Breaking the Chicken-and-Egg Cycle in Climate Tech

Victoria underscored a key dilemma for climate tech startups: the high costs of R&D and scaling. “Climate tech is capital-intensive,” she explained.

“You need significant investment upfront for hardware, industrial machinery, and lab development. But without customers, you can’t scale to bring costs down. It’s a chicken-and-egg situation.”

This cycle slows the adoption of critical solutions like advanced batteries, green hydrogen, and other innovations needed to achieve global sustainability goals. While private funding plays a role, Victoria emphasised the importance of public intervention. “Governments must step in to bridge the gap, providing funding and policy incentives to move these technologies from the lab to the market,” she said.

Accelerating Connections with Data-Driven Scouting

Victoria’s work at Qurator, a B2B climate tech scouting platform, addresses this gap head-on. Qurator uses machine learning to identify and connect businesses with the most relevant climate tech solutions in just days. “Traditional tech landscape studies are expensive and slow, often taking months,” Victoria noted.

“We deliver actionable insights in 10 days, making it easier for organisations to find and adopt the right technologies.”

By streamlining the matchmaking process, Qurator removes friction, enabling companies to act quickly. “It’s about making sustainability solutions practical and accessible,” Victoria said.

Lessons from Climate Tech Startups

Victoria highlighted how many startups face barriers beyond funding. Scaling from lab prototypes to commercial products is fraught with challenges, including the need to demonstrate real-world reliability and integrate into existing systems. “Even when a solution works perfectly in a lab, it can fail in commercial settings,” she explained.

“That’s why building trust and offering clear value propositions are essential.”

She also pointed out the role of storytelling in driving adoption. “You can’t just talk about the technology itself. You need to show how it benefits people and businesses in tangible ways—whether that’s reducing costs, improving resilience, or enhancing reputation.”

Shifting Priorities Through Personal Experience

Victoria’s move into climate tech was inspired by personal experiences during the pandemic, including food shortages and extreme weather. “I started gardening out of necessity and quickly realised how interconnected our ecosystems are,” she shared.

“When rivers dried up and flash floods hit places like Germany, it became clear to me that climate change isn’t a future problem—it’s a now problem.”

Her lived experiences reinforced the importance of taking immediate, practical steps toward sustainability. “We don’t need to wait for perfect solutions. Small, meaningful actions can make a big difference,” she said.

A Collaborative Path Forward

Victoria envisions a future where collaboration between governments, businesses, and startups drives faster adoption of climate tech. “The public sector must fund early-stage innovation, while the private sector scales it,” she explained.

“It’s a shared responsibility.”

Her work at Qurator reflects this collaborative ethos. By connecting organisations with ready-to-implement solutions, she’s helping to remove the barriers that have long slowed the adoption of climate technologies. “Our mission is to ensure that the tools to combat climate change are not just available but used at scale,” she said.

Conclusion: From Ideas to Impact

Victoria Chen-Englert’s insights highlight the importance of focusing on implementation as much as innovation in climate tech. By addressing the barriers to adoption and fostering collaboration, her work bridges the gap between what’s possible in the lab and what’s needed in the real world. As she aptly put it, “The solutions are already here. Now, we just need to use them.”

From Awakening to Action

Rob’s path began with a formative experience that instilled a clear purpose: to be of service. He explained:

“I realised very clearly that my life wouldn’t have meaning unless I could find a way to make other people’s lives better.” 

This ethos has guided his career, from educating young people on climate change to his current focus on systemic reform through Native. Native connects corporate marketing budgets to the preservation of biodiverse ecosystems, focusing particularly on empowering indigenous communities. Rob noted:

“These communities are doing critical work for humanity, yet they often lack access to basic necessities like medicine or clean water. That’s deeply unfair.” 

Reputation as a Force for Good

A central theme of the discussion was Rob’s belief in the power of reputation to drive ethical behaviour. He suggested:

“Companies care about their reputation. If we design systems where doing good enhances a company’s image, we can create a powerful force for change.”

Rob sees this approach as particularly effective in the context of nature and carbon markets. “When done ethically and with integrity, these markets can channel significant resources to the most biodiverse and underfunded areas of the world,” he said. Native’s model exemplifies this, ensuring that funds from corporate budgets directly benefit communities and ecosystems that are critical to humanity’s future.

Empowering Indigenous Communities

Rob highlighted the role of indigenous communities in protecting biodiversity. He explained:

“These communities have evolved cultures over thousands of years that effectively preserve ecosystems. Yet they’re often forced to exploit their natural resources just to survive.”

Native seeks to change this dynamic by providing economic resources that allow these communities to thrive while maintaining their cultural and environmental stewardship.

“We’re not talking about luxury—they just need their basic needs met to live with dignity. This ensures they can continue their vital work,” Rob explained.

Designing Systems for Virtue

A key insight from the conversation was Rob’s focus on systemic design. He said:

“Humans adapt to the conditions we create. If we design systems that reward selfishness and short-termism, that’s what we’ll get. But if we create contexts where virtue pays, the best of humanity will naturally rise to the top.”

This philosophy underpins Native’s efforts to channel corporate resources into impactful projects. By aligning financial incentives with ethical outcomes, Rob believes we can unlock humanity’s cooperative and creative potential.

Conclusion: A Vision for Transformation

Rob’s work with Native exemplifies how innovative thinking can address some of the world’s most pressing challenges. His belief in leveraging reputation, empowering communities, and redesigning systems offers a roadmap for creating a more equitable and sustainable future. As Rob aptly put it:

“We’re not all terrible and greedy; we’re just living in systems that reward the worst parts of ourselves. Let’s put our energy into designing contexts where the best of humanity can thrive.”

In a rapidly evolving world, embedding sustainability into business practices has become more than a goal—it’s an imperative. In a recent episode of The Responsible Edge, Sarah Schaefer, Vice President of Sustainability at Electrolux, shared her journey and vision for creating a sustainable future. Rooted in her formative experiences growing up in West Berlin during the fall of the Berlin Wall, Sarah’s career has been shaped by a belief in the power of change and the importance of driving meaningful impact.

The Berlin Wall and the Belief in Change

Reflecting on her upbringing, Sarah recalled the profound impact of witnessing the Berlin Wall’s fall at the age of 18. “Nobody expected it to happen,” she shared. “But almost overnight, the world I knew completely changed. It was extraordinary, peaceful, and driven by people’s belief in a better future.” This experience instilled in her an intrinsic belief in the possibility of change, a theme that has permeated her career in government, journalism, and corporate sustainability.

“I always think, if the Berlin Wall can come down, anything can happen,”

Sarah said, emphasising how this belief has carried her through the challenges of driving organisational change.

From Politics to Corporate Sustainability

Sarah began her career in political journalism before transitioning into advisory roles in the UK government, including serving as a special adviser to David Miliband. This period offered her a front-row seat to the complexities of public policy and governance. “Working in government is an extraordinary privilege,” she reflected. “But it’s also relentless, with immense pressure and scrutiny.”

Seeking a new avenue for impact, Sarah moved into the corporate world, taking senior sustainability roles at organisations such as Mars and Unilever before joining Electrolux. While the transition from politics to business presented challenges, she found surprising parallels. “Whether you’re in government or business, large organisations face similar dynamics. Driving change requires a clear mission, effective communication, and the ability to influence without authority.”

Aligning Sustainability with Consumer Behaviour

At Electrolux, Sarah’s focus has been on integrating sustainability into the fabric of the consumer journey. One of her key insights is the importance of understanding consumer behaviour. “People don’t overanalyse their choices when it comes to appliances,” she explained.

“Most of the time, they’re operating on autopilot, using the appliance the way their parents did.”

Electrolux has conducted extensive research, surveying 14,000 consumers across Europe to understand these patterns. The findings underscored the need for thoughtful design and behavioural nudges. “For example, washing clothes at 30 degrees instead of 40 can reduce CO2 emissions and water usage by 30%,” Sarah said. “But many consumers simply default to what they’ve always done. The challenge is creating a conversation and providing tools that nudge them towards sustainable habits.”

Designing for Sustainability

To address this, Electrolux has prioritised human-centric design. Sarah shared examples such as appliances that use green icons to indicate energy-efficient settings or sliders that visually demonstrate the sustainability impact of different washing cycles. “These small design choices can make a big difference,” she said.

Sarah also emphasised the importance of collaboration in driving behavioural change. “We’ve partnered with chefs and fashion brands to elevate conversations around sustainability,” she said. “When it comes to issues like food waste or sustainable washing habits, these partnerships allow us to reach consumers in new and meaningful ways.”

The Role of Business in a Sustainable Future

Sarah believes businesses have a critical role to play in addressing global challenges, but this requires a shift in priorities. “Short-termism is one of the biggest barriers to sustainability,” she argued. “Without pricing in carbon and social externalities, it’s difficult for boards and shareholders to fully support long-term sustainable strategies.”

She highlighted the progress companies like Electrolux have made in embedding sustainability into their operations.

“Fifteen years ago, sustainability teams were often siloed, separate from the core business. Today, it’s about integration—making sustainability a key part of business processes and growth strategies.”

However, Sarah acknowledged the risks of limiting ambition in the pursuit of more achievable goals. “We need to strike a balance,” she said. “Setting realistic targets is important, but we must also push ourselves to drive meaningful change.”

Meeting Consumers Where They Are

One of Sarah’s guiding principles is meeting consumers where they are. “Not everyone is motivated by environmental concerns,” she noted. “But they care about saving money or improving convenience. Framing sustainability in those terms can be far more effective.”

She cited an example of a third-party tool used by Electrolux, which calculates the lifetime financial savings of energy-efficient appliances at the point of purchase. “It’s compelling because it speaks to what consumers care about most—their wallets. And in doing so, it also drives sustainable choices.”

A Call to Collaboration

As the conversation concluded, Sarah emphasised the need for collective action. “No single company or organisation can solve these challenges alone,” she said. “We need collaboration across sectors to create systemic change.”

Her vision for the future is one where sustainability becomes second nature—embedded in every product, process, and decision.

“It’s about making the right choice the easiest choice,”

she said. “When we achieve that, we’ll unlock the full potential of sustainable living.”

Closing Thoughts

Sarah Schaefer’s journey from the Berlin Wall to the boardroom exemplifies the transformative power of purpose-driven leadership. Her insights remind us that sustainability is not just a challenge but an opportunity to innovate, connect, and lead. With thoughtful design, collaboration, and a focus on consumer behaviour, businesses can drive meaningful change and shape a better future for all.

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.”