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  "documentTitle": "Innovation for Sustainability Plastics",
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      "text": "Foresight is always very important. We always have to look to where we think the markets are going.",
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      "text": "Successful organisations also pay close attention to the legal landscape. They're legally vigilant and prepare for regulations before they come into effect. Start-ups like Beauty Kitchen and Halo Coffee have built from the ground up without legacy infrastructure, which arguably makes it easier for them to comply with new laws. That said, industry leaders like John Lewis, due to their influence, are able to work with governments to influence the regulatory direction.",
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      "text": "Through careful and consistent customer research, organisations can make more confident choices when it comes to sustainability. What customers say might not always match up with what they do, but by drawing on industry knowledge and wider market trends, it's possible for businesses to anticipate user appetite.",
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      "text": "Achieving ambitious sustainability goals also relies on a sound understanding of what technologies are available and which are most relevant. This ties in with another important mark of successful sustainability strategies - stellar supply chain management. Taking a purely technological approach without considering the wider system or business model will cause disillusionment and disappointment. Organisations may need to make daunting infrastructural investments to cope with new materials or production methods. Successful leaders consider what changes are needed, which technologies can help to achieve them and whether they're worth the investment.",
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      "text": "Jennie Galbraith, Head of Sustainability at British American Tobacco (BAT), advocates an approach that focuses on internal corporate change rather than heady public statements. \"We look at what's happening in the outside world and try to identify the salient issues,\" says Galbraith. \"Every three years we do a materiality assessment, which means we take insight from peer companies, NGOs, reports, emerging legislation, media, commentary, everything in the outside world and map that against our business priorities. We look at the risk registers, annual plans and identify emerging issues. If we identify a gap, that's where we take action.\"",
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      "text": "The need for consistent regulation remains a key enabler for more sustainable plastics and packaging, especially as current regulatory frameworks differ across the world. A product might tick the legislative boxes in one country but fail to meet the requirements in another. This, explains Lemoine, is why horizon scanning plays such a critical role. When standards are set, organisations that pre-empt and prepare for them will be better placed to meet the expectations of the market while remaining compliant.",
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      "text": "\"Foresight is always very important. We always have to look to where we think the markets are going. In this space, it's critically important,\" he says. \"Look at the pace of change in the expectations of consumers and how long it takes to go from idea to market. If you design a product that isn't launching for nine months, the amount of things that can change in that amount of time is remarkable. We have to listen to the canary in the coal mine - if we miss those changes, it will be really costly for us.\"",
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      "text": "\"Before, you would have made these changes for just a small number of consumers, but now it's the mainstream,\" says P&G's Randall Lemoine. \"Packaging, in and of itself, is becoming more important to consumers than the product that actually sits in it. Because of customer expectations, it's much clearer which choice needs to be made.\"",
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      "text": "We look at what's happening in the outside world and try to identify the salient issues. Every three years we do a materiality assessment, which means we take insight from peer companies, NGOs, reports, emerging legislation, media, commentary, everything in the outside world and map that against our business priorities. - Jennie Galbraith, Head of Sustainability at British American Tobacco (BAT)",
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      "text": "BUILD THE CASE FOR PROFITABLE PURPOSE",
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