Next week marks the start of COP 29, the United Nations’ annual climate conference, in Azerbaijan. The conference has often met with criticism for being beset by contradictions. Leaders fly long distances to meet and talk about emissions. And last year’s discussions about moving away from fossil fuels took place in petrostate Dubai, overseen by an oil company CEO as president-designate.
Indeed, there are often contradictions at the heart of sustainable business, not least the tension between sustainability and consumption. Although there are a growing number of companies who have committed to shrinking their carbon footprints, reducing waste and minimising their use of the world’s natural resources, many still create products designed to be consumed for consumption’s sake.
Nevertheless, in light of sluggish progress made by nation states and lacklustre commitments by governments, many consumers look to business to bring about meaningful change. So, how can companies navigate this paradox and should business really be the entity carving a path to COP’s goal? Here we examine three case studies to find out.
Ben & Jerry’s: building on a purpose-led legacy
The ice cream brand has long been a pioneer of mission-driven business. Back in 1985, founders Ben Cohen and Jerry Greenfield established the Ben & Jerry’s Foundation, a social justice organisation designed to fund community-oriented projects using a percentage of the company’s profits.
Nevertheless, the question of sustainability versus consumption was very much one the brand “wrestled with”, says former Ben & Jerry’s Europe managing director Anuradha Chugh. “We were selling good quality ice cream – but it’s still ice cream,” she says. “That said, there was never a doubt about what we were doing, because impact is so well integrated into every decision and every action that we took.”
Prioritising impact in this way meant being upfront and transparent about the fact that the major food group Ben & Jerry’s uses in its products – dairy – is one of the worst for emissions. To address this, the company changed what it feeds its cows (to reduce their “enteric emissions”) and upgraded its manure digesters to capture methane. It has also signed up to the Science Based Targets initiative, pledging to power company-owned facilities with 100% renewable energy by 2025 and reduce emissions intensity by 80% by 2050.
For Chugh, this work, combined with its ongoing social justice efforts, more than justifies the part Ben & Jerry’s plays in consumption. “If we stopped existing, then we’d have 150 people at Greyston Bakery who have faced barriers to meaningful employment (such as coming from the prison system) who now have lost a major client. So it’s the impact that drives you from the start to the end.”
Cook: working within a system of consumption
A founding member of the British B Corp movement, prepared-food company Cook has been dedicated to doing business better since its creation in 1997. Since then, the family-run company has been certified by the Living Wage Foundation and won awards for its programmes to help people back into work after prison, homelessness and other challenges.
For Cook co-CEO Rosie Brown, being able to balance sustainability with consumption begins by understanding the reality of the world in which we live. “It’s not up to me to tell the world to stop buying stuff,” she says, pointing out that the market in which Cook operates (prepared food) continues to grow at pace.
“People are going to be buying prepared food,” she adds. “They can either buy my prepared food or they can go to Tesco and buy theirs. It’s better to have an option that’s doing something right. Desire will always be there, the customer’s going to keep buying stuff, so make it as good as you possibly can.”
Beyond making their food “good” through using sustainably sourced ingredients, Cook focuses on reducing waste wherever possible. Leftovers and food nearing its sell-by date is shared with charity partners, such as FareShare and Caring Hands. Other food waste is captured and stored by a Rothenburg system. The wet waste disposal technology transforms scraps into bio-fertilisers for farming and renewable energy.
There is still a long way to go though, says Brown. “No business is perfect,” she says. “It’s not up to us to point fingers and call people out. It’s better to withhold judgement and do your best in your own business.”
Little Moons: committing to growing sustainably
For many organisations, “doing your best” often means being realistic about what you can achieve as you scale up. Founded in 2010, mochi ice cream brand Little Moons is one such example.
“Growing sustainably is one of our most fundamental challenges,” says CEO Joanna Allen. “I have a desire to build a business which grows and, by default, that means that it will create more negative impact. What we’re really mindful of is that, as we grow, our impact on the environment should not grow to the same degree.”
With this ethos in mind, Little Moons is making a number of clear commitments. On its website, the company states that it’s working towards a 30% carbon intensity reduction in Scope-3 emissions by the end of 2030, with plans to reach net zero by 2040. By 2030, the aim is to source 100% of its ingredients responsibly. And the company plans to hold itself to high standards in future by submitting its B Corp certification by the end of 2024.
“Now we’re thinking about how we can grow in a way that creates a positive impact instead,” says Allen. “I think there is something incredibly powerful about being a B Corp business and thinking about how you can influence the partners, the suppliers, the companies that you work with, so they can also do better.”
Balancing a sustainable mission with the realities of overconsumption is a disconnect that business leaders cannot ignore. But in a time where greenhushing is almost as prevalent as greenwashing, action must be taken and purpose-led businesses might be the best ones to lead the way.
