We’re not doing this for ourselves but for future generations

– We usually say that we haven’t inherited the Earth from our parents, we’ve borrowed it from our children. That thought permeates everything we do. We want there to be Swedish raw materials, Swedish dairy cows, vibrant agriculture, and jobs in the future. Our goal is for Bertegruppen to still be here in another 450 years, and to make that possible, we must make decisions that stand the test of time.
– Climate work is an important part of that. We aim to reduce our climate footprint by 25 percent per kilo of finished product by 2030, compared to 2018. This requires both strategic choices and the right tools to truly understand what drives our emissions, not just acting on gut feeling.

– This perspective shapes our entire mindset. Our ancestors depended on the land, the animals, and the people around them. The neighbor was both customer and supplier. Taking care of what you had was the only way to survive. That stewardship mindset is still with us today. Of course, we look at quarterly reports, but we don’t let them dictate our most important decisions. We think further ahead.
– A quote I like is: “What we sow today, we will harvest tomorrow.” This is literally true in our industry. That’s why we have to think systematically and long-term about sustainability.

– The biggest realization is that sustainability issues are no longer isolated to one department. Both within our own organization and with our customers, especially in purchasing, there’s now a stronger understanding that sustainability is a business matter. This allows us to have more meaningful conversations, set joint goals, and find solutions together. And it’s not just because it’s “expected”, there’s a genuine commitment and understanding that what we do has purpose and value.

– The engagement from our employees. That’s where the magic happens. As early as 2008–2009, we carried out our first life cycle analysis with then-SIK (now RISE) and were able to see where our largest emissions occurred. Colleagues took action immediately, not because they were told to, but because they believed it mattered. The management team was also strongly involved, not least my uncle Anders. Since then, we’ve worked to spread sustainability responsibility throughout the organization. I don’t want a sustainability department that sits in a corner – sustainability should live in every team.

– Absolutely. It has improved communication, collaboration, and a holistic approach both between our companies and with our customers. A concrete example is our grower program at Berte Qvarn. Since our customers’ largest emissions are in scope 3 – with primary producers – we’ve worked with a few customers to pay farmers more for sustainably grown grain. This makes the transition possible.
– It’s about distributing costs smartly so that sustainable products don’t become prohibitively expensive for the consumer. If a loaf of bread suddenly costs 14 kronor more, very few people will buy it. But if we share the cost across the value chain, maybe it’s just 50 öre. That’s when real change happens.

– Yes, definitely. We see it both at the mill and at SIA. One example is our collaboration with ICA, which has been ongoing for decades. Back in the 1990s, we supplied grain for their organic flour – it was called Sunda then, now it’s called I love eco and is KRAV-certified. Today, we have a close dialogue with their purchasing teams about how we can jointly reduce the climate impact of the shopping basket. Our goals are aligned.

– We often want to do more than the budget allows, but the most important thing is to build sustainability from the start. When we expanded our ice cream factory, we decided right away to aim for the Miljöbyggnad Gold certification. This allowed us to plan and source the right materials from the start. It wasn’t always easy – many thought it wouldn’t be possible – but with the help of a skilled consultant, we made it happen. It turned out to be more sustainable and more business-efficient.
– If you have that mindset from the start, it doesn’t become an “add-on” you have to justify afterwards. It just becomes a natural way of making decisions.

– A huge role. No one can manage the transition alone. We collaborate closely within the group – between the farm, the mill, and SIA – but also with our customers and suppliers. Knowledge-sharing is crucial. The best thing about the sustainability world is that there’s not much secrecy – we’re happy to help each other. If someone has a good solution, they want to share it. Deep down, we all want to move in the same direction.

– We used to work in large Excel sheets. It worked, but it was vulnerable. When our previous contact person retired, it felt right to look for a smarter solution. With Emission Twin, we get traceability, a clear link between figures and documentation, and the assurance that data is stored in one place, regardless of who works here tomorrow.
– What we’re looking forward to now is starting to work with their digital twins, being able to simulate how different actions affect our climate footprint before making decisions. It’s a whole new way of working strategically with climate data.

– Surround yourself with colleagues who also think sustainability is important and fun! That’s how things get done. I’m the only sustainability manager in the group, so I need that support. And don’t be afraid to get help from outside, you can’t be an expert in everything. I’ve gained enormous energy and insights by bouncing ideas off other sustainability managers. There’s a generous network out there – use it!