April 16, 2024 • 14 mins
Climate is only one of the planetary boundaries we need to work on. And we also need to tackle a whole range of social issues.
That's why item four and our sustainability leadership manifesto is: "develop and deliver initiatives that offer multiple benefits for people and nature".
In this Roundtable event, our guests, sustainability leaders across a variety of sectors, reflect on their experience of trying to move the agenda beyond net zero in their work.
Listen for insights from the sharp end about how to help colleagues to see the bigger picture and start engaging with the rest of the sustainable development goals.
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Mentioned in this episode:
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Leadership for Susainability Online Meet Up 22 May 2025 Leadership for Sustainability Netwalks, Edinburgh, various dates Your Wild Nature 3 Day Women’s Retreat, Scotland, 30 May – 02 Jun 2025.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Mina (00:00):
In order to bring everyone along on this really crucial journey, I
(00:04):
think it really is about bringing itback, taking it down to square one.
Malcolm (00:08):
Instead of everything seeming overwhelming and huge, that
actually it all becomes somethingthat is perfectly achievable?
Alejandra (00:17):
How do you present and make these things local and relatable?
This is Leadership for Sustainability,the podcast for sustainability
directors, managers, and pioneerswho want their organization to make
greater progress on sustainability.
It's so good to have you with us.
I'm Osbert Lancaster.
I'm a long time sustainabilityconsultant, facilitator and director of
(00:38):
sustainability leadership specialistsRealise Earth where we focus on
the people side of sustainability.
It's great news that net zero is becomingmore and more widespread as a concept,
and that climate change is on theagenda of more and more organizations.
But climate is only one of theplanetary boundaries we need to work on.
And we also need to tackle awhole range of social issues.
(01:01):
That's why item four and oursustainability leadership manifesto is
" develop and deliver initiatives that offermultiple benefits for people and nature".
At our recent round table, wediscussed, how do you help your
organization to get beyond net zero?
To see the bigger picture andstart engaging with the rest of
the sustainable development goals?
(01:22):
Morag Watson, my co-founder here atRealise Earth, hosted the round table
with me, and we were joined by somegreat guests for an hour of discussion.
Most of the discussion happenedprivately in small groups.
But in this episode, we share thehighlights from the plenary sessions.
I'll let our guests introducethemselves and take it from there.
Mina (01:41):
So I'm Mina Cole.
I'm an environmental managerand I work for Regen Group.
Graham (01:45):
Hello, my name is Graham Farrar.
I'm head of sustainabilityfor Kings Rose Mining.
Flo (01:50):
My name is Florenca or Flo, I'm a lead product designer, also
work with regenerative businessdesign for The C Collective.
Annie (01:56):
Hi, my name's Annie, short for Anne Marie.
I am the Sustainable Life Coach
Anna (02:00):
I'm Anna, I'm an outdoor facilitator mindfulness, for
my business Wander Women.
Gavin (02:06):
My name is Gavin Allen, I'm the group sustainability
operations lead for Robertson Group.
Malcolm (02:10):
I'm Malcolm Curry.
I'm an independent consultantspecialising in dispute resolution.
Kemi (02:15):
My name's Kemi Odafari, I'm a senior finance business partner at UCL Partners,
which is focused on health innovation.
Alejandra (02:23):
My name is Alejandra, I'm an environmental engineer
and waste management consultantat company based in Malta
. Ellis: Ellis McKinnon, Environmental and Sustainability
Manager, currently freelance.
Morag (02:36):
Wonderful.
Thank you very much and welcome, everyone.
It's delightful to have you all with ushere, and in a moment we're going to put
you into some discussion groups but toprep us for going into that, what I'm
going to invite you to do is to thinkabout a time that you've helped your
colleagues or your organization to committo taking an action on sustainability
(02:57):
and an action that went beyond just beinga single issue like climate change or
recycling to a much more holistic view.
So think about that time youdid that, once you've chosen
it, what was the situation?
Who was involved?
How did the process start?
What happened next?
(03:18):
What was the result?
I'm going to give you a momentssilence just to have a think.
And once you've got that in yourhead, the bit I would like you to focus
in is why did that approach succeed?
Okay, so hold on to thosethoughts and feelings.
You will go into breakout groups andit's your opportunity to discuss exactly
(03:39):
what we've just been talking about,how you went beyond that single issue
to a more holistic, what works, whatdid you learn, what helped you succeed
and an opportunity to share with peers.
Osbert (03:51):
Welcome back, everybody.
I hope you've had some interestingdiscussions, insights and
ideas and inspirations from it.
I would like to invite the reporter fromeach group to share your top insight.
So , Room 1, which wasFlo, Gavin, and Kemi.
Kemi (04:07):
One of the things that we spoke about was regulation and incentives, in
terms of getting organizations on board.
We certainly find that with biggerorganizations, they tend not to listen
unless there's a sort of financialbenefit to their bottom line.
So whilst it's necessary and correctto focus on the sustainability
improvements, what maybe gets theirheads turn is actually to say that there
(04:31):
is financial benefit to this, whichdoes sort of bring its own sort of moral
implications in that organizationsshould be doing this anyway, but if
you need to get that foot in the door,sometimes that is an option to focus on.
Osbert (04:43):
Brilliant.
Thank you so much.
Room two is Annie, Ellis, and Mina.
. Annie.
Annie (04:49):
We understand that getting people motivated through their own
personal values helps to create a goodmindset, which we've all experienced
in different ways, pluses and minuses.
However, to get beyond net zero,it's almost about taking that
mindset and making it a no brainer.
So it isn't something that you actuallyconsciously think of, it's something that
(05:12):
you do without even thinking about it.
And that's where we need to get to interms of making it easy for everyone
to know what to do, how to do it, thebest way to deal with it, the same way
as you would do for health and safety,or if you're driven by cost reduction,
cost return on investment, that thisis something that is second nature.
Osbert (05:34):
Thank you so much.
And room three, Anna, Graham, and Malcolm.
Graham (05:38):
I guess in, in my role,
one of the key focuses has beenon the double materiality survey.
So working through and, and trying to getthe business aligned, investors aligned
and external stakeholders aligned withwhat we think we should be focusing on,
because that allows you to integratethat concept into the business including,
who you employ, what consultancysupport you need, what funding you need.
(06:00):
And that also leads into how youproduce your sustainability report.
And it's not just one person'sidea, it's a formalized process,
under legislation in many places.
Osbert (06:09):
Double materiality?
, Just remind us of the jargon.
Graham (06:12):
So the first materiality is , financial materiality and the second
materiality is impact to stakeholders.
Osbert (06:19):
Thank you so much.
Okay.
Is there anything else thatcame out of those discussions
that you would like to add?
Alejandra (06:26):
I think one part that we were mentioning is about how do you present
and make these things local and relatable?
You have to start small every timeyou think about climate change,
it feels like so big for some ofthese companies, especially when
you're looking at SMEs or startups.
So making that relatable, talkingabout the local, you're part of it.
And then there is also another aspectthat we see it's about like almost
(06:49):
a contagion effect, which is yourneighbors, your, your other competitors
are doing, and it was this whole thingof scope three is going to get to you.
So even though you can't, somehow weneed to find a way to do it because
otherwise you can't be in business.
And then somehow you also seeing thatyour neighbors are transitioning, so you
just feel compelled to do it as well.
(07:10):
So there is a little bit of thatfollowing the trend behavior.
Gavin (07:14):
I think, it's very easy for bigger organizations to be able to
fund their way to, net zero but there'sreally a bit of a gap for SMEs.
I'm quite fortunate, we've got asustainability supply chain coordinator
that does quite a lot of work withinour supply chain, especially SMEs and
how to calculate their carbon, youknow, terminologies like scope one,
two, and three is probably fine to allof us, but to an SME they're probably
(07:37):
saying "I don't know what that is".
And actually you break it and yougo "your fuel and your electricity".
Yes, that's pretty much it,and then whoever you use as a
supplier, it's theirs and theirs.
It's that whole concept ofeveryone's scope one and two
is someone else's scope three.
Ellis (07:50):
We touched on momentum, maintaining momentum and keeping
things relevant and kind of not gettinglost in the fog of everything else.
Trying to keep it interesting for people.
My own experience with the championships,
Osbert (08:03):
(That's the 2023 UCI cycling world championships)
Ellis (08:07):
it was kind of like a drip drip feed of communications, external and
internal, to try and maintain it, so thatpeople don't, switch off so it becomes
second nature to people to think about.
Malcolm (08:17):
One reflection I've been having on this, and it's following on from
what Graham was explaining about earlieron, one of the things I took from the
conversation, was about the narrowingdown of the SDGs that he was looking at,
narrowing down the scope of the discussionin order to make things into bite sized
(08:38):
chunks, so it starts to become achievable.
I thought there's a real parallel therebetween that and the question funnel
that, I regularly talk about in disputeresolution and mediation, where you're
actually starting with a very wideconcept, and you funnel downwards and get
more and more specific as you go through,which means you end up with something
(09:00):
that is realistic and is achievable.
Mina (09:03):
Um, it kind of links a little bit to what Gavin was saying really.
People of our expertise in this fieldwill kind of get used to terminology,
but then in order to bring everyonealong on this really crucial journey,
I think it really is about bringingit back, taking it down to square one.
Not everybody has the same kind ofbackground or research that, certainly
(09:25):
people have done within this group.
So I think language and layman termsand kind of bringing it down to
bare basics is extremely important
. Morag: We're coming to the end of our time together so we want to make
sure that everyone has a chance tocontribute to this last session.
So we're going to ask you to keepyour input really, really tight here.
Take a moment to reflect onwhat you've heard today and
(09:47):
what you've discussed today.
And to think, is there one thingthat you could take from this that
you'll apply to your own work?
One little thing that you mightdo differently or that you just
need to bear in mind and remember?
We're going to invite you tocomplete the sentence: " The one
thing I will try doing is..."
We'll go to Malcolm and then Mina.
(10:09):
So the one thing I'mgoing to try is, Malcolm.
Malcolm (10:12):
The one thing I'm going to do is, to focus on that bite sized
chunk concept and really workingout what, what can be achieved.
Morag (10:23):
Thank you, Malcolm.
Mina will come to you and then Ellis.
Mina (10:27):
I think the one thing that I'm going to continue to focus on
is show greater support to supplychain and other companies that I
work closely to, um, to kind ofprogress all together on that journey.
Morag (10:40):
Wonderful.
Thank you,
Ellis.
Then Graham.
Ellis (10:43):
The one thing I'm going to take away is what Annie said with regards
to cultivating a healthy mindsetand frightening people to death.
Morag (10:50):
Thank you, Ellis.
Graeme and then Anna.
Graham (10:53):
The one thing I'm going to take away is continue to speak to people
with diverse backgrounds and, and getfeedback and shape what I'm doing.
Morag (11:01):
Thank you, Graeme.
Anna, then Annie.
Anna (11:04):
One thing that I'm taking away from today is, to talk more confidently about
the things that are already happening, butalso looking to constantly improve things
because there's things for all of us.
Morag (11:18):
Thank you, Anna.
Annie, then Gavin.
Annie (11:20):
The one thing I'm going to take from today is just keeping things simple.
Morag (11:25):
Thank you.
Gavin, then Kemi.
Gavin (11:28):
The one thing I'll take away from today is keeping it simple, but also
having that positive mindset and approach.
Morag (11:35):
Well, thank you.
Kemi and then Flo.
Kemi (11:37):
The one thing that I will try doing is starting locally and visibly.
So be it work or sort of at home,whether it's doing something
small, but has that visible impact.
Morag (11:47):
And finally, Flo.
Flo (11:49):
So for me, I think it's be aware of other people's context
and try to make the solution orthe process approachable for them.
Morag (11:57):
Thank you, everyone.
Osbert, back to you.
Osbert (12:00):
This is the end of our time together.
Thank you so much for sharing yourexperience, your insights, and wish
you all the best with taking yournext step and look forward to hearing
how you're getting on with that.
If there's anything you'd liketo pick up from this discussion,
feel free to get in touch with me.
It's been great having you with usand I hope we'll see you again soon.
Bye for now.
Lots of great insights and ideas therebased on the experience of our guests.
(12:23):
If I had to pull out just three themesthat I think are really important and
applicable in most organizations, theseare the three that I would choose.
First, when you're talkingabout sustainability or any
particular aspect of it.
Avoid jargon and technical language.
Keep it simple and make it relevantto the people you're talking with.
Two.
Although it's essential to get beyondnet zero and address other issues,
(12:47):
don't try to do everything, focus inon the issues that are most material
and where you can have real impact.
And three, engaging people withsustainability is an ongoing process.
So keep talking, keep people involved andultimately work towards shifting mindsets,
so sustainability becomes second nature.
(13:08):
And there you have it.
I hope you enjoyed our Leadership forSustainability round table, and that
you'll join us for a future session.
To make sure you get notified of upcomingevents like this, sign up for the
Leadership for Sustainability newsletter.
As well as invites to events,you'll also get links to articles,
videos, and other resources thatwe think are especially useful or
(13:28):
interesting for sustainability leaders,
along with insights from me andmy colleagues that are exclusive
to newsletter subscribers.
You'll find the link in the show notes.
In order to bring everyone along on this really crucial journey, I
(00:04):
think it really is about bringing itback, taking it down to square one.
Malcolm (00:08):
Instead of everything seeming overwhelming and huge, that
actually it all becomes somethingthat is perfectly achievable?
Alejandra (00:17):
How do you present and make these things local and relatable?
This is Leadership for Sustainability,the podcast for sustainability
directors, managers, and pioneerswho want their organization to make
greater progress on sustainability.
It's so good to have you with us.
I'm Osbert Lancaster.
I'm a long time sustainabilityconsultant, facilitator and director of
(00:38):
sustainability leadership specialistsRealise Earth where we focus on
the people side of sustainability.
It's great news that net zero is becomingmore and more widespread as a concept,
and that climate change is on theagenda of more and more organizations.
But climate is only one of theplanetary boundaries we need to work on.
And we also need to tackle awhole range of social issues.
(01:01):
That's why item four and oursustainability leadership manifesto is
" develop and deliver initiatives that offermultiple benefits for people and nature".
At our recent round table, wediscussed, how do you help your
organization to get beyond net zero?
To see the bigger picture andstart engaging with the rest of
the sustainable development goals?
(01:22):
Morag Watson, my co-founder here atRealise Earth, hosted the round table
with me, and we were joined by somegreat guests for an hour of discussion.
Most of the discussion happenedprivately in small groups.
But in this episode, we share thehighlights from the plenary sessions.
I'll let our guests introducethemselves and take it from there.
Mina (01:41):
So I'm Mina Cole.
I'm an environmental managerand I work for Regen Group.
Graham (01:45):
Hello, my name is Graham Farrar.
I'm head of sustainabilityfor Kings Rose Mining.
Flo (01:50):
My name is Florenca or Flo, I'm a lead product designer, also
work with regenerative businessdesign for The C Collective.
Annie (01:56):
Hi, my name's Annie, short for Anne Marie.
I am the Sustainable Life Coach
Anna (02:00):
I'm Anna, I'm an outdoor facilitator mindfulness, for
my business Wander Women.
Gavin (02:06):
My name is Gavin Allen, I'm the group sustainability
operations lead for Robertson Group.
Malcolm (02:10):
I'm Malcolm Curry.
I'm an independent consultantspecialising in dispute resolution.
Kemi (02:15):
My name's Kemi Odafari, I'm a senior finance business partner at UCL Partners,
which is focused on health innovation.
Alejandra (02:23):
My name is Alejandra, I'm an environmental engineer
and waste management consultantat company based in Malta
. Ellis: Ellis McKinnon, Environmental and Sustainability
Manager, currently freelance.
Morag (02:36):
Wonderful.
Thank you very much and welcome, everyone.
It's delightful to have you all with ushere, and in a moment we're going to put
you into some discussion groups but toprep us for going into that, what I'm
going to invite you to do is to thinkabout a time that you've helped your
colleagues or your organization to committo taking an action on sustainability
(02:57):
and an action that went beyond just beinga single issue like climate change or
recycling to a much more holistic view.
So think about that time youdid that, once you've chosen
it, what was the situation?
Who was involved?
How did the process start?
What happened next?
(03:18):
What was the result?
I'm going to give you a momentssilence just to have a think.
And once you've got that in yourhead, the bit I would like you to focus
in is why did that approach succeed?
Okay, so hold on to thosethoughts and feelings.
You will go into breakout groups andit's your opportunity to discuss exactly
(03:39):
what we've just been talking about,how you went beyond that single issue
to a more holistic, what works, whatdid you learn, what helped you succeed
and an opportunity to share with peers.
Osbert (03:51):
Welcome back, everybody.
I hope you've had some interestingdiscussions, insights and
ideas and inspirations from it.
I would like to invite the reporter fromeach group to share your top insight.
So , Room 1, which wasFlo, Gavin, and Kemi.
Kemi (04:07):
One of the things that we spoke about was regulation and incentives, in
terms of getting organizations on board.
We certainly find that with biggerorganizations, they tend not to listen
unless there's a sort of financialbenefit to their bottom line.
So whilst it's necessary and correctto focus on the sustainability
improvements, what maybe gets theirheads turn is actually to say that there
(04:31):
is financial benefit to this, whichdoes sort of bring its own sort of moral
implications in that organizationsshould be doing this anyway, but if
you need to get that foot in the door,sometimes that is an option to focus on.
Osbert (04:43):
Brilliant.
Thank you so much.
Room two is Annie, Ellis, and Mina.
. Annie.
Annie (04:49):
We understand that getting people motivated through their own
personal values helps to create a goodmindset, which we've all experienced
in different ways, pluses and minuses.
However, to get beyond net zero,it's almost about taking that
mindset and making it a no brainer.
So it isn't something that you actuallyconsciously think of, it's something that
(05:12):
you do without even thinking about it.
And that's where we need to get to interms of making it easy for everyone
to know what to do, how to do it, thebest way to deal with it, the same way
as you would do for health and safety,or if you're driven by cost reduction,
cost return on investment, that thisis something that is second nature.
Osbert (05:34):
Thank you so much.
And room three, Anna, Graham, and Malcolm.
Graham (05:38):
I guess in, in my role,
one of the key focuses has beenon the double materiality survey.
So working through and, and trying to getthe business aligned, investors aligned
and external stakeholders aligned withwhat we think we should be focusing on,
because that allows you to integratethat concept into the business including,
who you employ, what consultancysupport you need, what funding you need.
(06:00):
And that also leads into how youproduce your sustainability report.
And it's not just one person'sidea, it's a formalized process,
under legislation in many places.
Osbert (06:09):
Double materiality?
, Just remind us of the jargon.
Graham (06:12):
So the first materiality is , financial materiality and the second
materiality is impact to stakeholders.
Osbert (06:19):
Thank you so much.
Okay.
Is there anything else thatcame out of those discussions
that you would like to add?
Alejandra (06:26):
I think one part that we were mentioning is about how do you present
and make these things local and relatable?
You have to start small every timeyou think about climate change,
it feels like so big for some ofthese companies, especially when
you're looking at SMEs or startups.
So making that relatable, talkingabout the local, you're part of it.
And then there is also another aspectthat we see it's about like almost
(06:49):
a contagion effect, which is yourneighbors, your, your other competitors
are doing, and it was this whole thingof scope three is going to get to you.
So even though you can't, somehow weneed to find a way to do it because
otherwise you can't be in business.
And then somehow you also seeing thatyour neighbors are transitioning, so you
just feel compelled to do it as well.
(07:10):
So there is a little bit of thatfollowing the trend behavior.
Gavin (07:14):
I think, it's very easy for bigger organizations to be able to
fund their way to, net zero but there'sreally a bit of a gap for SMEs.
I'm quite fortunate, we've got asustainability supply chain coordinator
that does quite a lot of work withinour supply chain, especially SMEs and
how to calculate their carbon, youknow, terminologies like scope one,
two, and three is probably fine to allof us, but to an SME they're probably
(07:37):
saying "I don't know what that is".
And actually you break it and yougo "your fuel and your electricity".
Yes, that's pretty much it,and then whoever you use as a
supplier, it's theirs and theirs.
It's that whole concept ofeveryone's scope one and two
is someone else's scope three.
Ellis (07:50):
We touched on momentum, maintaining momentum and keeping
things relevant and kind of not gettinglost in the fog of everything else.
Trying to keep it interesting for people.
My own experience with the championships,
Osbert (08:03):
(That's the 2023 UCI cycling world championships)
Ellis (08:07):
it was kind of like a drip drip feed of communications, external and
internal, to try and maintain it, so thatpeople don't, switch off so it becomes
second nature to people to think about.
Malcolm (08:17):
One reflection I've been having on this, and it's following on from
what Graham was explaining about earlieron, one of the things I took from the
conversation, was about the narrowingdown of the SDGs that he was looking at,
narrowing down the scope of the discussionin order to make things into bite sized
(08:38):
chunks, so it starts to become achievable.
I thought there's a real parallel therebetween that and the question funnel
that, I regularly talk about in disputeresolution and mediation, where you're
actually starting with a very wideconcept, and you funnel downwards and get
more and more specific as you go through,which means you end up with something
(09:00):
that is realistic and is achievable.
Mina (09:03):
Um, it kind of links a little bit to what Gavin was saying really.
People of our expertise in this fieldwill kind of get used to terminology,
but then in order to bring everyonealong on this really crucial journey,
I think it really is about bringingit back, taking it down to square one.
Not everybody has the same kind ofbackground or research that, certainly
(09:25):
people have done within this group.
So I think language and layman termsand kind of bringing it down to
bare basics is extremely important
. Morag: We're coming to the end of our time together so we want to make
sure that everyone has a chance tocontribute to this last session.
So we're going to ask you to keepyour input really, really tight here.
Take a moment to reflect onwhat you've heard today and
(09:47):
what you've discussed today.
And to think, is there one thingthat you could take from this that
you'll apply to your own work?
One little thing that you mightdo differently or that you just
need to bear in mind and remember?
We're going to invite you tocomplete the sentence: " The one
thing I will try doing is..."
We'll go to Malcolm and then Mina.
(10:09):
So the one thing I'mgoing to try is, Malcolm.
Malcolm (10:12):
The one thing I'm going to do is, to focus on that bite sized
chunk concept and really workingout what, what can be achieved.
Morag (10:23):
Thank you, Malcolm.
Mina will come to you and then Ellis.
Mina (10:27):
I think the one thing that I'm going to continue to focus on
is show greater support to supplychain and other companies that I
work closely to, um, to kind ofprogress all together on that journey.
Morag (10:40):
Wonderful.
Thank you,
Ellis.
Then Graham.
Ellis (10:43):
The one thing I'm going to take away is what Annie said with regards
to cultivating a healthy mindsetand frightening people to death.
Morag (10:50):
Thank you, Ellis.
Graeme and then Anna.
Graham (10:53):
The one thing I'm going to take away is continue to speak to people
with diverse backgrounds and, and getfeedback and shape what I'm doing.
Morag (11:01):
Thank you, Graeme.
Anna, then Annie.
Anna (11:04):
One thing that I'm taking away from today is, to talk more confidently about
the things that are already happening, butalso looking to constantly improve things
because there's things for all of us.
Morag (11:18):
Thank you, Anna.
Annie, then Gavin.
Annie (11:20):
The one thing I'm going to take from today is just keeping things simple.
Morag (11:25):
Thank you.
Gavin, then Kemi.
Gavin (11:28):
The one thing I'll take away from today is keeping it simple, but also
having that positive mindset and approach.
Morag (11:35):
Well, thank you.
Kemi and then Flo.
Kemi (11:37):
The one thing that I will try doing is starting locally and visibly.
So be it work or sort of at home,whether it's doing something
small, but has that visible impact.
Morag (11:47):
And finally, Flo.
Flo (11:49):
So for me, I think it's be aware of other people's context
and try to make the solution orthe process approachable for them.
Morag (11:57):
Thank you, everyone.
Osbert, back to you.
Osbert (12:00):
This is the end of our time together.
Thank you so much for sharing yourexperience, your insights, and wish
you all the best with taking yournext step and look forward to hearing
how you're getting on with that.
If there's anything you'd liketo pick up from this discussion,
feel free to get in touch with me.
It's been great having you with usand I hope we'll see you again soon.
Bye for now.
Lots of great insights and ideas therebased on the experience of our guests.
(12:23):
If I had to pull out just three themesthat I think are really important and
applicable in most organizations, theseare the three that I would choose.
First, when you're talkingabout sustainability or any
particular aspect of it.
Avoid jargon and technical language.
Keep it simple and make it relevantto the people you're talking with.
Two.
Although it's essential to get beyondnet zero and address other issues,
(12:47):
don't try to do everything, focus inon the issues that are most material
and where you can have real impact.
And three, engaging people withsustainability is an ongoing process.
So keep talking, keep people involved andultimately work towards shifting mindsets,
so sustainability becomes second nature.
(13:08):
And there you have it.
I hope you enjoyed our Leadership forSustainability round table, and that
you'll join us for a future session.
To make sure you get notified of upcomingevents like this, sign up for the
Leadership for Sustainability newsletter.
As well as invites to events,you'll also get links to articles,
videos, and other resources thatwe think are especially useful or
(13:28):
interesting for sustainability leaders,
along with insights from me andmy colleagues that are exclusive
to newsletter subscribers.
You'll find the link in the show notes.
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