myclimate: What do you think of the workshop that Oertli held with myclimate? What was special about it for you?
Christoph Stüssi: The idea for the sustainability workshop didn’t come from me, but from the team. It’s always a good start if the initiative is not dictated from above. The employees brought the idea to me – including its content and costs – and quickly convinced me to invest time and resources in it.
What I particularly liked about the workshop was that there was no finger-wagging; instead, it was open and matter-of-fact. This gave us the opportunity to reflect and consider: how can I do this? How can we implement this as a team? How do I personally deal with this?
How did the workshop raise awareness of climate protection measures among the specialist employees and managers at Oertli and clarify their scope for action within the company?
The workshop showed us that even in a non-manufacturing company like ours, which buys products and sells them on to patients and healthcare institutions in Switzerland, a lot is already possible in our own company, and some things have already been implemented.
It confirmed that we were on the right track. So we’re not doing everything wrong; in fact, we’re already doing quite a few things right – and that makes us proud – and there are, of course, still areas that we can improve.
Why was the workshop important for Oertli? Which aspects were particularly relevant for Oertli?
Due to the flat hierarchy at Oertli, it was particularly important that everyone really got to grips with the subject – all in their own way, within a relatively free framework. Nevertheless, it is a workshop: you don’t just listen, you actively participate.
For us, it was important for everyone also to think about how they personally treat the planet – not only during the workshop, but also beyond.
Which specific measures and action areas were identified as particularly important in the workshop?
As a distribution company, we have little – I’m deliberately not saying “no” – influence on production processes or optimisations with regard to climate issues. Nevertheless, we can make a difference in our own company and, as the next step, become aware of which products are particularly emissions-intensive.
Many of our current projects focus more on typical office issues, such as dealing with food waste. We have completely restructured these areas – for example, with the company WeRecycle. All our food waste is collected and recycled according to a clear strategy, instead of simply being thrown away.
The implementation of sustainability ranges from the Board of Directors to the cleaner. The realisation is that you can achieve a lot with relatively little effort.
Which specific measures that were developed in the workshop do you intend to implement in the future?
We are planning a public transport challenge to rethink modes of transport. It is interesting to mention the joy and motivation with which such projects are driven forward without any direct “monetary” benefit for our employees.
How do you want to integrate climate protection measures into your corporate strategy in the long term?
We already had a vision for sustainability that is anchored in our vision. The vision shows that sustainability is not just something to which you pay lip service, but that we are also taking concrete steps.
The vision and strategy have now been integrated into the operational business: we work actively with professionals to initiate measures.
The measures implemented are already underway, but the movement is set to progress and to be continued on an ongoing basis.
In your opinion, what would have to happen for sustainability to become an integral part of our corporate culture in the long term?
Company and culture are two things that are inextricably linked – and culture has to become part of daily life, it cannot simply be dictated. If the concern for greater sustainability hadn’t come from our employees, it wouldn’t have worked.
As co-CEO and partner, it’s also my responsibility to exemplify the culture, to question it and to listen to it. It is important that sustainability is anchored in the vision of the company and that we are aware of our responsibility.
Processes can and must be optimised and questioned from time to time. It’s not enough to hold a workshop and think that you’re all done and dusted for the next ten years. Further development is necessary – proactive thinking is explicitly allowed and wanted, including within our company.
The interview impressively shows how effective sustainability can be when it comes from the heart of the company. Through open, hands-on workshops, with no finger-wagging, myclimate succeeds in raising employees’ awareness of climate protection measures and motivating them to take part in them. At Oertli Ophthalmedic, projects range from small, everyday changes in the office to long-term strategic measures that are anchored in the company’s vision. It’s the culture that counts: sustainability is shaped and continuously developed together – supported by all employees.
Many thanks to Oertli for their trust and good collaboration.
Do you want your employees to become active drivers of change when it comes to sustainability? Learn more about our workshops for companies: