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.
Trine Pondal is director of sustainability and social responsibility at Flying Tiger Copenhagen, and has led the global transformation to embed sustainability into the core of the retailer‘s business operations over the past six years. Prior to her current role, she served as head of sustainability and social responsibility, as well as sustainability and social responsibility manager, at the group, which she joined in 2019 from Pandora.
How has Flying Tiger Copenhagen moved from ‘ambition to action’ in turning sustainability into a core value driver – in other words, how have you made sustainability ‘good for business’?
At Flying Tiger Copenhagen, we’ve embedded sustainability directly into how we design, source, and sell – not as a side initiative, but as a core business function. Our approach is simple: reduction first, system change alongside, and storytelling last.
We’ve already reduced 64% of plastic in packaging and 24% in products, not through offsetting or green labels, but by re-engineering how our buyers, designers, and suppliers work. Some of these reductions translate into real cost savings. For example, through lower Extended Producer Responsibility (EPR) fees across Europe, we prove that sustainability and business value can go hand in hand.
To make this shift tangible, we created clear material guidelines built into every buying decision; shared sustainability KPIs between commercial and sustainability teams; and training programmes that turn product managers into sustainability change-makers.
This alignment means sustainability is no longer an appendix; it’s a product measure and a reputational strength. We also treat transparency as a driver of competitiveness – openly sharing our methods and challenges instead of hiding behind claims. That honesty builds trust with consumers, regulators, and partners alike.
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?
The biggest barrier isn’t a lack of targets. It’s the lack of data and ownership.
Many companies still don’t have a full Bill of Materials (BoM) for their products. Without this, they can’t see what materials and components actually make up their footprint. Without that data, measurement becomes guesswork, and accountability fades.
By systematically improving BoM data, we can measure progress product-by-product, and design phase-outs or substitutions with precision. This turns sustainability from an abstract reporting exercise into operational practice.
The other key barrier is human: sustainability can’t sit with one department. We have learned that the people who actually drive change are the ones making daily decisions – buyers, logistics planners, designers. Once they’re trained and empowered, progress accelerates.
The fix? Integrate, don’t isolate. Integrate sustainability into existing workflows, tools, and incentives. And make data accessible enough that it informs everyday choices rather than annual reports.
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?
Leadership’s main role is to set direction and remove friction.
From the very beginning, our C-suite has backed our sustainability journey and ambitious targets with visible commitment. At one Townhall, our CEO even took to the stage to explain CO₂ emissions and their impact – a strong signal that this topic isn’t delegated; it’s led from the top.
Our sustainability goals are not ‘departmental’. They’re company targets, owned by everyone. But true buy-in comes from culture, not hierarchy.
We focus on creating what I call a ‘learning organisation’ around sustainability. That means training before permission – we don’t wait for sign-off to upskill teams. Also, recognising wins – using data and even symbolic rewards (like our internal Gold Star system) to celebrate progress. And finally, translating ambition into roles – making sure every colleague knows how their function connects to impact.
Our experience shows that when sustainability is framed as both a professional skill and a shared mission, it unlocks creativity rather than compliance.
Learn more about Flying Tiger Copenhagen’s sustainability strategy at www.flyingtiger.com/pages/sustainability
