L-R: Dr Angela Smith, Munish Datta, Simon Jones and Andrew Clark
A panel discussion at Optician’s Eyes on Sustainability conference, at Dynamic Earth in Edinburgh on November 5-6, explored how optical practices from the multiple and independent sectors were taking action on sustainability.
Both faced significant challenges, albeit on different scales, with sustainability and the panel of representatives sought to inspire practice owners in attendance into implementing changes.
Dr Angela Smith, optical commercial manager at Asda Opticians, pictured right, told attendees that although she did not have much time to dedicate to sustainability day-to-day, she integrated it into the multiple’s commercial plan so that it was part of every decision made.
She recommended that others do the same in practice because it was the profession’s collective responsibility to enact change in how businesses trade.
Dr Smith then outlined changes Asda Opticians had introduced, ideas that were in progress and proposals for the whole industry to work together on. The first area Smith focused on was eyewear by declaring that she believed more frames were produced than were needed.
In response, Asda Opticians has minimised production of unnecessary frame stock by planning ahead of range changes and longer lead times on delisting so frames were only produced as per demand.
Smith added that Asda Opticians was in the process of creating frames from sustainable materials and made a market-wide proposal that dummy lenses should be made from easily recyclable plastic. On packaging, Smith outlined that the multiple had introduced recycled eyewear cases that were also flat pack, which mitigated around 100m3 of freight volume.
Asda Opticians had so far removed around 700,000 pieces of tertiary packaging per year from its supply chain, including poly bags and frame backing cards. Smith said changes to its supply chain included the consolidation of overnight deliveries to its 157 stores and noted this avoided creating 40% higher emissions when driving in congested traffic compared to light, free-flowing traffic.
Asda Opticians was exploring how to fully optimise its supply operations and Smith proposed that forward planning to use sea freight instead of air freight should be done across the market.
Smith highlighted that Asda Opticians efforts on sustainability had benefited from being part of the wider company’s information sharing via its supplier sustainability exchange. She said the collaborative approach had created industry-wide change and a similar approach could be taken in the optical industry.
Above: Audience members listening to the panel discussion
Strategic growth
Munish Datta, director of sustainability at Specsavers, pictured right, started his presentation by highlighting that no business operated in isolation and that each one has its place in a constantly changing world.
Sustainability was a major change taking place and thinking about the issue would enable strategic growth by improving the brand’s reputation and business model as well as protecting investments.
Datta said that people joining the Specsavers workforce were asking the multiple about its actions on the subject, which highlighted how fundamental it was to business growth.
Specsavers’ sustainability strategy consisted of three pillars; planet, people and communities, which were all underscored by its ethos to change lives through better sight and hearing.
Datta said the multiple set bold targets, such as a 50% reduction for scope one and two emissions and at least 25% reduction for scope three by 2030, plus net zero by 2050.
So far, Specsavers has calculated its scope one to three emissions and identified hot spots and blind spots to address on its net zero journey. It sought to collect and analyse data to support its net zero targets and set science-based targets and submission by working with stakeholders.
Other activity included rolling out smart electricity meters at practices, reducing global gas use across its manufacturing sites, upgrading to more energy efficient production machinery and embedding sustainability in its products.
Corporate social responsibility also formed part of the wider plan for sustainability, such as through its Plastic Bank partnership to end ocean plastic, and homelessness partnerships with Vision Care for Homeless People, the Big Issue Group and Crisis charities.
Datta said the journey to becoming a truly sustainable organisation was achieved through steps to reduce social and environmental footprint, integrating it into company culture, scaling up through partnerships, encouraging others to act and exploring new ways of thinking about the business model.
This, Datta concluded, would create a purpose-driven brand that delivered sustainable, profitable growth and created a positive impact on people and the planet.
Changing the mindset
Andrew Clark, head of sustainability at Net Zero Optics/Practice Building, pictured right, explored what optical practices could do to improve their sustainability credentials. He highlighted that independents could achieve net zero carbon emissions quickly and easily by assessing their carbon footprint.
Clark noted that in the average optical practice, carbon emissions were made up of: gas bill (8%), electricity (6%), team commute (30%), patient travel (32%), postage (1%), spectacles (24%). Reductions could be made in a viable way, he said, and this could start with gathering data on how patients travelled to the practice via a survey.
Clark highlighted that the three Rs (reduce, reuse, recycle) could be fundamental to a practice’s activity on sustainability. For example, undertaking a practice face lift rather than an entire shop refit would lower resource consumption while saving the practice a considerable amount of money.
Clark noted that optical practices were overstocked on eyewear by £22,000 on average and reducing frame stocks could make a substantial difference. Additionally, adopting a reglazing mindset and encouraging patients to keep their existing frames would create less waste instead of selling a new pair every two years.
During a question and answer session, the panel was asked if patients were talking about sustainability when visiting optical practices. Smith noted that younger patients were particularly engaged, which Datta backed up when noting that Gen Z believed sustainability was the minimum standard for any business worth their while.
When asked how practice teams had bought into sustainability, the panel noted that despite initial fears about the size of the task, staff were reassured when they realised what could be achieved and what the limitations were.
Clark noted that the rise of telehealth post-pandemic could play a significant role in decarbonising eye care because fewer patients would need to travel to the practice when triaged. Smith added that Asda Opticians invested in a new practice management system to support increased access to its services.