leaders, he noted, “The ultimate success is when sustainability becomes so embedded that it’s no longer a separate function.”

A Call to Action

Tom’s reflections highlight a pivotal moment for businesses. As sustainability evolves from a niche concern to a core business imperative, organisations must rethink their strategies. The lessons shared in The Responsible Edge remind us that sustainability isn’t just about meeting targets—it’s about transforming how businesses operate, communicate, and grow.

This episode offers a blueprint for companies seeking to align their practices with the demands of a changing world. As Tom puts it:

“It’s not about doing sustainability for sustainability’s sake—it’s about doing business better.”

In her recent appearance on The Responsible Edge, Glo offered a compelling case for why fair compensation is not only a moral imperative but also a smart business strategy. With over 12 years of experience in impact measurement and development policy, Glo is at the forefront of advocating for systems that empower workers while driving sustainable growth. Her insights challenge businesses to rethink their approach to creating value by putting people at the heart of their operations.

Living Wages: A Business Imperative

“A living wage isn’t just about survival — it’s about dignity,”

Glo explained during the podcast. She shared how her work at Boldr focuses on implementing fair compensation practices in outsourcing industries across the Philippines, South Africa, and Mexico.

“When workers are fairly paid, they’re not just better employees—they’re better partners in achieving organisational goals.”

For Glo, the ripple effects of fair wages extend beyond the workplace. “Economic empowerment fosters stronger communities, which in turn creates stable supply chains. It’s a win-win for businesses and society,” she noted. By viewing fair wages as an investment rather than a cost, companies can unlock greater productivity and innovation from their workforce.

Embedding Equity into Supply Chains

Glo’s approach to value chains goes beyond surface-level compliance. She advocates for a holistic strategy that aligns business goals with equitable practices.

“We need to build systems that reflect the values we claim to uphold.”

She said, citing Boldr’s Theory of Change as a blueprint for embedding equity into supply chain management.

This framework, she explained, is about creating accountability mechanisms that ensure living wage commitments translate into tangible outcomes. Glo advised:

“You can’t just publish a policy and expect change—you need to measure, iterate, and involve stakeholders every step of the way.”

The Accountability Gap: Measuring What Matters

One of the challenges Glo highlighted was the gap between intention and implementation. She highlighted:

“Too often, businesses focus on metrics that look good on paper but don’t resonate with the people affected by their policies.”

Her solution? Co-creating impact measurement tools with workers and local communities.

“When we involve those who are directly impacted, we ensure the data reflects real-world outcomes, not just corporate aspirations,” Glo explained. This participatory approach not only builds trust but also ensures that sustainability initiatives have a meaningful and lasting impact.

The Leadership Challenge: Shifting Priorities

Glo believes that creating equitable value chains requires a leadership mindset shift. She argued:

“Leaders must be willing to sacrifice short-term profits for long-term sustainability.”

She urged executives to think beyond shareholder value, emphasising that a thriving workforce ultimately drives business success.

“Leadership isn’t just about setting policies—it’s about embodying the change you want to see in your organisation,” Glo said, underscoring the importance of leading by example in fostering a culture of equity and fairness.

Conclusion: A Blueprint for Ethical Supply Chains

Glo’s advocacy for living wages challenges businesses to move beyond token gestures and embrace systemic change. As she aptly summarised:

“Sustainability without equity is an incomplete narrative. To truly create value, businesses must invest in the people who make that value possible.”

This episode of The Responsible Edge offers a thought-provoking roadmap for leaders looking to build ethical supply chains that prioritise fairness alongside profitability. Glo’s call to action is clear: adopt living wages, embed accountability, and reimagine value chains to create a future where business and society thrive together.

In a recent episode of The Responsible Edge Podcast, John Kraus, CEO of Engineers Without Borders UK (EWB-UK), shared his insights into the role of ethics in engineering. With a diverse and influential career that spans roles in the civil service, the Royal Institution of Chartered Surveyors (RICS), and the International Geosynthetics Society, John brings a wealth of experience to his current position, where he champions global responsibility in engineering. This article delves into the key themes and insights from the conversation, highlighting the importance of ethical practices in the engineering sector and the transformative initiatives spearheaded by EWB-UK.

A Journey Rooted in Ethics and Responsibility

John’s journey to becoming the CEO of EWB-UK is marked by a steadfast commitment to ethical principles and responsibility. Reflecting on his career, John recounted his early days in the civil service, where he worked on international relations, climate change, and sustainable development. Despite his passion for making a positive impact, John left the civil service in 2012 due to increasing frustration with policy decisions driven by political ideology rather than evidence-based approaches.

“I became increasingly convinced that government ministers…were becoming less and less interested in evidence-based policy,” John explained. “They didn’t really, it seemed to me at least, want to put the interests of the country first, and still less the planet for that matter.”

This disillusionment with the direction of public policy led John to seek opportunities where he could have a more direct and meaningful impact. His subsequent roles at RICS and the International Geosynthetics Society allowed him to delve deeper into sustainable urbanisation and innovative engineering materials. However, it was his role at Engineers Without Borders UK that truly aligned with his commitment to ethical practices in engineering.

Engineers Without Borders UK: Championing Systemic Change

Engineers Without Borders UK is dedicated to promoting global responsibility in engineering, a mission that resonates deeply with John’s values. The organisation has launched several transformative initiatives, including the Competency Compass for practitioners in June 2023 and the Reimagined Degree Map for university educators in March 2024. These initiatives aim to instil a holistic understanding of ethical engineering practices among both students and professionals.

John emphasised the importance of integrating ethics into engineering education. EWB-UK’s “Engineering for People” programme, for example, engages around 12,000 undergraduate students annually. This programme encourages students to consider the needs of communities and the environmental impact of their engineering solutions. Instead of focusing solely on technical solutions, students are urged to think about people and place first.

“We’re asking students not to think engineering and to think technology first, but to think people and place first,” John stated. “The purpose of engineering is not just about the textbooks and the lectures and the technical solution. It’s about understanding the implications of your engineering solution on the community and the environment.”

Echo Chambers

A key point John made during the podcast was the danger posed by echo chambers in modern society. Echo chambers, where individuals and organisations are exposed only to opinions and information that reflect and reinforce their own, contribute to a narrowing of perspectives. This can lead to a decline in ethical standards as diverse viewpoints and critical discussions are minimised.

“The best way to develop an ethical mindset is for them to be influenced by numerous sources,” John noted. “The advent of echo chambers is a modern-day symptom of people and organisations becoming less ethical.”

John argues that exposure to a broad range of experiences and perspectives is essential for fostering ethical engineers. By engaging with diverse viewpoints and considering the broader implications of their work, engineers can develop a more nuanced and responsible approach to their profession.

Ethical Leadership in Engineering

One of the central themes of the conversation was the critical role of ethical leadership in addressing global challenges. John argued that ethical leadership is essential for tackling issues like climate change and biodiversity loss. He pointed out the need for engineers to act with integrity and prioritise evidence-based solutions over political or commercial pressures.

“If engineers behave in a way that’s ethical and technically competent, we have a much better chance of turning around the climate crisis,” John asserted. “We have a much better chance of adapting to what is going to be a changed climate now, inevitably.”

John also highlighted the importance of holistic approaches to engineering. He criticised industries like oil and gas for their persistent reliance on fossil fuels and misleading greenwashing tactics. Instead of merely improving existing processes, John advocates for reimagining solutions from the ground up to create sustainable and equitable outcomes.

Challenges and Opportunities

The path to ethical engineering is fraught with challenges, particularly in navigating political ideologies and commercial interests that often conflict with ethical practices. However, John remains optimistic, urging engineers to stand by their principles and push for systemic change.

“It’s crucially important that we have an ethical approach,” John emphasised. “We have to address these challenges. We can’t just pretend, because if we do, the consequences are going to be real. There’s no getting away from them.”

He also underscored the importance of collaboration across disciplines. By involving economists, sociologists, and community members, engineers can create well-rounded, effective solutions that consider a wide range of perspectives and potential impacts.

“Engineering is not just about the technical solution. There are aspects of life that have nothing to do with engineering that engineers have to take into account,” John noted. “We need to work with communities and get their perspectives in what we’re planning to do.”

The Role of Engineers Without Borders UK

EWB-UK plays a pivotal role in fostering ethical practices in engineering. The organisation’s initiatives, such as the Competency Compass and the Reimagined Degree Map, aim to drive systems change through higher education and professional practice. By working closely with universities and developing comprehensive curriculums, EWB-UK ensures that engineering graduates are equipped with the knowledge, skills, and mindset necessary to address the world’s most pressing challenges.

John highlighted the significance of the mindset component in EWB-UK’s approach. This component focuses on cultivating a culture of ethical behaviour and holistic thinking among engineers.

“University is a very formative period. If we can reach undergraduates at that stage, it’s an important lightbulb moment for them,” John explained. “It’s about understanding that life is messy, engineering is messy. There are many other professions out there, and understanding how to plug into them and when to bring them in is crucial.”

Conclusion

John’s insights reveal the critical role of ethics in engineering and the importance of nurturing ethical leadership within the sector. Through initiatives like EWB-UK’s Competency Compass and Reimagined Degree Map, the next generation of engineers can be equipped with the tools and mindset needed to drive positive change.

As John aptly puts it,

“The people who are mad enough to think they can change the world are the ones who do.”

His call to action is clear: engineers must embrace their responsibility to society and the planet, striving to create a better, more sustainable future for all.

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