TETRA PAK
Clarity is also the foundation for engaging colleagues across the organisation.
“ If people don’ t understand what we’ re trying to achieve and why it matters for the business, we risk becoming an add‐on rather than an enabler,” she says.
That is why Tetra Pak works to ensure sustainability is fully integrated into corporate strategy and delivered through business‐as‐usual, not treated as a parallel agenda.
From there, shared ownership becomes critical. Ambitions are broken into clear targets and embedded across the business, including within performance management systems.
“ This way, sustainability becomes a value driver in every business case and a part of how success is measured and rewarded,” Kristina explains.
Cross‐functional governance forums are another key success factor. By integrating sustainability into the meetings where strategic priorities, trade‐offs, investments and innovation decisions are made, Tetra Pak normalises sustainability as a core decision criterion.
“ It should not come as an afterthought,” Kristina says.
These forums help normalise sustainability as part of everyday leadership conversations, rather than a specialised topic reserved for experts.
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