Why sustainability means success

Explore how sustainability can be central to your business – with positive impacts on the planet, your brand, and your bottom line. Watch the video of the event here, and download the companion paper…

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The days when ‘sustainability’ just meant being seen to run a few CSR initiatives are long gone. Sustainability is now central to creating new value in your organisation.

To truly futureproof your business, brands need to have sustainable practises at the heart of everything they do. This 45-minute webinar explored what sustainability means in business, and how marketing can be the drivers of change to benefit brand image and perpetual business growth.

  • Hear a fireside chat with Chris Foster, CEO of future thinking consultancy The Next Practice
  • Explore the importance of a brand’s sustainability credentials for millennial and Gen Z audiences
  • Discover innovative marketing initiatives that can create new value in your business and supercharge the brand’s sustainability credentials
  • Take a stand on sustainability in the market and be noticed as a leader of change

 

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Here's the transcript of the event

Conrad Mendoza, Managing Partner APAC: Good morning, everyone. Welcome. My name is Conrad Mendoza. And today we will be walking through the topic of sustainability. Why it means success for companies, the society and the environment.

Today's consumers care more than just what products or services brands offer. They care about the impact the brands are making in the world. And if you want to take your brand to the next level, you need to have a sense of purpose, a purpose your audience truly connects to.

Your brand purpose can have a major impact on how your brand is viewed and the market. And ultimately, can be the driving force behind your success. Beyond doing the CSR, it has the potential to sit at the heart of the business model, affecting how we operate and behave as a company. How we bring this brand purpose to life is sustainability.

Today, we have attendees from global and local brands and marketing agencies from the Asia Pacific region. From Singapore, Australia, Indonesia, Philippines, Hong Kong. Welcome, everyone.

Please interact with us during the webinar using the chat function and we'll answer as we go along. And of course, get involved in our interactive instant polls. We will be sharing how all of us in our virtual room are feeling about today's topic.

First, let me introduce our speakers. So that's me, Conrad Mendoza. I am the managing partner for APAC at Indicia Worldwide. And I'm your host for this webinar. With me, Tim Lane. He's the managing director for sales for Asia Pacific Indicia Worldwide. And his work establishing and managing our business in Australia and Asia means he is exceptionally experienced when it comes to marketing activations in the region. Hello, Tim.

Tim Lane, Managing Director for Sales APAC: Hi Conrad and hello everybody. Welcome to the webinar.

CM: Thank you. And our guest speaker Chris Foster. He is the CEO of the next practice, a future focused communications group and is the founder of Foster Equity, a marketing services company that fosters purposeful brands for thoughtful consumption. He is a widely published keynote speaker on many topics, including the sustainable organisation and innovation. He was also the former worldwide CEO at Saatchi and Saatchi. He is currently based in New York. Good evening, Chris.

Chris Foster, Global CEO The Next Practice: Good evening, Conrad got to get myself off mute. Hi, everyone. Looking forward to our discussion.

CM: Thank you. Indicia Worldwide and The Next Practice are working together to help companies achieve their brand purpose through sustainable practices and to ultimately deliver their sustainability goals to life.

We've prepared a virtual panel discussion where Tim and Chris will be talking about some very important topics today.

  • Why and what sustainability is all about?
  • The difference between your brand purpose and sustainability?
  • How do we practice it?
  • What does the consumer care about?
  • What's stopping brands taking that leap into sustainability?
  • And we'll also discuss about the brands who are getting it right as an inspiration.

As part of the Konica Minolta Group, our passion point as a business is that we champion the environment and the measures we take helps our clients achieve their sustainability goals. For that reason, we have aligned our corporate goals that support the UN Sustainable Development Goals. And these efforts have been recognised by having Konica Minolta being one of the 2020 Global 100 most sustainable corporations in the world.

Without further ado, let me just kick start our conversation by asking Chris: How did you get into this sustainability journey?

CF: Yeah, thanks, Conrad. I just wanted to kick off by saying thank you to Indicia, because I think this is an incredibly important topic. And I know we all feel that way given that we're here together. But in these times in particular, I think we're reminded of the fragility of life and the importance that sustainability will play.

I think, you know, the news cycle right now, because of what we're all going through as a global community has not been focused on sustainability and helping us do sustainable practice. But I think it's now important that we have forums like this, to start to bring it back to the fore.

I wanted to start out today in giving you guys kind of a little bit of a personal story and tell you about my lightbulb moment when it came to sustainability.

I was working at Saatchi and Saatchi in New York, in 2005. And that's when Hurricane Katrina actually hit the Gulf Coast and wiped out most of Louisiana, New Orleans… It was a devastating event.

I was working with our largest client at the time, Procter & Gamble and we desperately wanted to do something. And we were able to stand up a mobile laundromat, basically and get it down to Louisiana, get it down to New Orleans and have it do about 300 loads of laundry. The biggest issue that happens after natural disasters is finding fresh clean water. It’s very difficult.

And we thought if Tide could go down, give people the gift of fresh clothes and help them gain back their dignity. This would help them get over the, you know, the huge obstacles and pull us all together as a community. It was a gargantuan effort and spared no expense and it took a village literally and figuratively to pull this effort together. And it was a great success. And it made us feel good about it, reflected well on the brand and helped loads and loads of families. 'Loads of Hope' was what the programme was called.

I have the good fortune of being able to then present this back to the board at P&G, after we had done this. And resounding you know, applause this has been great. Thank you very much.

And then I remember a very specific question. It was from Bruce Burns, who was the vice-chairman at the time. And he said, Chris, this is fantastic. But what's the ROI? And I almost gasped, at that point. I was like, you know, we were doing this fantastic thing we had, you know, it was a very highly emotional experience and we were all invested. And you know, what's going through my head as well was; How could you think about this in commercial terms, etc.

But then he clarified and he said, "If we can't make this sustainable, it's not going to be able to go on and help people. It's not going to be able to go on and do good because we won't be able to fund it."

And the light bulb went on for me, right sustainability and sustainable practice has to earn its keep and has to sit at the core of the business, if it is going to actually perpetuate and be integral to business. And I'm proud to report that the programme is still in operation today. It's helped over 50,000 families get back on their feet. We were able to pull in a partner that into humanitarian aid, Matthew Ministries that did the funding, Whirlpool donated the dryers and the washers. Individual donations came in to keep the programme running. It literally took an effort of thousands and thousands of people to continue this programme.

And it was a real dawning moment for me that informed my next 15 years. I started investing and advising companies that basically had sustainability at their core, they were inherently sustainable in what they did.

So currently I'm working with a company Supara Group that does a school mask programme that is very relevant for the times - they do cloth reusable masks. Recyclable masks as we all know are causing huge landfill issues and waste everywhere.

Schiller Bikes is a line of water bikes that does alternative transportation to reduce traffic congestion with a water bike, which is an amazing contraption. Impact allows you to direct a portion of your purchase to charities of your choice. TipTap allows you to do touchless giving and fixed amounts these days, touchless being very important. All of these you can look at fosterequity.com. But it has been my purpose in my career over the last 15 years from that.

CM: Thanks, Chris. It's been very interesting how those lightbulb moments have given you your own purpose in helping companies achieve their sustainability goals. A lot of people relate purpose and sustainability almost interchangeably. What is the difference between the two?

CF: I think that's actually really important, that we set that distinction, and I see it very clearly. If you go to the next slide. The purpose is the why and sustainability, and sustainable practice is the how. So, Simon Sinek famously said: People, don't buy what you do they buy why you do it. Understanding why your company does what it does comes through purpose. And it's fundamentally what you believe.

I love Lego, the way Legos articulated their purpose. And theirs is “to use the power of play to inspire the builders of tomorrow, their environments and communities.” Right, that sets the stage for sustainable practice and how their company needs to behave. Notice it isn't, you know, to build a better brick that is, you know, better adhesion than the competition and dominate the category. Right? It sets up a higher-order purpose from your category that inspires your team and inspires the world.

In sustainability it's firmly focused, then on sustainable practice is how to enable your company to thrive in perpetuity. So how do we continue? And you can only do that obviously if you're looking after the environment, you're looking after your people, you're looking after your community, you're putting programmes in place that helped make the world a better place.

I think a lot of you, obviously on the phone will be familiar with ESG - the environmental and social and governance practice - that is guiding a bit of the investment community and having a great impact on corporations and how they behave. And a lot of companies are adopting those ESG goals loosely again based off of the UN goals, to measure and incorporate that into their business practice overall.

CM: Thanks, Chris, for clarifying the difference between purpose and sustainability. In order for us to move into this initiative, what are the things to consider or the mindset that we need to practice sustainability?

CF: Well, I think it's, you know, first of all, I think there's a moral imperative. And I grew up in Canada, and one of the first things is I grew up as a camp counsellor, was my most loved job. And the first thing that you taught your campers when you left a campsite, was to leave it cleaner than how you found it. I think that mantra is basically what is going to define us. Society will hold us accountable for leaving the world a better place than we found it. So, I think there's a there's a moral obligation.

There's also a reality and a consumer reality, as we look at millennials and Gen Z. and Gen Z in particular, they will now pay more. They have claimed that they will pay more. It was an age old argument, you know from brand management where he would sort of say, okay, sustainability would be a nice to have, but consumers will never pay more for it. There has been a significant shift. And Gen Z, we'll look at some numbers later. Not only claim but also behave in a way that sustains growth for sustainable brands.

And the last thing that I'm particularly passionate about is sustainability needs to and sustainable practice needs to sit at the heart of the business. As soon as you talk about it as corporate social responsibility, it becomes a responsibility, it becomes something that sits almost separate from your business. And it's something that you have to do. I think the two needs to be melted so that they are one. It needs to be completely integral.

If you think about Unilever and Tim is going to talk more about Unilever. When Keith Weed was the CMO, he was also the Chief Sustainability Officer. So, two practices actually melded into one. And Unilever to this day still leads us and is kind of one of our champions of examples.

The way I'd like to think about it actually is finding your company's superpower. So, what are you really good at? And then connecting sustainability to it as its electromagnetic force field. This is kind of a fun way to think about it.

And, I think we have our first quiz or first poll we'd like to do. So have a look at this, please.

To round out sort of what I'm what I mean by that. I think Amazon is a good example. Right? So if you think about Amazon's superpower, they really will get you anything, anytime, anywhere. Right? That's their kind of big superpower. They've now committed that by 2040, they will have zero carbon footprint.

So you think about the influence that's going to have by putting a stake into the ground, saying that that is going to now influence everything we do from supply chain management to product delivery to, you know, absolutely every element of the business. That's, what I think when they think about making sustainability, your forcefield.

CM: Great, that's a lot of insight as well. My next question, Chris, is: Is there a way to express the tangible impact of sustainability on business?

CF: Yeah. So this is one of the key issues: is measurement and accountability, I think. And Harvard Business School, obviously is a lead thinking and they've come out with this initiative, which I love which factors in the negative impact a company has on the environment in monetary terms and subtracts it from their declared profit.

I think that's just brilliant, because it looks at you right at the P&L level, looks you squarely in the eye. And in this case, it said basically, 15% of the firms that were in its study would have had their profit margin completely wiped out. And overall, if you do the quick math 50%, right of companies would have decreased profit by 25%. I think this is a step in the right direction to how we need to hold ourselves accountable. And when it comes to the bottom line.

Oh, okay. Have some results…

CM: We have here. Yeah. The compassionate ally of the community. Yeah, 38%.

CF: Right. And these were obviously, you know, you guys figured that out. These were sort of the different elements of sustainability and sustainable practice. I think community has to sit at the heart of everything, right. Everything we do is about sustainable community, whether it be your work community, whether it be your vendor community, whether it be your ethnic community, whether it be your religious community, whatever it is. The role of business now needs to play a leading role in helping us thrive in perpetuity across all those measures.

CM: Yeah, that's very interesting. Indeed. Going back to your impact-rated accounts initiative, it is an interesting way to measure the company's real impact in their sustainability efforts. My next question, Chris, is that a lot of brand owners would like to start their sustainability initiatives. But we know that having to do that it will also increase the prices of their products. Do you think they're willing to pay for it?

CF: Yeah, I mean, this is an I talked a little about this earlier, this is where there's been a significant shift. And if you look at claims, purchase behaviour, millennials and Gen Z in particular. 73% of Gen Z, which is now going to be our largest consumer cohort very shortly. So the numbers, and it's a significant portion, so they would pay up to 10% more for sustainably marketed and sustainable brands. And that's on a claimed basis.

If you go to the next slide, behaviourally as well, I think the next slide is about, this was a study done out of the Stern School of Business across that FMCG category over I think what it was in 2013 to 2018. And of the products studied in the FMCG category, only 16% of them were sustainably marketed products, yet they accounted for 50% of the overall growth. And when you looked at those products, they grew about five times faster than the ones that were not marketed or had no sustainable practice in their marketing or in their products in general.

So not only is it now claimed behaviour is starting to follow and people are starting to vote with their dollars for sustainable products.

I think if we go to the next slide as well, If you think about it, kind of, you know, I love the Edelman trust barometer, because it looks across brands, it looks across countries, it looks across companies, it looks across governments. And it's very, very clear. And this is from their latest study that public trust is at an all-time low on institutions and governments.

So, governments are failing us pretty broadly. And so now is the time really for business to take a leadership role in helping us to make the world a better place for us all. And I think you know, the few examples on the right Tim's going to talk about those tangible examples but they're very much on the road to starting us to get there.

Also, if you head to the next slide, this is business leadership. So, the Business Roundtable is a collection of CEOs in the US. And they oftentimes set the standard for business, and they define the role of the corporation and the changing role and what it needs to play.

And if we look at where they were at on their definition in 1999, the principal objective of a business enterprise is to generate economic returns to its owners. Very 90s frame of mind. If you fast forward now to 2020 each of our stakeholders is essential, including customers, employees, suppliers, suppliers' communities, and shareholders. And we commit to delivering value for all of them. Value is the critical word there. Across all stakeholders. And I see that is a major tectonic shift that has happened.

So you now have consumers claiming they will pay more for it business, meaning that it will pay for it, you know, the world, distrusting everybody else asking business to lead and business leadership say: Okay, this is now our new role. So, I think we're nicely teed up.

CM: It is indeed a big shift. When we see the poll just popped up. The question that we have here is how sustainable are you now? How sustainable is your company at the moment? whether it's a focus, it needs improvement, we're doing some things right. It's good and getting better or we're setting the standards in the industry.

Please do vote. Let us know what you think where you are and your company, and we'll try to show the results later. So, Chris another question for you is, what's the big problem why companies are not moving fast enough when it comes to sustainability?

CF: Well I think, you know, the major issue with sustainability and I think we're going to all feel this in this webinar, but its short-termism is the major enemy. And, you know, despite as I had said, we had consumers saying they'll behave a certain way, business proving it and business leadership are all aligned. The reality is there was a McKinsey study which shows short-termism is still on the rise. You know, producing results quarter over quarter with earnings per share as your major benchmark. We have to break the cycle. You can't, you know, sustainability just can't be something that you have to think about in the long term. It has to be in the short term. It has to be across every term.

CM: Okay, so Chris, we have an answer the results has come up, how sustainable is your company at the moment. And majority are we're doing some things right. I think, which is 42%. The next one is getting better.

CF: I like this because it's, it means people I think are on the right track. So, we're doing something right. It's good and it's getting better. If you look at it on the quintile basis. It's nice to see everybody there. And nice to know that we have some folks setting the standard. And I think we're going to look at some examples, actually, that we feel anyway, are setting the standard for us all.

CM: Right. It's a really good insight. At least we know where our audiences in terms of their sustainability journey. Now, moving on… Thanks, Chris for sharing with us what's helping brands to move into their sustainability practice.

A lot of our audience are asking that if sustainability is not just a CSR, how does it earn its keep? When we think of sustainability, we should consider a number of factors that creates an impact by having, number one, better communities by designing out waste and pollution, at the same time having better business by keeping products and materials in use. At the same time, we also have to look at having a better planet by regenerating natural systems.

Ultimately, we need to position it as a business driver that contributes to the overall business model. Now, I'd like to ask this time around. Tim! for the brands that are making a real positive impact on sustainability and what are they doing to achieve this?

TL: Yes, thank you, Conrad. I'm really glad you asked. At Indicia we've had the opportunity to work with some great brands and are more than happy to share. Unilever, L'Oreal and Heineken their strategies and programmes, like ours, are aligned to the UN sustainable development goals. And we're proud of our partnerships with these companies in the work that we've done to activate their sustainability strategies. And this is a solid framework that can be leveraged by any company or brand to contribute to sustainability regardless of its size.

Now in 2010, Unilever launched the Sustainable Living plan. 10 years since its launch, there's now been many successful and tangible results. Not are all the targets have been met not all the goals have been achieved, but the progress has been transformational. Now Unilever have evolved the plan to be a truly purpose-driven plan, a single sustainable business strategy based on three core benefits to make sustainable living commonplace. And that is the key to make it commonplace. And it's a mindset shift, which elevates sustainability away from just another business performance metric to a core principle of the way we work.

Having said that, I'd love to share a couple of examples of sustainability in action. So, Unilever's Sustainable Living brands communicated strong environmental or social purpose with products that support their goals. All of Unilever's brands are on a journey towards sustainability. However, the 28 sustainable living brands are those which other furtherest ahead.

The positive impact that these brands deliver it include Dove which has helped over 35 million young people with self-esteem education, Vasaline which is reached 3 million people living on the frontline of poverty and disaster with skin healing programmes. Ben and Jerry's, which campaigns for social justice and climate change. and Rin, whose career academy works with women across rural India.

You can read the stats on the slide, but importantly, these brands with purpose have grown much faster than the rest of the portfolio. And it delivered the majority of total business growth and that's evidenced by what Chris spoke about earlier on in the session.

Quoting Alan Jope, CEO of Unilever, two-thirds of consumers around the world would say they choose brands because of their stand on social issues. And over 90% of millennials say they would switch brands for one which champions a cause. These are incredible stats and along with the evidence on growth at Unilever, it further reinforces the key role that sustainability plays for brands.

Now, in the face of COVID, there's a high demand for cleaning products. In the last few days, Unilever just announced as part of its clean future programme, that it will switch to 100%, renewable or recyclable sources of carbon trades, cleaning and laundry products. They'll invest a billion dollars into the programme for biotech research co2 and waste utilisation and low carbon chemistry to drive this incredible transition.

Now, I love this campaign this next one. LifeBuoy is one of Unilever's largest sustainable living brands, and through the handwashing programme to improve hygiene and prevent child deaths. Unilever has helped more than a billion people. This has been delivered through TV, social and on the ground campaigns across Africa, Asia, Latin America and the Middle East. And they haven't done it alone. And this is a really key point, there's been partnerships with NGOs, schools and communities have all been critical to driving success. And in these markets where 45% of childhood deaths of children under five occur within the first month of life, it's so vitally important and a significant proportion of these are from infections. With more than 40% of these preventable through better hygiene. And effective hand washing is one of the most single effective ways of helping.

Some amazing stats for the programme it delivered is in Indonesia, soap usage at critical handwashing occasions is increased from 53% to 78%. In India, clinical studies have shown that there were 25% fewer incidents of diarrhoea, 15% less respiratory infections and 46% pure eye infections. And if you've ever seen the 'help a child reach five' programme you can how incredibly powerful that message is.

And given soap is used to maintain good hygiene is less than 50% of recommended levels. In many of these communities. There's plenty of room for improvement and opportunities for sustainable sales growth. In the current state, we're in with COVID-19, this programme and education on hygiene could not be more relevant.

Moving on now to L'Oreal, another client that we work. L'Oreal's sustainability commitments are covered under their global programme which is called sharing beauty with all the programme is categorised into four key areas: being innovative, producing, living, and developing sustainably.

L'Oreal had delivered some great results in 2019 on reducing co2 emissions by 78%, across their plants and distribution centres. 85% of products launched or renewed in 2019 have an improved social and environmental profile and more than 90,000 people from underprivileged communities have been gainfully employed through with the support of L'Oreal programmes. And categorised under developing sustainably is the solidarity sourcing programme that we've collaborated closely with L'Oreal on in Asia.

And for those who are not familiar with the programme, it was established 10 years ago and directs a proportion of their global purchases to suppliers who give people typically excluded from the job market access to work with a sustainable income. This includes companies employing people from underprivileged communities, firms that may not be able to access major tenders and micro-enterprises. And the programme is active across the regions where L'Oreal operates locally and covers all types of purchases: raw materials, contract manufacturing, promotional items.

Last year, it enabled 70,000 people from communities facing social or financial challenges to gain access to or retain a job and a decent income. And in APAC, the beneficiaries of the solidarity sourcing programme was in excess of 13,000. And we're very proud to have contributed to this.

Delivering these results across partnership and strong engagement with integrators with agents, with NGOs and supply chain. And the programme is particularly interesting because of proactiveness sustainability across the supply chain and the communities that they support. And has been actively encouraged to extend beyond their own group's purchases to other companies for the greater good.

Lastly, I'd like to speak about Heineken. Heineken has extensive sustainability programmes operating globally, but I'd like to just call out a couple of them that are particularly relevant for water, carbon footprint production and sourcing. Under the Heineken programme, just some key stats: it delivered 33% decrease in water consumption in their breweries since 2008. Breweries reduced carbon emissions by 49%. 39% reduction in accident rates since 2015. So really looking after the people are working within the business as well, and 95% of the markets, selling Heineken devote 10% of their media spend to responsible consumption campaigns.

Some of the recent projects and achievements that Heineken have undertaken include water balancing in Spain, where they partnered with the Valencia government to restore part of the Poyo ravine with indigenous vegetation, saving 400,000 cubic metres of water every year. And the second Heineken brewery to use 100% Renewable Energy was commissioned in Austria last year.

Interestingly, the first for Heineken was here in Singapore where I am today. And at the tiger brewery, they're harnessing the energy of the sun. They have 8,000 solar panels on the roof of a brewery. Tiger Beer became the first solar-powered brewery in the world in 2015. So, the beer here is brewed with the sun, and it's delivered a co2 reduction of around 20% for the factory.

Removal of plastics and replacement with sustainable alternatives has been a focus as well. And in the UK, the removal of plastic rings and shrink wrap size more than 500 tonnes, of plastics every year. Now Heineken have been working with the supply chain seeking commitment for sustainable sourcing through implementation and adherence to their supply code.

And I think this is really important because we need to recognise that no one can deliver sustainability alone. It's not just the brand. It's not just procurement. It's not just the factories that produce the goods. To be truly successful, it needs collaboration with partners, agencies, suppliers and communities. And we can, and we need to succeed. Thank you, Conrad, back to you.

CM: Thanks, Tim. A lot of very interesting and very inspiring initiatives in the global brands there. Thanks, Tim for sharing. Now, let's hear some examples from Asia, where Chris has actually worked with some with most of them. Chris?

CF: Sure Conrad, and I'll go through these very quickly because I know we're coming to time but you know, what do you do if you're not a big giant global company and don't have resources etc. And I think there are three really pertinent examples. The first one is Vitasoy. So, soy milk manufacturer, if we go to the next slide. They start with purpose which has got to be where you start: better for your body, better for the planet, better for animals. They embed in the organisation. So structurally. If you go to the next slide, you'll see it sits sustainability and sustainable governance sits right at the board level.

So, they're very, very strict about their ESG adherence and measure it, measure it very, very, firmly against their category, against the competition. As a matter of fact, they just got an A rating from Morgan Stanley investment firm as one of the, the most sort of sustainably ESG compliant companies very seriously. And then if you look across all of the elements of their business on the next slide, they show basically from, you know, making the right products to making products the right way across all elements of their business from ingredients to sourcing, to logistics, to delivery to marketing, and they've gotten metrics against each of them. Very strongly measurable.

An important factor over the last five years, they've more than doubled the value of their company. So, this is something that sits at the heart. I love what these guys are doing and Roberto Guidetti, who's the CEO does a fantastic job in this business. The next example I'd like to just talk about touch on quickly as Dole. So, Dole has significant Asian leadership and marketing their global marketing leader sits in Singapore. But I love that they've just launched the don't promise from the people planet and prosperity as they look at it as better for people, better for the planet, and better for all stakeholders.

And notice that, you know, their bottom line is aiming for a 50% increase in business value by 2025 while doing all of this. So, this becomes an accelerant for their business. I love the way these guys are framing this up and the efforts that they're doing. Their most recent campaign is actually hilarious if you've seen their commercials.

And the last one is just a quick one, which is a garment manufacturer based out of Thailand across Southeast Asia. It's just recently teamed up with Crayola to do some cloth reusable face masks. You know, face masks are causing us huge waste, and damage and these guys have committed their whole business focus on pursuing sustainable mask development, which I think is helping us all.

CM: Yeah, I see that we have another poll coming up. The question is how ready are you in your organisation to practice sustainability in your business? Please let us know whether you're already doing it, we are somewhat ready, or we are motivated to start or we are unprepared and we want to know more.

We'll have the results in a bit. But thank you, Chris, for sharing with us all of the inspiration, especially from Supara, from Dole and also from Vitasoy. That it's not just the global brands who can actually do it, but we have you know, inspirational and national brands as well. And multinational brands can help in Asia. Now, the next question I have is to Chris, how do we really start for those people who are asking, you know, where do they actually start?

CF: So I like to think about it. Oh, hold on. Let's take a look at this.

CM: Very good, 52% are already doing it. And the next one and we're motivated to start. Actually, that's very good. Yeah.

CF: I have a very simple model when it comes to this, and I call it basically the five P's. So, it starts with purpose. We've been talking about that, that to make sure your proposition is differentiating, or else you're not going to survive, you got to take care of the people, you got to take care of the planet, and prosperity will follow. And if you can steer your business to thoughtful consumption. That's the model that you need to follow.

CM: Right. Thank you, Chris. I'd like to ask Tim if you'd like to share on how we can deliver?

TL: Sure, thanks, Conrad. I think, you know, it's been evident from the polls that this there is a little bit of apprehension about how to effectively activate sustainability programmes. Just to illustrate very briefly how we can help. At the start of the session, we stated our position to champion the environment and help our clients achieve their sustainability goals. And so just in three points, some of the core principles are: for the end to end process the focus and our focus is on eliminating waste at every stage of the journey that a brain takes.

By leveraging an extended an accredited supply chain we're aligned to your responsibility and sustainable sourcing goals and practices and can bring those to life. And lastly, and really importantly, is we use data and insights to effectively measure and monitor the progress of initiatives. So, unless you measure it, you can't tell how you've gone. This is really important for measuring ROI, as Chris mentioned in his section. But also, on the effectiveness of the programmes and sustainability has delivered.

So, in part a driving both efficiency and effectiveness, we can unlock new value, improve ROI for your brand's journey. Back to you, Conrad. Thanks.

CM: Thanks, Tim. So, we've actually had a lovely time together with Tim and Chris for sharing their insights. Just to summarise what we've actually covered today in this webinar: Number one: purpose is the 'why' in what you believe in. Sustainability is 'how' do we do it that allows your company to thrive in perpetuity. Sustainability is no longer just a nice to have because consumers now actively vote with their dollars to sustainable brands, just like Chris said. Many look up to businesses as the key agents for change and it’s now time to create a better world through better business.

To make a difference, sustainability and sustainable practice need to sit at the heart of the business model, where value creation through sustainable practice is no longer a short term or long term – it should be in every term.

For sustainability to earn its keep, position it as a business driver that contributes to the overall business model. Now sustainability is a big topic and it's everyone's responsibility. Let's not be afraid to take it and do what you will in order for us to start.

We hope that you enjoyed our webinar today on sustainability having Chris as our resource speaker and also Tim, from Indicia Worldwide. And if you want to know more, please do contact us either on LinkedIn or by sending us an email at our marketing email: marketing@indicia.konicaminolta.com.

Our next webinar will actually be about driving success, direct consumer relationships. We will be sending out all of those who registered in this webinar, the dates and the time for you to join in.

And with that, once again, I'd like to thank our resource speakers, Chris and Tim, for the wonderful insight and also everyone in our audience. We hope that this has been a very fruitful hour for everyone. And thanks for everyone, for your time and interest in participating in this webinar.

Thank you. Bye.

The speakers

Speaker One image

Chris-Foster

Chris Foster

CEO, The Next Practice

Former Worldwide COO at Saatchi & Saatchi, Chris is a widely published keynote speaker on many topics including the sustainable organisation and innovation. He's CEO of The Next Practice, a future-focused communications group, and is the founder of FosterEquity (FeQ) – a marketing services company that fosters purposeful brands for thoughtful consumption.

 

 

Tim Lane bw_172x222

Tim Lane

Managing Director Sales, Asia Pacific, Indicia Worldwide

Tim has proven himself in project management and client services, as well as sales. His work establishing and managing our business in Australia and Asia means he's exceptionally experienced when it comes to marketing activation in the region.

 

Conrad Mendoza 172x222

Conrad Mendoza

Managing Partner APAC, Indicia Worldwide

Conrad is a well-rounded business development leader with more than 18 years of regional and country experience. He's an expert when it comes to C-level consultative sales, product, channel program management and data-driven marketing. Conrad will be your amiable and incisive host on the webinar. 

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