Elma Christian Intertek 0:09
Welcome to our Sustainability Series podcast.
I'm your host, Thelma Christian, and today I'm joined by David Mull, our VP of Sustainability. In today's episode, from Waste to Worth, we are exploring the intersection of strategy, sustainability and success, and especially in the context of the circular economy. In honor of World Environment Day, we're talking.
About why embedding sustainability into business is both good for the planet and the bottom line.
So let's break it down.
Why? Hi, David. Thank you for joining us.
So what is driving the shift to seeing sustainability as a real business advantage?
David Muil Intertek 0:50
Hi Elma, and thanks for inviting me on the call today.
So really, the shift is a movement. Sustainability is no longer just a moral or regulatory obligation, as it was in the past. It has become a strategic lever for long-term profitability.
Businesses that embrace sustainability are not only better positioned to mitigate risk and comply with evolving regulations—they’re also better equipped to drive innovation, reduce overall costs, attract customers, and unlock new market opportunities.
It’s very exciting when you see how this can be positioned properly.
Traditionally, sustainability has often been pitted against profitability. However, mounting evidence and real-world examples are showing that sustainable practices can significantly enhance business performance.
As stakeholders—from consumers to investors—demand greater accountability, the integration of environmental, social, and governance (ESG) principles into business models is proving not just beneficial, but truly essential in the long run.
Elma Christian Intertek 2:12
Totally well said, David.
And no doubt—you also talk about sustainability as a lever for cost savings and innovation.
I wonder if you could give us a real-world example of how companies are actually making that work in practice?
David Muil Intertek 2:30
Yeah, that’s a great question. I can share a few.
What comes to mind right away is energy efficiency. That’s the low-hanging fruit—companies that invest in energy-saving technologies are really seeing immediate cost reductions. For instance, retrofitting buildings with efficient lighting and HVAC systems can, and often does, cut utility bills by 20 to 30%. Sure, there’s an initial investment up front, but the long-term benefits are clearly there.
We're also seeing a big push in waste reduction. Leaner production processes reduce material waste and disposal costs—things they were paying for previously. Circular economy models extend product life and recapture value from end-of-life goods. It’s making these organizations more profitable.
And one area that’s really coming to the forefront is water management. Efficient use reduces both utility bills and exposure to regional water scarcity and related risks.
An example that comes to mind is Unilever. Their Sustainable Living Brands grew 69% faster than the rest of the business and delivered 75% of the company’s growth—largely due to increased efficiencies and brand loyalty.
Elma Christian Intertek 4:11
That’s very powerful, David. And certainly, there’s a lot available out there to really show how it can drive those benefits.
And as you said, we’re definitely seeing sustainability drive revenue—whether through new products, digital tools, or even pricing power.
In your opinion, David, what’s a good way to think about the revenue upside?
David Muil Intertek 4:41
Yeah, a couple of things come to mind.
First and foremost: new markets and products. Sustainability drives innovation—opening doors to green products, services, and business models like renewable energy, carbon offset platforms, or circular packaging systems.
Another example is premium pricing. Consumers are increasingly willing to pay more for sustainable products. Brands that emphasize ethical sourcing, low carbon footprints, or community impact can capture and benefit from price premiums—and they often do.
And then there’s digital transformation. Technologies like the Internet of Things and Artificial Intelligence, often deployed for sustainability purposes, can also optimize supply chains and improve overall service delivery. Again, increasing your revenue upside while reducing costs.
Elma Christian Intertek 5:54
Yeah, for sure.
And obviously, beyond cost and revenue—which you’ve just talked about—you also make the case that sustainability strengthens things like brand, talent, and investor relations.
Why, in your opinion, are those levers especially important?
David Muil Intertek 6:23
Those levers are very important for several reasons.
First and foremost: climate risk management. Businesses that proactively assess and mitigate climate-related risks—physical, regulatory, and reputational—are more resilient. They can handle the ups and downs and bounce back much faster.
There’s also regulatory alignment. Anticipating and complying with emission standards, carbon pricing models, and disclosure requirements—like CSRD, SEC, and TCFD—reduces the risk of fines and operational disruptions. You couldn’t get a more powerful lever than that.
Supply chains are another good example. Sustainable sourcing and supplier diversification reduce exposure to environmental and even geopolitical risks.
And you can’t forget employer branding. Companies with clear sustainability values attract purpose-driven employees—especially among Millennials and Gen Z. That’s huge in today’s talent market where we’re all competing for resources.
Then there’s retention and productivity. A sustainability-driven culture improves morale, employee loyalty, and productivity—ultimately reducing turnover costs.
A great case study is Patagonia. Their leadership in sustainability fosters deep employee engagement and retention, which in turn enhances their operational stability and innovation.
Elma Christian Intertek 8:21
Great examples—and certainly a lot to say, from cost reduction to clear returns on investment.
There’s so much that ties into sustainability—a lot of opportunity for businesses to really leverage.
But let’s say I’m a business leader and I’m sold on the vision. My challenge is: I don’t know where to start.
So David, what is a practical roadmap for embedding sustainability into the core of a business?
If I’m really looking to do that but struggling with how—where do I start? What do I do first?
Which I imagine is a real challenge for a lot of business leaders today—especially in an environment where there’s so much to think about.
The opportunities are there for sure, but how do you start?
What would you recommend?
David Muil Intertek 9:40
Yeah, I would always fall back on what’s proven—and that’s our PDCA model: Plan, Do, Check, Act.
When you look at PDCA as it applies to sustainability, it’s a simple and effective way to connect the dots.
When planning, you need to define your strategy. And the first step to defining strategy is conducting a materiality assessment. You can’t underestimate that.
In fact, under regulations like CSRD, a double materiality assessment is required. We’ll go into detail on that in another program. But for now, the key is identifying the sustainability issues most relevant to your business and your stakeholders.
That’s important because sustainability means many things—it’s a massive topic. But you’re in business to make money and serve a purpose. Define what’s material to your organization so you can succeed and focus on what matters.
That’s step one.
Step two: setting targets. Align your goals with global standards such as SBTi and the GHG Protocol. Make sure your targets are tangible, realistic, and valuable—otherwise, it’s not worth the challenge.
Next, integrate across operations. You need to embed sustainability in every function—procurement, manufacturing, logistics, HR, marketing. No process should be left out. It has to be a group effort.
Once you build that cultural shift, the momentum becomes hard to stop—and it’ll carry you where you need to go.
Then comes measurement and reporting. Establish a strong ESG framework using standards like GRI and CDP. Put those in place to track and communicate performance.
You won’t start with massive progress—but tracking over time, measuring improvement, and working toward your goals is what truly matters. That’s the end game: moving the needle forward.
And finally, you must engage your stakeholders. It has to be meaningful and inclusive. You need contributions from everyone—collaborate with suppliers, customers, and communities.
Especially when it comes to Scope 3 emissions—they’re not internal. You need your supply chain on board. That’s how you amplify the impact of your program.
Elma Christian Intertek 13:06
Thank you, David. Very helpful—and certainly a lot to think about.
But breaking it down into these steps really gives us a clear roadmap.
That being said, if you had to pick just one—what’s the one key takeaway you’d want to leave with our listeners this World Environment Day?
David Muil Intertek 13:35
I think it’s a message most organizations will be happy to hear:
Sustainability is not a cost center—it’s a profit driver.
So why wouldn’t you do it? In today’s challenging world of tariffs and global pressures—if you have a profit driver that’s also good for people and the planet... why wouldn’t you do it?
The most resilient and forward-thinking companies are proving that doing good and doing well are not mutually exclusive.
By embedding sustainability into the core of business strategy, organizations can drive efficiency, inspire innovation, and build enduring competitive advantage.
Elma Christian Intertek 14:30
Absolutely. Thank you, David.
Today’s conversation is another reminder that sustainability isn’t just a moral imperative—it’s a smart business strategy.
Companies that embrace circular thinking and accountability are truly setting themselves up for long-term success.
Thank you, everyone, for tuning in today.
Until next time—stay sustainable.
For more information, please visit us at: www.intertek.com/sustainability/
