THE SUSTAINABILITY INTERVIEW
Esther says:“ Having this level of appropriation does mean that people can get it done on the ground because they feel empowered to change the way we operate.
“ So the strategy and the empowerment of the people to get things done is a combo that makes a difference.”
The combination of strategic clarity and employee empowerment creates conditions where sustainability considerations become embedded in daily operations rather than existing as a separate initiative.
This integration has also become a primary reason new employees cite when joining the company, creating what Esther describes as“ a self-fulfilling prophecy or positive feedback loop”.
Targeting net zero operations by 2030 Among the company’ s commitments, the target to achieve net zero on Scope 1 and 2 emissions by 2030 is one of the most demanding. The deadline covers emissions from sites and company vehicles across the global operation.
“ The reason we did that is because we want to demonstrate that it’ s feasible that a very large corporation – we operate in over 100 countries in the world – can decarbonise its operations extremely quickly,” Esther says.
The practical implications involve switching all company vehicles to EVs, which requires changes to work organisation and employee habits. Sites are being decarbonised through various approaches. sustainabilitymag. com 25