1. JUST THE FACTS
Engaging suppliers:
compliance or inspiration?

2. JUST THE FACTS

3. JUST THE FACTS
What do you buy:
companies or products?
Vs.

4. JUST THE FACTS
So why do you put so much
effort in measuring the
sustainability of companies and
so little in measuring the
sustainability of products?

5. JUST THE FACTS
How much do you spend auditing companies?

6. JUST THE FACTS
How 700 questionsspend auditing companies?
The much do you supplier questionnaire.
Very long and boring… how useful?

7. JUST THE FACTS
Raw InterfaceFLOR InterfaceFLOR Use & End
Materials Manufacturing Transportation Maintenance of Life
Most impacts outside your boundaries

8. JUST THE FACTS
If the impacts are here, what’s the point of knowing:
• corporate emissions (or carbon neutrality)
• manufacturing impacts (and certificates)
• locally sourced

9. JUST THE FACTS
Long time ago we said:
By 2020 all raw materials are non-virgin

10. JUST THE FACTS
Biosfera I is the combination of
a) Reducing yarn to the minimum
b) 100% recycled yarn

11. JUST THE FACTS
“InterfaceFLOR’s bold mission for zero
impact on the environment and
questioning of the green credentials of
its suppliers encouraged us to
accelerate our own journey to
sustainability.
We have worked closely with
InterfaceFLOR to mutually advance
research and development and a key
goal was to produce a viable
alternative to virgin yarn, that
maintains performance yet minimises
Giulio Bonnazzi environmental impact.”
CEO of yarn supplier Aquafil

12. JUST THE FACTS
Places to intervene in a system
(from worse to best)
• Constants, parameters, numbers • Structure of information flow
(such as subsidies, taxes, standards) (who does and does not have access
to what kinds of information)
• The size of buffers and other stabilizing
stocks, relative to their flows • Rules of the system
(such as incentives, punishment, constraints)
• Structure of material stocks and flows
(such as transport network, population • Power to add, change, evolve, or self-organize
age structures) system structure
• Length of delays, relative to the rate of • Goal of the system
system changes
• Mindset or paradigm that the
• Strength of negative feedback loops, system — its goals, structure, rules, delays,
relative to the effect they are trying to parameters — arises out of
correct against
• Power to transcend paradigms
• Gain around driving positive
feedback loops
Source: Donella Meadows, 1997

13. JUST THE FACTS
More leverage Less leverage
Inspiration Scorecard
Goal of the system (LCA) Compliance
Forward-looking Micro target
commitments
‘Don’t use this material’
Reassurance of buying
more if producing more Have this certification
value or label

14. Bold goal to inspire radical thinking

15. Celebrate successes