For sustainability newcomers, the evolution of standardized metrics and common language means getting started is much easier than it was nine years ago
Nine years ago, we’d barely heard of climate change. For example, a quick search for 2004 articles on “polar ice” finds such info sidelined in the science pages, when it (rarely) showed up in the mainstream press at all.
So when the director of sustainability at one of Canada’s sustainable business leaders left her post, I was curious about her perspective on change. Esther Speck was involved with Mountain Equipment Coop (MEC) for nine years (three on the board, six as staff), eyeing the sustainable business landscape and helping pioneer new practices.
From someone who’s been at the front line, what’s changed?
Integrated social and business value
“Sustainability has evolved, and become more sophisticated and systematic,” said Speck. “Nine years ago I think there was a lot of corporate social responsibility work going on, but it wasn’t integrated into the business model; it was less strategic and less a part of the core drivers for businesses.”
Speck’s perspective is informed by MEC’s efforts to look well beyond its five-year plans and understand what social, environmental, demographic and consumer trends might impact its business over several decades. This helped clarify for the co-op that a decline in healthy active outdoor lifestyles, coupled with the destruction of wilderness spaces, would together pose a threat to the continued sales of outdoor gear. Said Speck, “Taking a long view helped us get tactics in place that prioritize the real, material issues that tie to core business success.”
This also inspired a new take on philanthropy, previously handled primarily through community grants. “We looked at the unique capabilities the organization has, and how we could leverage those for long-term business success as well as societal success,” she said. MEC developed programs aimed at promoting active lifestyles and supporting wilderness conservation, and drew on its communications expertise, convening power, and membership reach to help effect change. Initiatives included supporting the Canadian launch of the business organization 1% for the Planet, partnering with the Canadian Parks and Wilderness Society and speaking out in support of the carbon tax.
Rise of business collaboration and leadership
Speck said a significant change in the sustainability landscape has been the creation of industry organizations to tackle issues too challenging or costly for a single company to resolve. For example, the Sustainable Apparel Coalition, comprising more than 80 apparel and footwear brands, retailers, and non-profit organizations, works to address social and environmental challenges in the industry.
For sustainability newcomers, the evolution of standardized metrics and common language means getting started is much easier than it was nine years ago. And collaborative learning and problem solving has fuelled another shift: business taking the lead.
“Nine years ago I don’t think business could see the critical role it plays from a sustainability perspective,” said Speck. She points to GE and Walmart: “What’s different is that mainstream business is now deeply in the game.”
For companies, there are now peers to learn from. For individuals, there’s a wide variety of professional training for improving your sustainability knowledge.
“More professions and roles are taking a more holistic or integrated lens to the work that they do,” said Speck. “For example, finance people are starting to think about carbon as part of their work. Marketing people are thinking about social change as part of their work. Designers are considering the types of materials they use. I think that’s more powerful even than being a sustainability professional.”
Real costing not yet in place
There are still challenges, of course.
“It’s still a ways away, but pricing real cost is beginning to emerge,” said Speck. However, getting real information about what’s going on up the supply chain – the amount of energy used to make a product or the water discharge associated with it – remains challenging.
“We have the ongoing need to understand what really makes up a product. There are some developing systems and technologies to be able to aggregate and share the information so there’s more transparency and traceability, and so we can all make better, more innovative decisions.
“To me, this should just be core,” she said. “Business is creating the product that they’re selling and benefitting from, so it’s really important to really, truly understand what those externalities are that are associated with the product and deal with them.”
Continued evolution
Speck, a self-named “practical optimist,” said she has seen big change during her tenure at MEC, but there is a long way to go.
Increased government sustainability policy, and ensuring all employees have sustainability measures integrated into their performance evaluations are two areas Speck points to. And perhaps more fundamental changes to the business model, like those in the new “B-Corp” structures in some jurisdictions.
The question in it all is, how quickly? If we weren’t talking about climate change a decade ago, we certainly are now. And in another 10 years, that polar ice may be gone. Let’s hope the acceleration of business innovation focused on sustainability keeps pace. •
