Forests are vital for people everywhere. They cover about 4.14 billion hectares, roughly a third of the world’s land, and store 714 gigatons of carbon. They also support 80% of land-based biodiversity. However, we are losing 11 million hectares each year to deforestation, and the World Bank expects demand for forest-based products to rise by 400% by 2050. Many industries, from construction to textiles and automotive, are turning to wood fiber to replace fossil-based materials. Yet, a 2023 Circularity Gap Report found that over 90% of materials entering the global economy come from nature and end up in landfills. This approach is not sustainable. If we do not change how we use and reuse fiber, forests will be depleted faster than they can recover.
Today’s guest, Loa Dalgaard Worm, leads the Forest Stewardship Council’s Circularity Hub. This innovation team, launched in 2023, is updating a certification system that was originally designed for a linear economy 30 years ago. Her team is working to add circular business models, like take-back, repair, and leasing, to FSC’s chain-of-custody standard, which already includes 70,000 companies worldwide. They are also creating a framework to certify agricultural leftovers, such as wheat straw, rice husks, and coffee chaff, as alternative fibers for pulp-based products. This helps reduce the need for new forest fiber.
Loa’s boldest idea is a royalty system that would pay forest owners a small fee each time fiber from their forest is reused or recycled into a new product. Currently, forest owners are paid only once, when they harvest a tree, and do not receive ongoing rewards for protecting ecosystems, conserving biodiversity, or supporting communities. Companies buying recycled fiber would pay for verified origin data, which they increasingly need to meet the EU Deforestation Regulation and other international standards. The pieces for this plan are coming together. FSC already runs FSC Trace, a blockchain-based traceability platform, and works with World Forest ID on isotope testing that can identify a fiber’s origin within about 15 kilometers. They also partner with esri to improve earth observation capabilities.
“We used to be able to do this,” Loa says about circularity, pointing out that remembering old habits, not just inventing new ones, is key to sustainability. “Our parents knew how to repair things. My grandmother knew how to mend all of her clothes.” FSC’s circularity work is focused on rebuilding the systems needed to help us relearn how to reuse and repair on a large scale. Loa hopes to test the royalty system within two years and present it to FSC’s General Assembly for discussion by 2029. The big question is whether institutions and markets will move quickly enough to protect forests. To learn more about the FSC Circularity Hub, visit fsc.org/circularity or email the team at circularity@fsc.org.
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Interview Transcript
Mitch Ratcliffe 0:09
Hello, good morning, good afternoon, or good evening, wherever you are on this beautiful planet of ours. Welcome to Sustainability In Your Ear. This is the podcast conversation about accelerating the transition to a sustainable, carbon-neutral society, and I’m your host, Mitch Ratcliffe. Thanks for joining the conversation.
Today we’re going to talk forests, wood fiber, and the circular economy. The world’s forests cover about 4.14 billion hectares, which is about a third of all the land on Earth. And they store 714 gigatons of carbon, support 80% of land-based biodiversity, and supply materials for everything from buildings to delivery boxes. The World Bank projects a 400% increase in demand for forest-based products by 2050, driven by the shift away from fossil-based materials. And at the same time, the Circularity Gap Report shows that more than 90% of materials entering the global economy are still virgin. Even as we look to forests to replace plastics, steel, and concrete, we’re losing an additional 11 million hectares a year to deforestation.
The Forest Stewardship Council, or FSC, is the best-known certification program for responsible forest management. FSC-certified forests now cover more than 171 million hectares in nearly 90 countries, and the system is unique because it gives equal say to environmental groups, social organizations like indigenous peoples and trade unions, as well as economic interests such as timber companies and retailers. For 30 years, FSC has focused on one main question: Where does this wood come from?
Today’s guest, Loa Dalgaard Worm, leads the Forest Stewardship Council’s Circularity Hub. This is a new innovation team launched in 2023 that explores what happens to timber after it leaves the forest, and how we can keep it in use longer to reduce pressure on our natural ecosystems. Loa has been with the FSC for over 18 years, working in both national and global roles. As director of FSC Denmark, she grew the group from 12 members to 140 companies and NGOs, and helped raise public awareness for FSC from almost unknown to 65% recognition amongst Danish consumers. She also played a big part in FSC’s digital transformation, and now she leads a team working on what may be FSC’s most ambitious project since it first started chain-of-custody certification—that is, redesigning a system made for a linear economy so that it works in a circular one. She also hosts the Forest for the Future podcast, which I urge you to check out. She talks with experts about topics like verifying the origin of fiber products and how the EU taxonomy affects green finance.
The Circularity Hub has published two papers with new proposals that are a first for FSC. One idea is a royalty system that would pay forest owners over time as the fibers from their forest are reused and recycled through many product life cycles. Companies would fund this by paying for verified origin data to meet ESG and regulatory needs. FSC also wants to certify reused and repaired forest products—not just recycled ones—using another new label. They’re also creating a voluntary set of tools to help companies determine if they’re using high-quality wood fiber for disposable packaging that might be better used in construction or furniture, amongst other things.
We’ll talk with Loa about how certification systems created 30 years ago for responsible extraction can change to support circular material flows, and how the royalty system’s financial model will track fibers through many product life cycles and across complex supply chains involved in the modern production environment. We’ll also look at how these proposals fit with new EU circular economy laws and delays to the EU Deforestation Regulation. Finally, we’ll discuss whether FSC can ensure fair access for forest owners in the Global South, or if it might end up mainly helping larger operations in the Nordic countries and North America.
You can learn more about the FSC Circularity Hub by visiting fsc.org/circularity. And if you’d like to contact the team, you can email them at circularity@fsc.org. So, can the world’s most trusted forest certification system become the foundation for a circular bioeconomy, and can it do it quickly enough to make a big difference? Let’s find out right after this quick commercial break.
Mitch Ratcliffe 4:50
Welcome to the show, Loa. How you doing today?
Loa Dalgaard Worm 4:52
Thank you, and I’m doing really well. The sun is out for the first time in a very long time in a very frozen Nordic. I’m in Denmark, so it’s really cold here these days. And we can feel spring coming around the corner, good.
Mitch Ratcliffe 5:07
We’re in the middle of our first snow here in Southern Oregon. So I envy you that you’ve already had winter and are about to exit. I think we’re entering it.
Let me start off with this question, kind of to set the stage. The Forest Stewardship Council was built 30 years ago for a linear economy. You wanted to track responsible extraction and use of wood fiber, and you have these consumer-facing labels on paper and other products that a lot of our listeners are familiar with. But what I wanted to know is, how is the organization and its membership changing as you enter the era of circular economies of wood fiber?
Loa Dalgaard Worm 5:38
I don’t really think that I would call it changing. I would more call it evolving. Actually, the mission of FSC is the same as it’s always been. We want to safeguard the forests of this world for the present and future generations. So as consumption increases and more and more of us are looking towards forests, we need to make sure that we can still keep that promise, and that means having to add new services to the FSC systems, new business models, new tools, so that we can ensure that fiber stays in use for longer, so that we can get to a stage where we are not over-utilizing our forests, but we have healthy ecosystems, and that the people that depend on forests are thriving too.
Mitch Ratcliffe 6:23
Talk a little more about making fiber go longer. Each time we use or reuse fiber, it gets shorter and so less resilient and able to support the use. What does that look like in practice? Now, how are we reusing fiber, and where do you think we’re taking it?
Loa Dalgaard Worm 6:39
Well, there’s not one way, because reuse of fiber is going on in so many different industries. So it can be anything from the paper industry, where you would normally dissolve the pulp—so you would dissolve the paper, and then you would make it into this very wet mass that you can then add new wood fibers to, and then you can create new paper. And on average, you can do that 17 times in a row before the fiber becomes too short.
Essentially, in other areas, like in the construction sector, you could take the wood element just as it is and reuse it. So instead of recycling it and taking it through a whole manufacturing process, you could actually just reuse it as it is, especially if it’s part of a construction that has been isolated inside a construction. For example, you can easily just reuse it as it is, without making it shorter.
Then you have furniture. Furniture can have multiple lives and be repaired and refurbished and reused again. And we see that for high-quality furniture already. So it’s a question of getting more of those circular loops up and running, and then designing them so that we keep the products on as high a level of quality as we can for as long as possible. So essentially, actually setting up systems that avoid shortening the fiber. That’s what we’re after, so that we can use them for longer.
Mitch Ratcliffe 8:05
What would a system that avoided shortening fibers consist of that we aren’t potentially using today?
Loa Dalgaard Worm 8:13
Well, in essence, it’s about what are the rules? Which kinds of fibers do we allow for which types of use? For example, if you have a single-use product that you know will only have a very short lifetime—that could be food wrapping, that will be contaminated by food and therefore you can’t reuse the fiber afterwards. It could be paper straws, those kinds of things where you know it can only have one life—it’s asking ourselves, what fibers are we using for that one life? What is the quality of that fiber? What is the amount of recycled content that we require in that product?
It’s those kinds of things that I think we will need to have both regulatory rules on—so legislation, essentially—but we will also need to have systems, both in terms of what do certification systems like FSC do, but also, what does industry do? What are the industry standards? How will we circulate fiber? So it’s very big and it’s very fluffy, but it’s those kind of things that we will need to start getting this more circular setup and running.
Mitch Ratcliffe 9:22
You make an important point. This is not a clear, bright, linear explanation. It’s a fuzzy, circular system that we are seeking to evolve as we continue to become a more industrialized society. So let me ask you a question about how you’re talking with industry about this. Are you positioning circularity as a way to respond to and manage that 400% demand surge that we’re expecting over the next several decades, or is this a mechanism to, in their eyes, actually reduce total extraction?
Loa Dalgaard Worm 9:52
Oh, it’s not about reducing harvest. Actually, in reality, the hardcore reality of this is that there just will not be enough. We keep pretending that forests are this infinite resource that we can just go in and take as much out of as we want, but the reality is that we’re just using up forest resources far, far faster than the forest can actually regenerate and grow new trees. And with more and more industries pivoting towards forest-based fibers—in particular, that’s anything from the construction sector to the textile industries to even the car industry—all of them are looking towards forests because they have to replace their fossil fuel–based products. So we know that the demand is only going to go up. You’ve mentioned the number, the 400% increase. That’s the projection from the World Bank.
So we just need to be realistic about this and have ends meet, in essence, so that we don’t get to a point where we’re taking out trees so fast that the ecosystem can’t keep up. Because if we’re taking out trees from the forest faster than the ecosystem can keep up, that forest will be much more vulnerable to all of the climate-related events that it will also have to withstand. So the forest fires, the droughts, the beetle attacks, et cetera. If the ecosystem is weakened, it can’t withstand those other alternative threats that it’s going to be exposed to.
So for me, it’s just common sense. We have to get to a point where we are on a level of harvest that the forest can withstand, and we can only do that if we circulate fibers more and if we take better care of the things that we have. And the thing is, we used to be able to do this. If you look back to the ’30s, the ’20s, the ’40s, the ’50s, we knew how to repair things. Our parents knew how to do this. My grandmother knew how to mend all of her clothes. My father knew how to repair a broken radio or a bicycle or a light. And it’s an ability that we lost because of just an abundance of access to things. So we need to get back to being able to have those circular loops and being more respectful about the resources that we are getting, and that is both as individuals and as societies.
Mitch Ratcliffe 12:13
That’s such an important point—that we know how to do this, that we’ve done it before, but we’ve been trained out of this. How do you see FSC—and you mentioned this earlier—coaching people on the effective ways of making fiber last longer? Is this going to be a big messaging undertaking? Is it better labeling? How do you describe that challenge?
Loa Dalgaard Worm 12:35
Everything at once? Yeah, it’s everything at once. It’s both how we communicate, how we position the value of forest products, how we position the value of a healthy ecosystem, how we reintroduce pride in repairing stuff and keeping things in loop. But it’s also a question of, what do we have in terms of our standards? How do our standards support companies and encourage companies in setting up circular business models? How do we guide companies to moving towards more products-as-a-service, where it’s not the actual product that you sell, but it’s the service that the product gives? How do we create tools that make that transition easier?
So it’s a lot of different elements that we have to provide, and it’s for a lot of different audiences. People often come to me and say, “Well, nobody’s asking for circularity, so therefore it’s not a thing. People don’t want FSC to work on circularity.” And then I say, “Well, they want us to safeguard ecosystems. They want us to support them in upcoming regulation on extended producer responsibility, for example. They want us to help them adhere to the waste directives that are coming out, not only in Europe, but also in Latin America and North America in some states of the US, and it’s also there in Canada. They want us to help them figure out how they’re going to handle the fact that they can’t get the same amount of raw materials that they used to be able to just buy from any of their suppliers that they wanted, because all of a sudden half of it is gone in a forest fire. They want us to take care of all of that, and all of that is very closely tied to circular economy.”
Mitch Ratcliffe 14:17
An important point too is that it’s going to get more expensive as resources are strained, and that seems to be the underlying driver. But then you get back to the question of, how do you certify reuse? And you’ve got—it’s no simple task. It requires a royalty system for forest owners, recognition of non-forest bio-based fibers blended with bio-based fibers, cascading use tools—you know, in other words, things to track that fiber through multiple uses. What’s the state of the technology? What of those things are on track to have an impact in the next half decade, for instance?
Loa Dalgaard Worm 14:53
Oh, many of them are. Some are, of course, much more doable than others. So for example, the lowest-hanging fruit for companies in FSC is to introduce circular business models into our chain-of-custody standard. That standard covers 70,000 companies around the globe already. So if we enable in that standard that they are able to do take-back, or they’re able to do repair and leasing, and we guide them and give them best practices as to how they can do that—well, that’s very easy and straightforward, and in fact, we’re doing that already. It’s in consultation right now, set to be implemented by the end of this year.
The other one that we’re also already working on is, what is the role of agricultural residues in FSC-certified products? So could we enable agricultural residues? Think wheat straw. Think rice husks—so the shells around rice. Think coffee chaff—from after you’re done with producing coffee, you have all the silver skin lying back. All of that is being used right now primarily for local energy production. What if all of that could actually replace virgin forest fibers in all of the pulp-based products? What if we could require that that was certified to a credible agricultural standard, and we could then give it a different value? That’s what we’re also building a framework for right now, and we’ll be piloting so that we could enable those products to have a longer life, while also reducing the requirement or the demand for virgin forest fiber, and therefore reducing pressure on forests. So those are some of the really low-hanging fruits.
Then, of course, the whole cascading principles, which is for a lot of people a tricky word—because what does that mean? In essence, it means, how do we make sure that fibers stay in as high a quality for as long as they can possibly be? It’s quite easy when you explain it as: if you think of a wooden log, how can you keep that wooden log in long, long timber beams for as long as possible before you break them down into smaller pieces of wood, then into wood chips, potentially, then into fiber pulp? Essentially, because once you’ve broken them down, you can’t put them back together.
That is a more tricky thing, because we don’t have rules in FSC right now about what we do on this. So essentially, you could, if you wanted, take a tree straight out of the forest and make it into wood chips and burn it for energy production. So one of the things that we’re looking into is, well, how can we create incentives so that isn’t the way that it’s done? How can we create tools that would enable companies to actually communicate to their supply chain which type of fibers that they want and which kind of quality, so that it matches the type of product that they’re creating—both in terms of what are the technical specifications of that product, like what is the strength of the fiber that they actually need in the product for that product to perform well, but also, what is the expected lifetime duration for that product? Because if it’s a very short-lived product, we shouldn’t be using very high-quality fibers to produce it. And then, of course, also, what would the role be of recycled fiber in those particular products? And should there be rules? Should there be incentives for increasing the use of recycled fiber in them? So all of these things are things we’re working on right now.
Mitch Ratcliffe 18:26
Let me double-click on something that you were just talking about—this notion of the producer, the initial producer, benefiting over the course of many generations. And that royalty concept, I think, is really one of the most novel things that is called out in the papers you shared with me. It envisions a forest owner—a Weyerhaeuser or Boise Cascade, for instance—thinking of a tree as an annuity, to a degree. But then there’s this challenge of how you track it through the entire life cycle, which in my mind is a lot like some of the discussions we’re having about intellectual property in the age of AI. This stuff kind of has a tendency to disappear into the industrial economy and be forgotten. But this royalty system—how can that be implemented? And what’s the incentive for a company to pay the fee that creates the annuity for the original producer?
Loa Dalgaard Worm 19:22
So first and foremost, maybe we need to back up a second and explain what the royalty system is, because I’m assuming that the listener won’t actually know. So the royalty system is the most pie-in-the-sky concept that we have in the things that we’re working on. So this is my baby, my big dream. I don’t know whether we will ever be able to implement it, but I really want to get there.
So essentially, what the concept is, is that we are right now paying forest owners only for harvesting trees. But in reality, they’re taking care of so much more. When they’re managing their forest sustainably, they’re making sure that the ecosystem is healthy. They’re protecting biodiversity. They’re protecting wildlife. They’re taking care of a lot of social elements—for example, indigenous peoples’ rights as part of that forest management. But we don’t pay them for that. We don’t reward them for all of that work, all of what they’re doing that actually helps us fight climate change in quite a significant way.
So the whole concept is, if we imagine a world where fibers are circulating for more than one use, what would the incentive be for a forest owner to actually maintain their forest healthy, because we only pay them when they cut the tree? Well, what if we could pay them every single time that product—the fiber from their forest—goes through another use round, another recycled loop, or another reuse loop? What if they could get a small fee as a token for their continued protection of that forest ecosystem and the social safeguards? That is the big dream, the overarching concept.
You’re then asking, well, why would companies pay for that? Well, because companies are faced with increased legislative requirements, not just in the EU but globally. We see bioeconomy frameworks, we see extended producer responsibility. We see waste and resource management requirements. We see social compliance data being required from them. Green claims—which is, how are you promoting your products? We see requirements for product data and origin data as part of digital product passports. And on top of that, we see an increased amount of required data from impact investors and from sustainable finance.
So if you’re using a secondary product—something that has already been in use once—how would you know all of those core data points, unless you have some way to get access to them? So the whole theory is that these companies would be willing to pay a small fee for access to the origin data about that product. That could be data about the social compliance, pesticide use, chemical use, the origin, the status of the biodiversity where it originates from, et cetera. So that would be things that they would pay a small fee for into an automated system, and the fee that they pay then actually goes back to the forest owner as a payment for their continued protection of the forest.
Mitch Ratcliffe 22:29
So in the long term, obviously the price of wood fiber is going to increase. It just does. But by paying this fee, we can reduce the pace at which the price rises—is that the basic mechanism that we’re talking about?
Loa Dalgaard Worm 22:46
No, I don’t think so. Not necessarily, no. It doesn’t actually have to do with the first use round. What it would be doing is that you introduce this fee, and it gives an additional value for the forest owner to safeguard the forest over time, but it also removes a very big data barrier for the company who pays the fee. And we’re not talking large fees here. The whole concept is that it should be very, very small, so it should still be worthwhile for the company buying access to the data to pay that fee. So it’s similar to the FSC fees that we have for certification today, which is also only a fraction of their annual turnover for the wood-based products.
So the fee should be small enough that you would pay for access, but when you aggregate that over all of the times that the forest has harvested, then it also becomes a significant sum for the forest owner. So that’s the whole concept—that’s not actually meddling with the price for the raw material in the first instance.
Mitch Ratcliffe 23:53
Okay, we have opened—well, let’s call it an FSC-certified box—and there’s a lot inside. I think we’ve laid the foundation for the rest of the conversation, but folks, we’re going to take a quick commercial break and we’re going to be right back. Stay tuned.
Welcome back to Sustainability In Your Ear. Now, let’s get back to my conversation with Loa Dalgaard Worm. She is Circularity Hub Lead for the Forest Stewardship Council. Loa, what we’re describing is FSC acting as a central data hub and a payment facilitator in this royalty environment that you’re describing. Basically, you become a platform company as well as a certification body. So the question I’m wrestling with is, how do you make sure the platform costs don’t ultimately consume the fees that are intended to become the royalty payments for forest owners?
Loa Dalgaard Worm 24:43
Well, the truth is that we are already, as FSC, on this trajectory of becoming a platform company. So we have a lot of the infrastructure already. We already run FSC Trace, which is a blockchain that can carry all of the data points that I was talking about before. We also already do earth observation and fiber testing. So we’re already collaborating with partners like World Forest ID, who is the leading entity in the field of doing fiber testing and forensic testing of where fibers come from. We already do work with Esri, who is an earth observation company.
So what we would need to build on top is the payment system and the automated systems. And as I have pointed out before, this is just a big dream. So I don’t know whether this will be a reality, whether we will succeed in the end. And I’m very much aware that we will need the right people around the table to help us build this elegantly so that we don’t see admin costs eating up the whole thing. Because for me, this is very important, but actually that is what I’m least worried about. It’s not that cost will eat it up.
I think actually one of the things that will be more tricky is getting forests around the world mapped with isotope testing in a grid that’s fine enough for us to tell where a product likely comes from in a second or a third loop. So let me explain that a bit.
If you think about forest-based products, the easy ones are like the chairs, the tables, where it’s solid wood, and those you could just slap a barcode on, and once they’re being reused, you can scan that barcode, and it’s not that difficult to figure out where it was from. But if you have a mixed-fiber product, or if you have a pulp-based product, that means that you have reduced the fiber into being very, very short pulp segments. If you then need to figure out in the second or third loop which forest actually delivered pulp into this product, you will need to do fiber testing to figure out where it came from, and you could do that through what is called isotope testing.
Every living thing on this planet, even plants and animals, have isotopes in them. We also have them as human beings. And the beauty of isotopes is that roughly every 15 kilometers they shift slightly, which means that if you have enough samples from around the globe, that sort of creates a grid of what an isotope looks like in every single 15-kilometer grid of the globe. Then if you do a test of a product, of a fiber batch, then you can tell what isotope shows up there, and where it belongs on the globe.
And for me, getting that fine grid of the reference samples—that’s the real challenge. That’s where we will really need to roll up our sleeves, because there’s nothing even close to it. And the beauty of it is that if we manage to create that grid, we could not only implement the royalty system, we could also make that grid available for all of the competent authorities—the authorities around the globe—to help combat illegal logging, because all of a sudden you could see where forest products are coming from, and therefore whether they are from an illegally logged area.
Mitch Ratcliffe 28:01
There’s a lot of benefits in this. Are these technologies proven only in the lab, or are any of them in use in the field now?
Loa Dalgaard Worm 28:09
No, they’re already being used and have been used for quite a while. So I mentioned World Forest ID. They’re the leading entity in this. FSC helped institute them, I think five or six years back. But even before then, these technologies were being used very widely. So big companies use them to test whether the products that they’re buying, especially from some regions in the world, are actually from where they’re said to be, and that they’re actually containing the type of forest-based fiber that they’re set to contain. So for example: Is it the species that I’m thinking that I’m buying that I’m actually buying?
Then authorities are also using it for law enforcement around the world already. So that could be from the American Lacey Act, which has a lot of different wood species that you cannot import into the US. It could also be the Australian ban, which is also a ban on specific species that cannot be used in Australia. And then there’s the European Timber Regulation, which requires that you know what type of species is in your products before you place it on the EU market, and they’re already using them in their everyday operations.
Mitch Ratcliffe 29:16
That’s really good to hear. We have the technologies. It’s organizing the information, as you’ve described, that’s the key. You know, I visited the United States Forest Service Forest Products Lab last year, and one of the things that they were showing us was compressed wood products made from a lot of scrap. I can imagine the kind of tracking you’re talking about for early in the multiple-reuse life cycle being pretty easy to identify, but when things get mixed up, like the fibers in paper—will this also be applicable?
Loa Dalgaard Worm 29:47
Yeah, see, and that’s the tricky part, right? So the easy part will be for us to start out with the solid wood products, and the benefit of doing that is it would also benefit the forests of the Global South, where we really need this system up and running as fast as we can to safeguard those forests from deforestation, because a lot of those fibers end up in solid wood products.
For the fiber products that you talk about—so paper or compressed wood and fiberboard, et cetera—it’s more difficult. What we are contemplating there is, well, what if it isn’t this exact forest that we can track back to, but it’s this region, it’s this approximate area? Because we can tell that. It’s just that for paper products, it might be a thousand forests. But what if we could create a system where the fee that you get is proportional to the likelihood that part of the product was delivered from part of your forest, essentially? So that it becomes more of a credit system or a mass balance system in the end—which, and maybe we would need a combination of both—so that there’s still a better, bigger benefit for the ones who have solid wood products. But that’s a lot of the stuff that we have to figure out. Like I said, it’s early stages. We’re still in dreamland for this one.
Mitch Ratcliffe 31:05
It is, but that probabilistic analysis that you’re describing is what we’re working towards with quantum computing as a processing platform for this kind of information. It’s interesting to think about whether or not we’ve already been inventing the solutions to the problems we have and just haven’t found the applications for those solutions yet. You’re describing one that I hadn’t thought of before.
Loa Dalgaard Worm 31:26
I hadn’t thought of quantum computing in this context either, but it’s really interesting.
Mitch Ratcliffe 31:32
One of the assumptions that I hear in the conversation and in the papers that I read is that transparency requirements are going to continue to get more stringent. But the current regulatory momentum in Brussels may shift, and obviously in Washington, it already has. How robust do you see the business case for these solutions if the regulatory tailwind stalls?
Loa Dalgaard Worm 31:54
Well, there’s a very—perhaps a subtle but a very important—detail about the deregulation that’s happening right now. Because it is true that we’re seeing deregulation happening and seeing a lot of legislation being changed or pulled back or adapted. But what we’re seeing being adapted through deregulation is very much focused on what we can call the “do good” regulation—so the ambitious regulations that are pushing the world in a more sustainable direction. That is very unfortunate. They’re being impacted big time right now and being dismantled in many different regions, many different countries of the world.
But at the same time, we have a geopolitical situation which means that every single region of this world wants to become resource resilient. They want to be self-reliant, both in terms of their financial stability and in terms of their trade, but also in terms of their access to raw material and the continued ability to produce the goods that are needed in a given region. That creates a very strong push for circular business models. So that could be recycling, that could be reuse, it could be looped material, raw material handling, so you have to use products again and again. And we’re seeing more and more legislation coming up pushing for reuse.
But when you reuse the product or fiber the second time, you still need to know that it’s safe. You need to know that it’s not from illegal sources. You need to know that it hasn’t contributed to human rights violations, and you need to know which kind of pesticides and chemicals were used in it. And those are the legislations that we are actually seeing being firmed up right now and implemented faster right now, instead of being removed. So the whole transparency rollback actually isn’t happening for these types of more circular loops.
Mitch Ratcliffe 33:46
You point out in the papers I read, too, that there’s at least a dozen EU regulations or global standards that the royalty system could actually support and streamline compliance reporting for. And that, of course, is what a lot of companies are looking for—greater efficiency in that kind of reporting. But there are stalled regulations as well, like the EU Deforestation Regulation, which would require you track the wood coming into the continent. Practically speaking, what are the specific reporting burdens that you can help reduce by adding this data to the circular economy information flow that we’re trying to build?
Loa Dalgaard Worm 34:23
So the whole beauty of what we’re trying to do here, both with the royalty system but also with the circular economy module that we’re looking into—with the FSC, we have an EUDR add-on module which is called the regulatory module. And the beauty is that a lot of data points that companies need for adherence to these legislations—and it’s not just European ones. I gave European examples. It could also be the new Brazilian Circular Act. It could be the Mexican new legislation that was just enforced here in January—a lot of the data points that they’re asking for are data points which we’re already monitoring.
We already have audits in every single forest, in every single factory that is working with FSC. But what we don’t have is a system for connecting those data points with the product that is then again tied to an origin. So in other words, we don’t have a fiber test which can already prove—or, it’s not that we have the fiber test, but it’s not a systemic part of our system—that can prove automatically that this piece of timber came from that forest and has been exposed to these chemicals or to these pesticides, et cetera. And here is the audit report that shows how the workers were fairly paid or safe, and that no indigenous peoples were harmed and that they gave consent to their land management.
So that’s the piece that we’re missing—that we need to have that system. And if we have that system for the first use case, which is what we are implementing with FSC Trace and with the regulatory module, we really are very close to being able to also use that system for multiple use cycles. Which means that the admin burden for the companies is actually relatively low, because a lot of the data points are things that they’re already giving to us as part of their annual audit. We just have to use it better and put it to more uses than we’re doing today.
Mitch Ratcliffe 36:27
We’re building a very complex network. And obviously you and I are speaking halfway around the world, but in the Global North. And as I think about what you’re saying—how do we ensure that we don’t create a mechanism that primarily benefits the well-resourced forest operations in the Global North? I mean, will you have a subsidy or a low-cost onboarding solution for organizations and communities in the Global South to help them participate in this economic opportunity?
Loa Dalgaard Worm 36:54
So this is one of the key focus areas of FSC as such, and something that’s really close to our hearts—how do we constantly have alternative ways so that we don’t add a burden for the Global South, and that we give them access, and that we have something that’s attractive all around the globe, not just in the more digitally driven Global North?
The reality is that right now, most fibers actually don’t travel continents. And in the future, with the geopolitical situation, I don’t think that they will travel continents more than they do today. So there are some things that FSC won’t be able to fix. In terms of Global South–Global North, we need to have stronger legislation and stronger enforcement, especially in the Global South, to safeguard the ecosystems there even more.
But what we can do as FSC is we can make systems that automate as much of the data requirements and data gathering as we can, and that do not add on additional data elements—like the ones I was talking about before—that we need to utilize what we’re actually already out there gathering. And then I think we need to really think about the fact that we have boots on the ground every single year as part of our audits. How do we utilize those boots elegantly? How much of the data could an auditor actually contribute as part of the audit, instead of asking the forest owner or the company in the Global South to do it, unless their systems already do it?
Because let’s not stigmatize and say that everyone in the Global South is not using computers and doesn’t have elegant systems. Some of them are more advanced than we are. But for the ones that are small, the ones that are community-driven, the ones that are much more analog—and where this is difficult—well, what is the role of the auditor who’s there anyway to help ensure that that information gets on the systems that it needs to get on?
Then, of course, a lot of it is also about making it mobile-first. Because while they might not have fancy LIDAR systems and earth observations and integration with harvesting machines, et cetera, like we see in the Global North, all of them have cell phones. So how can we make sure that the cell phone, the smartphone in their hand, can be actually utilized to access the very same systems in an elegant way that does not require a lot of additional time, but gives them access to the benefits?
Mitch Ratcliffe 39:28
You’re correct. There are a lot of communities in the Global South that leapfrog the hard-wired infrastructure that the North built first, and therefore are ahead of us in a lot of ways. But could I have a couple more questions on that? They require an impressionistic answer. And the first is, can you describe a program that would support an indigenous community working to care for their forest and its biodiversity? How would that potentially be enabled by the system that you’re building?
Loa Dalgaard Worm 39:57
Well, in many senses, the indigenous communities are already doing what we’re asking for. They’re safeguarding 80% of the remaining biodiversity that we have on this globe, regardless of the fact that they’re only 10% of the population. So they are already taking care of the ecosystems in a way that all of the rest of us are not doing.
What we have in FSC is we really have an embedded adherence to the concept of free, prior, and informed consent, which is actually a human right, but we’re one of the few entities actually enforcing it—making sure that indigenous people are not only informed about what is going on on their land, but that they’re done so in advance, before something happens on their land, and that they give consent and also have the right to withdraw that consent.
Well, what if these systems could also make sure that we capitalize what they’re already doing on the ground? The way that they are protecting the biodiversity—what if we could get more of the data and the impact and learn from them, and take some of that learning and use it in other forest areas around the world, which is something that we’re not totally bad at doing? So what if we could learn from some of the data elements that they have, and that they have the exact same access as the rest of the forest owners, the rest of the stewards, to some of the fees that are being paid back? It won’t be a silver bullet, but at least we could give some more payment for the protection of ecosystems that they’re already stewarding on behalf of essentially the globe.
Mitch Ratcliffe 41:44
That’s a very forthright answer. I appreciate it. It is such a challenge to integrate the kinds of indigenous understanding of the environment that we lost because we have treated the environment as something separate from us—that these indigenous communities continue to preserve. You’ve been very generous with your time and your thinking. One last question: How would you describe a fully circular fiber economy changing global supply chains, and when do you think that becomes common?
Loa Dalgaard Worm 42:16
Well, it really depends on what we mean. Because fully circular global supply chains can come in many shapes and forms.
Okay, well, if you’re asking about the royalty system, which I know is one of the things that you’re really interested in—I do hope that we have something to pilot within the next two years and can make it into a more mature concept at our next General Assembly in FSC in three years, for debate. Because FSC is a membership-driven organization, so everything has to go to debate there before we implement at scale.
But the royalty system isn’t the only thing that can push for this shift towards circular supply chains. It’s just a small fraction of what we’re doing. So if you’re asking more broadly about the way that the world uses fibers and how we view fibers, I think if we had this conversation in five years, we would have a fundamentally different perspective on fiber use, fiber value, and how we so easily throw things out right now. I think in five years, that will be fundamentally different, both from organizations but also from consumers.
I think that global supply chains will be forced to look much more locally when they’re focusing on fiber sourcing. And they have to really both use more local fibers and look very carefully into redistributing and enabling closed-loop systems, because geopolitics is just pushing very rapidly in that direction. So it’s going much faster than anybody was expecting.
So I think if we look ahead just within a year, we will start seeing these circular business models having an uptake in FSC. If we look five years ahead, hopefully all of our different initiatives that I’ve been talking about today are either in pilot mode or implementation mode, so that we can become an enabler for a circular economy. And for me personally, that is the end goal. We have to enable a circular economy so we can reduce pressure on forests, so forests can help us fight climate change, and we have a realistic chance of having a climate that we as human beings can survive in.
Mitch Ratcliffe 44:42
Loa, I hope that all of that is something that comes to pass. Thank you for your time today. It’s been a fascinating conversation.
Loa Dalgaard Worm 44:48
Well, you’re most welcome.
Mitch Ratcliffe 44:56
Welcome back to Sustainability In Your Ear. You’ve been listening to my conversation with Loa Dalgaard Worm, who is the leader of the Circularity Hub at the Forest Stewardship Council. Her team is taking on the biggest expansion of the FSC mission since the chain-of-custody certification program it started 30 years ago. And to find out more about the Circularity Hub, you can visit fsc.org/circularity, or contact the team by email at circularity@fsc.org.
We heard one thing clearly in this conversation, something that’s reiterated by many of our guests: data can help us plan and transform the economy. We can see into the complexity that we’ve created around ourselves and, to a degree, are being carried away by. The future of materials, forests, and the circular economy depends on data platforms that can help manage information about everything that we produce and use, and that—at least until now—we throw away.
The economics of forest fiber won’t work under the current linear system, and the cost is rising. You can see it everywhere. For example, the Trump administration recently announced plans to open old-growth forests in Oregon to logging. We are literally preparing to mow down the last reserves of biodiversity in the United States. This is insanity.
Loa is right. We act as if forests are endless resources, but we’re taking fiber much faster than forests can recover. Weakened ecosystems cannot withstand the fires, droughts, and beetle outbreaks that are being made worse by climate change every year. This outdated way of thinking from past centuries is leading us toward disaster. We have to face this reality in our supply chains. If industries don’t start reusing, repairing, and recirculating fiber, they will run out of the material that they hope will replace plastics. The sad truth is that if the green transition doesn’t face up to this problem, the forest loss will actually accelerate, because we haven’t changed the basic economic models behind reuse.
Loa’s idea for a royalty system is one of the most creative approaches that I’ve seen in certification design. Right now, forest owners are paid only once, and that’s when they cut down a tree. The royalty idea would give them a small payment each time fiber from their forest is reused, whether as solid wood in construction, repaired furniture, or as paper that’s recycled many times. Loa called this her “pie-in-the-sky” idea. But tracking technology is advancing fast. FSC already uses a blockchain-based system called FSC Trace, works with the World Forest ID program to use isotope testing that can pinpoint a fiber’s origin to within about 15 kilometers, and partners with Esri to improve earth observation systems so we can predict forestry outcomes instead of just reacting to what happens.
For solid wood, tracking through several uses is fairly simple. The real shift is moving from just enforcing rules and catching illegal timber—which is always going to be needed—to actually rewarding the ongoing care that keeps forests healthy. FSC needs to make sure that incentives reach the Global South too, or the circular economy could end up mainly helping large forestry companies in the North.
Because of geopolitics, fiber sourcing is shifting toward local and regional supplies. Countries are putting up walls, so most fiber will stay within continents. FSC can support inclusion for indigenous peoples by automating data collection to avoid creating extra work for local communities, using existing auditors to gather information that small or community-run forests can’t easily digitize, and by creating mobile tools that work on smartphones. Indigenous peoples already care for 80% of the world’s remaining biodiversity, and they don’t need lessons in circular forest management, because they’ve practiced it for dozens of generations. But the royalty system Loa is developing could finally pay those communities for their stewardship, instead of treating it as a free benefit to the global economy—which corporate finance so loves to overlook.
So here’s what I want you to leave with after this conversation. Loa said something that I think we all know but too often ignore due to the industrial way of thinking: we once knew how to live in a circular way without sending so much waste to landfill every year. Our grandparents fixed clothes. They repaired radios. They kept things in use. FSC’s circularity work aims to rebuild the systems we need to relearn reuse and repair.
The question is whether FSC’s royalty system will move from idea to pilot within Loa’s two-year goal. That will show whether or not certification organizations can adapt quickly enough to help create a circular bioeconomy, instead of just recording the failure of the old, wasteful system. The ambition is there, the tools are ready, and the real question is whether institutions and markets will act fast enough for the forests.
So stay tuned. We’re going to have more discussions about this, especially about the solutions that can make a difference on Sustainability In Your Ear. And I hope you’ll take a moment to check out our archive of more than 540 episodes, because there’s something here. We’re in our sixth season, and I guarantee you that there’s an interview you’re going to want to share with one of your friends. Writing a review on your favorite podcast platform will help your neighbors find us. Because folks, you are the amplifiers that can spread more ideas to create less waste. Please tell your friends, family, and co-workers. They can find us on Apple Podcasts, Spotify, iHeartRadio, Audible, or whatever purveyor of podcast goodness they prefer.
Thank you for your support. I’m Mitch Ratcliffe. This is Sustainability In Your Ear, and we will be back with another innovator interview soon. In the meantime, folks, take care of yourself, take care of one another, and let’s all take care of this beautiful planet of ours. Have a green day.
The post Sustainability In Your Ear: The Forest Stewardship Councils’ Path to a Circular Bio-based Future with Loa Dalgaard Worm appeared first on Earth911.
https://earth911.com/podcast/sustainability-in-your-ear-the-forest-stewardship-councils-path-to-a-circular-bio-based-future-with-loa-dalgaard-worm/
Green Living
Sustainability In Your Ear: Jasper Steinhausen on Making Sustainability Profitable
Most business leaders believe sustainability costs money. They’re wrong. The proof is sitting right under their noses, bleeding out quietly as waste, excess heat, and byproducts every day the factory runs. Danish manufacturing data shows that more than 20% of raw materials purchased by the average company never reach a finished product. In a sector where resource costs account for more than 50% of total operating expenses — compared to less than 25% for salaries — that’s not a compliance problem or a branding challenge. It’s a structural, strategic failure that most business leaders have never been trained to see. Jasper Steinhausen spent two decades watching that failure play out across more than 100 companies in the Nordic countries. He came to sustainability not from the environmental side, but from marketing, where the core lesson was that people act on what they care about, not on what you think they should care about. When he started connecting the dots between resource-flow analysis and business strategy, the conversation changed. Leaders who tuned out every sustainability pitch suddenly leaned in when the frame was cost reduction, supply chain resilience, and competitive advantage. The “green” problem turned out to be a business problem in disguise — and a solvable one. That reframing is in his book, Making Sustainability Profitable: A Leader’s Guide to Growing a Thriving Business That Makes the World a Better Place. A free digital copy of the book is available at freebook.scoreapp.com — Jasper recommends starting with Chapter Three.

The argument Jasper makes is structural. Today’s business leaders have been trained rigorously in managing time and money, but almost never in managing material flows, even though materials dwarf payroll in the cost structure of most manufacturing companies. The result is a generation of leaders who are leaving more than half their cost base strategically unmanaged. The narrative problem compounds the structural one. When every leader wakes up believing sustainability is a cost, a constraint, and a compromise, they never get to the question of whether it might be something else. Jasper’s idea, which he posts about on LinkedIn and tests with clients ranging from small manufacturers to government advisory roles, is that the narrative is the first hurdle. The mental transformation has to precede the business transformation. Companies that clear that hurdle and start treating sustainability as an innovation platform consistently find themselves with a layer of competitive advantage their rivals haven’t even thought to open. Our conversation also covers the greenwashing trap, and how to avoid it by going around it entirely. The problem with leading on sustainability as a marketing message, Jasper argues, is that it inverts the logic. The job isn’t to convince customers to care about the planet. It’s to identify the problem they’re already trying to solve and deliver a better solution. Once that happens to be more sustainable because sustainability, done right, produces better outcomes. “Impact follows perceived value,” he says. A water company with a genuinely pure, chemical-free source doesn’t lead with environmental stewardship. It leads with safer drinking water for your kids. The sustainability isn’t hidden — it’s structural. It’s why the product delivers what it promises. Communicating it means doing what you say, saying what you do, and backing every claim with data and a visible roadmap. That’s not a compromise. That’s the only version of sustainability communication that survives contact with a skeptical market.
You can learn more about Jasper’s work at bwimpact.com and connect with him on LinkedIn.
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Interview Transcript
Mitch Ratcliffe 0:09
Hello, good morning, good afternoon, or good evening, wherever you are on this beautiful planet of ours. Welcome to Sustainability In Your Ear. This is the podcast conversation about accelerating the transition to a sustainable, carbon-neutral society, and I’m your host, Mitch Ratcliffe. Thanks for joining the conversation.
Today we’re going to talk about sustainable business — making it sustainable, making it profitable; in other words, making it a business. Many people still believe that sustainability is just a cost center: a compliance hassle, a PR move, or something that hurts profits. This belief has kept many companies from joining the green transition. Instead, they’re waiting for rules to change or for others to show how it works. But the data tells a different story, and according to our guest today, when manufacturers in Denmark account for all their inputs, more than 20% of raw materials they purchase never reach a finished product. Instead, they bleed out as waste, excess heat, and other byproducts. That’s not just an environmental problem — that’s money leaving through a hole in the floor. And it points to something deeper: sustainability, when done right, isn’t a cost to be managed. It’s a source of competitive advantage that most business leaders have not yet learned to see.
So I’m joined today by Jasper Steinhausen, founder and CEO of Business With Impact, and the author of the book Making Sustainability Profitable. Jasper is a longtime circular economy business consultant to businesses in the Nordic countries. Over the past two decades, he’s worked with over 100 companies and has served as an advisor to the Danish government’s Green Transition Fund. He’s developed a framework — the Impact Blueprint — that guides business leaders through five key actions connecting sustainability with growth, resilience, and profit. Companies that use it have reported their best financial results ever.
So let’s talk with Jasper about common mistakes small and medium-sized companies make when starting with sustainability, how circular economy thinking is really about using resources better and making more profit, and how companies that go beyond compliance can stand out from the competition. We’ll also try to get into some tougher questions: Why isn’t the business case catching on faster? How do you tell real sustainability from greenwashing? And can businesses move quickly enough to meet what science says is needed?
To learn more about Jasper’s work, you can visit bwimpact.com — that’s all one word, no space, no dash. You can find his book Making Sustainability Profitable on Amazon or at your local bookseller. If sustainability is truly a profit driver hiding in plain sight, why do so many business leaders still see it as a burden, and what would it take to change that? Let’s find out right after this brief commercial break.
[COMMERCIAL BREAK]
Mitch Ratcliffe 2:58
Welcome to the show, Jasper. How are you doing today?
Jasper Steinhausen 3:01
Thank you, Mitch. I’m doing really, really well. Looking forward to having this conversation with you.
Mitch Ratcliffe 3:06
Well, thank you for joining me. I really appreciate it. You know, like myself, you’ve been working for 20 years or so at the intersection of sustainability and business strategy. I’m wondering — was there a moment, or maybe a specific client, that made the bell ring for you, that these two things are intimately connected?
Jasper Steinhausen 3:23
Well, for me, the problem is that most people tend to focus on only one problem at a time, right? We tend to isolate problems, especially those we don’t quite understand. And that’s not just a sustainability thing — that’s just how our brains work. But the reality is that sustainability integrates into so many areas in a business, as you probably realize yourself.
And I’ve always been looking at the positive side of things, looking for the opportunity. At some point, back in the mid-2000s or so, I was very much into climate. This was heading up towards COP 15 in Copenhagen, so climate was the thing — also for me. I started looking at climate as the opportunity to innovate and to rethink, and thereby to solve more than one problem at the same time, because there was lots of stuff that needed fixing.
My experience from working in marketing right after I left university was that the more I talked to people about what they care about, the more they listened. So I started connecting the dots: what are the types of problems they do care about? Because a lot of people don’t necessarily care enough about sustainability — it’s not their top priority. So I started to look at it this way: What if I get curious, try to understand what your top priority is, and then figure out how climate — or sustainability, or whatever your slice of this pie is — intersects with that problem? And then speak to solving that problem in a way that also has impact. Basically turning sustainability into the toolbox and using it to solve the problems people actually care about.
And things started moving more easily. Conversations were more interesting to people. From there, I’ve just been refining that process for — yeah, 20-plus years.
Mitch Ratcliffe 5:32
Well, as you say, there are a lot of problems, and the range of challenges a business or policymaker faces today is growing constantly. What do you find the primary motivation is — is it profitability, or is it a combination of financial sustainability and a genuine desire to do better? Where does the motive lie these days?
Jasper Steinhausen 5:56
Well, it depends. Usually I just start by asking people: What are your top priorities right now? What do you really want to succeed with? Not necessarily in sustainability, but where’s your head on the line — what have you promised the board, or your senior leadership, or whoever I’m speaking to in the organization? So rather than having a conversation around sustainability, I find it more interesting to have a conversation about what we really want to achieve.
But I do find that many leaders feel a fairly significant pain around the gap between the values they live by in their private life — the choices they make about food, cars, travel, housing, what they buy, what they choose to repair — and their professional life. In their private life, they make conscious, deliberate choices that factor in sustainability. Then they go to work for eight or nine hours a day, and there they just can’t connect the dots. So they’re basically living a split, unable to live up to their values in their professional life — which is a big part of your life. And that’s painful.
So for some there is an underlying personal pain point, but it always comes back to: I’m being measured on delivering business results. And if you’re not in a company that’s advanced and mature in sustainability — where it’s an integrated part of the brand — well, then it’s a distant second to cutting costs, increasing sales, and attracting talent. So to come back to your question: the short answer is that it’s the business side for the vast majority, but a lot of them have a personal drive underneath. They just can’t connect the two, so they don’t even try. When I help them do that, it becomes a real personal relief as well.
Mitch Ratcliffe 8:30
So what would you say is the most common objection you hear when you make the argument to, say, a room full of CEOs that sustainability can be profitable? Is there a common myth you can dispel right off the bat?
Jasper Steinhausen 8:42
Yeah, I guess they don’t say this, but I’m pretty sure they think it — “BS, this can’t be true” — though they’re polite people and don’t say it to my face. But the thing is, I’ve asked people on every continent, and I get the same response: sustainability is a problem, it’s expensive, it’s hard for business, and you have to compromise in so many ways. That seems to be the decisive narrative globally on what sustainability is.
The reality is that sustainability delivers competitiveness. It drives down cost. It drives innovation. It fuels engagement — and engagement equals productivity, less sick leave, attracting talent, more innovation. And combine all those, as you advance further and further, it also starts to lead to increased customer loyalty, because you make better solutions and find people and companies who see that alignment. There is so much business value to be gained, and people just don’t get that.
When we make what I call a mental transformation — before we’re capable of doing a business transformation — it’s kind of like all of a sudden thinking: well, what have I been thinking for all these years? You can read more about this process in Making Sustainability Profitable.
Mitch Ratcliffe 10:31
Well, you’re describing the recognition of a series of connections that constitute the system in which the business does its work — whatever that work might be. And one of the things that was interesting, and why I wanted to talk with you, is that you frame this all initially as a waste issue. I was surprised by the Danish manufacturing results you reported — that 20% of raw materials never make it into the product or service. For business leaders who haven’t thought about it that way, how does framing sustainability primarily as a resource-efficiency problem change the conversation? Does it make it easier to take that first step?
Jasper Steinhausen 11:08
Well, it’s a really good question. In general, it shifts things quite a lot. The thing is that business leaders don’t really know how to deal with resource flow strategically, and there’s a reason for that. From around the early 1950s to the early 1970s — what’s often referred to as the golden age of capitalism — there was a notion of seemingly endless abundance in energy and materials, and prices just kept falling. So it became less of a strategic issue and more like a cost of operations, something to hand down the chain to the head of manufacturing or wherever it sits today. In leadership literature, it gradually disappeared as a strategic topic, meaning that today’s leaders have never really been trained to strategically look at the flow of resources. They focus mainly on the flow of time and the flow of money.
So through no fault of their own — because nobody ever taught them, it was never part of their education or their portfolio — now this massive area has been ignored. I once had an opportunity to dig into Danish national statistical data — about ten years ago, though I’m quite sure the picture is the same today, perhaps even more significant. Less than 25% of costs go to salary. A bit more than 50% is tied to resources. If you combine these two things — it’s kind of mind-blowing. More than 50% of all costs are not part of leadership’s strategic focus. Let’s leave that for listeners to chew on, because that’s insane when you look at it like that. But it kind of just disappeared.
So when I come in and help rewire this connection — have them look at where the resource flows are — it becomes quite easy to see that there are things really going wrong in how we produce today. When I look at a company or a value chain, I basically see money bleeding out all over the place. If I’m asking how we can increase competitiveness and reduce cost, the first thing I’d say is: well, why don’t we start by stopping some of these holes? And the response is: “Oh, yeah, okay — I hadn’t thought about that.” Because that’s just how things run. Procurement procures, manufacturing produces, sales sells, everybody’s busy, the cost structure is baked into the price, and that’s it. Just intercept a bit and show them what it really is, and it’s kind of “holy moly.” And then you can start doing things.
Mitch Ratcliffe 14:39
Well, you’re describing what happens when suddenly the water is off and you recognize you’ve been counting on it without thinking about it for a long time. Each organization within the entity is in its own silo, focused on its own thing. So how do you move from being reactive to being proactive about sustainability? What does the sweet spot look like in practice?
Jasper Steinhausen 14:58
Yeah, well, I guess you could say that things move a little more easily once you align strategy and offering, and you and your team are working toward something bigger than yourselves. As some of your listeners probably know, we understand quite a lot about intrinsic versus extrinsic motivation. And we know that when we contribute to something beyond ourselves — something bigger — it feels really good.
So if you’re in a company that’s not just about profit, but also a profitable way to be part of making the world a better place — in whatever area fits that company — we can all see that a lot of things in this world are out of balance and moving in the wrong direction, whether that’s climate change, biodiversity, plastics, the amount of chemicals, or something in the social space. Whatever is your flavor, that’s up to you. And the second you can see: “Now I’m part of a team or a culture or movement that’s actually taking some real steps” — and you’re leveraging the full power of a business to do it — it becomes this massively leveraged change. You make better products because you use sustainability as an innovation platform. You put customers’ problems at the center, so you come up with solutions that are better for clients and better for the planet. Your team becomes more engaged, stays longer, works harder. And that’s why they beat the competition. It’s simply a better way of doing business.
Mitch Ratcliffe 17:15
Well, you see yourself within a larger system and a bigger context, and that allows you to find greater motivation as well as more opportunities for innovation. Can you share the principles of the Impact Blueprint — the five steps a leader listening right now on their commute can identify and potentially apply when they get to the office?
Jasper Steinhausen 17:39
Sure. There are five steps: mindset, mission, mapping out a course to move toward it, actually doing stuff, and then going out and talking about it. You can read through all of them in depth in Making Sustainability Profitable — and I’d be happy to gift your listeners a digital copy. Check the show notes for a link to download a free copy.
The mindset step is a lot of what we’ve already been talking about: shifting out of “it’s bad, costly, and a compromise” and into the opportunity space. Don’t start with “what environmental problems should I solve?” Start with “what business problem am I most focused on solving?” and then look at that through the lens of sustainability or resource flow. How does that intersect with the problem? Don’t go in thinking it’s more costly — it’s an innovation game. Find ways to make better solutions.
Mitch Ratcliffe 19:11
Great. We’ll include a link in the show notes.
Jasper Steinhausen 19:15
Perfect. Just read Chapter Three — that’s about a 20-minute read and you’ll be all good to go.
Mitch Ratcliffe 19:23
Chapter Three. Check it out.
Jasper Steinhausen 19:23
Check it out. The mission step is figuring out why we’re all doing this. What’s the bigger thing? Where do we want to go with this? Say you’re a smaller company, or founder-led, or owner-operated — where do I really want to go with this? What’s important to me? And making sure that matches with the business. You can look at a SWOT analysis — strengths, weaknesses, opportunities, and threats — and then match that with what’s personally important to you. Kind of like legacy thinking: what would you like to be known for? Is it children? Is it animals? Is it climate change? And then make sure those match, so you don’t choose an impact area you have no ability to actually move.
I’ve worked with clients who really wanted to do something on climate, but had a business with a very insignificant direct climate impact, or where the impact was tied into a supply chain where they had zero ability to influence anything, because they were a small company with giant suppliers on the other side of the world. So you need to match those things so you actually choose something that gives you a real chance of working on sustainability in a way that also improves your business.
Mitch Ratcliffe 20:56
And those two — mindset and mission — are a great place to anchor the rest of the conversation. What is the minimum viable move in terms of its ability to catalyze the passion you’re talking about for making the world a better place, while balancing the day-to-day challenge of covering payroll at the end of the month? Is there some initial investment or activity that takes you out of your comfort zone — where the silos stop you in your tracks?
Jasper Steinhausen 21:41
Well, you’re very right that getting out of the comfort zone is part of it. I find that the absolute majority of leaders don’t know how to lead sustainability — they see it as this separate thing.
Mitch Ratcliffe 21:54
And I would argue that they may not even know how to lead.
Jasper Steinhausen 22:00
Point taken — yes, duly noted. And especially for smaller businesses. A lot of founders or engineers who suddenly have 20 people on their hands are struggling just to keep everything going. Some even dream about going back to being in the weeds doing the actual work rather than all this leadership stuff. So, yeah.
Mitch Ratcliffe 22:28
The lone innovator is often where a lot of us begin this journey.
Jasper Steinhausen 22:32
Exactly — true. But what I would say is that there’s a lot you can do that doesn’t require big, long-horizon investments. The story about sustainability is very often that it’s about investing for the long view or future-proofing. But what I sometimes refer to as the “brilliant basics” — not a phrase coined by me, but still very valid — is to look at your company and see what you’re going to keep doing for a very long time. You’re going to keep taking raw materials, running them through process A, B, and C, and turning out a product for your customers. And your customers will keep wanting good quality, reliability, and the best possible price. OK — so here is something you can invest in, because it’s going to be ongoing. Are you doing it the right way?
And again, back to the resource flow and waste issue: you are not doing it the right way if you’ve never really looked at it. Unless you’re a very high-volume, low-margin Walmart-type operation that scrutinizes every penny — or you’ve been on the brink of bankruptcy — odds are good you’ve never really looked hard at this. When the Ukraine war broke out four years ago, what we saw here in Europe was a massive, near-overnight increase in energy prices. All of a sudden, companies saw a doubling or more of their energy costs, and for many, that was lethal. All hands on deck.
And within weeks, so many things were changed — none of which required big new investments. It was just smarter practice: let’s produce at night when energy is cheaper; maybe we don’t need the temperature at 98 degrees — maybe 92 is fine. All these things that were never looked at, because it wasn’t on the radar. You can do a lot of that. The minimum viable move is really just getting the basics right.
Mitch Ratcliffe 25:41
So you’re describing that moment of crisis when the reframing is almost automatic — because you don’t have control anymore. This is also a great place to take a quick commercial break, folks, because the wheels have been clipped off the plane. Will we land it? We’ll find out right after a quick commercial break.
[COMMERCIAL BREAK]
Mitch Ratcliffe 26:08
Welcome back to Sustainability In Your Ear. Now, let’s get back to my discussion with Jasper Steinhausen, author of Making Sustainability Profitable and founder and CEO of Business With Impact. So Jasper, one of the testimonials I read about your work is that in a single coaching session, you reframed an entire business through your questions. What do those questions look like when you sit down with somebody who says, “I know I need to do something — I think it might be sustainability.” How do you drill in to find out what they can actually do?
Jasper Steinhausen 26:41
Well, I can walk you back to that specific session, because I think it’s a story that underpins quite well what we’ve been talking about. So it’s a company that sells a water product of really, really high standard, and the founder is passionate about sustainability — but they were struggling a bit with getting traction in the marketplace and getting people to support it, whether that was investors, partners, or whatever. She was clearly more passionate about the sustainability part than a lot of the peers around her that she was trying to persuade.
But the thing is, she had really, really clear water — one of the few sources that could actually claim it was not contaminated with any man-made substances: no plastics, no chemicals, no PFAS, nothing. So I thought: what if we reframe this not as “a sustainable source” but as “better for your health”? How many people walk around caring about what they eat and drink? How many are worried about chemicals in their bodies or in their children? If this was the truly safe source of drinking water, what would that look like compared to pitching it as “the sustainable drinking water”? And she was like —
Mitch Ratcliffe 28:31
However — does that get them away from sustainability as a focus of the company? How do you avoid repositioning defocusing the mission?
Jasper Steinhausen 28:46
Well, the thing is that in order to deliver on that promise, she had to maintain exactly those sustainability standards. I was just reframing from selling the “green” solution to selling the value that comes out of doing that work.
Mitch Ratcliffe 29:03
Back to what I was asking about. So is leading with sustainability the wrong way to think about this, generally?
Jasper Steinhausen 29:12
It depends on your target market. So if you’re targeting people like you and me, it’s probably a good idea to lead with sustainability, because when I’m looking for something, my starting point is: where can I find anyone who’s done something remotely interesting in terms of sustainability? But the majority of people don’t start there. So if it’s green versus better, I’ll almost always go with better. What’s the better outcome that comes out of it?
In the water story, the pitch is cleaner and safer drinking water — P.S., it also happens to be sustainable. And that’s why she would not bottle it in plastic, obviously, because micro-plastics would migrate in and destroy the quality of the product. So it has to be in glass bottles — but you’re still not devaluing your mission. You’re just reframing the value. And basically it goes like this: impact follows perceived value. The job is to figure out what your ideal client perceives as valuable right now, and then show how your sustainable practice supports that. How do my choices become a reason for you to feel more confident in the product — because it helps you with the problem you know you have? And I know that, at the same time, it’s also good for climate or for whatever else. But that’s the icing on the cake.
Mitch Ratcliffe 31:05
One of the things I’ve learned over the years is that basing your product positioning on your own preference can be very challenging, because your preference and values may not map to the market’s. In this case, people are thirsty. They want good, clean, healthy water. Some of them — maybe not even most of them — want it delivered sustainably. Is it really important to lead with sustainability in any way, shape, or form? Or is that a subterranean activity? The thinking should be: let’s do this sustainably — but we don’t necessarily need to pitch that upfront. Let your quality speak first: you’re going to drink good, clean water; it won’t harm your kids; and, by the way, we’re going to be able to continue doing this without having destroyed nature.
Jasper Steinhausen 31:57
Yeah, I would probably go with something like that — but it depends on the room. Say I’m pitching this at Patagonia’s annual leadership assembly. Well, it’s probably a good idea to start by saying this is an amazing, sustainable product. They’re exactly the right audience for that. So it’s audience first — it’s page two of any book on selling.
So if people are on their commute back to the workplace thinking “what do I do?” — it’s just business. Sales is sales. Marketing is marketing. Innovation is innovation. What you can see is that sustainability is just an extra layer in the toolbox — and it’s one you probably haven’t utilized, and one that most of your competitors have never even thought about. That’s why you can beat the competition: by starting to utilize a layer in the toolbox nobody else is looking at, to develop better solutions, better business, lower costs, and more innovation.
And once you’ve done that, there’s a completely separate discussion: how much do you want to flag this externally? That comes back to who your target market is. Some you want to flag it a lot. Others — maybe not. “I’m trying to sell this to the White House right now, okay, I probably shouldn’t lead with sustainability. Let’s save that for later.” But if I’m selling to Patagonia, I probably want to flag it quite a lot. That’s a different discussion. You use the toolbox to make the better solution, and then you make a choice about whether and how much to flag it.
Mitch Ratcliffe 34:02
Well, in a lot of ways, what you’re doing is going around the greenwashing problem by actually focusing on why you’re making the decision. Greenwashing is a credibility killer in this space. If you were to go to Patagonia and say “we’re sustainable,” and it turns out you’re generating vast amounts of PFAS you’re dumping into the local water supply — you’re done with that audience. How do you recommend companies communicate sustainability in an authentic way, without making exaggerated claims? Because often, at the beginning of the process, they’re talking about their long-term goal rather than how they’re actually performing today. How do you begin that reveal in a way that lets people see you’re making progress, but without overpromising?
Jasper Steinhausen 34:51
Yes. If I should put this in really plain English: do what you say, say what you do, and be able to back it up with data. End of story. You could add: please don’t lie. In Europe, there’s regulation against this — it’s tied into marketing law. So making false claims is just breaking the law, the same as trying to sell liquor to minors.
But the key thing is: always be specific. Stay away from the generics — “I’m sustainable,” “I’m green,” whatever. No. We have done this specific thing. The problem is that when sustainability is pursued mainly as a branding exercise, because companies still believe it’s costly for business and the only return is PR — they try to push the envelope as far as possible. And that’s where all the greenwashing problems come from.
Whereas, if you go about it the way we’ve been discussing, the approach is: What are the three to five biggest business problems we have? What are the three to five biggest problems our clients have? Go to work on those. If you solve one of a customer’s biggest priorities, you don’t go out and say “this is amazing for climate.” You go out and say “we just fixed your problem — and, by the way, it’s also better for the climate.” See Chapter 3 of Making Sustainability Profitable for a full walk-through of this approach.
So there are three things to try to get at least a dash of in your communications. First, the mission — the bigger picture, the roadmap, the plan, whatever you call it. Show that this isn’t a standalone thing; it’s one in a series, and here’s what you plan to do next year and the year after. Then spend the majority of your time on the actual results: we have removed X, optimized Y, extended product life by Z. And be able to back it with data. In Europe, you need trusted third parties to verify the data. I’m not sure about the regulations on your end —
Mitch Ratcliffe 38:02
— here, we don’t have regulations anymore. Makes it easier, doesn’t it? Ha. You made reference earlier to potentially selling to our White House — which I’d argue is a fool’s gambit, because you’ll get stabbed in the back. But sorry, folks — it’s true. Do you see, in this environment of political pushback against sustainability, that the green transition is actually taking deeper hold — not just in Europe, but in business everywhere — because of the underlying resource-cost crisis you’ve been talking about? If we don’t find ways to reuse and reduce the cost of virgin material extraction, prices will just keep going up. Are we on the path to a greener, more environmentally responsible economy, or is it more talk than action?
Jasper Steinhausen 39:06
Well, that’s a really good question. There’s a long-form answer and a short form. Which one do you want?
Mitch Ratcliffe 39:13
Let’s go short — we’ve been talking for a while, and the commute for our listener is probably getting close to an end.
Jasper Steinhausen 39:19
- I think we are nowhere near realizing the potential, simply because way too few people have the right understanding of what this is all about. There’s a great misconception we’ve referred to a couple of times, and that’s really what’s holding us back. It’s what makes politicians pass the wrong type of laws and legislation; it’s what makes decision-makers pull back again. It’s somewhere between tragic and hilarious — because in the name of cutting costs and increasing competitiveness, we’re ignoring one of the most powerful levers available to do exactly that. This is probably one of the biggest opportunities to increase competitiveness in our time, rivaled only by AI. And yet, because we don’t understand it, we’re removing focus from it.
Mitch Ratcliffe 40:20
That’s a really important point — and it goes all the way back to the beginning of the conversation. You’re in your silo, focused on your particular challenge. If you just look up a little and see the synergistic opportunities in thinking across silos — first to reduce waste overall, and potentially even to begin regenerating nature by putting raw material back into it — that can be transformative.
One problem a lot of businesses have is that they think of the circular economy only as waste management or recycling. How do you talk about that with your clients? How do you make the case for a full life-cycle approach versus “I took care of my part of the job, I hope somebody else does theirs”?
Jasper Steinhausen 41:15
Well, basically — if they’re not ready to talk circularity, I don’t talk circularity. I might get there eventually, but I use different words. If the reason for taking materials back is to get cheaper or less risky raw materials — because right now they’re sourcing everything from the other end of the world, and we’ve all learned that international supply chains are far more fragile than we thought, what with wars and conflicts and all of that — then perhaps the smarter move is to start sourcing from more regional waste streams. OK, well, then maybe we’re talking about de-risking the supply chain, or cutting cost through access to cheaper raw materials. Whatever it is, I try to listen, tune in, and translate.
I’ve trained myself to speak the language of the CFO, CEO, CTO, head of manufacturing, and sales — whatever the role, I can probably find my way into it. The goal is to make sure they feel they’re on their own turf. In reality, I’m just getting them to use my tools — they’re just not necessarily aware of it. And if they are ready to talk circularity, great — we can go as deep as you like. But for most, that’s not the case.
Mitch Ratcliffe 43:09
Well, you’re hitting on the opportunity of the times, really — the era of code-switching, being able to move from one dialogue to another while maintaining continuity. That’s the authenticity piece, the non-greenwashing part we were discussing a moment ago. If this business case is so compelling, why isn’t every company doing it? What’s the real barrier — is it knowledge, lack of incentives, the need for a new culture, or the need to connect with a bigger culture than your organization? How would you encapsulate that for a business leader who asks?
Jasper Steinhausen 43:49
Well, my analysis is that the single biggest — or perhaps the first — hurdle to get over is changing the narrative. When every business leader wakes up every morning thinking “this is bad for business, this is costly, and it’s going to restrict me and force me to compromise” — and then sits down and thinks “OK, I’m trying to cut costs, trying to find new creative ways to expand into new territory” — they immediately think: “I’m probably not going to use this tool, because I know it’s more costly. It restrains me, and I’m trying to create maneuvering space.” When they think that’s what sustainability is, it never fits the purpose.
The reality is, it fits the purpose extremely well. But nobody knows why — which is also why I spend so much time pushing this narrative by posting six days a week on LinkedIn and being lucky enough to be invited onto programs like this. We need this change in narrative, because otherwise people never even get started. They never get to ask the questions. They never open their eyes to realize: “Huh, that’s strange — maybe we should have a look at this.”
Mitch Ratcliffe 45:19
And it’s because, in a lot of ways, we tell ourselves the same old stories — both because they’re comfortable and because you don’t have to explain them to anyone. As you think about the transition we need to make, what’s that one factor you would urge a business leader to consider as they think about the story of their business — is it the missed opportunity to do the world-improving work they want? Is it missed profitability? Or something else?
Jasper Steinhausen 45:51
Well, in the world of today — where competition is as fierce as it’s ever been for most — I would probably lead with the business side. Just: stop wasting money all the time. Stop that. So you could start by simply looking at what percentage of your overall cost is tied to resources, and how much of what you buy is turning into waste.
Waste is the most expensive and idiotic thing we can create. First, you pay good money to get raw materials. Then you pay people and equipment to work on them. You also pay for marketing, advertising, and sales. And by the time you’re nearly done, some of all of this is lost — and then you pay somebody to come and take it away. It’s lose, lose, lose, lose all the way through. And it’s also bad for the world.
So if we could just eliminate some of that, you’ll save money in procurement. You’ll save money in wasted time, salary, machinery, energy — all of it. And you’ll do a really, really good thing for the planet. And you can turn that into part of your story as well — your people will love you for it, and your clients potentially will too, depending on how you position it. It could turn a lose, lose, lose, lose, lose into a win, win, win, win. Or you could stay where you are and just be damned ineffective. It’s up to you.
Mitch Ratcliffe 47:41
I almost don’t know how to follow that last line — because that is the “I’m just going to stick to my guns” approach I hear from so many business leaders: “I don’t have time for that.” But when you open your thinking to new options, almost invariably, any business can recover. How can folks keep up with your thinking? Where can they see you? Posting on LinkedIn every day?
Jasper Steinhausen 48:03
Yeah, it’s fairly simple, because there’s only one person called Jasper Steinhausen. So if you find me on LinkedIn, I’d really love to have you following and engaging with my content. Hopefully there will be something that inspires you. And, as I said, I’ll be happy to gift you a copy of the book — check the show notes for a link to download a free copy. Start with Chapter Three, as we talked about.
Mitch Ratcliffe 48:29
Well, thank you, Jasper, for your time today. It’s really been a great conversation. I appreciate it.
Jasper Steinhausen 48:34
Likewise, likewise. And thank you for doing all of this. Thank you.
[COMMERCIAL BREAK]
Mitch Ratcliffe 48:43
Welcome back to Sustainability In Your Ear. You’ve been listening to my conversation with Jasper Steinhausen — sorry about mispronouncing his name earlier, by the way. He’s founder and CEO of Business With Impact and the author of Making Sustainability Profitable. You can learn more about his work at bwimpact.com — all one word, no space, no dash. And you can download a free digital copy of his book at freebook.scoreapp.com. When you do, check out Chapter Three first.
Jasper’s reframing of sustainability as a resource-efficiency problem hiding in plain sight is an effective tool for sustainability advocates in any organization. Danish manufacturing data shows that more than 20% of raw materials purchased by the average company never reach a finished product — instead, they bleed out as waste, excess heat, and byproducts. And by the way, you can also be wasting electricity excessively or burning too much coal. Don’t do that. That’s money leaving through a hole in the floor, not to mention an environmental impact too long ignored by business.
But as Jasper points out, this isn’t a failure of character on the part of business leaders. It’s a failure of training and culture. Ever since capitalism began, it has ignored the importance of resource costs. Sure, people talk about it — but when you actually look at it, we waste so much it’s insane. Today’s leaders have been schooled in managing time and money, but almost never in managing material flows, even though resource costs dwarf payrolls and account for more than 50% of the total cost in the average manufacturing company.
The second takeaway I urge you to think about is Jasper’s argument that the single biggest barrier to a green transition isn’t regulation, capital, or technology — it’s a narrative problem. In other words, we have to tell the story that becomes behaviors, repeated over and over to become culture. When every business leader wakes up believing sustainability is a cost, a constraint, and a compromise, their mental calculation about its value is over before it begins. Jasper’s bet is that once companies make the mental transformation — recognizing waste reduction, supply-chain resilience, and innovation capacity as the actual deliverables of a sustainable practice — the business case becomes self-evident. The companies that crack this beat the competition simply by using a layer of the strategic toolbox other companies never bother to open.
Finally, there’s the idea that runs counter to much sustainability advocacy: leading with sustainability as a primary value in your marketing is often the wrong move. Jasper’s principle that “impact follows perceived value” makes the job of the sustainable business clear — it isn’t to convince the market to care about the planet; it’s to identify the problem the customer is already trying to solve, and then bring a sustainable practice to bear on that problem in a way that makes the solution visibly better. That water company with the purest, chemical-free source doesn’t lead with environmental stewardship — it leads with safer drinking water for your kids. Sustainability is structural: it goes deeper than product messaging to why the product delivers what it promises. But it’s best positioned as a consequence of quality, not a call to conscience. Yes, it works with some consumers — like myself, who really pay attention — but for most people, we need to lead with quality. And that distinction matters, especially now, because greenwashing remains one of the fastest ways to destroy trust with an audience that cares most about the environment.
Jasper’s suggestion that you should do what you say, say what you do, and back it with data summarizes the challenge for any sustainability effort — whether it’s an internal initiative or the basis for a major product launch. Communicate specific results, not general claims, which we see far too often from companies pitching stories to Earth911. Anchor your results in a visible roadmap, so that your progress today can be seen as the first accomplishment on your road to a more sustainable world — not just the first in a long series of promises not yet kept.
So here’s the tension worth sitting with. Jasper’s model depends on business leaders choosing to look up from their siloed priorities long enough to see the resource flows bleeding money all around them. The global narrative that sustainability is a burden rather than a tool is nowhere near being corrected. It’s still driving policy decisions, investment decisions, and competitive strategy in the wrong direction. The irony is almost painful: in the name of cutting costs and increasing competitiveness, companies are ignoring one of the most powerful levers available to do exactly that — reducing resource costs by eliminating waste.
The window to act is open — wide open — and people are screaming for us to do better. The question is whether enough leaders will decide to stop leaving money and a livable planet on the cutting-room floor. We’ll keep talking with the leaders who do see the light and use it to illuminate the waste we can no longer afford — as a species, as a society, and as an economy.
I hope you’ll also take a look at our archive of more than 540 episodes of Sustainability In Your Ear. We’re in our sixth season, and I guarantee there’s an interview you’ll want to share. Writing a review on your favorite podcast platform will help your neighbors find us — because folks, you’re the amplifiers that can spread more ideas to create less waste. Please tell your friends, family, co-workers, and the people you meet on the street that they can find Sustainability In Your Ear on Apple Podcasts, Spotify, iHeartRadio, Audible, or whatever purveyor of podcast goodness they prefer.
Thank you for your support. I’m Mitch Ratcliffe. This is Sustainability In Your Ear, and we’ll be back with another innovator interview soon. In the meantime, folks, take care of yourself, take care of one another, and let’s all take care of this beautiful planet of ours. Have a green day.
The post Sustainability In Your Ear: Jasper Steinhausen on Making Sustainability Profitable appeared first on Earth911.
https://earth911.com/podcast/sustainability-in-your-ear-jasper-steinhausen-on-making-sustainability-profitable/
Green Living
Earth911 Inspiration: Half The Energy and Doing Just Fine
Stewart Brand, who popularized the “blue marble” photograph that changed humanity’s perspective on the fragility of the Earth, points out that Californians and Europeans use half the energy of the typical American, without losing any quality of life. This quote comes from Whole Earth Discipline: Why Dense Cities, Nuclear Power, Transgenic Crops, Restored Wildlands, and Geoengineering Are Necessary, and Brand is also the creator of the Whole Earth Catalog.
Post and share Earth911 posters to help people think of the planet first, every day. Click the poster to get a larger image.
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https://earth911.com/inspire/earth911-inspiration-half-the-energy-and-doing-just-fine/
Green Living
Best of Sustainability In Your Ear: Project Repat Is Saving US Jobs & T-Shirts From Landfills
Project Repat, founded by Ross Lohr and Nathan Rothstein, had prevented more than 11 million T-shirts from landfills while bringing some sewing work back to the United States when we talked with them in 2019. They’re still going strong. Tune into a classic conversation as Earth911’s Mitch Ratcliffe talks with Rothstein about the inspiration behind Project Repat and the massive changes in U.S. T-shirt manufacturing over the past 30 years. After migrating to Mexico, T-shirt printing jobs have gone overseas and few American companies still make them.

Project Repat has a better idea: turn old shirts into keepsake quilts hand-sewn using T-shirts sent by customers. Instead of tossing a T-shirt in the donation bin, it can be turned into a part of a memorable and snug quilt. Love a sports team? Make a quilt of the team T-shirts and jerseys you’ve purchased over the years. Want to remember a school or a company where you worked? In all likelihood, you have the makings of a Project Repat quilt. Reasonably priced based on the size, Project Repat takes your order and receives your shirts by mail, then turns them into fleece-backed quilt.
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Editor’s note: This epsiode originally aired on October 7, 2019.
The post Best of Sustainability In Your Ear: Project Repat Is Saving US Jobs & T-Shirts From Landfills appeared first on Earth911.
https://earth911.com/podcast/earth911-podcast-october-25-2019-saving-us-jobs-and-t-shirts-from-landfills-with-project-repat/
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