There is no alternative: an intererview with eco-economist Andrew Winston – The Joy Trip Project

For companies in the Outdoor Industry day-to-day operations that protect and preserve the environment naturally make good sense. So-called green business practices are meant to be sustainable, using a minimum amount energy and mostly renewable resources to create the products and services that drive our economy. And for Andrew Winston it’s become abundantly clear that despite any political and social ideology that espouses the virtues of capitalism above all else green technology in commercial manufacturing and production is the best way to for businesses of every variety to assure their long-term profitability and prosperity. Having begun his career as a traditional business consultant Winston said he started taking a closer look into how business and the environment might work together. Winston: So I went back to school for an environmental management degree and decided that I wanted to marry business and the environment and figure out how to combine my business background and what was just an interest and passion about resource use, what the foundations of business really are, which is stuff and material and how we’re using too much of it. So it came from a place of practicality and profitability almost, even more than traditional quote tree hugging. That was just about business can't survive like this. And that means our society can’t.   The author of two books Green to Gold and Green Recovery Andrew Winston was the keynote speaker at the biannual breakfast meeting of the Outdoor Industry Association at the Outdoor Retailer Winter Market in Salt Lake City Utah. There he shared with an audience of true believers his view on the importance of sustainability in business and why in the long run really there is no alternative.   JTP: One of the things I find fascinating about your conversation is that you talk about issues, especially issues that you describe as “TINA Issues” And that stands for “There Is No alternative”. What are a few examples of these TINA issues? And what do they mean when it comes to reducing sustainability costs?   Winston: Tina I’m really using in the broadest since. In dealing with climate change, dealing with biodiversity loss, dealing with waste,  there is no alternative. We don’t have a choice any more for a lot of reasons and the forces driving that include just increased resource cost and reduced resource availability as the number of people on the planet who are getting richer grows. There’s just not enough stuff. That’s sort of the obvious one. But there’s also transparency, the technology driven demand for knowing what’s in everything. And so this just opens up companies and they have to start talking about what they’re doing. And that means they actually have to start changing what they’re doing. You can’t be transparent about a process that they you don’t want to be a transparent about. So it means that you start changing products, what’s in it? Who made it? Where was it made? Were they paid a living wage? These things start being open to the world. So there is no choice. You can’t compete in a world where your customers, especially big business customers won’t put your products on the shelf if they don’t have the data, if they don’t know how it was made.   JTP: And you refer to certain technologies that allow consumers to very quickly and easily determine how much of an impact these particular products have. But you also said that we’re a point right now where green will always be small because people aren’t prepared to pay for something that is just green. If that’s the case, at what point do we shift our thinking to such a way that we will go to a sustainable product as opposed to something that’s just green.   Winston: Well, let me clarify that. What I said was the number people who pay more just for green with remain small. And that’s partly out of just ability to. Not everybody can afford to buy organic food or a more expensive car that has the hybrid or electric engine.