Suggestions
Petra Laux
Global Head Business Sustainability Crop Protection bei Syngenta
Petra Laux is a senior executive with over 30 years of experience in the pharmaceutical industry who now works in agrochemicals.4 She currently serves as the Chief Sustainability Officer at Syngenta Group, a position she has held since January 2021.41 Prior to this role, she was the Global Head of Business Sustainability Crop Protection at Syngenta from August 2021.4
Laux joined Syngenta in 2019 after working at Novartis for over a decade, where she led the Global Public Affairs function.2 She has a strong background in sustainability, government relations, and public policy. Her educational background includes a Master's in Public Health, a PhD in Pharmaceutical Chemistry, and training as a Pharmacist.2
In her current role, Laux is responsible for:
- Integrating sustainability into all aspects of Syngenta's Crop Protection strategy4
- Accelerating sustainable breakthrough innovation in agriculture4
- Promoting safe and sustainable use of crop protection products4
- Reducing the environmental footprint of production and supply4
- Driving Syngenta Group's sustainability agenda, which includes addressing climate change and increasing biodiversity in agriculture14
Laux is actively involved in promoting sustainable agriculture and innovation in the industry, often sharing insights on platforms like LinkedIn about topics such as greenhouse gas emissions reduction in farming and biological solutions for crop protection.35
Highlights
THE ONLY SOLUTION TO THE PROFIT VS PLANET DILEMMA IS LEADERSHIP
Returning from Dubai COP in December, there was no doubt that our collective response to climate change could be summed up in two words: NOT ENOUGH.
Too few organizations see climate change as an opportunity to innovate, expand market reach and reduce cost. Concerns on investment and profitability, potential disruptions and unclear immediate outcomes get into the way of transformation. As I was reflecting on how I can enable the triple bottom line (people, planet, profit) through my new role as Syngenta Group CSO, a newsletter from Korn Ferry attracted my attention.
These are my insights: We need to acknowledge Syngenta Group's role in climate change and together believe that it is right to act now to: ⚬ Prevent supply chain disruptions and resource shortages of tomorrow ⚬ Anticipate future expectations from regulators, customers and stakeholders
In FAO’s recent roadmap for 1.5°target, 30% of anthropogenic GHG emissions are attributed to food & agriculture. Contrary to energy, where strategies lead to use reduction, food consumption is expected to grow due to demographic and income shifts. This is why I still hear concerns that the job is too big. But as leaders we need to take on the challenge and build the roadmap with our practical solutions supporting the path to net zero.
Let’s focus our efforts on the highest sphere of influence – perform and transform ourselves and our own organization: ⚬ Inspire as broad enterprise leaders and guide the organization to reconcile business performance and sustainability ⚬ Make difficult immediate trade-offs to meet shareholders’ demand for profit, and at the same time, deliver the sustainability vision
Through the Good Growth Plan, we have demonstrated that we can accelerate innovation to address climate change and make good business, ie in our program on restoring degraded soils (Reverte). And in building the roadmap to reduce scope 1,2 emissions, we found efficiencies that help reduce cost and footprint. We need to pursue more of these sweet spots, in areas such as nutrient use efficiency, reduction of methane emissions, carbon storage in soils, and securing high yields with lower impact.
Campaign and build a movement amongst leaders who share the same purpose and create changer: ⚬ Rather than a narrow spotlight on financial metrics, let's define and create value using a broad set of criteria, across multiple time horizons, enabling the triple bottom line. ⚬ Focus on impact enables us to harness the full potential of the organization.
Associates who understand our sustainability ambitions are more engaged. However, our reporting and reward systems still focus on financials. I would love to see sustainability becoming as non-negotiable as health and safety. Hence we are creating a portfolio sustainability index to be launched in April 24. This will help guide our decisions and allow to cherish progress. THE POWER OF PURPOSE IS REAL!
