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The longevity of a business depends on its ability to meet the needs of both current and future generations, and right now that requires an all-encompassing sustainability strategy. Here, Interflow’s Executive General Manager Southern Region, Richard McCarthy, discusses Interflow’s unique and diverse approach to sustainability and longevity.

As one of the longest-serving private businesses in Australia, Interflow has always appreciated the necessity of shaping the business around the needs and expectations of current and future generations.

Sometimes that forward- thinking involves innovation and professionalism, and it is always related to good commercial decision making. But today, there’s another vital ingredient in the recipe for success – ESG, or environmental, social and governance – and for many people, this is personal.

“I’ve got three kids, all at university age and older,” Mr McCarthy said.

“Your own kids make you realise it’s not just about your time here. It’s about what you’re leaving behind.”

Interflow’s customers also have expectations of the contractors they bring on board. But Interflow doesn’t want that to be the driver of its core ESG priorities.

“We’re building an ESG strategy because it makes sense in every way,” Mr McCarthy said.

“Our ESG strategy is looking at what we can add in next. What can we do well that will make a real difference to the business, to our customers and to our community?”

ESG is much more than net zero 
A key focus area of interflow’s ESG strategy is inclusion and diversity.

This is driven by the overwhelming evidence around the phenomenal power of a workforce that has diverse perspectives, backgrounds, experiences and ways of thinking.

“We’re creating an all-encompassing ESG framework for three reasons,” Mr
McCarthy said.

“One is that it’s so clearly aligned to Interflow’s purpose. So if we don’t do it, we’re not delivering on our purpose.

“The second is that it just makes good business sense. Sustainability is going to save the business money, open new opportunities and enhance our reputation.

“Finally, we’re doing it because it’s the right thing for us to do.”

Mr McCarthy explained that this strategy is enhancing the work that Interflow is already doing.

“Once we put a framework in place that allowed us to measure our own performance, we recognised that we were doing quite well,” Mr McCarthy said.

“It then becomes about enhancing this across the business.

“We’re taking quite a methodical approach to our path to net zero.

“We don’t know exactly what it looks like yet, but we do know we want to do this as a coordinated unit.”

Interflow’s people expect nothing less 
A clear ESG strategy is not negotiable for the Interflow team, and Mr McCarthy explained that people want to work for an organisation that aligns to their own values and beliefs.

“What’s important is that we’re constantly developing our ESG strategy. But, it’s also important that we’re open and honest about what we can do and where we don’t yet have the answers,” Mr McCarthy said.

“Our people want their employer to work with purpose. Our community expects and requires our care and attention in everything we do. That’s why we’re putting so much effort into it, right now.”

This sponsored editorial is brought to you by Interflow. For more information, visit www.interflow.com.au.

Featured image/Interflow

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