How can the design industry lead with purpose?

During Clerkenwell design week, we held a panel discussion on the theme of “Leading with Purpose”.  

As the impact of the climate crisis becomes more severe, the global marketplace encounters existential challenges, and attitudes towards labour shift, leading with purpose, integrity, and intent is critical.  

For our business, this means examining our operation against a sustainability framework; most recently, that has been the B Corp certification. Some of the panellists ran B Corp certified businesses, others were in the process of applying. A representative from B Lab UK was present and the discussion was chaired by celebrated architect, Mike Stiff. 

We were delighted to learn more about the certification process, its challenges, and rewards. 

The panel in detail: 

Sam Dent – a Director from B Corp certified House of Hackney, an interiors, fashion, and design brand that adheres to three principles: creativity with purpose, integrity in their actions, and compassion for the planet and people. 

Deepak Parmar – the Design Director at MCM Architecture, a purpose driven design consultancy. Deepak has worked with leading global clients to shape positive and healthy work experiences for their employees. He also led MCM to becoming B Corp certified. 

Kerry Lemon – a site-specific Artist who is driven by current scientific research to connect audiences to nature. She is also committed to sustainable practices and empowering womxn. 

Marie Carlisle – the CEO of bespoke furniture maker and social enterprise, Goldfinger. Marie has led the Goldfinger team since 2017 to become a respected social enterprise that has won the support of Hermès, John Lewis, and Tom Dixon. 

Kyle Soo – Partnerships Manager at B Lab UK. With a background in social innovation, service design and criminal law, as well as a practice as a Lego Serious Play Facilitator, Kyle combines these experiences to support people and organisations in being forces for good.

The Chair, Mike Stiff, kicked things off by asking Kyle Soo to give an overview of B Corp. Kyle explained,  

“Essentially, a B Corp is a business that meets the highest standards of social and environmental performance, transparency, and accountability. B Corps prioritise people and planet. They recognise that the current economic system is broken; and that we need to do more in terms of how we support the livelihoods of people that live on this planet and for the planet itself. A B Corp is committed to creating an inclusive, equitable, and regenerative economy for all stakeholders.” 

B Lab, the non-profit organisation that certifies B Corps, provides a free online impact assessment tool that any businesses can access to begin measuring its impact.  When a business reaches 80+ points and has completed the confidential Disclosure Questionnaire, its assessment can be submitted to B Lab, marking the start of a rigorous review process leading to B Corp Certification.  

The Chair suggested that, in a time of economic uncertainty, B Corp certification might be considered an expensive and time-consuming luxury.  

Kyle argued that younger people entering the workforce have different priorities to previous cohorts, and, if businesses want to attract and retain workers, they need to be more progressive. 

Marie Carlisle is the CEO of Goldfinger, a social enterprise that already has high accountability embedded in its legal structure. The Chair asked what the point was, for an organisation like Goldfinger, to pursue B Corp accreditation.  

Marie argued that whilst her company held itself to higher standards than were expected of B Corp, the opportunity to join a community of like-minded businesses was valuable. She believes that in time B Corp accredited businesses will begin to only do business with other B Corps, saying things like, “‘I am only sourcing from B Corp suppliers.’” 

“With every pound you spend, you are voting for the kind of world you want to live in.” 

She responded to the Chair’s point about pursuing sustainability during economic uncertainty by arguing that while sustainable products are more expensive, they represent the true cost of things rather than the cheap prices we are presented with by an exploitative economic system. “With every pound you spend, you are voting for the kind of world you want to live in.” 

“Luxury is the perfect conduit to sustainability. Being sustainable costs more. Paying people properly costs more. Sourcing sustainably costs more. A premium positioning doesn’t mean huge margins, it’s just to pay these costs.” Marie said it was the responsibility of businesses to make sustainable options more accessible to lower income consumers through financing. 

The Chair suggested to Kerry Lemon that, as an individual as opposed to an organisation, deciding to become a B Corp could be seen as counter intuitive.  

Kerry explained that while it was true that she was an independent artist her work involved collaboration with many stakeholders, and that a lot of her activities already conformed with the goals of B Corp, “For every project, I take it through people and planet.” 

On each project she mentors a local artist and employs local womxn to administrate and research the task. This means that some of the funding she receives is invested in supporting women and people who identify as women with childcare costs, wages, and mentoring. On each project, she attempts to leave the environment better off than when she found it through regenerative sustainability actions such as creating habitats or water reclamation systems.  

Kerry explained that, while the process of B Corp certification was arduous, it forced her to address areas of her business that she had perhaps neglected. It helped her to reflect upon how the allocation of her budget was an enactment of power; the decisions she makes about how she spends her funding becomes an ethical activity in support of sustainable outcomes. She claimed to have won work because of her pursuit of B Corp certification, as increasingly clients are looking to collaborate with sustainably proactive companies. 

“People don’t employ designers because they’re experts, but because they inspire change.”

The Chair asked Deepak Parmar, as a fellow architect, if, since becoming a B Corp, he had ever turned down work on ethical grounds. 

Deepak assured the Chair that MCM’s bidding process already scrutinises potential clients from an ethical perspective. He went on to say, “People don’t employ designers because they’re experts, but because they inspire change” and that he would rather work with a client and advocate for change through the influence of the relationship than turn down work.  

“We sell potential: potential of spaces; potential of people. We can be asked to redesign an office, but it becomes something much more transformational for the client that ultimately changes their culture.” Clients now approach MCM because they are a B Corp; not because they are perfectly ethical and sustainable in all aspects of their business, but because they are making conscious steps on that journey. 

The Chair asked Sam Dent how being a luxury goods supplier squares with their B Corp certification. How can a £200 cushion be considered sustainable?  

Sam replied that they can account for everything that happens in the journey of the conjectured cushion, from nothing to product: the cushions are filled with wool provided by regenerative farmers who adhere to animal well-being guidelines; the fabrics from which they are woven are the most sustainable and appropriate available. As suppliers, they encourage their manufacturers to join them on the journey towards sustainability with education and research. Sam finds, in accordance with Kyle’s initial contention, that their B Corp status is attracting and helping to retain talent. 

The Chair reflected that, as an architect, he often sees sustainable design value engineered out of existence and that it can be quite demoralising.  

“Sustainability isn’t a luxury, it’s the solution to a problem of our own making and unless we move to a regenerative and circular economy, we’re not going to get out of this.”

Deepak agreed that it was disheartening but that micro-change was still powerful and important. “I have a very militant view around this. Sustainability isn’t a luxury, it’s the solution to a problem of our own making and unless we move to a regenerative and circular economy, we’re not going to get out of this. We’ve got to make sacrifices. Purpose is what makes sacrifice worthwhile.”  

The Chair invited Kyle to give a closing comment and he said, “Have hope. I would encourage you or the businesses with which you are connected to sign up for the impact assessment tool. Reach out to us for help or if you have any questions about the process.” 

The discussion was a great success and admirably chaired by Mike Stiff who was appropriately provocative and challenging. The audience was buzzing with conversation afterwards and we hope some of the ideas found their way into diverse Monday meetings. We will continue to have this conversation within Solus and with our clients and customers, as we all hope to move towards a better world for people and the planet.