Second, there is a need for collaboration, including new types of partnerships. In Shanghai, it partnered with an EV sharing platform provider and this cut months from the project, she says. Ikea transformed Shanghai to fully electric in six months. It worked with its local warehouse and delivery company, Beiye New Brother Logistics Co, which purchased a number of electric delivery trucks, and DST, a Shenzen-based company that leases electric trucks and vans, supported by its own large charging network.
The message to third-parties is: “Either you go on the journey with us or we can’t be partners”. For deliveries, as the company does not have its own fleet, that means working with its partners here.
In cities that do not have a robust EV-sharing network, Ikea is working directly with transport manufacturers to source zero-emission options. It is also evaluating smaller deliveries by electric cargo bicycles or utility tricycles.
Clearly, transport is only one component of Ikea’s environmental footprint, with other initiatives around much of the rest of its business, including sourcing materials and waste. Overall, its sustainability strategy it to reduce the carbon footprint of all products by 70 percent by 2030.
Ikea has been around for 75 years. The sustainability programme, says Hultberg, is about staying in business for another 75 years.