“We need ways to make future-proof business concrete.”
Ahlsell is one of seven companies that took part in the FIBS and Third Rock programme for developing future-proof business practices. Leena Takaveräjä, Head of Sustainable Development at Ahlsell, recommends the programme to other companies that have management support and the commitment to develop sustainable business practices in the long term.
FIBS and Third Rock’s pioneering programme sought out companies with an ambitious approach to developing a future-proof business model. The aim of the programme is to provide participants with insights, information and tools to develop a forward-looking business model that identifies climate and other sustainability risks – simply put, to help companies secure the future of their business. This is not about updating a corporate social responsibility programme, but about the company’s core business moving into a new phase.
“When I saw the call for applications, I thought this was exactly the right programme for us right now. At Ahlsell, we are committed to future sustainability, but we need more ways to promote it. If we don’t do this, we won’t exist in the future. We want to stay competitive in the market, and that’s not possible without future sustainability,” explains Leena Takaveräjä, Head of Sustainable Development at Ahlsell.
Leena Takaveräjä believes that the greatest challenge in developing a sustainable business lies in a shortage of resources, but by this she does not mean a shortage of money, time or people. She is referring to fostering a shared mindset and increasing understanding throughout the organisation.
“This needs to be practised through pilot projects so that it becomes standard practice across the board: in procurement, sales and even corporate acquisitions. Ahlsell’s vision is ‘Building a more sustainable society’, so the programme’s objectives and content are in line with our vision.”
The entire value chain is subject to change
For Ahlsell, future sustainability is, above all, about putting the principles of the circular economy into practice. They have already taken some ‘small steps’ in this direction – pilot projects designed to change both mindsets and practices. In Ahlsell’s case, suppliers need to be involved in the work, as the company, being in the retail sector, does not manufacture anything itself. For example, they are currently considering how reuse and refurbishment could be implemented within Ahlsell’s value chain.
“A deeper understanding of the circular economy is, of course, a tangible benefit of the programme for us. Still, I think the most valuable thing is that we are involved in this in the first place. That is significant. Every member of our management team is aware of this programme. It gives us the backing to drive change forward even more strongly. I’m also drawing on elements of the programme for our Group’s circular economy strategy, for example.”
Personally, Leena Takaveräjä feels that the programme for developing future-proof business has reinforced her way of thinking. Peer discussions with professionals from different sectors have offered fresh and varied perspectives. She praises the programme’s content and methods.
“Views have been put forward, but I haven’t felt that information is being forced upon me. Discussions have been facilitated, but nothing has felt like a sales pitch.”
Takaveräjä also considers it a positive thing that the participants include people other than sustainable development professionals, so that ideas can be refined and spread further.
“We sustainability people often think about things in much the same way. That’s why it’s good to bring other perspectives and questions into the discussion.”
Sari Kuvaja