SUSTAINABILITY
82 there you then start looking at some of the larger responsibilities , such as waste and how you dematerialise . What projects have been done ? What was successful ? What wasn ’ t successful ? What maybe didn ’ t happen in terms of timing and can you pick up the ball again and start trying to work with what hasn ’ t been done ? You have to be strategic in your thinking . You ’ ve got to read the tea leaves and see how the wind ’ s blowing externally as well . There ’ s obviously an importance to the business and what our stakeholders are asking of us is important . You ’ re looking internally , but you ’ re also looking externally . You ’ re trying to think strategically while you still have the practical responsibilities to get the job done .”
As the scale of operations at AT & T is so vast , Carroll liaises with Chief Sustainability Officer , Charlene Lake . They operate at what Carroll describes as the ‘ inc . level ’ or the corporate side of operations . “ The advantage that gives us is we can go into all parts of the business , essentially representing the company . What ’ s really important
JUNE 2019