4 retail experts on how to use your authentic sustainable credentials for good

Todd Redwood, managing director of global food and retail at BSI, explains the crucial role independent food retailers have in the ‘critical decade’ we find ourselves in.

The food industry has cornered itself in some respects, and as such a critical industry change has to be made. The agricultural practices that we’ve been implementing over the past century have caused huge issues to the health of the soil, and as a result the nutrients within our food, and that’s why I worked with futurologists to produce Food Future 2035: The Critical Decade.

If the food industry has the same approach in 10 years’ time as it does today, we’re going to be facing disaster. 

For example, food waste is an enormous issue. We throw out about a third of the food that we produce, which leads to 8-10% of global greenhouse gas emissions. Ideally businesses would design waste out of their operations rather than learn how to deal with it; it’s a strange situation that we’ve accepted. 

The majority of food waste happens in the home, but businesses still have a role to play – through education around labelling such as best before dates, demonstrating that dishes can be made with leftover produce, and avoiding waste in their own operations.

We can take inspiration from France, where it’s now illegal for retailers to throw food away. 

Sovereignty is also an incredibly important part of a sustainable future. I’m not saying businesses shouldn’t trade with other countries, but we need to become better at feeding ourselves. 

It’s not within the supermarkets’ interests to work within smaller supply chains, but by sourcing locally produced, naturally more nutrient-rich produce, Speciality Food readers can make a tangible impact. 

At the end of the white paper, we pose three core questions: where will we source food to raise production for a resource-challenged world, how can we stretch the resources we already have to accommodate the growing population, and how do we nourish future generations in a world that’s overfed but undernourished?

Ash Sinfield, co-founder of Somerset-based, B Corp-certified Teals – a food market, restaurant, food-to-go, deli and lifestyle store with sustainability at its heart – explains 7 ways the business has integrated sustainability into its operations.
Our approach is truly holistic. Sustainability at Teals is about people, planet, and purpose. It’s not just about eco-friendly packaging or sourcing; it’s about creating a business that supports our community, empowers local producers and makers, and reduces our environmental impact at every stage. 

It shapes how we design our spaces, manage energy use, run our kitchen, and select the products on our shelves. 

We aim to embed sustainability into the everyday experience of our customers and our team. 

Sustainability is no longer an ‘optional extra’, it is an essential mindset. Consumers are increasingly conscious of the impact their choices have on the environment and on society, and communities benefit when businesses act responsibly. For Teals, embracing sustainability means supporting local economies, reducing our environmental footprint, and demonstrating that commerce can be a force for good. 

We avoid mass food production that travels further and removes taste and instead prioritise local suppliers to reduce food miles and champion seasonal and ethically produced ingredients and products. 

We do not use any gas on-site. When we built the store, we integrated a large amount of solar into the design of the building, making the most of the roof area. Around 80% of the base load of electricity used on site is produced by our own solar panels and the remainder used comes from a renewable supplier. 

We have introduced ‘Positive Impact Cooking’ (a low-waste approach to restaurant and food to go) – by this we mean that as much of the food as possible produced in our kitchen and sold to our customers is done using techniques that produce as little waste. 

We minimise waste through thoughtful planning, recycling, and composting – splitting out all rubbish produced on site into eight different waste streams (cardboard, glass, food, tin, butchery waste, wood, general and oil) and then they are all collected by different suppliers and where possible recycled. Any oil waste from the kitchen is collected, cleaned then heated, then turned into biodiesel. 

We work on a circular economy between retail and hospitality. This means that any food sold in the food market that becomes unsaleable in this area (but still fit for cooking) is used in the kitchen rather than disposed of. 

Quality, provenance and welfare are at the core of our butchery philosophy. Teals likes to work directly with local farmers who are raising rare and native breeds in an ethical and sustainable way, putting guests and customers back in touch with where real meat comes from. Using a whole carcass approach means the less popular cuts of meat will be used in the kitchen if they aren’t sold over the counter. 

We act as a hub for the local community in many ways: We run wellness classes (bootcamp outside, all year round and pilates, four mornings a week) for locals to join. We support a local charity “Help for Homeless” with donations and by renting them a production kitchen. We provide a flexible space in store for locals and travellers to work and spend time free of charge, called The Arc. We have a fenced dog walking field called the “dog jog” that all visitors can come and use whenever they visit. We employ around 60 people from our local community.

Andrew Goodacre, CEO of Bira, details how independent retailers can use their competitive advantage on sustainability.
Independent retailers have always been at the forefront of sustainable retail practices, often years ahead of their larger competitors. As we move through 2026 and beyond, this natural advantage is becoming increasingly critical to their survival and success on the high street. 

The shift towards sustainability isn’t just an ethical consideration anymore – it’s a commercial imperative. 

Consumers, particularly younger shoppers, are making purchasing decisions based on environmental credentials. They want to know where products come from, how they’re made, and what happens to them at end of life. 

Independent retailers are uniquely positioned to answer these questions because they have direct relationships with their suppliers and can curate their product ranges accordingly. 

What sets independent retailers apart is their inherent local focus. They’re embedded in their communities, sourcing locally where possible, reducing transport miles, and supporting other local businesses. 

Many independents have been operating circular economy principles for decades without labelling it as such – repairing products, taking back packaging, and building long-term relationships with customers rather than pursuing endless consumption. 

The challenge for independent retailers is communicating these credentials effectively. While major chains invest millions in sustainability marketing campaigns, independents often lack the resources to shout about what they’re already doing well. 

Yet their actions speak louder than corporate greenwashing ever could. When an independent retailer sources from a local producer, repairs rather than replaces, or minimises packaging, customers can see it happening in front of them. 

Looking ahead, sustainability will become even more important as legislation tightens around environmental standards and circular economy requirements. Independent retailers who have already built sustainable practices into their business models will find themselves better prepared for these changes than larger competitors who must retrofit sustainability into complex supply chains. 

The retail landscape is changing rapidly, but independent retailers have something that no amount of corporate investment can replicate: authenticity. 

Their sustainability credentials aren’t marketing strategies; they’re fundamental to how they operate. As consumers become increasingly sophisticated in spotting genuine environmental commitment versus tokenistic gestures, this authenticity will prove invaluable. 

For independent retailers, the message is clear: sustainability isn’t an add-on or a trend to follow. It’s central to their competitive advantage and their future on the high street. Those who embrace and communicate their sustainable practices effectively will not only meet customer expectations but exceed them, securing their place in the retail landscape for years to come.

Mark Turnbull, founder and CEO of Impact Retail Training, shares practical changes Speciality Food retailers can make to their businesses to create positive impact.
Start small and be honest. Many retailers do great things quietly, but don’t explain them well, which limits both customer understanding and commercial benefit. 

Rather than trying to do everything, focus on a few changes that fit naturally with your business. Whether that’s tightening up local sourcing, reducing waste in one area of the operation, or simplifying packaging where it makes sense - and do them well. 

Just as important is communicating those choices clearly. For example, a simple line at point of sale explaining why a product is sourced locally or why packaging has been changed often lands far better with customers than broad sustainability statements.

Most importantly, avoid overcomplicating things. Sustainability tends to work best in independent retail when it supports the wider offer and day-to-day operation, rather than feeling like an extra initiative bolted on. When sustainability aligns with commercial reality, customer expectations and day-to-day operations, it has a far better chance of sticking. The goal shouldn’t be perfection, but progress that’s realistic, visible and meaningful.