Viewpoint: Finding the path from purpose to profit

From promises of ‘doing good’ to B-Corp status, Hawksmoor has embraced the corporate advantage of sustainability, says Will Beckett

M y best mate Huw and I opened our first Hawksmoor in a 1,200 sq ft bar in Shoreditch, London. Before we even opened it, we stood outside Bengal Fried Chicken, as it was then called, and promised each other we were going to ‘do things the right way’. We weren’t exactly sure what that would look like or how to achieve it, but in simple terms we wanted to focus on being a good employer, to operate sustainably, make a positive impact on the community and also have fun while doing it. Nowadays, we call it ‘purpose,’ but back then it was something of a blue-sky plan.

Fast-forward 20 years and purpose still drives everything we do, with sustainability remaining a crucial aspect of our decision-making and operational approach at Hawksmoor. This applies not only to sourcing but also to how we manage our restaurants, support our teams, and share with others in our industry. As a beef-focused restaurant, it’s essential for us to delve into the specifics of what sustainability truly means. Whether that’s planning for net-zero emissions, supporting regenerative farming, promoting cycling to work or implementing ‘green teams’ throughout the business, we take it seriously.

For years, we prioritised purpose for moral reasons and we believed it was the right thing to do as a business. However, within the industry, relying solely on the moral argument for doing ‘the right thing’ has had limited impact. We needed to redefine the relationship between sustainability and cost. Instead of considering the price of purpose, we now explore how it can be profitable.

So those moral reasons have now become commercial too. When we discuss purpose strategy, we view it as an opportunity to grow with integrity. How can doing the right thing help us expand faster and attract more investment?

Nobody has ever sat down at Hawksmoor and ordered a ‘rib-eye with purpose’, but we know it matters to our customers that we strive to be responsible in our actions. We’ve found that they’re interested in learning about the people behind our work and the projects they’re involved in. We take pride in sharing those stories.

We provide the detailed information for those who seek it, but we know that not everyone requires that level of depth. That’s why achieving B-Corp certification in 2022 was so significant for us. It serves as a recognised, third-party endorsement that we’re doing things with a strong sense of the values we’ve always wanted to work with.

The entire process of attaining B-Corp certification is challenging, as it should be. I’m immensely proud that we persevered because it acts as a catalyst for continuous improvement. It helps us understand what improvement looks like and how to reach it. As part of the recertification process, we must enhance our score over three years, which means there’s a reputational risk of failing to progress and losing our B-Corp status.

I understand that not every business has the capacity or perhaps the inclination to pursue B-Corp certification, and there are many other ways to build-in purposeful business strategies. However, one thing is certain – investors, employees and consumers are all moving in the same direction. When it comes to sustainability, you can either embrace planning early and get ahead or adopt it later and chase the status quo. But either way, you will be doing the work.

Will Beckett is the co-founder and chief executive of Hawksmoor. Hawksmoor is featured in Sustainability Matters: What Consumers Want and How Brands Can Win, a new report from Nutritics and CGA by NIQ, available at www.nutritics.com