The sustainability transition is like a bumpy road where everyone drives at a different speed. But the slowest should not set the overall pace and perfection is not required. However, acceleration is needed where possible, and this is a process in which supervisors and administrators have a crucial role to play. So say Femke de Vries (associate professor of supervision RUG, supervisory director at ABN Amro and BNG Bank), Anoushka Wajer (Partner GovernanceQ) and Quirine Tjeenk Willink (attorney at Kennedy Van der Laan, specialising in government regulation and administrative enforcement').
Wajer and De Vries share their story at the launch event of It's Up to Us, a community of committed supervisors and commissioners committed to the sustainability transition. By this, they mean sustainability in its broadest sense: future-proofing. The two women will talk to Quirine Tjeenk Willink, who contributes to the energy transition in a special way from her role as a lawyer at Kennedy Van der Laan.
That sustainability must accelerate in all possible forms, all three agree, and they each try to bring this about from their own positions. "You do that by asking questions and making sure people feel free to do so, even if they are uncomfortable questions," says De Vries. "Only then do you get to the conversation about what is needed to take concrete steps and can you get people excited and convey urgency." This often does require going against the grain, argues Wajer, and asking precisely those stimulating questions that ultimately ensure connection and that steps are taken
Fuelling urgency for acceleration among companies is essential in this process. Wajer says that from her role, she asks stimulating and confrontational questions to encourage ownership and responsibility on this issue in boardrooms. Wajer stresses that this requires slowing down and deepening. "After all, the human brain tends to continue on beaten and familiar paths and thus needs to be helped to be open to other options."
Diverse perspectives and backgrounds are needed for a future-proof transformation. Tjeenk Willink has always championed this within her workplaces. "In this, I am driven by my core values: justice, tolerance and equality". For De Vries, it is motivating that she has the opportunity to bring about concrete changes in the financial world. She also feels a great responsibility for the younger generation. "The business community has rightly made big commitments and we will have to realise them".
Not taking steps is a major risk
"It is better to have a hundred companies that are taking action, but not yet perfect, than one company that is doing it absolutely perfectly."
The attitude of the three is that progress on sustainability, is badly needed. Of course, there are companies that have yet to start and for them it is important not to want to get it right the first time. Because then too little happens for too long and you are likely to let the fear of the uncertainties and risks that are part and parcel of a change process like sustainability take over. Doing nothing in the first place creates far greater risks.
"You have to try to understand where the fear comes from and how it can be removed. Perspective often helps people over the threshold," says De Vries. Tjeenk Willink agrees: "To make progress, you also have to nuance your own opinion and ambition if that brings you closer to the other person. That's how you ultimately get closer to the goal."
So the ultimate goal, a sustainable society, starts with taking the first steps , without immediately making it very grand. Taking those first steps starts with asking stimulating questions, acknowledging concerns and enthusing and conveying urgency. It is a matter of not just talking about it but above all doing it, according to Tjeenk Willink. "It is better to have a hundred companies that are taking action, but not yet perfect, than one company that is doing it absolutely perfectly."
