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Jim Leape on How Business Can Drive Sustainability

An Interview with the Director General of WWF International
December 19, 2012
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In This Video
Jim Leape

At a Glance

Born in Boston, Massachusetts



Year born: 1955

Education

Harvard Law School, J.D., 1980



Harvard College, A.B., 1977

Career Highlights

2005–Present, Director General, WWF International, Gland, Switzerland



2003–2005, Director of the Conservation and Science Program, David and Lucile Packard Foundation, Los Altos, California



2001–2002, Deputy Director of the Conservation Program, David and Lucile Packard Foundation, Los Altos, California



1999–2001, Executive Vice President, WWF-U.S.



1991–1999, Senior Vice President, WWF-U.S.



1989–1991, Vice President, WWF-U.S.



1987–1989, Associate Professor, University of Utah College of Law



1986, Consultant, United Nations Environment Programme



1983–1986, Counsel for Wildlife Programs, National Audubon Society



1980–1982, Trial Attorney, U.S. Department of Justice

 

Progress toward environmental sustainability has stalled in the global political arena, but companies are increasingly getting involved. Often they’re working with nongovernmental organizations, and perhaps the biggest of these is WWF (World Wide Fund for Nature) International. As the organization’s director general since 2005, Jim Leape has overseen a shift toward encouraging these partnerships. WWF’s goal is both to move the political needle and to generate innovations that will drive major gains in sustainability. Knut Haanaes, a BCG partner and managing director in the firm’s Geneva office, spoke with him at the organization’s global headquarters in Gland, Switzerland.

What changes do you see in the role of business on the issue of sustainability? Why do you think certain companies are stepping up and moving aggressively into this area?

I think we’ve seen quite a pronounced change over the last several years. Several years ago, most companies thought of sustainability or environmental issues as issues of compliance, in terms of regulations and laws, of course—but beyond that as issues of corporate social responsibility. What you see now is a growing recognition that sustainability issues are actually a core business concern, fundamental to the future of the business.

That comes, as I talk to CEOs, from a variety of motivations or insights. One is that a growing number of their customers care about these issues and will prefer companies whom they see as responsible. Another is frankly the recruitment and retention of talent. To get the best talent coming into the market, they need to be a company that people are proud to work for. Sometimes it’s about security of supply—how do they make sure there will be fish, or cacao, or soy for the long term, to meet the needs of their business? Sometimes it’s about social license to operate. Are they seen as responsible members of the community in the places where they have their factories and facilities? And often it’s a combination of those things. But you see a recognition by many leading CEOs that this is about business and not just about philanthropy.