SustainabilityOnline recently published its inaugural ‘Ambition Into Action’ report, featuring interviews with senior leaders about how they are turning sustainability vision into business reality at the mid-point of the decade.
Jeff Yorzyk is Senior Director of Sustainability at HelloFresh, a position he has held since 2018. As part of his role, he oversees packaging lifecycle management, operational and supply chain sustainability, and regulatory compliance, with a particular focus on the group’s US business. He has more than 20 years of experience in sustainability, across various consulting and commercial roles.
How has HelloFresh moved from ‘ambition to action’ in terms of turning sustainability into a core value driver – in other words, how have you made sustainability ‘good for business’?
Focusing on food waste and hunger relief is not only core to our brand identity but also drives significant business value. At HelloFresh, our mission to change the way people eat forever starts with reducing household waste through our perfectly portioned dinner solutions. This is also a priority focus in our own facilities, where advanced forecasting algorithms ensure we aren’t wasting food.
We believe that ‘food should be eaten’, meaning that where we can, we donate edible surplus to those in need. For anything remaining, we uphold the principle that ‘food doesn’t belong in landfills’, and divert organic waste toward composting and biogas operations, which also serves as a more cost-effective disposal method.
These sustainability efforts also extend to our logistics network, where lowering emissions benefits both the planet and our bottom line. With the arrival of seventy electric vans into our delivery network in 2025, we are proud to have become the largest Rivian customer after Amazon.
We’re now at the mid point of the decade. What do you see as the single biggest barrier for businesses in moving from ambition to measurable action – and how can it be overcome?
Political headwinds in the US are creating unique challenges that may be temporal, but the underlying cost drivers have not changed.
Seeking to do good with unused product and pursuing the highest value for unsellable items is more than just a financial strategy; it is a powerful driver of employee engagement. where your employees live. Rather than attempting to solve every issue at once, I suggest implementing a few small initiatives well and then build momentum from those successes.
For us, focusing on food waste was a great win because it was a mission our employees were eager to support. By finding those types of issues that resonate with your staff, you can develop the momentum to drive change.
What role can (and should) leadership play in ensuring sustainability commitments actually deliver results, rather than remaining aspirational? And how can you ensure buy-in from all stakeholders?
At HelloFresh, our senior leadership and Supervisory Board receive quarterly briefings on our ESG programme. This consistent communication ensures they can speak to these issues both externally and internally, creating a space to discuss initiatives that need broad organisational support.
While tying targets to executive compensation can be a helpful tool, it is not the only way to drive progress. Creating awareness around the benefits, customer demand, and employee engagement creates a natural pull toward realising the value of these programmes.
In the end, leadership support is essential to the foundation of a sustainable culture, so that middle managers have the clear backing and commitment of those at the top.
Learn more about HelloFresh’s sustainability commitment at www.hellofresh.com/about/sustainability
