I read the book Cradle to Cradle: Re-making the way we make things by Michael Braungart and William McDonough (Rodale Press, 2003). They draw their inspiration from nature, using the cherry tree as an example of how we can move towards eco-effectiveness. Whereas eco-efficiency is concerned with reducing practices causing environmental damage, eco-effectiveness is about creating manufacturing models that are safe and green in the first place.
The authors write: "The cherry tree makes copious blossoms and fruit without depleting its environment. Once they fall on the ground, their materials decompose and break down into nutrients that nourish micro-organisms, insects, plants, animals, and soil… the tree's fecundity nourishes just about everything around it."
They argued that manufacturing companies could model their processes and raw materials on the same circular system of replenishment. On deciding to embark on this journey, setting the goal of becoming fully Cradle to Cradle by 2020, I had to bring my management team and employees with me. Without their enthusiasm, creativity and energy, it would definitely have failed. Instead, three years on, we have managed to convert a large part of our business into Cradle to Cradle, with 90% of carpet tile products achieving 'silver' certification from Braungart's consultancy, EPEA. In fact, we have recently launched our first product, the Flow carpet tile range, that is offered as standard with our specially designed EcoBase backing, made out of a polyolefine material pure enough to be disassembled and recycled.
One of the challenges at our first meetings with department heads was to communicate the difference between 'standard' sustainability measures and the Cradle to Cradle philosophy and to prove it could be a viable business model.
It was important to 'book results' to show people it works. We started with the largest part of our business: carpet tiles. Cradle to Cradle certification helped to convince people this was the right approach.
We have had to change the way our products are designed, which was and still is demanding. Everyone in the company is challenged to think and behave differently when carrying out their individual tasks.
As for the financials, our earnings have increased nine-fold since 2006, much of which is due, I believe, to our shift to Cradle to Cradle.
We defined long-term goals, in a 2020 road map. To remain realistic, we told everyone "we did not need to be perfect from day one". There were three clear aims: to use pure materials, to design products so they can be disassembled, and to establish a recycling capability - 'Refinity' - supported by the used carpet 'Take Back' programme.
While the involvement of Braungart has helped keep us on track, we deliberately avoided over-using consultants. The champions of the new programme are in our process and product development departments. This helps to ensure the changes come from within, using the extensive know-how already in place.
Employee morale has risen since we embarked on Cradle to Cradle. The old saying is true: 'It feels good to do good.'
Stef Kranendijk (pictured) is CEO of Desso, European manufacturer of carpets and artificial grass surfaces for a wide range of sports.
DESSO IN A MINUTE
Established - Belgium, 1930; Number of employees - 1,000;Operating from four offices in Belgium/Netherlands, plus UK sales office; Structure: four business areas - business carpets; hotel, marine and aviation carpets; consumer carpets; sports systems
