Conversation with… Samantha Dyer, head of sustainability at B&Q
Here we chat to Samantha Dyer, head of sustainability at B&Q, as part of our new ‘Conversations’ series.
Sam leads initiatives that drive positive change and place innovation first to bring better choices to customers that benefit both people and planet. Previously at Kingfisher plc for over 10 years, Sam’s former roles include international product development lead and regional sourcing manager, where her focus was on optimising product ranges and sourcing strategies.
You started your career in retail as a buyer at Tesco. How did that come about?
When I graduated, I had a close friend who got a job in buying. I remember meeting her for a drink, and she talked me through the role in detail. She explained everything, from identifying trends to working with factories around the world, and eventually delivering a product and putting it in front of customers.
I loved the fact that the role was so varied. It seemed to align with so many of my skills – thinking about new product development and being a bit creative, but also diving into sales data, analysing trends, and working out what products were performing well and where changes were needed. It was the exciting mix of creativity and strategy that sold it to me.
After that, I applied for Tesco’s graduate buying scheme so that was my entry point. And from there, I moved on to Marks and Spencer, where my position involved buying furniture.
I joined B&Q about 15 years ago, also in buying. Throughout my career, I’ve focused on homeware, which I’ve grown to really love. Over time, I’ve realised how important the home is to me personally, and that passion has shaped much of my career.
You have worked in a variety of roles at B&Q, including buying, sourcing, category management, and product development. What led you to take on the role of head of sustainability?
Having worked in buying and sourcing, I covered so many areas within homeware. Over time, sustainability started becoming a core part of those roles. Whether it was making decisions about product ranges or introducing new items, we were increasingly focused on the sustainability features and benefits of our products.
I found myself really drawn to that part of the work – it became something I was passionate about. So, when the position came up, it felt like such a natural fit. I knew I could lead the commercial teams effectively and help embed sustainability into their ranges, as well as work with vendors to prioritise it.
And I’ve loved every minute of the job – it’s incredibly fulfilling work.
What’s the biggest challenge in taking on a role like this within a large organisation like B&Q?
B&Q has a massive heritage in sustainability, which has been a real advantage. During my time as a buyer, we had a strong sustainability team that provided guidance, shared insights, and helped us think about how we could move forward in this area.
For example, B&Q was a founding member of the Forest Stewardship Council (FSC), so we’ve been committed to responsibly sourced wood and paper for years. In that sense, I’ve been fortunate – it’s often felt like pushing against an open door. People across the organisation are generally eager to know, “What’s the next thing? What should we be doing? How do we take this forward?”
The biggest challenge is the sheer size and complexity of the organisation. B&Q sells a huge variety of products sourced from vendors across numerous industries. Keeping up with developments in all these different areas can be tricky.
Even though we’re making great progress, I find I’m still learning every day. There’s always more to understand, more to improve on, and more to push forward in this space. It’s a dynamic and evolving challenge, but one that keeps the role exciting.
We’re fascinated by the dual aspects of sustainability – the internal side and the customer side. An initiative we’ve covered in The Retail Bulletin is B&Q’s refurbished tools programme. How’s that going?
Really well. It’s such an exciting initiative. We’ve been working with our partner, iForce, on this for quite some time. They handle our returned products at a central facility. There, they assess the products, replace any necessary parts, perform PAT testing to ensure they function properly, clean them up, and get them ready for resale.
Initially, these refurbished tools were sold on external platforms. But we realised, “Why not offer these products directly to our customers on DIY.com?” It made perfect sense – our customers are just as interested in quality, affordable tools.
We started with a small selection of products to test the water, and it’s been a great success. We’ve got big plans to expand the programme. It’s wonderful to give tools a second life while offering customers a cost-effective alternative to brand-new items. Most of us, unless we’re professionals like carpenters or builders, only need tools for specific projects, so this initiative really resonates.
And internally, how do you inspire your teams to prioritise sustainable practices? That must be a bit of a challenge.
It can be, but as mentioned B&Q already has a strong sustainability mindset embedded in its culture, which makes my job a lot easier.
A key focus of mine is to celebrate our achievements. It’s vital to remind teams of our progress and the impact we’ve made so far. When facing new and demanding projects, reflecting on our successes reinforces that we are indeed making tangible strides.
Effective communication is also essential. We invest considerable effort into keeping everyone informed through newsletters and various other channels. Additionally, we like to highlight the personal impact employees can have – not only in their professional roles but also in their everyday lives.
Are there any upcoming initiatives, either internal or external, that you can share with us?
We’ve got a lot happening! On a regular basis, we focus on areas like responsible sourcing of materials – wood and paper, for example. That’s a big part of our heritage. At the end of last year, we achieved 99.3% responsibly sourced materials, and we’re aiming even higher this year.
We are also working on ethical sourcing, to gain visibility of the manufacturing sites in our supply chains and ensure working conditions adhere to our standards.
Another key area is the percentage of our sales that come from sustainable home products. Currently, we’re at 60.7%, and we’re pushing to increase that over the next few years. These foundational goals are the bedrock of our sustainability efforts.
On top of that, we’ve launched some exciting new initiatives in the circularity space. For example, we rolled out a plant pot recycling station in 100 stores last June. Customers can bring back their old plant pots, and where possible, we recycle them into new pots. One of the resulting products is a £4 planter, which has been really popular. Not only are we collecting a lot of old plant pots, but we’re also seeing strong sales of the new recycled ones. We’re planning to expand the scheme to more stores next year.
We’re also working on peat-free initiatives. All our compost is already peat-free, and we’re making commitments to remove peat from our plants too. As the UK’s leading garden centre retailer, we can make a significant impact here. Peatlands are crucial carbon sinks and are vital for biodiversity, so it’s an area where we’re proud to lead.
Sustainability is moving at such a fast pace. How do you keep up with everything?
Staying up to date requires dedicating time to learning. That includes tracking new developments in regulations, innovations in our product areas, and progress in our carbon journey.
We’ve just published our net-zero dates for Scope 3 emissions, which is a big milestone. We’re also making great progress in our own operations, in logistics and property. For example, we’re installing solar panels on roofs, and introducing electric vehicles into our fleet, including three new HGVs and five electric vans for home deliveries.
It’s a mix of personal learning and collaboration. Every day is a learning day in this role. I’m constantly speaking with experts within the business and across the group, discussing the latest developments and figuring out how they might impact us. This collaboration is key to moving forward with our targets and maximising our impact.
What’s the best thing about your job?
One of the best things is the opportunity that comes with working for such a large company. Despite the challenges that come with it, there’s so much room for growth and development. I really don’t think I could have had the variety in my career anywhere else. The roles I’ve had and the things I’ve worked on have been incredibly diverse.
B&Q invests a lot in its people, too. We have an apprenticeship programme with around 2,000 participants, which is something I’m personally interested in. It’s all about continuous learning and self-development. B&Q really supports that kind of growth.
Whenever I’ve wondered, “Is it time for something new?” – another opportunity always seems to appear. And I realise, why would I want to leave? There are always new ways to develop and grow here. It’s such a great company to be a part of.
The retail sector, and B&Q in particular, offers something for everyone. No matter what your skill set is, there’s a place for you here. I think that’s what makes this sector more exciting than any other, and I’ve been around for a while and worked alongside different industries, but this is truly something special.
How do you keep your team engaged and motivated?
I think it’s all about getting people involved. I really enjoy gathering different perspectives on the initiatives we’re working on. Whether it’s experts in wood and paper sourcing, ethical sourcing, quality control, or carbon emissions, I make sure everyone is aware of what the others are working on. It’s important that the team sees the bigger picture and understands how all these initiatives tie together.
Also, I think it’s essential to reflect on what we’ve already achieved. Celebrating our progress keeps the team motivated, but we also need to keep our focus on the next challenge ahead. Tackling those challenges together, as a team, is something I really value.
In my role, there are also great opportunities to connect with other areas of the business. For example, we work closely with the colleague pillar, which focuses on training, apprenticeships, diversity, and inclusion. We also get involved with cultural events and activities that support these areas. There’s a real sense of community in the work we do, whether it’s helping with fundraising or supporting our colleagues’ development.
You mentioned some great initiatives. Could you share an example of a project that brought the team together recently?
One initiative that really brought the team together was our involvement with the Shelter charity event. For every live Christmas tree sold in our stores, we donated £1 to the cause, helping children in temporary accommodation over Christmas. We also created snow globes depicting real scenes of what it’s like to live in temporary accommodation and hung these on trees in stores to raise awareness, and it was just such a great way to give back to the community.
It was a project that really motivated the team because they knew they were making a real difference. It’s not just about meeting business targets but also about contributing to something meaningful, and that sense of personal achievement is so valuable. I think it really helps create a strong sense of purpose within the team.
Has there been a mentor who’s really helped guide you through your retail career?
That’s a tough one, because I’ve had so many people along the way who have been instrumental in helping me figure out what the next stage of my career might look like. Each manager I’ve had has taught me something – whether it was communication, influencing or negotiation skills. I’ve definitely taken something valuable from each one.
My current manager Joanna Gluzman for example has brought to the team a whole wealth of experience in Responsible Business. She is bringing fresh perspectives to our work whilst being really supportive and offering great advice. But I’d also say my interactions with the sustainability teams at B&Q over the years have been truly inspiring. Those people helped me realise that sustainability was the direction I wanted to take my career in.
You’ve got such a big role and responsibilities within a large organisation – how do you juggle that with your personal life?
It’s definitely a balancing act, but I’ve been lucky that working here for so long, I’ve always felt supported. I have twin daughters who are 12 now and maintaining that work-life balance is really important to me. I’ve always been able to take the space I need to be effective in my role while also making sure I spend time with my family.
Self-care is crucial too – keeping up with my fitness and personal well-being helps me manage the demands of both work and home life. It’s all about finding that balance.
What would you say to your younger self?
I would say, “Trust the journey.” Keep going and focus on thinking about the next challenge. Even if it feels like you’re not sure where you’re heading, as long as you’re stretching yourself and pushing out of your comfort zone, you’ll find your way.
