Deborah Zani: “Sustainability generates profit”

Sustainability, sustainability, sustainability. Everyone is talking about sustainability. The big companies put it in their development programs, then we have to see if there are only good intentions left and if we really move on to practice in the end. It is scary to embark on reorganization projects, perhaps by changing production processes or chasing certifications that destroy decennial agreements and habits. But it can be done. Nelson Mandela said, “It always seems impossible until it’s done.”

And companies are realizing it: if this blessed sustainability is not really pursued, we can surrender to the “game over”, because we all lose.

Now it is finally being understood that it is not true that being sustainable means losing ourselves economically, that, indeed, sustainability and profit can be a “win-win” combination as they say, where everyone gains: environmental responsibility does not conflict with traditional business objectives and, on the contrary, is worthwhile.

The book of Deborah Zani, just published by Mondadori Electa, is entitled exactly like this: “Sustainability and profit. The combination of success in the near future“. The testimonies of managers, entrepreneurs and professionals to understand what can really be done, what is the path to trace for our future to be a better future.

Deborah Zani, today CEO of Rubner Haus, a company that produces wooden houses, has a composite background and this makes it have a holistic vision, which brings together the economy, precisely, with sustainability and, in her case, also with the ability to communicate well: ” I graduated in Public Relations at the IULM in Milan. Then, after a PhD in Philosophy, Journalism and Communication Sciences, from 2004 to 2008 I worked for the Alto Adige Marketing company, where I dealt with the opening of new strategic markets. I left that place to go to Switzerland, where I worked in a management consulting firm in the function of Chief Communication Officer (CCO). I then joined Rubner Haus, first as head of corporate communication and reorganization, then I was appointed commercial director and marketing director and now I am CEO. Throughout this journey within the company, I realized how in our production there were many virtuous aspects that we took for granted, but which were not clearly communicated to the end user “.

But, beyond the individual experiences of the various companies, is it possible to form a group? To make category moves?
“If I may be honest, unfortunately it must be said that no, there is no compact system. In some sectors, we moved earlier than others, which are further behind. The agri-food sector, which according to Coldiretti’s estimate covers 25% of our GDP, has been very far-sighted, they have felt the responsibility in introducing the quality standards necessary for everyone. Barilla, for example, has done an extraordinary job and has managed, with geo-referencing systems and a collaborative network, to ensure that the classic shapes of pasta destined for the Italian market are now produced with Italian wheat, following the supply chain well. Those with the greatest resources should set a good example by becoming a first mover and moving capital in new directions. It is the entrepreneurial fabric, supported by political will and by the public administration, which must promote a change of paradigm. There is a lot around green washing and often little substance and little sharing, instead it is important to share and show good examples. Unfortunately, however, the trade associations in general have moved less than they could have and, I would add, often within companies there is little professionalism regarding environmental issues and sustainable standards. This certainly does not help to create a system ».

And how could the process be speeded up in companies?
«The integration of ESG (Environmental, Social & Governance) factors in a company today assumes such an important role that it cannot be treated as a simple ethical or field choice. We are facing the factor that more than any other will influence, over the next thirty years, the competition of companies on the Italian and international market, the only winning strategy. I don’t think it will be necessary to make too many impositions, but certainly the CEOs of the companies will have to be strategic and pragmatic, which does not mean using too detailed tools, but creating new standards. Small and medium-sized Italian companies are working hard, now we need to pay attention to the supply chain and put the will to share the results of each one. It will not be quick and there will be no witch hunt: it will be necessary to foresee and respect the reaction times, without too much pressure ».

But is it better for companies to be sustainable from an economic point of view?
“It is not convenient or not convenient, not investing in this issue would risk getting out of the market: it is a topic that is now very dear to consumers. The 2021 Coop report says that one in six people choose products based on their sustainability and it is now increasingly important to communicate the value of sustainability to the end customer. If I as a company do not invest in greater sustainability, it is only the risk of decreasing my profit, the risk of disappearing. A sustainable attitude is now also required by the capital market. Companies must have dedicated budgets to have less impact on the environment. In the coming years, consumers will demand only products with high energy savings and low carbon dioxide emissions, respectful of ecosystems and biodiversity. Then – having said that – I don’t know the payback time, that depends on the sectors, but for example Monini with his data has made it known that by focusing on sustainability they have increased their turnover by 7.9 per cent. Those who move now on the issue of sustainability may have more margin, so much so in the not too distant future it will be a necessary request. Today it is a duty to take care of it and those who move first will not have to trudge afterwards. For example, we are making the path to become a B corp company and we will be able to obtain this certification in a few months rather than years, because we are lucky to have always been present in a sector with many assumptions in line with sustainability and our governance is already based on this theme, as well as our social commitment ».

But are certifications really needed? Who controls them?
«In our case they are controlled by our trade association. Then, of course, it is true that there are certifications made by small companies that are not controlled by anyone and which risk not being very objective. In the case of B corp, that’s a certificate with a systemic look: I have many certifications on the individual parts of the product, but they are too technical, difficult to explain, while if you take a broader certification, a recognition like that B corp in fact that includes more sectors then it also becomes easier to tell. It takes a systemic look that ranges from emissions to the supply chain to sustainable governance. Immediately afterwards, the discovery is that, although we self-declare ourselves as sustainable producers and as much as many may recognize us as the company with the most natural products, in Italy there is neither legislation nor a shared and super partes rating system that allows us to verify / prove this condition “.