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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In a time where corporate responsibility is paramount, integrating sustainability into marketing strategies has become vital for businesses seeking to adhere to ethical standards and achieve a competitive advantage. Johannes Wassenberg, leveraging his expertise in sustainability and finance, underscores the necessity of this integration. He advocates for a strategic evolution, suggesting that businesses are increasingly recognising sustainability not merely as a compliance requirement but as a key differentiator in the marketplace. Johannes emphasises,

“Sustainability, in the end, is about internalising negative externalities…either cost that companies have imposed on other stakeholders and didn’t have to pay for themselves.”

This viewpoint shifts the perception of sustainability from an operational cost to a strategic investment that aligns with consumer expectations and mitigates long-term risks, highlighting its significance in driving marketing innovation and business strategy.

Meeting the New Consumer Expectations

Modern consumers are more informed and demand higher standards of responsibility from corporations. They expect transparency and authenticity in how companies approach their impact on society and the environment. Johannes points out the critical role of honest marketing in bridging these expectations. He suggests that genuine sustainability efforts can deepen consumer connections, boosting brand loyalty and driving success.

“Sustainability is not just the right thing to do but the smart thing to do economically,”

he remarks, indicating that authentic sustainability commitments are essential for long-term business viability and competitive advantage.

Marketing in the Sustainability Era

The conversation with Johannes brings to light the transformative impact of sustainability on marketing. For companies, this evolution means crafting narratives that showcase their sustainable practices and resonate with the values of their audience. He insists on the necessity of being transparent about sustainability efforts, which he views as essential for future marketing strategies. This approach suggests that effective marketing lies in stories that seamlessly integrate a product’s benefits with the company’s broader social and environmental impacts.

Overcoming Challenges with Authenticity

While integrating sustainability into marketing offers numerous opportunities, it also presents challenges, notably skepticism around greenwashing. Johannes advises companies to ensure their marketing messages are aligned with actual sustainability performance, which can build trust and credibility in a market wary of empty claims.

Practices for Genuine Sustainability Marketing

Johannes’s discussion culminates in practical strategies for businesses to authentically integrate sustainability into their marketing efforts. He emphasises the importance of making sustainability an intrinsic part of the company’s identity. Reflecting on his experience, particularly in scaling sustainability initiatives, he highlights consistency, dedication, and engaging stakeholders in meaningful dialogue as key to bringing sustainability narratives to life.

The Road Ahead

Johannes’s insights provide a blueprint for businesses aiming to lead with sustainability. By embedding it at the heart of marketing strategies, companies can achieve commercial success while contributing to a more sustainable future.

“Embracing sustainability is a logical step not just for the present but for securing a thriving future,”

Wassenberg concludes, offering a vision for businesses at the crossroads of sustainability and success.

Introduction

In a world increasingly conscious of corporate sustainability, Katelyn Prendiville underscores the importance of cultivating an ethical culture within organisations. Her discussion with Charlie on ‘The Responsible Edge’ podcast, now highlights the role of open and encouraging workplaces in fostering such cultures.

The Foundation of Ethical Culture

An ethical culture in business, Katelyn notes, starts with transparency and accountability. She emphasises

“creating that safe space where people are encouraged to speak up,”

enabling employees to challenge unethical practices and propose sustainable solutions.

Leadership’s Pivotal Role

“Leaders need to walk the talk,” Katelyn remarks, highlighting the need for authenticity in leadership to inspire trust and ethical behaviour. This is crucial in shaping an organisation’s ethical compass.

Encouraging a Questioning Mindset and Balanced Leadership

Katelyn emphasises the importance of fostering a culture where questioning and probing are essential for identifying ethical breaches, using the case studies of Theranos and Enron to illustrate the dire consequences of failing to do so. She highlights the importance of balanced leadership, noting,

“Having a strong leader and that personal brand can be important,”

but cautions against over-idolisation. This approach to leadership, coupled with a questioning mindset, is key to maintaining ethical integrity in corporate environments.

Educating for Ethical Awareness & Impact on Culture

Katelyn points out the importance of “upskilling yourself on what constitutes an unethical practice,” emphasising education in fostering an ethical culture. She notes the benefits of such a culture include increased employee engagement and customer loyalty.

The Path Ahead

Concluding, Katelyn advises that every individual in an organisation, from interns to CEOs, has the power to contribute to an ethical culture and should not underestimate their influence. The path to fostering ethical cultures in open and encouraging workplaces is both challenging and essential. It requires dedication, leadership, and a collective effort to embed ethical practices into organisational life.