IKEA ’ S 464 stores ATTRACT AN ESTIMATED
700 million ANNUAL CUSTOMER VISITS WORLDWIDE
In 2008 , he moved to China to become Regional Purchase Manager before three years later becoming Supply Chain Manager of IKEA in Sweden .
He went on to become CEO of IKEA Range & Supply , and was responsible for the development of the product range and supply chain of the IKEA Brand . He succeeded Peter Agnefjäll as CEO of Ingka Group in September 2017 . It has been a tumultuous time for Brodin .
“ Nobody briefed me about pandemics , economic chaos , supply chain disruption and geopolitical tensions and wars ,” Brodin told Time magazine . “ It ’ s been an incredibly humbling and very stressful period . Brodin is known for his belief in values-based leadership and for his emphasis on togetherness .
“ The power is where the people are ,” he says . “ Believe in yourself and your strengths , but don ’ t forget to rely on other people ’ s strengths , too – because we ’ re truly stronger together .”
Brodin ’ s vision for Ingka Group is one of sustainable development . He is a member of the World Economic Forum , and advocates for wider climate commitments across the global retail sector . IKEA ’ s ambition in the years leading up to 2030 is to inspire and enable more than a billion
The company ’ s sustainability targets include :
• Offering 50 % plant-based meals in its restaurants by 2025
• Only sourcing renewable or recycled materials by 2030 .
• Phasing out plastic packaging by 2028
• Becoming ‘ climate positive ’ by FY30 , by reducing its greenhouse gas emissions more than the company ’ s supply chain chain emits , without relying on carbon offsetting .
These are goals that Brodin embraces fully , telling Time magazine that the company is also being more sustainable by changing the way its furniture is built . “ We are now replacing fittings with smart click-solutions , instead of screws , which has an immense impact from a sustainability point of view , because we are using fewer materials .”
Asked how he squares IKEA ’ s reputation for low prices and disposability with sustainability , Brodin says that , from the outset of his time with IKEA , employees “ were taught that wasting resources was a sin ”.
He adds : “ So if you look at our tradition and history , long before anybody could spell sustainability , it was about reducing air in the packages , filling up the containers , making a flatpack .
“ The only way IKEA can be successful in the future is to be in a hurry to get sustainable . We need to get smarter on how we use energy and materials across the whole value chain ”.
“ And that ’ s the only way we will be able to be affordable .”
CREDIT : Ingka Holding B . V . 2024 / Inter IKEA Systems B . V .
16 February 2024