Sustainability Brunch: Key Insights
Sustainability is a tough nut to crack, especially when it comes to supply chains.
That was one of the key takeaways from our live Sustainability Brunch featuring
Ott Ilves (Co-founder, Esgrid)
Anne Blirup (Founder, Sustaina Company)
Zane Valujeva (Sustainability and Corporate Affairs Manager, Danone Nordics and Baltics)
Alejandro Franco (Co-founder & CCO, Kaffe Bueno).
The discussion was lively, and the audience was extremely engaged.
The best-case scenario, actually!
Let’s break down the takeaways.
Small fish vs. Big fish
It takes time to integrate sustainable practices, both within a company and with suppliers.
With Sustaina Company’s focus on small and medium-sized companies (SMEs), Anne highlighted that small companies often feel too small and insignificant to be able to make a difference.
They think it’s easier for large companies to make the necessary changes.
But even big companies struggle with sustainability complexity.
Yes, large companies have more resources to work with and perhaps also more to say, financially, but smaller companies have the benefit of having fewer suppliers and more flexibility.
One of the biggest hurdles?
The old-school business habit of constantly switching suppliers to chase the best deal.
This lack of consistency makes sustainability progress difficult.
On top of that, data collection is a headache—companies need accurate numbers to make smart decisions, but getting that data across teams, functions, and external partners is no small feat. Doesn’t matter your size.
The audience chimed in too, pointing out that internal gaps in knowledge (and honestly, interest) and the question of how much to share with competitors add to the challenge.
Anne’s advice?
Talk to your industry peers—ESG managers aren’t rivals; they’re colleagues on the same journey.
Have you heard about the “celery bias?”
We hadn’t either, when Alejandro introduced it.
Essentially, companies should select suppliers based on what they want to see—like choosing between a store’s healthy options, such as celery, versus its candy aisle.
The key is making the right choices and setting the right expectations.
That way, you make sure that you’re working with suppliers that match your brand and values (which is a must in general).
The push-effect vs. the “push-down-your-throat-effect”
Companies have power over their suppliers, and by setting requirements, they can push suppliers to level up.
But many suppliers don’t know where to start, so companies need to align their demands and work together.
To this, an audience member added that companies tend to ask a lot from suppliers but don’t always listen to them in return.
Suppliers have valuable knowledge, and sustainability should be a two-way street.
Alejandro’s advice: put a human face to the numbers—pick up the phone and have a real conversation.
And it was suggested that companies set minimum requirements for all suppliers and have their ESG department approve all new suppliers to ensure standards are met. Think of it as a safety net rather than a burden.
Legislation = Our Level Playing Field
Sustainability reporting often feels like an endless jungle of numbers.
And as one audience member pointed out, it’s impossible to tell who is more sustainable based on reports alone.
Without a clear definition of sustainability, we are left guessing—which is why legislation is crucial.
The audience agreed: real change often comes from a burning platform, and sustainability doesn’t quite have that urgency—except when legislation steps in.
Anne compared the past of sustainability to the wild west, where sustainability was just a marketing buzzword.
Now, regulations should create a level playing field.
“Hold your horses,” she said, “and wait for further notice from the EU.”
But! If your company doesn’t really have a clue where your products are produced or know what your products consist of, then it is time to start now.
Takeaways
The four speakers had each their key takeaway that they wanted the audience to remember.
Think. Don’t be afraid to ask questions instead of “just” going with the flow. There is not one way of doing it.
Get rid of the silos. We need to work together, both internally and externally. Despite of everything going on in the world, or maybe because of it, we need each other to make progress.
Build transparency. Focus on the top 80% of your supply chain and work on creating transparency.
ESG is not dead. Yes, it’s true that we’re seeing some scaling back in different areas. But ESG will never be a waste of your time.
So even though Anne said to relax and not move too fast (because who wants to waste resources), you also shouldn't relax too much.
Or at least don’t fall asleep.
Be sure you know your supply chain, perform audits, make sure to remediate shortcomings, know your product, and have your data and documentation in order for it all.
That’s the minimum requirement.
And if you don’t have that, then it’s time to get out of bed and get to work.