The chief executive of Greggs has told how modern companies must have strong values and do business in a sustainable way if they are to succeed.
Roger Whiteside has held the top job at Newcastle bakers Greggs since 2013, helping to transform the firm from a traditional bakery on the high street, to a much-loved food-on-the-go brand with almost 2,000 stores and an army of loyal customers and employees.
He has discussed his work philosophy and personal values with retail expert Mary Portas for her regular podcast Work Like A Woman, covering topics such as gender equality, flexible working and the balancing act retailers are now conducting to keep their customers, staff and shareholders happy.
And one of the most important themes all businesses must now react to, says Mr Whiteside, is ethical business.
“We are all trying to ride the tightrope of being commercially successful and yet doing the right thing,” he said.
“I’m doing it now at Greggs. I know ways in which I could make Greggs better now, from a corporate social responsibility angle, even though we are held in high regard. I know there’s a tipping point we are reaching.
“Customers are waking up to the fact that we can’t carry on doing it this way. It’s been a hell of a party since the industrial revolution but it’s not sustainable, so pressure is building to do it a different way.
“And brands will be rewarded if they are seen as wanting to do their part and play their part, in doing business in a more sustainable way.
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“It’s what kids want to do. When young people come looking at where they want to go to work, they want to know that business has got some values, some purpose. If they ask: ‘Why are you doing this?’, it’s not just to make money - because if that’s the answer, that’s not the answer.”
Mr Whiteside said that converting the business from a bakery to a food-on-the-go firm has involved centralising, processing and systemising all elements of its operations – moves he worried would “ruin the magic, the special affection there is for the business because of its honest, amateurish status”.
He said that making sure he has involved staff and kept them informed has ensured that the positive affection everyone has for the brand remains firmly intact.
He said: “Trying to take people with you because you treat them well and keep them well informed and understand the why and not just the what. Carrying people with you is the most important thing ultimately.”
Mr Whiteside, who collected an OBE in recognition of his services to women and equality in this year’s New Year Honours, and who sits on the Women’s Business Council, is also a strong advocate of nurturing talent in-house, even if that means employees will further themselves by leaving the business.
He said: “I’m wanting everyone to do as well as they can. Sometimes that can’t be in the business they work in because you can only offer up so many opportunitiesin in the time frame they are looking to take the next step.
“We will invest in everybody who wants to advance, if that happens at the business that’s great, but if it doesn’t, then we will help that person make the step outside the business.
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“A lot of businesses would say: ‘Hang on a minute, why are you investing all of that time, effort and money in someone you might not retain?’ But I always think actually they may well come back. I want everyone to be the best they can be.”
Mr Whiteside added that the people who inspire him most are those on ‘the front line’ of the operation in the shops.
“I’m not actually very good at that,” he said. “I’m not patient and accommodating enough to deliver the fast, friendly service – and we’ve got people who do that at five in the morning!”