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In the Pursuit of Sustainability, Silence Is Not Golden

20 01 2024

From Sustainable Brands Media • Reposted: January 20, 2024

We caught up with TrusTrace co-founder and CEO Shameek Ghosh to discuss companies’ tendency to ‘greenhush’ to avoid scrutiny around sustainability and his advice for overwhelmed retailers.

With the constant noise of brands claiming to pursue carbon neutrality and other sustainability goals, many well-meaning retailers are left scrambling to define their own goals. Hearing such broad statements can leave brands feeling overwhelmed and frankly, inferior — and has fueled a new form of corporate miscommunication.

According to Shameek Ghosh, co-founder and CEO of supply chain traceability platform TrusTrace, “greenhushing” — disguising or downplaying sustainability efforts, in an attempt to draw attention away from a company’s sustainability failures — has become an increasingly common response to this overwhelming scenario; attempting to overhaul an entire company’s sustainability strategy all at once can lead to executives believing that it might be easier to simply not have a strategy at all.

We caught up with Ghosh to learn more about the tendency to ‘greenhush’ and his advice for overwhelmed retailers.

Can you briefly describe what ‘greenhushing’ is? How is it different from greenwashing?

Shameek Ghosh: When organizations deliberately do not talk about their ESG credentials and the things they’re doing to drive positive change, that is called “greenhushing.” Greenwashing, on the other hand, is when organizations intentionally exaggerate their ESG credentials to give an impression of having better environmental policies and impact than what is actually the case.

Why are companies and retailers turning to this strategy?

SG: In the wake of governments cracking down on greenwashing, and facing the reputational risk involved, organizations are becoming more cautious. To avoid risks of greenwashing under increased scrutiny, it is necessary to be able to back up your claims with evidence — and as this can be difficult without the right data and tracking in place, it becomes easier and safer to communicate less.

How can retailers begin defining their ESG goals?

SG: Most major retailers already have quite well-defined ESG goals, so the focus is more on ensuring that you have the data and insights to be able to deliver or — even better — overdeliver on these sustainability and responsibility promises. However, for those that have not yet started, a good place to begin is to look at the parts of the business and portfolio that have the biggest presumed impact — e.g. due to size and the social and environmental risk tied to geographies, materials, processes, etc. Once you understand size and assumed impact, it becomes easier to prioritize data collection and target setting.

What are some of the first steps that retailers can take to implement sustainable business practices once they’ve defined their goals?

SG: In order to successfully implement defined goals for sustainable business practices, retailers must first validate the assumptions that follow the goals they’ve set — this can be done by leveraging primary data. From there, they must next determine what kind of data is necessary in order to meaningfully track and improve progress. It’s crucial for both internal and external stakeholders to understand the targets they’re setting inside in order to deliver upon them. Finally, stakeholders need to have the necessary tools to empower them to deliver on targets — which can include data, tools, insights, budget and internal alignment.

What makes supply chain visibility a tangible and realistic solution for retailers?

SG: As regulations continue to make it mandatory for retailers to have detailed information about how, where, under which conditions, and with what environmental impact (i.e carbon footprint) products have been made, supply chain visibility becomes an increasingly important and realistic solution for retailers to remain compliant with mounting government mandates.

Supply chain traceability will only become more simple, tangible and impactful as more brands adopt the solution — including this as a regular business practice strengthens relationships with suppliers as well, creating an adept network across the industry. Knowledge is power, and you can’t change what you cannot measure — so, a solution that provides insights and evidence into supply chain practices is a must-have. Having granular data on what’s happening within their brand’s supply chain at your fingertips has the potential to help retailers make informed decisions about their business from all angles — not only in regards to regulatory compliance.

What should retailers know about the journey to implementing sustainable business practices?

SG: Retailers must remember that carrying out sustainable business practices is a transformational journey from start to finish. It’s going to take time and resources — and most importantly, true commitment to change. With this in mind, it’s critical that there is endorsement and prioritization from the executive level — ensuring organizational alignment, commitment and resource allocation.

When sustainable practices are properly implemented, the benefits are well worth the effort. Not only are these practices good for business and profits, but they are motivating for employees. Traceability is becoming so ubiquitous in businesses and essential sustainability efforts that people are beginning to choose roles based on whether or not the organization has a traceability program in place. Traceability is no longer a nice-to-have — it’s a must-have.

To see the original post, follow this link: https://sustainablebrands.com/read/marketing-and-comms/pursuit-sustainability-silence-not-golden

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Tags: accountability, corporate social reponsibility, corporate social responsibility, CSR, ESG, Green Hushing, green marketing, responsible brands, Supply Chain Traceablity, sustainability, sustainable branding, sustainable brands, TrusTrace
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Five sustainability trends businesses will embrace in 2024

20 01 2024

Submitted image

By Steve Haskew via betanews.com • Reposted: January 20, 2024

A sense of urgency to address climate change has led many businesses to commit to carbon neutrality or net-zero emissions by 2030, and many more by 2050, yet just 5 percent of the UK’s biggest companies have said how they plan to get there.

This disconnect between ambition and action is something my firm is out to solve through IT infrastructure. These are five of the biggest sustainability trends I believe businesses must pay attention to in 2024.

**Trend 1: Stress-testing Sustainability Plans**
Sustainability was high on the corporate agenda in 2023, but with heightened consumer and social pressure, new reporting standards, government regulation, and better measurement, CEOs are under immense pressure to turn their sustainability pledges into action. EY analysis recently found that while 78 percent of the UK’s largest firms have published partially developed net zero plans, just 5 percent have disclosed sufficiently detailed transition plans to become net zero.
This year, businesses will need to answer key questions on strategy and execution, translating long term-thinking on sustainability into action that begins to move the dial today. That requires more robust net-zero plans, but also increasing pressure on all parts of the business to sniff out efficiencies and take risks on innovations that could have meaningful impact.

**Trend 2: Embracing the Circular Economy**
In a circular economy, products and materials are kept in circulation through processes like maintenance, reuse, refurbishment, remanufacture, recycling, and composting. Two-thirds of companies were employing at least one circular economy principle in 2023, and that number is expected to grow significantly this year as companies face up to the reality of their climate pledges.
There are many ways a business might choose to introduce circular principles, and these will vary greatly between sectors, but IT infrastructure, and remanufacturing in particular, is one area that almost every business in the UK should be thinking about in 2024. Remanufacturing is an industrial process that converts a computer to a like-new quality in both appearance and performance by testing and replacing individual components through a rigorous process. When accredited by a third party, it provides technical certainty that the device will perform as well (if not better) than a new machine.
The environmental benefits of taking this circular route are overwhelming. Lifecycle analysis of Circular Computing laptops conducted by Cranfield University found that remanufactured laptops produce over 15 times less CO2 compared to the average new laptop. In fact, every one of its laptops entering active use, be that in the public or private sector, prevents approximately 316kg (700lb) of CO2 emissions from entering the atmosphere, 1,200kg of the Earth’s resources from being mined, and saves over 50,000 gallons of water from the industrial processes involved in making a new laptop. Sustainability is often seen as a zero-sum game by executives, but this is one area where the benefits are seen in both cost and climate, with no impact on performance.

**Trend 3: Supply Chain Management and Transparency**
Companies are used to facing criticism if they are seen to exploit people or natural resources, but now with greater focus on Scope 3 emissions, they are finding they need to pay just as much attention to where, and from whom, they source their products and services. Scope 3 emissions refer to any greenhouse gasses that an organisation is indirectly responsible for, up and down its value chain, such as in products it buys from suppliers, or those released by customers when using products or services.
As awareness of this web of interrelated climate accounting grows, scrutiny on supply chains is growing too. From media and investors to whistle-blowers and activists, calls for transparency in supply chains is encouraging businesses to be more discerning when choosing business partners, and more selective when running tenders.

**Trend 4: AI for sustainability**
AI may have been the tech buzzword for 2023, but its impact on the world is plain to see, especially in the sustainability space where it holds a huge amount of promise. From improving efficiencies in energy use and supply chains, to refining the way we collect and analyse sustainability data, this is an area where we expect to see a huge amount of innovation in 2024.
Some of the best examples for businesses include helping to develop materials that are lighter and stronger, so aircraft, delivery vans, and wind turbines consume less energy. AI is also making agriculture more sustainable by predicting weather patterns, or analysing images of crops for signs of pest, disease, or nutrition problems. Google is even using AI to make its data centres more energy efficient by predicting how small changes in process impact energy consumption in its data centres on a grand scale.
But for all the promise, there are still hurdles for AI to overcome before it is seen as a net positive for our planet. A recent study found that OpenAI’s GPT-3 produced 500 metric tons of carbon dioxide during training, and Sam Altman himself has inferred that a single request in ChatGPT can consume 100 times more energy than one Google search.

**Trend 5: Green skills training**
We’ve witnessed a boom in the number of job adverts for sustainability-related roles as business leaders come to terms with the climate crisis and look for ways to be part of the solution. This trend will continue in 2024, with an increased focus on upskilling staff across a wide range of job functions. While this is great to see, only 17 percent of companies currently offer training for green skills, and almost a third of employers admit that their staff have asked for more training. It should come as no surprise to see a new generation, marked by heightened environmental awareness, urge employers to adopt more robust and responsible sustainability practices. Businesses are far more likely to achieve their net-zero goals if the ambition comes from the top down, but the desire for change must be understood and acted on by the whole workforce to truly succeed.
**Image credit**: Olivier26/depositphotos.com

**Steve Haskew is Head of Sustainability and Social Leadership at Circular Computing, creators of the world’s first remanufactured lap**top. **To see the original post, follow this link:** ***https://betanews.com/2024/01/16/five-*****sustainability-trends-businesses-will-embrace-in-2024/**

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Demand for Green Skills Grows as Companies Strive to Achieve Sustainability Goals

20 01 2024

A People-First Green Business Transformation

From ManpowerGroup via PR Newswire Reposted: January 20, 2024

The accelerating pace of the global green transition is intensifying the competition for talent, according to new research from ManpowerGroup (NYSE: MAN). “Building Competitive Advantage with A People-First Green Business Transformation,” reveals demand for green skills significantly outstripping supply as employers work to recruit and retain qualified talent critical to achieving ambitious sustainability targets.

Based on surveys of nearly 39,000 employers and over 5,000 workers worldwide, the findings spotlight an unprecedented convergence of talent scarcity, climate urgency, and technological disruption hindering sustainability progress. With 2023 now the hottest year ever recorded, this report underscores the urgency for organizations to deliver on their environmental goals and commitments.

“As companies accelerate their sustainability efforts, it’s critical we bring people along on the journey,” said Riccardo Barberis, President, ManpowerGroup Northern Europe Region. “Investments in green technology will only get us halfway if employers fail to properly skill and reskill workers to operate in a greener future. Prioritizing workforce development must be a core pillar of net-zero strategies.”

Key findings:

Unprecedented Demand: 70% of employers are urgently recruiting or planning to recruit green talent and people with sustainability skills, with the highest demand in renewable energy, manufacturing, operations, and IT.
Widening Global Skills Gap: Despite demand, only 1 in 8 workers currently have more than one green skill, sparking an exponential shortage as companies compete for limited talent.
High Industry Demand: Energy & Utilities (81%), Information Technology (77%), Financials & Real Estate (75%), Industrials & Materials (74%), and Transport, Logistics & Automotive (73%) top the leaderboard with the highest intentions to hire green talent to meet sustainability targets.
Roadblocks Slowing Progress: Talent leaders cited finding qualified candidates (44%), creating effective reskilling programs (39%), and identifying transferable skills (36%) as the top barriers to execute green transitions.
Workforce Skepticism: While 70% of white-collar workers say they are ready to embrace the green transition, only 57% of their blue-collar peers say the same.
Gen Z Calls for Accountability: Three-quarters (75%) of Gen Z candidates research a prospective employer’s green reputation and nearly half (46%) say it will impact their likelihood of choosing a particular employer.
Generational Divide: 66% of Gen Z and 64% of Millennials believe sustainability efforts will enhance their work, compared to just 44% of Baby Boomers.

Given these results, creating a roadmap for workers to transition into high-demand green roles remains a pressing priority.

For more details on the green jobs landscape, workforce readiness perceptions, and recommendations for planning for the greening world of work, download the complete report here.

ABOUT MANPOWERGROUP
ManpowerGroup® (NYSE: MAN), the leading global workforce solutions company, helps organizations transform in a fast-changing world of work by sourcing, assessing, developing, and managing the talent that enables them to win. To see the original post, follow this link: https://www.prnewswire.com/news-releases/demand-for-green-skills-grows-as-companies-strive-to-achieve-sustainability-goals-302038170.html

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With Harmonized Sustainability Reporting Requirements On the Horizon, Companies Must Prepare Now or Be Left Scrambling

17 01 2024

(Image: Vasyl/Adobe Stock)

By Amy Brown from Triple Pundit • Reposted: January 17, 2024

Global sustainability reporting is finally on the brink of unifying around a set of disclosure requirements for climate and other environmental, social and governance (ESG) issues. This is great news for business leaders who are choking on the alphabet soup of sustainability reporting standards. Yet being prepared to meet the harmonized reporting standards around the corner remains a challenge. Companies are well served to start preparing now rather than later.

More than 600 ESG reporting frameworks and standards are used around the world today. Among the most widely known and adopted are those from the Global Reporting Initiative (GRI), the Sustainability Accounting Standards Board (SASB) and the Task Force on Climate-Related Financial Disclosures (TCFD).

The proliferation of standards has led to confusion as well as a significant amount of time, effort, and resources to gather the information and data that is shared in annual sustainability and financial reports. On top of that, individual investors often send out their own ESG data questionnaires to companies.

Preparing for regulatory disclosures

To add to the pressure, ESG reporting that has been largely voluntary will now be mandatory in many jurisdictions. The U.S., Canada, the European Union, Australia, Brazil, India, and others have either passed or indicated they will soon enact ESG-specific disclosure requirements for companies.

That includes the European Union’s Corporate Sustainability Reporting Directive (CSRD) which entered into force in January 2023 and requires all large companies and listed companies to disclose information on risks and opportunities arising from ESG issues. The final rules from the U.S. Securities and Exchange Commission (SEC) requiring companies to include certain climate-related disclosures in their reporting are now expected in spring of 2024.

Confusion and reporting for reporting’s sake

“The biggest downside of this situation has been the confusion,” Ted Dhillon, co-founder of the ESG reporting platform FigBytes, told TriplePundit. “The second biggest downside is: How do you standardize your reporting when you have so many different reporting requirements?”

Critically, time spent collecting data for reporting is time not spent on making actual progress toward sustainability goals. The reporting burden has become so overwhelming that the usually small sustainability teams at organizations spend most of their time gathering data, Dhillon said.

“I call sustainability officers ‘nag, bag and drag officers,’ because that’s essentially what I’ve seen them do over the years: Pick up the phone and try to get the data, and that takes up most of the year,” he said. “It is becoming a reporting exercise for reporting’s sake and not for making true improvements. In the larger scheme of things, this makes us lose focus on the bigger challenge: We have to get to net zero.”  

A welcome move toward harmonized sustainability reporting

Against this backdrop, many welcomed the finalized disclosure standards released by the International Sustainability Standards Board last year, a major step toward a standardized global framework for sustainability reporting. The ISSB Standards, effective from January 1, 2024, provide a comprehensive global baseline of sustainability disclosures that can be mandated and combined with other legislative requirements. The ISSB is part of the IFRS Foundation, which is responsible for writing global financial accounting rules.

Notably, the ISSB supports both regulatory and voluntary adoption, and it has ensured that there will be interoperability between SASB, GRI and the European CSRD. The ISSB Standards have also incorporated the recommendations of the TCFD, and the ISSB will take over monitoring the progress on companies’ climate-related disclosures from the TCFD from 2024.

This harmonization is welcome and needed, Dhillon said. “I think it’s critical to have consistency and comparability. Otherwise, organizations will report on what suits them best and hide information that shows them in a negative light. While too many competing frameworks lead to confusion, I think standards and disclosure requirements are absolutely critical for setting a global baseline of sustainability performance.”

From this vantage point, Dhillon applauded the ISSB’s effort to align the various standards and reduce complexity. “The ISSB was clearly the way to go in setting a uniform level playing field for reporting. But I think it will probably take another iteration or two before the ISSB Standards clearly get set as the overarching global standard.”

Preparation is the best prescription

Now, with reporting season upon them, many organizations are trying to understand the implications of the different sustainability reporting developments. They need to figure out if their current reporting strategy is sufficient or whether additional steps are needed to comply with regulatory standards and to meet the expectations of investors and other stakeholders.

Dhillon said the first step should be to consult guidance provided by the standard-setting organizations themselves. The ISSB website offers a wealth of information including answers to frequently asked questions. It is the same for the websites of the other frameworks that companies may be using.

“Companies who have been using other standards like GRI or SASB, or following the recommendations of the TCFD, won’t have such a heavy lift. They will have already started tracking their emissions across the different scopes of 1, 2 and 3 [categories of direct and indirect greenhouse gas emissions],” Dhillon said. “But in light of the new reporting developments, they will need to take a step back and say, ‘Do we do another materiality exercise or at least a scoping exercise to figure out what we missed?’”

You have to start somewhere

For companies that have not yet made much progress on sustainability reporting, Dhillon advised that the global disclosure system CDP is a good place to start, as well as the Greenhouse Gas (GHG) Protocol which offers tools that help with systematic collection of data.

Over time, legislative and mandatory ESG requirements will likely take center stage and “voluntary reporting will just fade away,” Dhillon predicted. “I think the future will be companies reporting probably once, or maybe twice in Europe,” he said. “When organizations file a report to meet the CSRD requirements, for example, they won’t need to report again to any other framework. There will no longer be a need for multiple reports, and I think that’s the ideal situation for any company globally. Once you’ve filed to meet the CSRD or SEC requirements, you’re done and you can focus on your sustainability work.”

This should be welcomed by most companies, and Dhillon believes it will be — “aside from some organizations that don’t want to put their information out there, but they are outliers.”

Taking the alphabet soup of competing frameworks off the menu means companies can focus on the main course: making improvements to their ESG performance overall, he added. And he advised companies not to show up late for that meal.

“The time is now to learn as much as you can, put the systems in place and get started. There’s never going to be a perfect situation,” Dhillon said. “Even if it’s just a scoping exercise at the bare minimum, you’ll be in a far better position. At the end of the day, you want to create a mindset shift, because this is a change management issue for organizations. If organizations get started today understanding where their gaps are, they will be ready to meet whatever comes.”

This article series is sponsored by FigBytes and produced by the TriplePundit editorial team.

To see the original post, follow this link: https://www.triplepundit.com/story/2024/prepare-harmonized-sustainability-reporting/792696

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Ever Expanding Role of CEOs in Corporate Sustainability

16 01 2024

Image Credit: Siemens

By Mia Garcia of Industry Leaders Magazine • Reposted: January 16, 2024

The role of CEOs in overall success of the organization, leading the development and execution of long-term strategies with the goal of increasing shareholder value is inevitable. At the same time, corporate sustainability topics are ubiquitous.

In the current global business landscape, the paramount significance of environmental, social, and governance matters is evident, a recognition that is reverberating among CEOs and corporate leaders on a global scale. From the existential threat of climate change to growing socioeconomic disparities, businesses worldwide face immense pressure to adopt sustainable strategies.

The role of CEOs in this transformative charge have evolved from profit maximization proponents to sustainability trailblazers. This evolution of CEOs role is not merely altruistic; it reflects the understanding that long-term corporate success is intricately tied to a healthier planet and more equitable society.

The CEO’s Sustainability Mandate

Increasingly, stakeholders demand companies contribute positively to the world. Dr. Rebecca Henderson, a professor at Harvard Business School, states, “Businesses cannot succeed in societies that fail.” CEOs of today, must pivot from traditional business practices to ones acknowledging their operations’ broader societal and corporate sustainability.

WHY DOES THE CEO NEED TO LEAD ON SUSTAINABILITY?

The CEO is the leader, the top of the business and in many cases, the face of the company. When people research the brand, they are likely to look at who the CEO is, what they are doing, and what they have been saying.

Having a CEO who encapsulates the brand message and values, and who creates value for the business by accelerating it and giving it credibility, commitment, and trustworthy respect, is essential.

Organization who lack this approach are likely to find themselves losing market share, see their brand’s marketing power diminish, lose talented potential employees to other businesses and will lose out on investment opportunities.

CEOs need to take the lead on Environmental, Social, and Governance (ESG) issues, especially as regulations and requirements are becoming stricter – when it comes to Climate Change, 77% of Executives reported regulatory pressures to act.

CEOS ROLE IN CORPORATE SUSTAINABILITY AND HOW TO ACHIEVE IT?

The CEOs role is to lead by example, and show stakeholders and customers, that the visions of the business, and the values, aren’t just lip-service – they’re a core component, which they take seriously, and are personally invested in. Here are some of the ways a CEO can attain corporate sustainability.

Integrating sustainability as company’s mission

Embed ESG goals into the company’s mission and vision, ensuring they align with operational strategies and business models.

Sustainability in supply chains

Enforce sustainable practices among suppliers, including reduced emissions, fair labor practices, and responsible sourcing.

Green investment

Redirect investments from non-renewable to renewable sources, supporting sustainable initiatives.

Adopt eco-friendly resources

Adopt production methods minimizing environmental impact through waste reduction, energy efficiency, and sustainable resources.

Employee training on sustainability

Foster a sustainability-centric mindset among employees through training, open dialogue, and inclusive decision-making.

Transparent sustainability reporting

Practice transparent and comprehensive ESG reporting, following frameworks like the Global Reporting Initiative or Sustainability Accounting Standards Board.

Stakeholder Engagement

Engage stakeholders (communities, NGOs, governments) in creating shared value through strategic partnerships and dialogues.

Resilience Building

Develop strategies for business continuity and resilience with an emphasis on mitigating ESG risks.

THE SUSTAINABLE CEO’S JOURNEY

CEOs’ roles have transcended maximizing shareholder value, evolving to account for wider societal impacts. Sustainability is no longer a sideline activity but a core component in strategy development, influencing every business aspect from supply chains to internal culture. The sustainable CEO’s journey is filled with continuous learning, stakeholder engagement, and an unwavering commitment to a greener and more equitable world.

The companies and leaders mentioned above illustrate that integrating sustainability does not compromise profitability; rather, it future proofs the business. In the words of Andrew Winston, a renowned sustainability consultant, “The hallmark of a resilient, forward-thinking company is its ability to thrive where others won’t, by embracing what others don’t.”

CEOs today have an unprecedented opportunity to reframe their success by the legacy they leave for the world and future generations.

Strategic decisions, careful evaluation of action, and open, honest, transparent communication with employees, stakeholders, and consumers must be a the heart of a sustainable strategy, so the CEO can speak with authority and a level of trust.

To see the original post, follow this link: https://www.industryleadersmagazine.com/ever-expanding-role-of-ceos-in-corporate-sustainability/

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Sustainable Business: Leveraging User Insights Is Key To Greener Profits

16 01 2024

As businesses navigate the complex terrain of a rapidly changing world, user insights will lead the charge toward a climate-positive future. Photo: GETTY

By Malini Leveque, Global Vice President User Research & Product Insights at SAP via Forbes • Reposted: January 16, 2024

We are in the midst of the era of Sustainable Business, a transformative period where the decisions we make today are shaping the future of our planet. Our times are marked by a heightened focus on environmental responsibility, with consumers, investors, and regulators demanding authentic commitment over mere green credentials. To truly stand out today, businesses must make choices that align with sustainable practices and responsible and ethical choices that resonate with their stakeholders.

In the corporate boardroom, we see that sustainability is no longer a buzzword; it is a strategic imperative. Products like SAP Analytics Cloud not only showcase financial performance, but also highlight the environmental impact of each business decision. Carbon footprints, resource consumption, and eco-friendly alternatives are becoming key metrics to create personalized experiences that go beyond transactional relationships, to enable businesses to build genuine customer loyalty through shared values for a greener future.

Navigating this complex landscape requires more than good intentions. It demands a deep understanding of what stakeholders truly value; how their needs align with environmental responsibility, and how to translate those insights into tangible action. The translation of these insights into actionable strategies becomes the key differentiator in achieving sustainable success.

This is where the often-overlooked realm of user insights comes into play.

In the past, user research might have been relegated to tweaking product features or refining marketing campaigns. Today, it is the hidden weapon in the fight for a sustainable future. User insights reveal the unspoken concerns, and evolving priorities of consumers when it comes to sustainability.

Understanding these nuances allows companies to design products and services that resonate deeply, while simultaneously minimizing environmental impact. By harnessing the power of user data and leveraging the analytical might of AI, product teams can unlock a treasure trove of information to drive informed decision-making, foster innovation, and build genuine customer loyalty.

Gone are the days of opaque calculations and guesswork. AI-powered algorithms, trained on real-world data and user feedback, deliver transparent and reliable insights, empowering businesses to identify areas for improvement and make data-driven decisions that shrink their environmental footprint.

But it is not just about technology. The true magic lies in the collaborative spirit behind it. User insights should not be confined to white papers and dashboards, but rather serve to fuel product development through cross-functional teams, where designers, engineers, and sustainability experts work side-by-side.

A case in point is reimagining the SAP SuccessFactors HXM Suite. User feedback, meticulously gathered and analyzed, revealed common themes around individualization, talent sourcing, and confident decision making. This translated into a user-centric redesign that not only enhanced usability, but also instilled a sense of personal ownership and empowerment, aligning seamlessly with modern values and sustainability goals.

This collaborative approach – informed by a constant influx of user insights – is not just about optimizing products or increasing profitability. It is about building trust, fostering genuine engagement, and driving organizational change. When employees feel their voices are heard and their concerns addressed, they become champions of sustainability within the company, propagating environmentally conscious practices throughout the value chain.

The journey from user feedback to sustainable action is not always smooth. It requires commitment, flexibility, and a willingness to embrace change. But the rewards are undeniable. Companies that successfully harness the power of user insights to inform their sustainability initiatives will not only secure a competitive edge in this decade of choice, but also contribute to building a more just and sustainable future for generations to come.

As businesses navigate the complex terrain of a rapidly changing world, user insights will lead the charge toward a climate-positive future. The shift from feedback to foresight is not just a technological evolution; it is a commitment to responsible and sustainable business practices.

To learn more about how design is helping to solve the problems that matter, visit www.sap.com/design.

To see the original post, follow this link: https://www.forbes.com/sites/sap/2024/01/11/sustainable-business-leveraging-user-insights-is-key-to-greener-profits/?sh=2d7895bc7b8d

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Climate disclosures: corporations underprepared for tighter new standards, study of 100 companies reveals

11 01 2024

Photo: Shutterstock/Bilanol

By Evangelos Seretis, Lecturer in accounting, University of Glasgow, Fanis Tsoligkas, Associate professor in management, accounting, finance & law, University of Bath, Ioannis Tsalavoutas,Professor in accounting and finance, University of Glasgow and Richard Slack, Professor of accounting, Durham University from The Conversation • Reposted: January 11, 2024

Companies and the carbon emissions that they generate are one of the key drivers of anthropogenic climate change. Because of this, however, they also hold precious potential of curbing its severity. The 2021 Glasgow Pact stated that rigorous sustainability reporting standards that will push companies to disclose information about their impact on the environment as well as climate change’s impact on their operations are essential. For this reason, it supported the creation of the International Sustainability Standards Board (ISSB), a new branch of the International Financial Reporting Standards (IFRS) Foundation, which aims to develop a robust set of financial-related sustainability-reporting criteria.

In June 2023, the ISSB issued its first two standards, IFRS S1, General Requirements for Disclosure of Sustainability-Related Financial Information and IFRS S2, Climate-Related Disclosures. The second focuses solely on climate change-related issues, requiring companies to disclose information around four aspects of their activities: governance, strategy, risk management, and metrics and targets. The standard requires information about the company’s governance body responsible for oversight of climate-related risks and opportunities, as well as quantitative disclosures (in particular, greenhouse-gas emissions).

The standards have gained support from many global bodies, including the G7, the G20, the International Organization of Securities Commissions, and the Financial Stability Board. Although no country has yet adopted them, many are expected to endorse or require them in the near future. Countries such as the UK and Brazil are moving toward this direction. Also, the European Commission confirmed that climate-related disclosures of the European Sustainability Reporting Standards exhibit a high degree of alignment with second IFRS standard, and EU-based companies will have to adopt them in 2024.

Are companies ready for this transition?

At the end of March 2022, the ISSB issued drafts of the two standards. Our study explored the ex ante level of firms’ adherence with climate-related disclosures by capturing disclosure levels against those proposed as to be required by the draft IFRS S2 (known as ED IFRS S2). Our year of analysis was the financial year 2021, i.e., the year immediately prior to the publication of the draft. We purposely focused on 100 large international companies in sectors with high carbon emissions, comprising 50 from the chemicals and 50 from the construction materials sectors.

Due to their size, such companies are under increasing pressure from consumers, shareholders, regulators and NGOs to report on their climate-related risks and opportunities. To carry out our analysis, we built a research instrument based on the ED IFRS S2 and scored the firms’ publicly available reports, ranging from annual, sustainability to integrated reports.

Variations in reporting

Our findings indicate that, on average, the companies analysed disclose around 39% of the items they would be required to reveal under the ED IFRS S2. When we zoom into the four categories of the ED IFRS S2 “core content”, we find that companies engage much more with climate-related disclosures about their governance processes (around 60%) but much less with strategy and risk management disclosures (around 36% and 35%, respectively).

For metrics and targets, companies disclosed more of their climate-related targets than reporting their metrics (i.e., outcomes) with average levels around 67% and 35%, respectively. In other words, companies are found to be more vocal about their future plans (i.e., their future targets) than they are about their actual achievements so far (i.e., metrics). The moderate overall level of companies’ forecasted adherence with the draft standard does not allow us to draw a direct conclusion. Nevertheless, a closer look to the findings reveals some additional insights with important implications about the application of IFRS S2:

It draws heavily from the Financial Stability Board’s Task Force on Climate-Related Financial Disclosures (TCFD) recommendations. When we focus specifically on the “new” items (those not included in the 2017 TCFD recommendations), we find that the related average disclosure score drops to about 25%.
Many “new” items relate to the effects of climate-related risks and opportunities on financial statements. Our evidence indicates that climate-related disclosures appear disconnected from the financial statements. This is consistent with our previous studies on companies from the extractives sector that report very low levels of engagement with climate-related financial disclosures in their financial statements. For example, whether climate change affects companies’ accounting policies, their financial performance, and their cash flows.
Companies use various locations to disclose their climate-related information with limited cross-referencing between their various reports. On average, 50% of the items disclosed are found in the annual reports, about 25% are found in sustainability reports only, and around 15% in other reports only (e.g., CDP response). The absence of cross-referencing potentially hinders the connectivity (and hence the usefulness) of the disclosures scattered among different reports.
About 50% of the companies have, at least, some parts of their climate-related disclosures assured by a third party. The assurance refers primarily to the metrics disclosed and to a much lower extent to the narratives.

More challenges ahead

This fast-changing corporate reporting landscape brings new challenges for companies, regulators, standard setters, and users:

Having contrasted the suggested requirements in the ED IFRS S2 and in the final version of IFRS S2, we note few differences that, however, do not alter the requirements in substance. If anything, IFRS S2 is more prescriptive and thus more “demanding” for companies.
Future disclosure. Based on forecasted disclosure levels, companies face considerable changes to their reporting when the two standards are adopted, or made mandatory, at a country level.
New standards on the horizon. The ISSB is considering a number of other sustainability-related topics such as biodiversity, ecosystems and ecosystem services; human capital; and human rights for its future standards. There is still a long way ahead for the ISSB to cover such a multidimensional topic satisfactorily. At the same time, companies may find it particularly challenging to collect all the necessary information for adequately disclosing their sustainability-related activities/impact when the full set of IFRS sustainability standards is completed.
Materiality. According to IFRS S1, companies shall disclose sustainability disclosures that have financial implications for them and their financial capital providers. Nevertheless, the magnitude of various climate-related risks (especially the physical ones) companies, potentially, face inherently cannot easily be reliably measured. Hence, the reliability of these disclosures may be questioned.
Audit and assurance. Neither IFRS S1 nor S2 requires assurance of disclosures, although they recommend verification for some items (such as the volume of direct and indirect greenhouse gas emissions). Nevertheless, companies are required to disclose material sustainability-related financial information which is likely to be subject to the audit process. It is unclear how the audit of this extra financially material information will be performed.
Integrated reporting. The intention of ISSB is to integrate financial and sustainability reporting, following the Integrated Reporting Framework. However, very few companies engage with disclosures directly connected to their financial statements. Without change in reporting, the ISSB’s purpose to provide integrated sustainability-related financial reporting standards may be undermined.
Standards competition. Although the ISSB has received support from many jurisdictions, other countries (namely the EU block and the US) are working on separate projects (e.g., European Sustainability Reporting Standards). While the current “polyphony” helps to improve the quality of sustainability reporting standards, companies may find themselves being subject to multiple reporting requirements. Moreover, users may find it difficult to compare companies’ performance that report against different Standards. Without global comparability, sustainability reporting may fail its very purpose.

To see the original post, follow this link: https://theconversation.com/climate-disclosures-corporations-underprepared-for-tighter-new-standards-study-of-100-companies-reveals-210737

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Personal and Planetary Health Now Increasingly Linked in the Mind of the Consumer, Tetra Pak Index Reveals

11 01 2024

Image: Tetra Pak

From Tetra Pak via CSR Newswire ª Reposted: January 11, 2023

Consumers are now actively considering the environment alongside their individual health when buying food, according to the latest Tetra Pak Index. The study, developed in collaboration with global market research firm IPSOS, also reveals that only 17% are willing to sacrifice food and drinks with health benefits in the current economic climate.

Report Highlights

54% consider the future of the planet when making food choices.
70% say that healthy products shouldn’t harm the environment.

Consumers are now actively considering the environment alongside their individual health when buying food, according to the latest Tetra Pak Index. These environmentally conscious consumers labelled ‘Climatarians’ are willing to alter their eating habits to protect the planet.

The market for healthy foods is already well established, as consumers actively seek products that will have a positive impact on their physical wellbeing. But a significant majority now take a more holistic view: 70% say that healthy products should not harm the environment, while another 54% are willing to take responsibility for the planet and change their diet to contribute to a better world.

This dual focus is reflected in the rising number of consumers consciously reducing the amount of meat they eat, known as “flexitarians”, with nearly half of all consumers saying they are reducing meat intake or excluding meat altogether. The Tetra Pak Index, based on a survey conducted in ten countries around the world by global market research firm IPSOS, found that this trend towards meat reduction is a global phenomenon. 56% of respondents cite health reasons for adopting a flexitarian, pescatarian, vegetarian or vegan diet, but over a third (36%) specifically cite the environment as their primary motivator.

The research also reveals that convenience is no longer king. In a marked shift in long-prevailing attitudes, 70% would sacrifice convenience for healthier products. The drive for health is also unaffected by the cost-of-living crisis, with only 17% willing to sacrifice food and drinks with health benefits in the current economic climate.

A rising trend

The climatarian trend is expected to grow, as the effects of climate change are felt more widely; with consumers expecting food manufacturers to deliver products that are both healthy and sustainable.

Adolfo Orive, President and CEO at Tetra Pak, comments: “The findings of this year’s Index are reflective of the direction we have taken in the last few years, to decarbonise the food industry and make food systems more resilient and sustainable. In many parts of the world, people rely on products such as milk and juices for their daily nutrition, so it is critical to optimise their value chain with innovations in sourcing, packaging, processing and distribution, which is where we have been playing an active role together with our customers and suppliers.

In addition, considering that the world will need 60% more food by 2050, we are complementing these efforts through technologies that can help explore new sources of nutrition – ranging from new plant-based sources to alternative proteins produced with biomass and precision fermentation. Both these areas are critical to contribute towards food system sustainability.”

The potential of new food

Breakthrough new food innovations can play a strong supporting role in delivering products that are not only tasty, but also resource efficient. The good news is that consumers are ready to embrace innovations that improve how we live and eat, with 62% believing that technology has a role to play in a more sustainable future. At the same time, some consumers are concerned that such innovations may not be as natural as fresh, unprocessed food – so finding the right balance will be key.

“This area is developing quite rapidly, and it is difficult to predict when and to what extent it will succeed; but it is only through continued efforts and leveraging collaboration to explore every potential opportunity, that we will find solutions to the current food system challenges” says Adolfo.

To view the full report, follow this link: https://www.tetrapak.com/insights/tetra-pak-index/tetra-pak-index-2023

To see the original post, follow this link: https://www.csrwire.com/reports/792126/personal-and-planetary-health-now-increasingly-linked-mind-consumer-tetra-pak-index

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What to expect from sustainability and social impact in 2024

7 01 2024

Source Images: Andriy Onufriyenko/iStock/Getty Images, Photobank/Shutterstock]

By Susan McPherson from Fast Company • Reposted: January 7, 2023

The landscape of corporate responsibility today looks substantially different than 10 years ago. As the industry continues to evolve, face political backlash, and deal with more complex business and societal issues, we’re beginning to see an increased focus on companies’ most valuable asset, their employees and workers. According to JUST Capital’s 2023 rankings of America’s most “just” companies, the top three companies share a clear commitment to addressing worker issues and investing in employees.

Businesses are catching on and turning their attention to how they can better support their people—including contingent employees such as freelancers, contractors, consultants, and vendors—as well as investors, customers, and communities at large.

We’re seeing more initiatives than ever being created to guarantee that not only products and services but also policies and procedures are adopted to better ensure that workers can thrive in all aspects of their lives. For example, many companies have prioritized offeringbenefits that address specific midlife health and lifestyle concerns, while research suggests that benefits tailored to employees’ needs can have an impact on retention and performance. This shift has most certainly been informed and accelerated by changing quality of life dynamics and quickly evolving technology, the likes of which have made AI a reality across sectors.

The current political climate also influences how businesses have (and have yet to) shown up for people. Globally, we’re witnessing several active conflicts unfold, while 2024 will be the largest election year in history, with more than 40 countries going to the polls. That’s more than 40% of the world’s population. As we look ahead, the state of democracy will also play a key role in what’s next for business.

I asked several experts in the field to gather insights on how sustainability will continue to grow and evolve in 2024. Here’s what they had to say:

IT’S TIME TO FOCUS ON THE “S” IN ESG

This year, experts believe that people will take center stage with businesses making greater commitments to prioritize, measure, and improve quality of life. According to Jennifer Fisher, human sustainability leader at Deloitte: “The “S” in “ESG” has been living in the shadow of “E.” However, leaders and organizations are increasingly realizing that our biggest societal and environmental challenges can’t be solved if people aren’t thriving.

In the next few years, I think the “S” will become a bigger focus on the C-suite agenda and leaders will be investing more in human sustainability, which refers to the degree to which an organization creates value for people as human beings. It considers all people in contact with the organization: not just current workers, but also future workers, extended (contingent, gig, or external supply chain) workers, customers, investors, communities where the organization operates, and society broadly.

I predict that leaders and organizations will not only reflect, but also act on the role they play as stewards of human thriving, making greater commitments to prioritize, measure, and improve human outcomes within their spheres of influence.”

Alison Taylor, executive, NYU Stern School of Business associate professor, and author of the forthcoming book, Higher Ground, added the importance of worker voice as it relates to ongoing conflict: “The focus on worker rights and voice will continue to escalate. Hopefully, we will have a more realistic and sober conversation about how and when corporations seek to advocate for or represent their employees, especially given the ongoing conflict in the Middle East.”

BUSINESS HAS A ROLE TO PLAY IN PROTECTING DEMOCRACY

This year will be a pivotal one in global politics. Taylor believes that corporate political spending and influence will face more scrutiny than ever this year: “I’d say there will be two big themes for 2024. The most obvious one is corporate political responsibility, both domestic and international.

With a fraught and turbulent election year, we can expect renewed scrutiny over political spending and influence and the revival of questions on what corporations should and shouldn’t be doing to protect democracy.” Organizations such as Leadership Now Projectand Business for America are actively engaging with private sector leaders to ensure the United States has both a strong democracy and economy. Each organization regularly shares insightful research and educational materials that business leaders can turn to throughout the year.

PRIORITIZE COLLABORATION OVER COMPETITION TO REACH SHARED GOALS

As corporate responsibility continues to mature in 2024, businesses are moving away from operating in silos towards a more collaborative, mutually beneficial environment. Jeannette Ferran Astorga, executive vice president of corporate affairs, communications, and chief sustainability officer at Zoetis, shared: “In 2024, we expect to see more collaboration versus competitiveness, as companies seek to achieve common goals such as emissions reductions across the value chain. As an example, agriculture, food, and livestock received significant interest at COP28, and improved animal health emerged as a clear climate solution.”

ENSURE THAT SUSTAINABILITY-RELATED SKILLS ARE INTEGRATED INTO VARIOUS ROLES ACROSS THE BUSINESS

When thinking about the workforce that will support business collaboration, Dave Stangis, partner and chief sustainability officer at Apollo, believes sustainability skills will become even more important to various roles within a company. He added: “Despite a fluid global geopolitical landscape, I see sustainability taking a more interconnected higher ground in 2024. With increased global attention, I think we will see greater focus on value creation—both for businesses and society. We’ll see growing attention to adaptation and resilience as more people see the connection between our oceans and severe weather around the world. The sustainability profession has grown immensely over the past decade. This year will continue the expansion and integration of sustainability skills into other corporate roles—especially finance, legal, and strategy.”

ACCESS TO COMPREHENSIVE ESG DATA AND RIGOROUS REPORTING CAPABILITIES WILL BE ESSENTIAL

Comprehensive financial data and reporting have long been available. According to Pamela Gill-Alabaster, global head of ESG & sustainability at Kenvue, ESG data and reporting should be based on the same rigor and assurance. “I believe among the greatest challenges, beyond decarbonizing everything we do, will be addressing the mounting global regulatory requirements for enhanced disclosure of ESG-related impacts, risks, and opportunities. It will become increasingly important to have access to upstream and downstream value chain primary data and the ability to report that data with the same rigor and assurance used for financial reporting. These pressures will likely foster greater collaboration between the ESG function and the financial comptroller’s office and drive demand for better tools for data collection, governance, measurement, auditability, and reporting.”

DOUBLE DOWN ON COMMITMENTS TO MOVE FROM FOSSIL FUELS TO RENEWABLE ENERGY

Although December’s COP28 didn’t explicitly endorse a “phase out” of coal, oil, and gas as many hoped, it did address the concept of “transitioning away” from fossil fuels in power systems. According toAnisa Kamadoli Costa, chief sustainability officer at Rivian, this year will be critical in the continued transition to renewable energy: “I can’t help but see 2024 as a critical year in the transformation of our transportation and energy system from internal combustion engines powered by fossil fuels to electric vehicles powered increasingly by renewable energy. Critical because the pace of this shift needs to accelerate significantly across three levers simultaneously, as laid out in The Pathway Report, which we commissioned together with Polestar: faster electrification; more renewable energy for charging; and decarbonizing our supply chains. We need to move further faster in transitioning away from fossil fuels and I hope that 2024 will be a year of action on this front—it needs to be.”

BE PREPARED TO SHIFT CORPORATE RESPONSIBILITY STRATEGIES QUICKLY, AND IN REAL-TIME

Kristen Titus, founder and CEO of Titus Group, believes that corporate responsibility strategies will continue to evolve in 2024, often shifting in real time given the various issues businesses navigate daily. She shared: “The next 12 months promise to challenge the standards and norms that have guided corporate responsibility efforts over the past decade. Corporations and executives are facing consequential decisions as they navigate economic uncertainties, global conflict, and the impacts of AI on society—all this in a year in which two billion people across more than 40 countries will be headed to the polls. We’re seeing strategies shift in real time, with the public’s trust in executives waning. Expect renewed calls for commitments to economic mobility, responsible AI, education and workforce investments, and time off to vote. Perhaps most notably, AI will be top of mind—for executives, policymakers, for voters and consumers alike.”

In closing, expect much more change ahead. Navigating 2024 will require transparency in addition to swift and adaptive corporate responsibility strategies. By putting employees and workers first, companies can not only navigate the evolving landscape but also lead in making a positive impact across community well-being, climate change, democracy, and much more that we all need during these challenging times.

Susan McPherson is a serial connector, angel investor, and corporate responsibility expert. She is the founder and CEO of McPherson Strategies, a B-Corp certified, communications consultancy focused on the intersection of brands and social impact. To see the original post, follow this link: https://www.fastcompany.com/91004700/what-to-expect-from-sustainability-and-social-impact-in-2024

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From gimmick to necessity: Role of sustainability in shaping a brand’s success

7 01 2024

By Yug Bhatia from financial express.com • Reposted: January 7, 2023

As consumers become more aware of environmental and social issues, sustainability has become more than just a buzzword. It has evolved into a crucial component in defining the essence of a successful brand.

While many companies may view sustainability as a mere marketing gimmick, it is essential to recognise that a genuine commitment to sustainable practices can substantially impact a brand’s identity, consumer perception, long-term profitability and societal contribution.

By prioritizing sustainable strategies that align with their values, companies can build a reputation as responsible leaders and gain the trust of consumers who share these values. Sustainability is crucial for all businesses, especially those involved in renewed products.

Renewed products, such as refurbished electronics and appliances, offer consumers a more sustainable option compared to purchasing new products. The businesses involved in this segment aid in reducing waste, conserving resources and reducing the environmental impact of consumerism by extending the lifespan of existing products.

The growth of the used and refurbished smartphone market is a clear example of the evolution of sustainability from a mere marketing gimmick to a necessity. According to research firm Mordor Intelligence, the market size is expected to increase from $56.61 billion in 2023 to $71.91 billion by 2028, with a CAGR of 4.90% during the forecast period. GSMA predicts an even more significant growth, with the refurbished smartphone market alone expected to grow by $140 billion by 2030.

These numbers reflect a substantial change in consumer behaviour and industry focus towards sustainability.

To succeed in this flourishing market, brands must make sustainability their core principle and integrate it into every aspect of their operations. This includes responsibly sourcing materials, adopting eco-friendly manufacturing processes and providing top-notch customer service.

By embracing sustainability, renewed product brands can reap several benefits, including:

Enhanced brand reputation: With sustainability becoming increasingly significant to consumers, brands prioritising it can garner a distinct advantage in the market. By demonstrating a commitment to eco-friendly practices and values, these brands can improve their reputation and attract a growing segment of environmentally conscious consumers.

Reduced costs: Implementing sustainable practices can result in cost savings by reducing energy consumption and waste production. This, in turn, can lead to enhanced profitability for brands that adopt these practices.

Unique competitive advantage: Integrating sustainable practices can also furnish a significant competitive edge over other brands that do not prioritise sustainability. With this, businesses can attract a new segment of customers who value green operations, which can help them gain a larger market share.

It is also essential to understand that contrary to the misconception that sustainability compromises profitability, it future-proofs businesses against evolving regulatory frameworks and consumer preferences.

Today, employees are more inclined towards organisations that are driven by purpose. Businesses with strong sustainability initiatives appeal to top talents who seek to contribute to a more significant cause. Furthermore, apart from hiring, a commitment to sustainability instills a sense of satisfaction and involvement among the workforce.

When employees feel they share the same values as their organisation, they function as brand advocates, leading to enhanced innovation and productivity.

Moreover, sustainability is not just about the environment but also about social responsibility. Brands that actively promote sustainability often support community development, marginalised sections and diversity and inclusion.

By embracing a comprehensive approach to corporate social responsibility, these businesses improve their reputation and foster goodwill among stakeholders, positively impacting society. Furthermore, zeroing in on sustainability will also allow businesses to comply with stringent environmental regulations and meet the growing expectations of new-age consumers.

In the ever-changing business landscape, sustainability is no longer just an advantage but a crucial factor that shapes a brand’s image and prosperity.

The author is CEO and founder of ControlZ. To see the original post, follow this link: https://www.financialexpress.com/business/brandwagon-from-gimmick-to-necessity-role-of-sustainability-in-shaping-a-brands-success-3357349/

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Climate literacy: why ESG training for employees is crucial

7 01 2024

Photo: Getty Images via Sustainability Magazine

By Kate Birch via Sustainability Magazine Reposted: January 7, 2023

Forward-thinking companies are schooling their workforce in climate action, building corporate sustainability champions committed to being agents of change

Employees with strong environmental awareness and knowledge play a pivotal role in accelerating corporate sustainability. That’s according to recent Deloitte research, which reveals that companies who educate, engage and empower employees in sustainability will not only bolster worker satisfaction – but accelerate impact and catalyse deep organizational change. And employees want to learn.

According to Salesforce research on the Sustainability Talent Gap, over 8 in 10 global workers want to help their company operate sustainably, with 3 in 5 employees eager to incorporate sustainability into their current role.

“Leading companies today are not only setting science-based targets to slash emissions and drive progress through their supply chains. They’re also engaging their customers and employees to make smarter choices and build momentum for broader societal progress,” says Carter Roberts, CEO of the World Wildlife Fund.

One step many companies are taking is investing in employee training – 50% of leaders surveyed by Deloitte say they are already educating employees about sustainability and climate change, while another 41% plan to launch such a programme within the next two years.

This commitment by companies arrives as the new European Corporate Sustainability Reporting Directive (CSRD) comes into force (January 1) mandating 60,000 companies in the EU to educate and engage key stakeholders.

It is also likely fuelled by the upcoming SEC climate risk disclosure ruling in the US.

Employee training on climate action is no longer a nice-to-have, but increasingly necessary if companies are to reach ambitious net-zero goals.

In an interview with Reuters a year ago, Microsoft President Brad Smith warned that thousands of businesses would likely fail to meet pledges to combat climate change unless they start training employees on sustainability.

“We have to move very quickly to start to bring our emissions down, and the ultimate bottleneck is the supply of skilled people,” he said.

And recent research from LinkedIn’s 2023 Global Green Skills report released at the end of 2023 backs this up – showing that demand for green talent is outpacing the growth of green skills.

To address climate change, we need to understand it

Climate literacy extends beyond a basic awareness or knowledge of climate change and represents a deeper level of understanding, where individuals possess the necessary knowledge, skills, and attitudes to effectively engage in conversations and take informed action regarding climate-related issues.

IKEA for example has trained its 20,000 food workers in technology that has cut the Swedish furniture giant’s food waste by 50%. While drinks multinational Diageo is working with the University of Oxford to equip its executives with ESG skills to ensure a truly sustainable business.

And consultancies like Deloitte and Bain are investing millions in upskilling their consultants in ESG to ensure they have the skills to help clients transform – good for the planet and good for business.

In the words of Deloitte Global CEO Emeritus Punit Renjen: “To address climate change, we need to understand it.”

Under Renjen’s watch, as Global CEO, Deloitte was among the first big companies to roll out a climate learning programme for employees.

As well as building awareness about AXA’s climate strategy and increasing understanding of the impacts of climate change to the business, the training encourages change in employee behaviour and attitude and develops the ability to think critically about climate topics.

To achieve its targets, AXA must act as “an investor, as insurer and as an exemplary company by integrating climate issues in every job of the company”, the company says.

As well as training AXA employees, the Climate Academy is now working with more than 130 organisations worldwide – including organisations such as Microsoft, Unilever and Heineken – to integrate the Climate School, making it accessible to 4 million people worldwide.

Due to increased demand, AXA Climate School has more recently rolled out a new 10-syllabus curriculum called Net Zero School to help knowledge workers across professional services companies to fully understand the decarbonisation challenges of some of the most CO2 intensive sectors, to help their clients decarbonise.

Make employees your biggest sustainability champions

One company that has partnered with AXA Climate School to build sustainability champions among its employees is IT major HCLTech.

Committed to achieving net-zero by 2040 and recently recognised as an ‘industry mover’ in the coveted S&P Global Sustainability Yearbook, the India-headquartered tech giant is taking its 220,000-strong workforce across 54 countries on the climate journey with it.

In 2022, in partnership with AXA, HCLTech launched its Sustainability School and is delivering a comprehensive climate literacy learning series.

The climate literacy course covers topics such as the impending threats to biodiversity, the exploitation of natural resources, and the impact on livelihoods across geographical regions. It also delivers actionable insights, looking at the innovative ways to reduce carbon emissions within HCLTech and with clients – as well as helping employees understand how to reduce their own carbon footprint.

“Our people can be our biggest champions on sustainability and this learning series will provide them with practical tools so they can be agents of change within the company and their own communities,” says Santhosh Jayaram, Global Head of Sustainability at HCLTech.

French fashion conglomerate LVMH takes a similar stance, believing that “each employee can be an actor of change”, Helene Valade, LVMH’s Environmental Development Director said during the Change Now environmental summit that took place in Paris.

Key to this, according to Valade, is the provision of “expert training” and LVMH has committed to environmental education for all 200,000 employees by 2026.

From Vallée de la Millière, a 75-acre wetland located about an hour outside of Paris and home to more than 350 plant and animal species, the luxury goods giant will provide biodiversity awareness and training for employees with programmes tailored around specific employee functions – from a procurement specialist evaluating suppliers of raw materials, a sales associate responding to customer enquiries about a product’s eco credentials or a logistics specialist navigating the most eco-friendly modes of product transport.

Building the ESG expertise and skills of employees is a no-brainer, given sustainability is one of the defining issues of the time.

This is especially true for consultancies, financial institutions and tech companies for whom ESG is increasingly central to business success, as they work with clients to improve their ESG performance.

Supporting the client transition – green skills

Take Nordea. As the largest financial services group in the Nordics, Nordea has an opportunity to support and strengthen clients through climate change – and is tapping this with the launch of a new modular sustainability training programme that allows its more than 30,000 employees to tailor the curriculum to suit their specific needs and roles.

According to Anne Schult Ulriksen, Head of ESG at Nordea’s Large Corporates & Institutions unit, the aim of the programme is to “help ensure that we remain relevant, competent and compliant on sustainability topics, and that we continue to support our clients’ transition towards a more sustainable net-zero future.”

Developed in-house to bring out the Nordea perspective (the bank’s own goals and policies and the challenges its clients typically face) the curriculum ensures all staff understand Nordea’s positions on sustainability issues and equips them with the skills to support client shifts to sustainable business practices.

Categorised into 10 core modules, the training covers topics ranging from Nordea’s sustainability strategy and the current reporting and regulatory environment to sustainable products and services, engagement and stewardship, and ESG ratings and research.

In developing its ESG curriculum, consulting giant Bain & Company realised the need for bespoke content and has tapped some of the world’s leading universities.

Long considered a sustainability frontrunner in the industry, achieving carbon neutral status for the past 10 years in a row, Bain is not just committed to tackling its own footprint but that of its clients – and this requires a deep understanding of ESG matters.

“To become the leading consulting firm in ESG, we needed to ensure all our employees have mastered these topics,” says Brussels-based Bain Associate Partner Alexandre Gueulette.

So, its Sustainability & Responsibility practice set about developing a programme to cater to employees with different baseline understandings – unveiling a global initiative with local implementation.

Each region partnered with a major university (12 world-class universities are involved) and developed its own curriculum to equip Bain professionals (Bainies) with the ESG skillsets they need, from carbon transition to circularity and food systems, tailoring each to the relevant demands of the thousands of consultants across 40 countries.

While the Italy team developed four modules with Bocconi University, Bain’s Australian offices partnered with the Melbourne Business School to create three modules and two masterclasses with training covering climate science and policy, planetary boundaries, doughnut economics, climate risks, and more.

In the Americas, the team partnered with MIT Sloan to develop the ‘Sustainability in Action’ training programme and 1,100 Bainies opted in to learn how to make the business case for sustainability and explore sustainable business strategies.

The training was rolled out to all Bain consultants digitally throughout 2023.

Bain’s ESG training programme was rolled out to all Bain consultants digitally throughout 2023

Take a Sustainability Masters at EY

Taking sustainability education to even greater heights, Big Four firm EY offers its global employees the opportunity to undertake a Master’ Degree – without charge.

Launched in collaboration with Hult International Business School in 2022, the EY Masters in Sustainability aims to significantly expand sustainability and climate literacy among EY’s staff, helping them transfer their skills into sustainability services for clients around the globe.

Delivered entirely online and available to all EY’s 312,000 global employees, the customised curriculum looks to efficiently upskill students in high growth areas for client work.

“EY people are passionate about tackling global challenges and this qualification will help both the EY organisation and EY clients become true leaders in building a more sustainable world,” say Carmine Di Sibio, EY Global Chairman and CEO.

Whatever the approach, educating and empowering employees in the fight against climate change is a no-brainer.

To see more, follow the original post using this link: https://sustainabilitymag.com/sustainability/climate-literacy-why-esg-training-for-employees-matters

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Tags: 2023 Global Green Skills REport, accountability, Climate Literacy, corporate social reponsibility, corporate social responsibility, CSR, Deloitte Research, employee engagement, ESG, green marketing, responsible brands, sustainability, sustainable branding
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How Internal Communications Can Unleash Employee Ingenuity on Sustainability Challenges

3 01 2024

Image: Beem

By Noah Keteyian via Sustainable Brands • Reposted: January 3, 2023

People everywhere are feeling the effects of climate change and want to be part of the solution. Business leaders who engage their employees in sustainability initiatives will help them feel more connected and create new opportunities to shape the future.

Extreme weather events, global carbon emissions and biodiversity concerns are rapidly accelerating the need for corporate sustainability action. For years, the private sector has been investing significant resources into achieving time-bound goals; and now, these investments — together with advancements in climate technology — are reshaping our economy and creating new opportunities in the workforce.

Recent WE Communications research, Winning the Battle Against Green Fatigue, finds that even as employees are overwhelmingly eager to get involved in their companies’ sustainability activity, few are actually participating. A targeted internal-communications strategy can help bridge that divide and mobilize employees.

Here are four places to focus:

1. Make connections, so employees see the impact of their work.

The bad news: Two-thirds of employees say they have little to no involvement in their companies’ sustainability efforts. The good news: 78 percent say they want to take part.

How do employers bridge this gap? Empowering employees can change the face of your commitments. Rally every employee to the cause, regardless of role, and tightly connect sustainability to your organization’s mission and purpose. Ask employees for their ideas. Upskill them as, for example, new AI-supported tools come online to rapidly embed sustainability throughout supply chains.

People want to feel like they are part of something greater; and the right communications can show employees how their role contributes to the bigger picture. As your organization makes real progress toward 2030 or 2040 goals, every employee becomes part of that success.

2. Embrace transparency along the way.

2030 sustainability goals aren’t just about back-of-house reporting anymore. Increasing occurrences of extreme weather — such as wildfires, flooding and droughts — have emphasized the immediate impact climate change has on people’s personal lives and communities. Because employers are integral members of the communities where they operate, people want to know what their organization is doing to help.

Other recent WE research, It’s Personal: The New Rules of Corporate Reputation, found that 75 percent of people say organizations should be transparent in communicating what they do in response to issues in society. This need for transparency is particularly important when companies fall short of sustainability goals. While only one-third of C-suite executives surveyed in Winning the Battle Against Green Fatigue agreed that transparent communication is a must in this situation, nearly half the broader workforce said it’s necessary. By embracing transparency, leaders show how they’re listening to employees and have a shared understanding of what’s important.

Transparent communication means you don’t have to wait until you have great results — keep your employees in the loop with sustainability reporting and milestones, whether you’re succeeding or falling short. Employees want to be part of the process; so, involve them early by sharing steps along the way and they’ll become more invested.

3. Rethink sustainability metrics

In the face of technological advances and workforce changes, integrate sustainability considerations right up through business planning and tools deployment. Embedding sustainability throughout organizational processes creates multiple points to connect with employees and will help address skepticism: Winning the Battle Against Green Fatigue also found nearly half of employees (45 percent) suspect their company of greenwashing at some level.

To prove your organization is in for the long haul, share sustainability metrics on a par with other business reporting. When employees hear the CEO talk about sustainability efforts in the same breath as earnings — and with follow-up from their managers on how they tie to team goals — it demonstrates a central connection to the business.

Steady clarity of communication gives organizations a way to provide a plan to get back on track when targets are missed. Our research shows that most employees will forgive setbacks to sustainability goals if there is also clear information about the path forward.

4. Create sustainability spotlights.

Facing the climate crisis can feel overwhelming; for the individual, it can seem like a lost battle. Help employees feel the strength in the organization’s numbers by encouraging sustainable or efficient behavior through rewards and recognition programs. Highlight benefits that work for people and planet — such as public-transportation vouchers, volunteer hours to restore a local wetland, or gift cards for local or sustainable businesses for those who find innovative ways to conserve company resources. How about a leaderboard that keeps a running tally of how much carbon employees are keeping out of the atmosphere by taking advantage of sponsored programs?

These shout-outs can help build momentum throughout the organization and show people how their direct actions, their colleagues’ efforts, and business innovations create meaningful outcomes.

Noah Keteyian is WE’s executive vice president of corporate reputation and brand purpose. To see the original post, follow this link: https://sustainablebrands.com/read/organizational-change/internal-communications-employee-ingenuity-sustainability-challenges

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Tags: accountability, corporate social reponsibility, corporate social responsibility, CSR, Employee Egagement, ESG, green marketing, responsible brands, sustainability, sustainable branding, sustainable brands, We Communications, Winning the Battle Against Green Fatigue
Categories : Climate Change, corporate social responsibility, DEI, ESG, green marketing, lack of trust, reputation management, responsible brands, social responsibility, sustainability, sustainable branding, sustainable brands

Can Advertising Ever Really Be Good for The Planet?

3 01 2024

Graphic: Getty Images

By Tom Idle from Sustainable Brands • Reposted: January 3, 2023

Ad-tech platform Good-Loop is helping advertisers connect with the public and overcome people’s desire to block ads by combining consumer engagement with charitable brand donations.

2023 saw a further wave of brands get behind the anti-Black Friday movement buoyed by a growing group of people concerned about the environmental implications of consumerism. Joining the likes of REI and Patagonia in boycotting the traditional day of discounted sales were beauty brand Lush, sustainable shoemaker Veja and UK electrical retailer Curry’s — which, instead of selling as many TVs and stereo systems as possible, used Black Friday to offer deals on home appliances that reduce energy usage.

Yes, people are becoming more worried about what overconsumption means for the planet — but also about the impact of flash sales and marketing on people’s mental health. As the Money and Mental Health Policy Institute points out, events such as Black Friday can “place great stress on people’s shopping experience. Periods of poor mental health can in some cases be accompanied by more impulsive decision making, or anxiety and worry about the future.” In selling us stuff we don’t really need, reinforcing a fear of missing out and, in some cases, using aggressive tactics to boost sales, the advertising industry has rightly come under scrutiny.

There have been pockets of progress in making sure that the advertising we do see is at least not fuelling sales of the most environmentally damaging industries. In France, for example, legislation has been introduced banning the advertising of energy products related to fossil fuels; and Sydney, Australia has banned fossil fuel-related advertising across its properties and events.

And then there’s the environmental impact of online advertising, in particular. According to Purpose Disruptors, it is responsible for around 28 percent of the average consumer’s carbon footprint. Another study finds that online advertising “consumes vast amounts of energy” — contributing up to 20 percent of the total internet infrastructure’s consumption.

But what if advertising could be good? After all, the industry is one of the most influential drivers in changing the way we buy, use and dispose of everything.

Well, Amy Williams believes she has hit on an idea that will transform how we consume adverts online. She is co-founder of Good-Loop — an ethical ad agency that “exists to make advertising a positive force in the world,” says Williams, who describes herself as an “accidental sustainability nerd” whose previous career was the “antithesis of sustainability.”

“I had a moment where I reflected on what I was doing, and it didn’t feel important enough,” she tells Sustainable Brands®. “Selling more fabric conditioner is not important enough. I remember thinking, ‘I either quit and retrain to become a lawyer or a doctor, or I can stay where I am and use this industry to do good and turn the tanker in the right direction.’”

Excited by what the ad industry is capable of (“Thanks to its one-pack-one-vaccine programwith UNICEF, Pampers has wiped out neonatal tetanus in multiple countries”), she chose the latter: “I don’t think big corporates are going to save the world; they’re going to make money and they’re going to do it any way they can. But it’s my job to show them how they can make money by doing good.”

Clicks, eyeballs and impressions

The idea for Good-Loop was born out of a frustration with ad-blocking (“the biggest boycott in human history”). A third of all internet users block ads from their user experience — and that’s bad news for brands. They don’t want to annoy online consumers; but they do want to be seen and heard, to build trust and foster connection. “Everything is so focused on clicks and eyeballs, and achieving the lowest possible price for the highest number of impressions. All of the incentives are misaligned to create a really unpleasant advertising experience,” Williams says.

Brands that use Good-Loop as their agency can combine getting those eyeballs and engagement with making a charitable donation. If online users choose to engage with a brand, they unlock a free donation funded by the brand. To give an example: Healthy snack giant Nature Valley’s purpose is all about getting people out into nature; and it has a big platform focused on on protecting and preserving national parks. The company worked with Good-Loop to create a bespoke ad experience whereby users who don’t press the ‘skip ad’ button on the video ad help to fund the brand’s national park preservation efforts.

“Last year, the brand planted over 66,000 trees in US National parks using the money that’s generated every time someone doesn’t skip the ad,” Williams explains. “It’s a little value exchange — which says, ‘if you give some attention to this ad, we’ll give a donation.’”

The company also makes sure brand ads are as sustainable as possible (by compressing font files or reducing animation libraries, for example, so they use as little energy as possible) before distributing them across the web and social platforms. It also offers a service to measure the carbon impact of digital campaigns, with the option to buy offsets and take action to reduce it.

“We also work with our customers to fund climate journalism — because wherever your ads appear, you are funding that journalism. That’s a big part of the responsibility of advertisers.”

Beach ideas

Good-Loop was also born out of Williams’ experience working with brands that were increasingly investing in social purpose. Among her clients, Unilever brand Dove’s “Real Beauty” campaign was gaining traction with customers, and yet it was completely disconnected from the media landscape. She could see an opportunity, but it would take a few more years for Williams to realise the potential of her idea.

She quit her job in Ad Agency Land, and enrolled herself on a female-only entrepreneurship course in South America. It was there, on the beaches of Val Paso, Chile, that her ideas for Good-Loop started to formulate. On her return home to the UK, she met Daniel Appel — a Scot who was in the process of building a white-label advertising technology — in an online forum; and they decided to build their new business idea together.

“That was in October. By Christmas, we had investment and I pitched the idea for Good-Loop to my old client at Unilever; and we were put into their brilliant little incubator, called the Unilever Foundry,” Williams says. “As soon as we got Unilever, I went straight to The Drum — we got front-page coverage, the wheels started rolling and we gained momentum really quickly.”

Williams puts her success down to leveraging the storytelling and the inspiring aspect of using big brands to do good. Seven years after launch, Good-Loop has raised more than £8 million for charities around the world and measured and offset the carbon emissions from over two billion ads: “We’ve worked with 80 percent of the world’s top 100 brands; and I’m proud to say we’re the first ad-tech company in the world to be B Corp-certified.”

As she ponders what she has achieved so far, Williams admits she never imagined Good-Loop having this much impact.

“It’s not recognizable to the business I planned on those beaches in Chile; but the fundamental idea of harnessing the power, scope and influence of the world’s biggest brands hasn’t changed.”

Other than “eating an elephant in chunks and never looking too far ahead,” does she have any advice for people starting up purpose-led businesses?

“Don’t be embarrassed about making good profit margins. I think for a lot of social businesses, there’s an expectation that they survive on crumbs because the mission is so big and worthy that all the money should go there. But running a business on tiny margins is unsustainable; and if you really want to make change, you have to build a sustainable business first and then worry about sustainability.”

To see the original post, follow this link: https://sustainablebrands.com/read/marketing-and-comms/can-advertising-be-good-planet

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Tags: accountability, corporate social reponsibility, corporate social responsibility, CSR, ESG, Good-Loop, green marketing, Money and Mental Health Policy Institute, responsible brands, sustainability, sustainable branding, sustainable brands
Categories : Climate Change, corporate social responsibility, DEI, ESG, green marketing, reputation management, responsible brands, social responsibility, sustainability, sustainable branding, sustainable brands

How Diversity Can Grow the Clean Energy Workforce

27 12 2023

Technician on his high post repairing an electrical pole at the Burgos Wind and Solar Farm, Ilocos Norte, Philippines. (Image: Asian Development Bank/Flickr)

By Tina Casey from Triple Pundit • Reposted: December 27, 2023

The American Council on Renewable Energy (ACORE) is among the U.S. organizations recognizing that a diverse workforce is a valuable asset in today’s economy. Encouraging diversity hiring among clean energy employers is just one avenue for progress, though. ACORE has gone to the next level by launching an outreach effort aimed at including more women- and minority-owned firms in its powerful network. The results are already successful, and somewhat surprising, too.

The clean energy sector has a diversity problem

There is ample statistical evidence of the bottom-line benefits of a diverse workforce. “Companies in the top quartile for racial diversity are 36 percent more likely to financially outperform those in the bottom quartile,” according to an analysis from the consulting firm McKinsey and Company.

In terms of diversity in the U.S. energy sector overall, a significant decline in the male-dominated coal industry has had the ripple effect of improving the profile of other energy sectors in recent years, according to the U.S. Department of Energy’s latest annual report on energy employment.

Energy analysts also observed that the oil, gas and coal industries are losing workers to new clean energy companies, which attract a younger — and presumably more diverse — hiring pool. Nevertheless, the U.S. energy industry overall continues to resist diversification, and the clean energy sector is no exception.

Drawing from statistics compiled by the Energy Department, in September of 2021 the clean energy organization E2 observed that clean energy employment is still “dominated by white men.”

“Black and Hispanic/Latino workers are more poorly represented in clean energy than they are across the rest of the economy, with Black people composing 8 percent of the clean energy workforce (compared with 13 percent economy-wide) and Hispanic/Latinos making up 16.5 percent (versus 18 percent economy-wide),” according to E2. “Women represent less than 30 percent of all workers in the sector despite accounting for nearly half (48 percent) of the U.S. labor force as a whole.”

Diversity in the energy industry is more than a workforce issue. As underscored by the environmental justice policies of President Joe Biden, when communities lack influence they are all the more likely to be saddled with the negative environmental, economic and public health impacts of industrial development.

Those impacts are also evident in the low rate of clean technology of adoption among low- and middle-income households, including rooftop solar panels, heat pumps and electric vehicles.

Supporting the energy transition with diversity programming

ACORE was founded in 2001 to unite leading U.S. energy stakeholders in supporting the transition into a more sustainable energy profile. The organization is a financial powerhouse, with membership collectively holding more than $22 trillion in assets. “In 2022, more than 90 percent of the booming utility-scale U.S. renewable growth was financed, developed, owned or contracted for by ACORE members,” according to the organization.

In 2020, ACORE launched its new Accelerate Membership Program to expand beyond this utility-centered approach and address disparities in clean technology adoption. The initiative grew out of a desire among members to accomplish meaningful progress on diversity and equity rather than simply signing onto new pledges.

Launched in 2021 with an initial cohort of 10 diverse companies, it provides access to ACORE’s network and resources, for women- and minority-owned businesses that are dedicated to solving problems within their communities.

The program supports businesses that seized opportunities to satisfy the unmet demand for new technologies within their communities, Constance Thompson, the senior vice president of diversity, equity, inclusion, and justice at ACORE, told TriplePundit. These business leaders represent the diverse races, ethnicities, genders and countries of origin of their communities, but their work is unrecognized by larger stakeholders.

“They are innovating at the ground level while those who have been established in the space are like ‘Who are you?’” Thompson explained.

That is beginning to change as new state and federal policies provide more support for renewable energy projects that reach low- and middle-income households. Thompson also credits the Inflation Reduction Act (IRA) with jolting the big stakeholders into an awareness that they can, and should, learn from diverse stakeholders who work on the community level.

“When you talk about implementing the IRA, those benefits are aimed at smaller companies,” she said. “The bigger companies are having to look at them and learn from them.”

“Many of these large developers and technology innovator companies are having to learn about sharing power, how to respect the technology but also understand that the small business person knows finance, knows how to do deals,” Thompson added.

Doing business from the inside out, together

Since 2021, the Accelerate Membership Program has enrolled 31 members in three cohorts. The companies represent a cross-section of mainstream clean energy activities ranging from carbon offsets, renewable energy credits, and environment, social and governance (ESG) consulting services to energy efficiency upgrades, electric vehicle charging, and community solar projects.

Over and above supporting community-level clean energy enterprises, the program also yielded at least one important new insight for ACORE members. Smaller clean energy companies are collaborating with each other — under the radar — on supply chain development, financing and other key elements of business.

“They are working with one another … in their communities and the larger market,” Thompson told 3p. “They are redefining economic and restorative justice.”

All hands on deck for clean energy

ACORE partners with other organizations to help accelerate diversification in the clean energy workforce. One example is a workforce program run by the Black Owners of Solar Services in North Carolina, Thompson said.

“It’s becoming an amazing example of leveraging all hands on deck for solar … These are farmers, people of color, women who inherited this land,” she said. “It’s allowing individuals to become part of this renewable energy transition process.”

In addition, Thompson emphasizes the need for an all-hands-on-deck effort to grow the clean energy workforce. That includes working with utilities and streamlining the skills transfer pathway from fossil fuel energy to the clean energy sector, as well as engaging immigrants, re-entry individuals and other underrepresented populations.

“We’re all on this little rock together, and it will go away if we don’t do the right thing,” she said. “I really want to stress that from an equity and inclusion standpoint, it’s going to take all of us. We have to work to eliminate the barriers of fear and purposeful exclusion.”

The politically fraught movement against ESG still poses a barrier, but as demonstrated by the ACORE Accelerate Membership Program, grassroots pressure — from business as well as environmental advocates — continues to push the energy transition forward.

To see the original post, follow this link: https://www.triplepundit.com/story/2023/diversity-clean-energy-workforce/791511

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Tags: accountability, ACORE, corporate social reponsibility, corporate social responsibility, CSR, ESG, Racial Diversity, responsible brands, sustainability, sustainable branding, sustainable brands
Categories : Climate Change, corporate social responsibility, DEI, ESG, reputation management, responsible brands, social responsibility, sustainability, sustainable branding, sustainable brands

Building Trust Through Your Sustainability Narrative

12 12 2023

By Amy Romero from Sustainable Brands • Reposted: December 12, 2023

We ranked 1K companies on transparency, leadership and connectivity in conveying their sustainability narrative. Here are 4 insights into how global companies are successfully communicating their ESG efforts.

New research from the NYU Stern Center for Sustainable Business has found that US consumers will reward businesses that practice sustainability; but a Bentley/Gallup poll shows widespread distrust because brands are falling short of their sustainability commitments.

What does the discrepancy mean? That US consumers will reward sustainable brands — but brands must first earn their trust. And in order to do that, businesses need a better playbook.

First off, let’s state the obvious: Sustainability is not a buzzword — it’s a vital issue intertwined with the future of the planet; and US consumers are willing to buy from, work for and invest in sustainable businesses. By far, most younger US adults say they’d switch jobs to work at an organization that has a greater positive impact on the world. But for too long, businesses have taken a check-the-box mentality when reporting their own sustainability commitment. To build trust, companies need to embrace a more rigorous and thoughtful approach from the top-down.

As part of our Sustainability 100 Connect.IQ Special Report, IDX analyzed 1,000 corporate and Investor Relations websites and ranked companies based on their transparency, leadership and connectivity in conveying their sustainability narrative. By examining the 100 top-scoring companies, we were able to compile insights as to how global companies are successfully communicating their ESG efforts and found that:

Transparency and materiality are essential.

Transparency means communicating meaningfully and consistently — not just with an annual summary but throughout the year. It involves addressing the most material issues your business faces, your plans to tackle them and your performance against set targets.

For instance, we found that companies including Landsec and AT&T demonstrate their sustainability strategy and materiality assessments effectively. They provide clear, easy-to-understand explanations of their commitments and performance — aligning their sustainability actions with their business goals.

C-suite engagement is paramount.

Your company’s leaders must champion sustainability initiatives, both within and outside the organization. By leveraging the voices of your C-suite and senior executives, you can add credibility to your sustainability narrative.

Intel CEO Patrick P. Gelsinger and SAP Chief Sustainability Officer Daniel Schmid are excellent examples of leaders who actively promote their commitment to sustainability through video messages and blog posts. Their personal narratives help connect the company’s vision to its leaders’ commitment.

Bridging internal and external efforts is key.

Connectivity is all about integrating sustainability into every aspect of your business — from internal operations to external partnerships. The UN Sustainable Development Goals provide a framework that many companies align with; but it’s crucial to make these goals relevant to your specific business activities.

Companies including HSBC, Nestlé and Vodafone connect their sustainability goals with their overarching strategies — ensuring that their purpose guides both corporate and sustainability efforts. By clearly demonstrating your initiatives internally and externally, you can showcase your commitment to holistic sustainability.

Amplifying your sustainability story must be a priority.

Your website is your home base for sharing your sustainability narrative, but social media allows your brand to take its sustainability story to your audience in real time. Companies including Bayer, Microsoft and Unilever effectively utilize social media to expand their reach, respond to ESG issues, and tailor their messaging to different global audiences.

But remember, you must:

Be consistent. Make sustainability a regular part of your content schedule.
Be authentic. Showcase your genuine commitment to sustainability.
Use visuals. Visual content engages audiences more effectively.
Use relevant hashtags. Enhance your content’s discoverability.
Be patient. Building trust and credibility takes time.

And lastly, embrace sustainability as a fundamental part of your corporate culture, strategy and communication efforts — that’s how you can best demonstrate your unwavering dedication to a more sustainable, equitable and ethical future.

Amy Romero is Global CMO at Investis Digital (IDX). To see the original post, follow this link: https://sustainablebrands.com/read/marketing-and-comms/building-trust-sustainability-narrative

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Tags: accountability, corporate social reponsibility, corporate social responsibility, CSR, ESG, green marketing, NYU Stern Center for Sustainable Business, responsible brands, sustainability, sustainable branding, sustainable brands
Categories : Climate Change, corporate social responsibility, DEI, ESG, green marketing, reputation management, responsible brands, social responsibility, sustainability, sustainable branding, sustainable brands

How to Build a Socially Responsible Employer Brand (and How It Can Help You Tackle Attrition)

7 12 2023

By Gloria St. Martin-Lowry from entrepreneur.com • Reposted: December 7, 2023

The world has changed. People have changed. Why shouldn’t businesses change, too?

Fact is, they should, and they should do it wholeheartedly — and soon. Employees and consumers alike expect more. And they’re making their employment and purchasing decisions based on the values that organizations demonstrate rather than just espouse.

Gen Z is leading the pack when it comes to putting corporations’ feet to the fire. Deloitte research indicates that Gen Z is motivated by purpose and a brand’s good global citizenship reputation. This only makes sense. Growing up in an era of rapid information dissemination, Gen Z was hyper-aware of global issues like climate change, social inequality and human rights abuses.

Of course, we shouldn’t assume that only Gen Z workers care about social responsibility. People of all ages and from all generations have become skeptical about companies’ corporate social responsibility efforts. They want to make sure that their employer (or future employer) isn’t just “checking the box” but is following through on promises. For instance, more than 5,000 organizations have earned Certified B Corps designations. In the future, that designation may be not just expected but standard.

But what exactly does it mean for a business to walk the walk, not just talk the talk? For some, it means investing $100 million in the brand’s Racial Equity and Justice initiative, which is focused on addressing systemic racism through educational support. For others, it means sending 7.5% of pre-tax profits back into community organizations throughout the nation, as well as championing human rights, social and economic justice, and environmental protection. For many, it means working toward 100% carbon neutrality.

However, for every positive corporate example, the opposite exists as well. More than one brand has found trouble in the last few years due to greenwashing ventures. Or maybe it’s a viral PR disaster like a failed commercial that made light of ongoing and serious national tensions. Audiences today will hold brands accountable for missteps as much as celebrate their success.

The point is that your company can’t hide behind slogans or statements. To appeal to modern workers and customers, you have to showcase your commitment to social responsibility. If you don’t, you can be sure that your competitors will be the first to call you on the carpet.

To get started, try these methods to initiate the process of folding social change into all the fibers of your corporation’s brand and culture fabric.

1. Engage your stakeholders, not just your shareholders

There’s no doubt that you have to be conscientious about your shareholders when you’re a business leader. Shareholder value has been the primary focus for companies for decades. However, sometimes corporate social responsibility conflicts with a focus on profits. Why? The simple answer is that corporate social responsibility often requires a sizable financial investment. Not always, mind you — consumers are starting to pay more for products and services backed by socially responsible companies. Nevertheless, your job is to look beyond just your shareholders and engage your stakeholders.

When I refer to stakeholders, I refer to everyone with a stake in your organization, including team members. Remember: They have a choice as to where they’re going to work. Nearly seven out of 10 professionals planned to resign in 2023. You can’t afford that kind of attrition, so you need to collaborate with your employees to build a collective vision and commitment around social change. Be aware that your team members will have different visions and different appetites for what social change means. That’s a good thing because it elicits deeper conversations and helps you get closer toward your goals.

2. Listen to what matters to people

Instead of automatically arguing or debating social points, put yourself into a “listen and learn” mode. Find out what’s really important to others. Ask questions. Why do they feel the way they do? What’s important to them? What kind of stand would they like to see you take as their employer or preferred brand? You don’t have to do everything they want, but you’ll be in a better position to make decisions if you “get” them.

After educating yourself through active, open-minded listening, you’ll be prepared to problem-solve and lead your company and team forward. By leading the charge, you can show your authentic desire to make a positive impact based on the needs and wants of your stakeholders. In other words, you’ll have a rare opportunity to demonstrate proactive leadership, innovation and creativity to the biggest societal challenges we face today.

3. Lean into major headlines and movements

When the “don’t say gay” headlines hit the front page of every major media outlet, did you consider saying anything about it as a company? Or did you shy away from the topic? Right now, employees and buyers want to know that their favorite brands care about what’s happening. You don’t have to rush into making a statement, of course. You just shouldn’t avoid creating a space for respectful dialogue and discussion about the subjects of the day.

Can these types of conversations be awkward? Absolutely, which is why I recommend turning to resources and guides to help you navigate these conversations. By enabling everyone to speak their piece, you show that you value transparency within your workplace. And transparency begets trust, credibility, and accountability — all essential for building tighter teams where people feel psychologically safe and can bring their best selves to work.

Initiating social change requires dedication, consistency and a genuine commitment to making a positive impact. Although it takes energy and investment, it’s worth every minute and penny to transform your company into one that’s seen as unfailingly socially responsible.

Gloria St. Martin-Lowry is the president of HPWP Group, a company that promotes leadership and organizational development through positivity, coaching and problem-solving. Two see the original post, follow this link: https://www.entrepreneur.com/leadership/how-to-build-a-socially-responsible-employer-brand/465758

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Tags: accountability, corporate social reponsibility, corporate social responsibility, CSR, DEI, ESG, green marketing, Greenwashing, Racial Equity and Justice initiative, responsible brands, sustainability, sustainable branding, sustainable brands
Categories : corporate social responsibility, DEI, ESG, reputation management, responsible brands, social responsibility, sustainability

How sustainable practices can drive inclusive growth in modern business

6 12 2023

Photo: EY

By Nitesh Mehrotra, EY India Partner Sustainability & ESG from ey.com • Reposted: December 6, 2023

The drive toward clean technology and a fair transition is set to define a transformative era of economic growth, reshaping the job landscape in the process. The pursuit of green and sustainable business model actions is expected to yield enduring positive effects on global growth, as forward-thinking enterprises fulfill their commitments. Currently, more than 11,000 companies globally have now made “net zero” or similar commitments, and over 6,000 companies are aligning themselves with or committing to science-based targets set by the Science Based Targets initiative (SBTi). This trajectory is expected to result in a net increase in total employment.

To navigate this shift successfully, enterprises must strategically invest, prepare for a novel employment ecosystem, and actively contribute to capacity building and enhanced collaboration through comprehensive training initiatives. This approach, known as value-led sustainability, entails protecting and creating new sources of value for business, people, society, and the world. Some pertinent questions as we navigate the complex and interdependent sustainability challenges are:

How can we turn climate crisis and social inequity to create opportunities for sustainable growth ?
Can we create competitive advantage from energy and nature transformation- one of the biggest global transformation of our generation?
How do we navigate complex Geo-political environment for India’s just transition? Is Geopolitics the new ‘G’ in ESG ?
If sustainability is a team sport, how do we play with both head and heart ? How can our values create value?

It is important to recognize that working in silos will not solve sustainability challenges. People will different skill sets need to work together to unpuzzle sustainability challenges. Hence, collaboration becomes paramount.

Recent EY interviews and analysis indicate that CSO collaboration with both CEOs and CFOs is crucial, but closer coordination with other C-suite leaders is required. The greatest need for improved collaboration is with Chief Human Resources Officers, where 45% respondents indicate a need for moderate or significant improvements, followed by Chief Risk Officers at 38%, and Chief Technology or Information Officers at 36%. EY 2023 Sustainable Value Study shows that progress on sustainability is falling short of what is needed to keep pace with global targets. Turmoil may well be the new normal for business. However, the study also identified important levers that can be used to help accelerate change and adopt an organization-wide, value-led sustainability agenda. They are:

Value creation

The main objective should be to concentrate on creating value. External factors may create pressures to pull back on long-term priorities to meet short-term goals. A focus on the broad range of value that sustainability investments provide, beyond pure financials (e.g., employee, customer, societal, planetary value), can help companies stay the course during turbulent times.

Sustainable transformation

Sustainability needs transformation approach and People with strong skill sets in leadership, organizational change, and stakeholder engagement, to have access to top leadership. Collaboration with C-suite and business unit peers, who will own the implementation of this agenda is key.

Leveraging regulatory and reporting requirements

Use new reporting obligations as a catalyst for internal review and change. Strive for the same rigor in sustainability data and disclosures as for financial disclosures. Beyond meeting obligations, this can enhance decision-making and strategy development.

Commit to collaboration

Constructively engage value chain partners, peers within your sector and across other sectors. Daunting sustainability challenges, such as scope 3, cannot be solved by one company or one sector working in isolation.

Amplify data and technology

Use data and technology to accelerate progress. Deploy technology to improve value chain efficiency, visibility, and traceability, and to increase confidence in corporate reporting. Leverage data gathered for enhanced sustainability reporting to inform leaders’ decision-making and strategy development, and to support innovation.

A recent EY report, “Humans at the Centre of Sustainability Transformation” presents the importance of how people can achieve sustainable growth:

Key phases in sustainability led business transformation

Put humans at the center of the sustainability transformation journey.
Position sustainability as a key lever of innovation and growth.
Raise the sustainability IQ of employees.
Invest in sustainability skills-building.
Strengthen sustainable working life and advance the DEI agenda.

To read more on the original post, follow this link: https://www.ey.com/en_in/climate-change-sustainability-services/how-sustainable-practices-can-drive-inclusive-growth-in-modern-business

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Socially Responsible Spending Experiencing Massive Growth

29 11 2023

Submitted image

From Good.Must.Grow • Reposted: November 29, 2023

Socially responsible spending is on the rise in a big way, based on the latest results from the Conscious Consumer Spending Index (#CCSIndex). At the same time, charitable contributions and earth-friendly practices are both regaining momentum after declines in recent years.

Conducted annually each fall since 2013, the #CCSIndex is an ongoing benchmarking study. Good.Must.Grow., a socially responsible marketing consultancy, administers the Index to gauge momentum for conscious consumerism, charitable giving and earth-friendly practices.

The Index score is calculated by evaluating the importance consumers place on purchasing from socially responsible companies, actions taken to support such products and services, and future intent to increase the amount they spend with responsible organizations. Based on the design of the Index’s algorithm, even a one-point change in overall score indicates meaningful movement of consumer sentiment.

The Index has seen major fluctuations recently. After reporting a record-low of 39 in 2020, the Index made a dramatic recovery in 2021 by posting a record-high of 51. Last year, it saw a slight decline to 48. This year, the Index raged ahead to shatter its previous peak with a score of 57. Amidst this volatility, the last three-years have resulted in a major step forward for the do good economy compared to the first three years of the Index.

“We’ve been waiting for a breakthrough, or more aptly a tipping point, with conscious consumerism, and we may be on the precipice of it with this year’s results,” said Heath Shackleford, founder of Good.Must.Grow. “This movement seems to be clicking with consumers at a quickening pace. As always, there is more work to do, but our latest findings are very encouraging, particularly in light of the economic, political, environmental, societal and humanitarian crises we continue to face as a world.”

One helpful factor spurring growth in conscious consumerism is that Americans are gaining more familiarity with key terms that describe do good brands. More than a quarter of respondents said they were familiar with the term B Corp (26%), which describes companies who aspire to a higher purpose than profit and voluntarily subject themselves to higher standards via a rigorous certification process.

This is up from 22% in 2022 and significantly improved from 2013 when only 7% of Americans were familiar with the term. Additionally, 32% recognize benefit corporation as a term, up from 25% in 2022 and 17% in 2013. Social enterprise rings a bell for almost half the country (42%), up from 34% last year and 30% in 2013. Conscious consumerism was recognized by 39% of individuals this year, compared to 34% in 2022 and 33% in 2013.

Plenty of Good News for Good Deeds in 2023

In this year’s findings, 71% of Americans felt it was important to support socially responsible brands, while 66% confirmed they had purchased do good products or services in the past year. Additionally, 42% said they planned to spend more with socially responsible companies in 2024. Not only are all of these results better than 2022, they are all record highs.

Meanwhile, other do good behaviors are on the rebound as well. The percentage of Americans who reported being green was up to 86% from 81% a year ago, while 71% of reduced consumption this year, compared to 66% in 2022. Support for charities was up across the board as well. Consumers were more likely to volunteer their time and donate goods to nonprofits this year. They also were more likely to contribute financially to charities, as 55% of survey respondents did so in 2023, compared to 52% in 2022.

Socially Responsible Spending Reaches All Time High — THIS YEAR’S INDEX SHOWS UNPRECEDENTED GROWTH IN CONSCIOUS CONSUMERISM.

Is Socially Responsible Spending Partially Cannibalizing Nonprofit Giving?

While this year’s Index shows an uptick in both socially responsible spending and charitable donations, the broader view illustrates a slightly troubling trend for the nonprofit space. The percentage of Americans who have bought goods and services from a socially responsible company have risen from 62% in 2013 to 66% this year, yet the number of individuals confirming financial donations to charities has dropped from 64% in 2013 to 55% in 2023.

In the latest results, more than half of Americans (55%) said they prefer to give back either by purchasing socially responsible products and services (25%) or through a combination of socially responsible spending and charitable donations (31%). More than 50% of individuals who prefer to give back through purchases cited convenience as the reason for their preference.

Historically, increases in the #CCSIndex score have corresponded with bumps in charitable giving as well. But in total, it seems socially responsible spending is elevating, while charitable donations are still clawing their way out of a hole. This aligns with findings from Giving USA, which reported that individual giving as a percentage of disposable income fell to a 30-year low in 2022.

“One of the dynamics we’ve watched closely since the inception of this Index is whether increases in conscious consumerism result in a positive or negative impact on financial donations to nonprofits,” said Shackleford. “It does appear that consumers view socially responsible spending as a form of giving back, and that might be influencing, to some extent, their approach to charitable contributions.”

Conscious Consumer Behaviors — CONSUMERS REPORTED RECORD HIGHS ACROSS MULTIPLE CATEGORIES THIS YEAR.

Conscious Consumers Commit to Personal Research of Socially Responsible Brands

Americans were more likely this year to leverage a range of tactics to support them in determining which products and services are socially responsible. Celebrities and personal research fueled higher Index scores among respondents, however many more individuals turned to personal research (40%) versus following the lead of celebrities (10%). People who said they read product packaging or took cues from social media, advertising, news media or friends and family produced lower Index scores.

Earth friendly practices — EARTH FRIENDLY PRACTICES ARE ON THE RISE, BUT THEY HAVEN’T FULLY REBOUNDED FROM PREVIOUS LOWS.

The World Keeps Getting Worse, and That Negatively Impacts Index Scores

For the fifth straight year, more Americans said the world is getting worse. In 2023, almost half (48 percent) of respondents thought so, compared to 45 percent in 2022, 44 percent of respondents in 2021, 42 percent in 2020 and 36 percent in 2019.

Pessimism about the state of the world comes with consequences for do good behaviors. According to this year’s findings, those who said the world was getting better had an index score of 73, while those saying it was getting worse posted an Index score of 48.

Charitable Contributions — CHARITABLE CONTRIBUTIONS ARE TRENDING UP, BUT INDIVIDUALS ARE SUPPORTING NONPROFITS LESS THAN A DECADE AGO.

Top 20 Good Company Poll

This year marked the #CCSIndex’s ninth annual top 20 “Good Company” poll, compiled by responses to the question, “What company or organization do you think of first when you think of socially responsible companies/organizations?” Based on unaided recall, organizations were ranked by how frequently they were named.

For the fifth straight year, Amazon tops the list and does so with a dominant showing. Social enterprise Bombas almost cracked the top-10 in its first appearance on the list, while TOMS returned after missing the cut in 2022. Facebook, Tesla and Johnson & Johnson find themselves excluded from the poll this year after strong performances the previous two years.

This year’s top 20 are as follows:

1. Amazon

2. Walmart

3. Goodwill

4. Salvation Army

5. Google

6. American Red Cross

7. Microsoft

8. Patagonia

9. Starbucks

10. Apple

11. Bombas

12. Target

13. Nike

14. St Jude

T- 15 Ben & Jerry’s

T-15. Habitat for Humanity

17. TOMS

18 Chick-fil-A

19. UNICEF

20. Coca Cola

About the Study

Conducted annually each fall since 2013, the #CCSIndex is an ongoing benchmarking study that gauges momentum for conscious consumerism and charitable giving. In total, 1,021 Americans were surveyed (margin of error is +/- 3%). Sampling was provided by Dynata. For more information on the Conscious Consumer Spending Index, please visit w ww.goodmustgrow.com/ccsindex.

To see the original post, follow this link: https://www.csrwire.com/press_releases/789346-socially-responsible-spending-experiencing-massive-growth-according-11th

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Out with the old: Marketers are reinventing themselves for a more sustainable future

24 11 2023

Marketers are ready and willing to take on the challenge of driving sustainability. Photo: Shutterstock

By Ingrid Kajzer Mitchell, Associate Professor, School of Business, Royal Roads University and Karly Nygaard-Petersen, Doctoral Candidate, School of Business, Royal Roads University via The Conversation • Reposted: November 24, 2023

With an overwhelming 96 per cent of U.S. consumers actively seeking ways to protect the planet, marketers are no longer expected to simply sell products. They are now expected to influence consumer behaviour to advance sustainability goals.

Because of their unique skill sets, marketing professionals are ideally positioned to do this. But as they have begun to embrace this responsibility, they have found themselves caught between traditional marketing practices focused on profit, planned obsolescence and overconsumption, and newer approaches centred on sustainability and social impact.

As a result of these conflicting interests, marketers are experiencing a professional identity crisis. To delve deeper into this issue, we have been conducting interviews with marketing professionals as part of an ongoing research study.

Many organizations are struggling to make significant strides in their sustainability efforts, often falling short of or failing to live up to their promises.

The marketers we interviewed often found themselves in ethical dilemmas, grappling with a clash between traditional profit-driven marketing methods and newer, sustainability-focused approaches.

Many felt a sense of guilt and frustration, questioning whether they were truly making the right decisions. One marketer said: “Am I really doing enough? Am I taking the easiest route, or is this actually a good decision?”

A computer screen on a desk displaying the phrase 'marketing strategy' along with colourful square icons — *Many interviewees experienced guilt and frustration as their evolving professional ideals clashed with traditional methods of marketing. (Shutterstock)*

Despite the ethical challenges, some marketers saw this morally ambiguous territory as transformative — a chance for a kind of rebirth. It allowed them to embrace the idea of choosing the next best option when the ideal was unattainable.

One marketer said this approach was less about whether a decision or action was good or bad from a sustainability perspective, and more about whether it was something they could personally “live with.”

Even if consumers did not radically change their behaviour, small, genuine successes were viewed as valuable. The key was not letting the pursuit of perfection get in the way of recognizing that small, incremental changes add up over time —a sentiment one participant said was “a good step forward.”

Breaking up and breaking out

Unsurprisingly, some marketers felt the old marketing practices — especially the ones that emphasized over-consumption from consumers — violated their personal values. When these practices became too incongruent with their new desired professional self, and the progress toward sustainability felt too slow, some parted ways with their employers.

One marketer, for instance, left to start their own business after feeling powerless to implement more sustainable practices. “I just knew there had to be a better way,” they said. Others left high-profile jobs with well-known multinational brands in an attempt to break free and reinvent themselves professionally.

While leaving the job was a noticeable trend, not everyone was able to do so due to financial or personal constraints. Those who remained in their roles sought alternative ways to make positive impacts. Some took leaves of absence to volunteer for social causes, while others embarked on sustainability-related educational programs.

A woman sitting at a desk and looking out a window with a serious expression on her face. — *Many of the marketers interviewed felt their personal values were being violated as a result of old marketing practices driving hyper-consumption. Photo: Shutterstock*

Those that were unable to leave their positions looked for ways to find greater meaning in their work by taking on sustainability-related projects in their spare time. Tapping into peer support through professional sustainability related communities, like Sustainable Brands, became a vital lifeline.

As one marketer said: “Seeing what everyone is doing, being a part of others making change is very inspiring.” By joining like-minded communities outside their respective organizations, these marketers were able to recharge, get support and find allies in pursuit of new professional identities.

Regardless of whether participants moved on from their positions or found fulfilment on the side, one thing was clear: marketers felt there was a need to break up with the old to embrace new relationships and ways of doing.

A seat at the table

While there was a clear propensity among the marketers in our study to leave jobs or opportunities that were no longer beneficial, they often viewed complex or controversial situations as creative opportunities.

Their optimism was rooted in what respondents called having “a seat at the table.” There was widespread agreement that having a seat at the corporate table allowed them to drive and influence change. The personal agency derived from actively contributing to solutions, even during tough times or when dealing with ethically challenging situations, was meaningful in and of itself.

As one young marketer said: “It is my job to figure out how to do good in the world.” A senior marketer shared a similar sense of personal agency and hope: “We can combine our professional aspirations with something that we also believe in.” Another senior marketer added that “using my powers for good instead of evil, being part of the solution, feels good.”

Despite feelings like not enough was being done in the short term, the marketers remained optimistic about the role of sustainability — even in the most ethically complex industries such as oil and gas, tobacco and gaming. As one respondent said, “in the long run, [your actions] will bring you positive change.”

Even while facing monumental challenges, the marketers in our study exhibited grit and determination as they worked to carve out a place in the business world dedicated to those committed to doing good.

To see the original post, follow this link: https://theconversation.com/out-with-the-old-marketers-are-reinventing-themselves-for-a-more-sustainable-future-209116

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Categories : Climate Change, corporate social responsibility, DEI, ESG, green marketing, reputation management, responsible brands, social responsibility, sustainability, sustainable branding, sustainable brands

Storytelling Empowers Young and Underrepresented Voices in the Climate Movement

22 11 2023

Young people repair clothes at a pop-up event on the sidelines of Climate Week in September. Image: The Climate Group/Flickr

By Amy Brown via Triple Pundit • Reposted: November 22, 2023

limate action and climate justice movements don’t always feel like spaces that recognize or welcome folks from diverse and underrepresented backgrounds. Effective storytelling can create a sense of belonging and inspire real action on the ground. Yet too often the power of storytelling is underestimated.

A rising chorus of young and diverse storytellers want to change that narrative, building on a growing body of evidence that demonstrates storytelling can change human behavior. Connecting personal narratives to the challenge of climate change sparks emotional responses that ease anxiety and promote a sense of agency rather than helplessness, according to a 2023 analysis published in Psychology Today.

That is the experience of a group of young climate activists who distilled their approach to effective storytelling in a panel discussion on storytelling for climate action and climate justice at the Nest Climate Campus event during Climate Week this fall.

As they shared their personal histories and experiences, six distinct themes emerged as the throughlines of an effective narrative to win not just the minds, but also the hearts of those who might feel disenfranchised or disaffected by the climate movement. Done well, storytelling around the climate crisis will:

Invite a sense of belonging
Create an emotional connection
Acknowledge the importance of culture
Actively engage the listener
Embrace each person’s unique identity
Offer solutions and action, not gloom and doom

Nelzon ZePequeno - BlackMenwithGardens - storytelling for climate justice — *Nelson ZêPequéno, a Los-Angeles-based artist and founder of the viral Instagram page @BlackMenWithGardens, at a gardening workshop earlier this year. Image: Nelson ZêPequéno/Instagram*

Invite a sense of belonging

When he became interested in plants more than a decade ago, Nelson ZêPequéno said he was looked down on for working with flowers as a Black male.

“In our culture, it wasn’t encouraged for us to be in nature,” said ZêPequéno, a Los-Angeles-based artist and founder of the viral Instagram page @BlackMenWithGardens. “There is the traumatic history of our forced tutelage in the fields and a lack of access to these natural spaces. As a result, a lot of our culture is based on other things. It was more likely for me growing up to think that I could be an NBA player than a climate justice warrior.”

He began to see more and more people in his community interested in gardening at home and farming, but he saw few visual references to that growing movement. To bring these stories to light he started @BlackMenWithGardens, which today has more than 152,000 followers. @BlackMenWithGardens features reposted stories of Black men and boys connecting with nature and chronicles ZêPequéno’s own journey in the garden — creating a shared online space that allows people traditionally left out of this community feel included in it. Storytellers can do the same by being open about their own stories of entering a space that wasn’t always inclusive and sharing their platforms with others who are navigating similar challenges, helping audiences to see they are not alone.

As ZêPequéno felt more connected to the environment and part of nature through plants, he brings the stories of “other men, boys, fathers, sons, uncles reconnecting with nature and, by doing so, encouraging them to take more stewardship for it,” he said.

sustainable fashion activist Aditi Mayer - storytelling for climate justice — *Sustainable fashion blogger, photojournalist and labor rights activist Aditi Mayer at the Vogue Business Fashion Environment Summit earlier this year. Image: Aditi Mayer /Instagram*

Create an emotional connection

Sustainable fashion blogger, photojournalist and labor rights activist Aditi Mayer was inspired to make fashion her storytelling platform when she learned about the collapse of the Rana Plaza factory building in Bangladesh in 2013 — the garment industry’s worst industrial incident in history in which 1,110 lives were lost and over 2,000 people were injured.

“It got me thinking about the politics of labor in the fashion industry and to look at the ills of our dominant fashion model from a social and environmental perspective,” Mayer said. “As time went on, I got interested in the solutions part of the space. What does the alternative look like? From there, storytelling became a really critical tool.”

Today she is a self-described “multi-hyphenate,” using film, photography, and journalism to examine the fashion industry through a lens of decolonization and sustainability, including as a storytelling fellow for National Geographic. From her immigrant family, she learned the value of “using fewer resources, mending clothes and passing things down,” she said.

“Today I use my platform to challenge the Instagram influencer who never wears the same outfit twice to instead champion that sustainability is a lifestyle you embody,” she said. “I work from an emotional, heart-centered space, which I think is critical because if this work was about shocking statistics to make us act, we would have acted a long time ago.”

A key learning for Mayer as a storyteller was understanding the broader historical and cultural context of the issue she wanted to spotlight: environmental and social harm in the fashion industry. As she learned, an effective story isn’t about having all the answers but in asking the right questions of the right people, like the woman artisans of rural India whose stories and knowledge were often overlooked in the modern fashion industry.

Kiana Kazemi - Intersectional Environmentalist - storytelling for sustainability — *Kiana Kazemi, co-founder and programs director for the climate justice collective Intersectional Environmentalist. Image: Kiana Kazemi/Instagram*

Acknowledge the importance of culture

As a young girl spending her earliest years in her native Iran, Kiana Kazemi, co-founder and programs director for the climate justice collective Intersectional Environmentalist, recalled how her grandparents took her traveling all over the rich and varied landscape of the country, wanting to pass along a connection to the land. Those impressions stayed with her, and part of that legacy is a sense of optimism, she said.

“It was the first time I learned that my relationship to nature was deeply connected to nature, language, spirituality,” Kazemi said. “When I moved to the U.S. when I was 16 and heard about climate justice, all these ideas clicked for me — all these frameworks could exist together and make us better environmentalists and have a deeper impact on this earth.”

Kazemi works with her team at Intersectional Environmentalist to highlight diverse voices by offering training and consulting, creating resources and activations, and deepening awareness about environmental justice and solutions.

Climate storytelling often becomes more persuasive when people can connect on a deeper and more personal level. That could be how family heritage is intimately linked to nature and landscape, as in Kazemi’s case, or, for example, by acknowledging that connection to nature is also about language, spirituality or some other cultural touchstone.

Clara Kitongo - Tree Pittsburgh speaking at climate week - storytelling for climate justice — *Clara Kitongo of Tree Pittsburg on stage at Climate Week 2023. Image: Nelson ZêPequéno/Instagram*

Actively engage the listener

It was the story of Kenyan activist and Nobel Prize winner Wangarĩ Muta Maathai, who founded the tree-planting Green Belt movement, that inspired Clara Kitongo on her path.

Through her work as the tree equity manager of Tree Pittsburgh, Kitongo brings her Ghanaian roots of responsibility for the land to engage communities in creating healthy urban forests, she said. She finds that their active engagement makes all the difference.

While meeting with a group of elderly women about tree planting, Kitongo was struck by how the women’s memories of the trees they enjoyed in childhood “brought the entire project to life for them. I have learned not to assume I have all the solutions but to listen,” she said. It is the same experience when she meets with children and young adults. When she listens to their stories, they are more likely to engage.

Indeed, “the most important predictor of young people talking about their climate feeling was whether they felt listened to,” according to a recent survey of young people’s experience talking about the emotional impacts of climate change.

Similarly, when ZêPequéno gardens with Black men and boys, he encourages them to “get their hands in the dirt,” he said. “I want them to learn organically. With disaffected communities, that is the main way they will learn. Storytelling is a great way to indirectly teach someone something. It becomes a core value received through a narrative.”

Storytelling as an indirect teaching tool is powerful, as these activists found. Bombarding people with frightening facts and big numbers that don’t seem to have bearing on their own lives or communities can make people despondent or cynical. Stories, on the other hand, bring data to life and place it into a context, creating relevance about why it matters.

Embrace each person’s unique identity

For Jothsna Harris, founder of Change Narrative, her work to build capacity for the climate justice movement by using the power of diverse voices came after understanding the threads of her complex past. Her grandmother was a farmer in rural India, and her father immigrated to the United States in 1969 to create new opportunities for his family.

“I was raised knowing my worth and my value, but also that we should assimilate to be successful,” said Harris, who has farmed for the past eight years, following in her grandmother’s footsteps. “It has taken me years to unpack that and really understand we need to stand in our own unique identity.”

Her work today is dedicated to “shifting the narrative to include the perspectives and stories that are typically missing” and “the emotions and identities and vulnerability, as this is what connects us as human,” she said.

Storytelling that invites a sense of belonging for all people, no matter their background, is a vital tool for creating a narrative around climate action and justice that is more democratic and inclusive.

young speakers from climate week 2023 at the javits center — *The group of young leaders strikes a pose at the new rooftop garden atop the Javits Center, where the Nest Climate Campus was hosted at Climate Week 2023. Image: Kiana Kazemi/LinkedIn*

Offer solutions and action, not gloom and doom

Studies show that eco-anxiety — a chronic fear of environmental catastrophe as a result of the impacts of climate change — is on the rise. Sixty-nine percent of Gen Z respondents feel anxious after consuming content about climate change, according to a Pew Research Center study.

Storytelling can help assuage that anxiety. Young people “have been confronted with gloom-and-doom stories on media, of cities being demolished by climate disasters, and that is heartbreaking,” Kazemi said. “But it is important that we talk about the solutions and the frontline communities that are really doing the action-oriented solutions work.”

Harris agreed. “Any culture movement I can think of has always included the power of narrative as the underbelly. When I think of social movements, I think about the stories,” she said.

The key in shifting to a more positive narrative is to tap into every human being’s connection to nature, which will almost always create the space for a deeper understanding of how climate change is threatening that connection.

Party at Climate Week 2023 — *A party on the sidelines of Climate Week 2023 shows there’s more than one way to get people excited about protecting the environment. Image: The Climate Group/Flickr*

Great storytelling passes the mic to climate heroes

Matt Scott, director of storytelling and engagement at the climate solutions nonprofit Project Drawdown, knows the power of story through his role as the producer of “Drawdown’s Neighborhood,” a documentary series that highlights unheralded climate heroes.

“For a long time, I did not connect with the culture of the environment and the stories being told. When you don’t see yourself represented, you don’t enter those spaces,” Scott said. “Today my role is to pass the mic to climate heroes whose stories aren’t heard as often and to elevate climate action in the process.”

Bringing underrepresented groups into the story circle is a critical element in climate justice, Harris said. “These are the people experiencing not only a disproportionate amount of the impacts but who have proximity to and perspective on the issues. Their stories are the essential testimonies needed to understand how to incorporate justice into the solutions we’re seeking.”

To see the original post, follow this link: https://www.triplepundit.com/story/2023/storytelling-climate-justice/789011

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Unleashing the potential of social sustainability

22 11 2023

Busy enterprise life – board of management board brainstorming. Photo: iStock

In today’s rapidly evolving business landscape, the pursuit of profit is no longer the sole factor in determining success, writes Sheryl Moore, Global Director of Sustainability, Converge Technology Solutions Corp. via Circular UK • Reposted: November 22, 2023

Today, customers are more conscious of social, economic, and environmental issues. Leaders are now tasked with ensuring their business delivers value – not only to customers and the economy – but to society as a whole.

According to research by Sprout Social, 66% of consumers who want brands to take a stand on social issues believe brands and businesses can make real and lasting change. And we’re seeing this trend increasingly infiltrate the B2B space too. According to Amazon Business’ State Of Business Procurement report, 89% of B2B buyers would be more likely to make purchases from sellers that can be easily identified as sustainably certified.

When it comes to sustainability, we sometimes only ever hear about environmental sustainability – our ongoing responsibility to reduce our carbon emissions or ambition as a country to achieve net zero. With the UK government now hoping to achieve net zero by 2050, many organisations have shifted their focus solely towards the likes of sustainable procurement, carbon offsetting, and waste reduction.

However, in reality, sustainability is about so much more than just environmental initiatives. Today, sustainable development and practises fall under the three pillars commonly referred to as ESG (Environmental, Social and Governance).

In reality, sustainability is about so much more than just environmental initiatives.

The social side of sustainability is by no means a new concept. The idea of social sustainability began to build momentum in 2012 through the UK government’s introduction of the Public Service (Social Value) Act. Since then, it has become a critical component of any successful ESG strategy, and something organisations are investing more time and resources into.

Essentially, social sustainability is about looking and planning for business changes to help cement its future. Alongside a commitment to being environmentally conscious, social sustainability involves the development of ethical supply chains, supporting the local community, and the retention and development of colleagues – as well as providing learning opportunities and equality for all.

There is a human cost to doing business, and if a business is socially sustainable, it can unlock the door to new markets, better employee engagement, new business partners and much more. Of course, the drive to achieve net zero is still an important objective for organisations across the globe. However, there needs to be an equal amount of focus on creating resilient communities, too.

According to the UN Global Compact, social sustainability should form part of an organisation’s overarching strategy, due to its direct impact on the quality of relationships with stakeholders such as shareholders, customers, and suppliers.

The first steps towards establishing social sustainability

The first step any business can take to embrace social sustainability and embed it into its ethos is to focus on its workforce. Recent years have seen buzzwords such as “quiet quitting” and “the great resignation” circulate like wildfire, so if a business wants to be seen as a force for good, it must first cultivate a culture where employee wellbeing is a core pillar of its philosophy.

This can be achieved through a variety of initiatives, such as partnering with educational institutions to deliver training and development or provide work experience and enterprise schemes to help nurture future generations.

Additionally, improving the sustainability of the supply chain can make a significant social impact by upholding high standards when it comes to issues such as fair-trade suppliers and social equity. Now more than ever, businesses must ensure their procurement is ethically sound. Investing in measures to achieve this, can bring improved supplier relations and quality for customers.

Socially responsible companies can benefit from a positive reputation in the market as a result, leading to increased business and higher demand.

Tracking and maximising impact

It’s important that businesses can monitor and track the impact of their social sustainability efforts to establish what is working and what areas need further investment.

Unlike profits or reducing CO2 emissions, tracking the impact of social sustainability initiatives can be difficult as they often consider a range of issues and metrics. Social value calculators, which capture and measure social value, can be massively beneficial here.

For example, the metrics could focus on the number of hours employees spent on environmental training or how many work experience and apprenticeship programmes were deployed to education institutions.

Through these social value calculator tools, business leaders can effectively see the monetary value of every social sustainability activity – ensuring that they are aligned with the objectives and budgets they set out for the year.

We all have a role to play in making the future more sustainable and businesses have a collective responsibility to lead by example. To be truly sustainable, organisations cannot solely focus on environmentally conscious decisions and they must also ensure they are focused on social sustainability.

By doing so, they not only help create a more sustainable world, but also future-proof their organisation for the challenges ahead, creating a workplace that the talent pool of the future can be proud to work in.

To see the original post, follow this link: https://www.circularonline.co.uk/opinions/unleashing-the-potential-of-social-sustainability/

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Global Consumer Goods Companies Release First Collective Baseline Study, Putting Increased Transparency at the Forefront of Action To Reduce Food Waste and Loss

21 11 2023

From the Food Waste Coalition of Action • Reposted: November 21, 2023

The Consumer Goods Forum (CGF)’s Food Waste Coalition of Action has today released its first baseline report, presenting operational food surplus and waste aggregated data from sixteen of its retailer and manufacturer members. Based on 2021 data (submitted in mid-2023), compiled by WRAP (Waste & Resources Action Programme), and commissioned by the Coalition, the report marks the next significant step in the industry’s journey to effective reporting and greater transparency on progress.

Marking a clear starting point for reporting progress in coming years, the baseline is part of the Coalition’s ambition to halve food waste in their business by 2030, in alignment with Sustainable Development Goal 12.3 seeking to ensure sustainable consumption and production patterns, by halving per capita food waste at the retail and consumer levels and reducing food losses along production and supply chains. At the launch of the Coalition in 2020, members chose to focus on publicly reporting food waste and loss, aligned with guidance from Champions 12.3. Public reporting increases transparency and accountability, builds consumer trust and sets an example for the wider industry.

The report gathers quantitative data, including the total tonnes of food waste arising in both retailer and manufacturer cohorts, treatment and disposal routes for food waste, and the amount of food redistributed to people or animal feed. Total food waste across the cohort was 2.12 million tonnes, which was made up of nearly 929,000 tonnes of retailer food waste and 1.19 million tonnes coming from the manufacturer side. This data forms the baseline from which to track progress in future years.

Currently, around one-third of all the food produced globally doesn’t get eaten each year – equating to 1.3 billion tonnes. Members of the CGF’s Food Waste Coalition are accelerating efforts to tackle this enormous environmental and social problem – but know that more is needed at every level.

Understanding progress and being transparent is a critical way to reduce food loss and waste. The Food Waste Coalition, led by 21 of the world’s major food companies, is already working to reduce waste by focusing on three priority actions, including measurement and public reporting of food loss data, and collaboration with key stakeholders. Key projects include:

The 10x20x30 Initiative – which targets at least 10 of the world’s largest food retailers and providers to follow the “Target-Measure-Act” approach and engage 20 of their priority suppliers to do the same, thereby halving their food loss and waste by 2030.
Engagement on upstream losses – to address food loss at the post-harvest level, by engaging with their suppliers on collaborative, innovative and effective food loss prevention strategies.
#TooGoodToWaste consumer engagement campaign – launched in September 2023, it is supporting food industry members to raise awareness, inform and educate, and help consumers reduce household food waste.

The report also looks at qualitative data, presenting a summary of the action that businesses are taking to set a food waste reduction target, work with their suppliers, and support their customers to reduce food waste. All data has been collected via the Global Food Loss and Waste Data Capture Sheet, built by WRAP UK and the World Resources Institute (WRI) and in support of the Food Loss and Waste Standard.

“The scale of the problem of food loss and waste to our society, economy and planet can be difficult to comprehend. Having this new Coalition baseline by which to measure our progress on food loss and waste each year will not only help us understand just how much work remains to be done, but will help set a clear pathway forwards for action. Since the creation of our Coalition in 2020, we have learned how to target, measure, and act, and we now feel able to help other manufacturers and retailers across the industry do the same.” said Max Koeune, President and CEO, McCain Foods

“Our Coalition is working hard to create solutions to the food waste and loss challenges in our own operations, and our supply chains both upstream and downstream. We welcome the findings of this report, as it represents our commitment to transparency going forwards. We now want to see solid progression along our pathway towards halving food waste, and with a baseline we can now track our collective achievements. We encourage other companies to lean into the challenges, and join us on our journey.” said Ken Murphy, Group Chief Executive, Tesco

“It is now well known that addressing food loss and waste can have a huge impact, not just in reducing hunger but also in mitigating the effects of climate change.” said Sharon Bligh, Director of Health and Sustainability. “Public reporting on food loss and waste is widely recognised as a trigger for rapid and effective action. This baseline report represents a line in the sand for our Coalition, and we are confident that it will help guide our 2030 roadmap to ensure we fully understand the challenges and opportunities to end food waste.”

“We will not tackle climate change if we don’t fix our broken food system, and not least food waste. Were it a country, food waste would be the third largest emitter of greenhouse gases after China and the USA. So it’s incredibly important that the Food Waste Coalition of Action has set a baseline for the businesses involved, and critical that these major food companies work collaboratively towards its goals. Together we can halve the amount that goes to waste each year and make our food systems a more equitable model that feeds people, not bins.” said Harriet Lamb, CEO WRAP

The full publication is available to view here. For more information, visit www.tcgffoodwaste.com.

Follow this link to see the original post: https://www.csrwire.com/press_releases/788786-global-consumer-goods-companies-release-first-collective-baseline-study

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Tags: accountability, corporate social reponsibility, corporate social responsibility, CSR, Food Waste Coalition of Action, green marketing, responsible brands, sustainability, sustainable branding, sustainable brands, Waste & Resources Action Programme
Categories : Climate Change, corporate social responsibility, DEI, ESG, green marketing, responsible brands, social responsibility, sustainability, sustainable branding, sustainable brands

What designers can do to make textiles healthier for people and the planet

21 11 2023

The glamourous aspect of fashion obscures the health and socio-environmental issues of the textile industry. Photo: Shutterstock

By Vanessa Mardirossian, PhD Candidate and educator in sustainable fashion, Concordia University via The Conversation • Reposted: November 15, 2023

The pollution caused by the textile industry is often discussed, but its impact on health is less emphasized. Nevertheless, the petrochemical compounds used in the manufacturing of our clothes have harmful effects on workers, surrounding communities, and consumers. This issue has a global impact, but its assessment is complex due to our low chronic exposure to a “cocktail” of synthetic substances whose cause-and-effect relationships are difficult to identify.

Moreover, most of these substances prove to be toxic through interaction or degradation, as is the case with azo dyes that are ubiquitous and persistent in the environment.

Through my research in sustainable textile design, I explore how design can contribute to making the textile industry more environmentally friendly, focusing on raising ecological awareness among designers, decision-makers, and the general public.

textile dyes — Dyes made from agri-food waste and inspired by Pantone. (Vanessa Mardirossian), Fourni par l’auteur

Design-led solutions

In the 1960s, designer Victor Papanek was the first to address environmental issues related to industrial product design. Meanwhile, biologist Rachel Carson initiated the emergence of ecological consciousness, shedding light on the profound impact of human activity on the environment.

Then in the 1990s, green chemistry facilitated collaboration between design and biology to develop ecological textiles. Aligned with The Hannover Principles, these textiles aimed to enhance waste management and preserve water purity. Intending to harmonize the interdependence between human activity and the natural world by eliminating toxic inputs at their source, these principles also gave rise to the “Cradle to Cradle” ecodesign philosophy that popularized the concept of circular design in the early 2000s.

An inspired approach from nature

Humanity has always drawn inspiration from nature to create.

However, in the late 20th century, biologist Janine Benyusinvited us to observe the operating mechanisms of living organisms, encouraging a reevaluation of manufacturing processes through biomimicry — a concept that draws inspiration from nature’s designs and processes to create more sustainable technologies.

Could we, for example, produce dyes at room temperature and without toxic molecules? This approach leads to a shared reflection between design, science and engineering. This multidisciplinary vision of design, where ecology, medicine, and politics play a role in the design process to better meet the needs of society, was already advocated by Papanek in 1969.

diagram — *Concept of ‘minimal design,’ by Victor Papanek. (Diagram taken from the work of Victor Papanek)*

Developing ecological literacy

In 1990, educator David Orr introduced the concept of ecoliteracy to address a major gap in traditional education, centered on humans and ignoring their interconnectedness with nature. He advocated for environmental education to develop a sense of belonging to one’s living environment and establish production models that promote the resilience of ecosystems. This concept helps to understand the intricate connections between human activities and ecological systems, to foster a sense of responsibility and informed decision-making.

In the 2000s, fashion design researcher Kate Fletcher supported the development of this ecological literacy to help stakeholders in the industry (designers, consumers and manufacturers) understand the implicit interconnection of industrial and living systems, showing that fashion maintains a vital relationship with nature.

Then, in 2018, the sustainable design researcher Joanna Boehnert emphasized that ecological literacy not only promotes the development of new, more sustainable ways of producing, but also broadens our social, political, and economic vision to systemically address transdisciplinary sustainability challenges.

This is also supported by biologist Emmanuel Delannoy who offers a permaeconomy model, blending permaculture and economics to establish a symbiotic relationship between economic systems and the natural environment, fostering resilience and prompting a reevaluation of our connection with living organisms

A colourful heritage to rediscover

My research-creation proposes a critical reflection on textile dyeing.

This field of investigation leads me to explore colouring beyond its aesthetic to raise ecological, economic and pedagogical questions.

While the glamourous aspect of fashion obscures the health and socio-environmental issues of the textile industry, I direct my thinking toward a more global understanding of dyeing, including its origins, manufacturing methods and interactions with living organisms.

I explore the development of non-toxic dyes by studying, on one hand, literature on natural dyes since prehistory, and, on the other hand, by meeting experts in the field such as scientific historian Dominique Cardon or ecoliterate artisan Rebecca Burgess, founder of the Fibershed concept, which aims to produce biodegradable clothing in a limited geographical space.

I also study field practices, including those of the Textile Laboratory of Atelier Luma, which works at the intersection of ecology, textiles and regional economic development.

And, I keep an eye on design education programs that offer an art-science approach where deep ecology is integrated into the design process.

Symbiosis between nature and the textile industry

Additionally, in the research laboratory where I work, I experiment with the intersection of traditional and prospective dyeing recipes.

Inspired by the concept of industrial ecology (precursor of the circular economy), that values the waste of one industry as resources for another, I use agri-food waste as a colouring source, combined with the use of pigment-producing bacteria to expand the colour palette.

Thus, tannins from various waste materials can be used in dye recipes.

bits of coloured fabric — *Fabric dyed from waste and bacteria. (Vanessa Mardirossian), Fourni par l’auteur*

But colouring a textile is only the visible part of the iceberg, as fibre preparation takes place upstream to ensure the colour’s resistance to light and washing, known as “mordanting.” Whether the fibre is animal or vegetable, different mordants will be used.

This expertise acquired iteratively between theory, prototyping, and results analysis contributes to gaining “textile ecoliteracy.” Coupled with a knowledge of biology, this allows for understanding the deleterious interactions between the material and living worlds.

Ultimately, the synthesis of ecoliteracy and biomimicry concepts has led me to reflect on a macro-vision of the fashion industry ecosystem, and to consider the concept of “textile ecoliteracy” as a means to deploy a network of intersectoral collaborations between design, health, education, and industry.

My research aims to show that textile materiality must harmonize symbiotically with natural ecosystems so that both parties benefit from their interaction.

In conclusion, the textile industry’s environmental and health impacts necessitate urgent attention and innovative solutions. This article has delved into the historical context, explored interdisciplinary approaches, and proposed the concept of “textile ecoliteracy” as a collaborative means to address these challenges.

By focusing on sustainable design, education, and the utilization of innovative practices, designers can play a pivotal role in reshaping the industry. The synthesis of ecological awareness and biomimicry principles highlights the potential for a harmonious coexistence between textile materiality and natural ecosystems.

As we move forward, fostering a symbiotic relationship between the textile industry and the environment is not just a choice but a collective responsibility — one that promises a healthier future for both people and the planet.

To see the original post and related reporting, follow this link: https://theconversation.com/what-designers-can-do-to-make-textiles-healthier-for-people-and-the-planet-216304

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Tags: accountability, corporate social responsibility, ESG, Green Fashion, green marketing, responsible brands, sustainability, sustainable branding, sustainable brands, Textile pollution
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Brands Can Play a Unique Role in Bridging Cultural Divides

17 11 2023

Image: Elevate

By Sonia Seung-Eun Kim via Sustainable Life Media • Reposted: November 17, 2023

As culture wars continue to heat up, companies are having second thoughts about choosing sides in divisive social issues — according to recent reporting by the Wall Street Journal. But new research suggests brands have a third option to consider.

Following the emergence of the #MeToo movement, the death of George Floyd, and the COVIDpandemic, progressives turned up the heat on companies to support marginalized communities. Since then, many brands have spoken out on everything from racial equity and LGBTQ+ rights to abortion rights, immigration and other hot-button topics. (Some companies took even more heat after putting out messages that were judged to be exploitative or tone deaf.)

Now, it seems, the pendulum has swung. The rise of conservative, anti-woke and anti-ESGsentiment means some companies fear losing customers or employees regardless of what they choose to say or do. As a result, executives are working to further mature their decision-making processes for when to weigh in on divisive issues and when to stay quiet, according to WSJ. But the article doesn’t mention another option for which brands are uniquely suited — convening discussions that help heal social division.

Testing brand influence on person-to-person interactions

Research has shown that people perceive brand preferences, like other preferences, as reflections of personal values. The assumption of shared values is likely one reason that brand communities are often considered friendly, welcoming spaces. Yet, unlike many other preferences for hobbies or activities, brands actually attract people with widely diverse demographic and psychographic characteristics.

It’s not uncommon for two people to love the same brand but disagree on social issues, which is why Columbia Business School(CBS) professor Gita Johar and I studied how brand preferences affect people’s willingness to engage in conversations about divisive issues.

In a series of tests supported by the Bernstein Center for Leadership and Ethics at CBS, we first confirmed that people do in fact assume others who share their brand preferences also share similar personal values — such as an interest in healthy living or environmentalism — even when the brands involved are not inherently activist or political. Then, we tested whether people were more likely to discuss a divisive topic if they were told their discussion partners shared their preferences for particular brands. Specifically, we found that people were more willing to discuss the pros and cons of raising the minimum wage when they were told they would be discussing it with someone who shared their preference in car brands.

This finding builds on earlier research that identified one of the biggest barriers to initiating controversial discussions is a person’s anticipation of disagreement. In other words, when people think someone is likely to disagree with them, they are generally less willing to have a conversation. Therefore, it makes sense that people who assume shared values with a fellow brand loyalist would feel more at ease discussing a potentially divisive topic with that person.

Surprisingly, though, we found this effect to be stronger than the effect of demographic similarity — even though demographic similarity (unlike brand preference) actually doescorrelate with shared social ideas; and people are generally more willing to discuss divisive topics with people of their own demographic groups.

Next, we tested whether brand-facilitated conversations could decrease the polarization of opinions — and our findings indicate they can. We asked strangers to discuss the issue of phasing out gasoline-powered cars and found that generally these conversations helped decrease differences in opinions. What is fascinating, however, is that for those who believed their conversation partners shared a brand preference (in this instance, fast food), the differences in opinions decreased even more than when they had no information about brand preferences.

Brands as bridge builders

At a time when social divisions seem deeper than ever, our research suggests brands could play an influential role in bridging the divides. Brand loyalty has the potential to overcome differences in demographic backgrounds and experiences that often keep people separated from one another.

“Many executives say quietly they are tired of being pulled into divisive topics and would prefer to avoid them,” the WSJ article states. “But many said it is unrealistic for a company to say it will never comment on a social or political matter.” It does seem unrealistic that brands can avoid engaging in today’s heated social and political landscapes, but engagement — like many social and political issues — might not be an all or nothing choice. A third option could be to create welcoming spaces that draw people out of their usual media bubbles or echo chambers to meet and gain new perspectives.

Heineken’s Worlds Apart campaign was a proof of concept for brands in this role of social bridge builders. The beer maker was praised in 2017 for showing how strangers with opposing views on climate change, transgender rights and feminism could find common ground over drinks. Now imagine what could happen if brand marketers scaled that concept with purpose among their brand communities.

The Bernstein Center for Leadership and Ethics recently published a two-page brief about the new research for interested brand practitioners.

To see the original post, follow this link: https://sustainablebrands.com/read/marketing-and-comms/brands-can-play-a-unique-role-in-bridging-cultural-divides

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Companies Need to Start Adopting Sustainability as a Legal Duty

17 11 2023

Artist Luke Jerram’s new ‘Floating Earth’ debuts on Nov. 18, 2021 in Wigan, England. Photo by Christopher Furlong/Getty Images

David Rouch and Jake Reynolds of Freshfields Bruckhaus Deringer explain how the legal duties of investors and company directors should encourage them to tackle climate change and other sustainability challenges. From Bloomberg Law • Reposted: November 17, 2023

Companies have been responding to numerous disclosure standards with greater frequency, most recently those launched by the Task Force for Nature-Related Financial Disclosures, a market-led and science-based initiative supported by governments, businesses, and financial institutions.

Yet the push for transparency could obscure a deeper transformation that’s underway in company-investor relations.

Systemic threats to the economy such as climate change have important implications for how we understand the legal duties of those running companies, and the institutions invested in them—for example, under company or pension plan legislation.

Integrating Risk

The integration of material environmental, social, and governance factors into business strategies has become commonplace in companies during the past decade. Similarly, investors routinely consider ESG factors in their investment processes.

Yet neither is turning the needle on global challenges. One reason is that ESG investments principally concern how an investor selects assets, filtering down the investment universe into what it hopes will be a low-risk, high-return portfolio.

This falls short of addressing the root causes of systemic risks facing those investments. Tackling these challenges requires a toolbox that recognizes the complexities of long-term financial value, economic resilience, societal well-being, and environmental health.

This more holistic mindset demands a reappraisal of the way legal duties apply. For example, investors have come to rely on modern portfolio theory to manage idiosyncratic risks by diversifying their portfolios.

MPT is a valuable tool, but portfolio growth is highly dependent on the underlying health of whole economies. And that’s precisely what global sustainability challenges threaten.

MPT treats systemic risks of this sort as immutable, overlooking the fact that investors and portfolio companies are themselves actors in the system. The result? Market failures where capital is allocated to activities that undermine future economic success, and hence the ability of companies and investors to reach their legally determined goals.

Tackling Risk

Companies can help address this by moving to sustainable business models that contribute to their long-term success and investors’ returns. Investors, in turn, can encourage companies to adopt sustainable practices.

Addressing root causes of systemic risks requires longer-term strategies, however, that redefine the way companies create value. This could mean accepting lower returns from some companies in the short term to achieve longer-term gains in portfolio value.

For example, promoting regenerative agricultural practices among commodity producers might help address soil degradation and biodiversity loss, benefiting other sectors of the economy and hence the value of a diversified portfolio as a whole.

These types of interdependencies between companies in the same portfolio bear on the legal question for directors of how, broadly, they pursue corporate success in the interests of shareholders.

The most successful companies create value over both short and long-term horizons without contributing to societal and environmental failures that damage other industries. They strike a balance between short-term returns and a longer-term, environmentally conscious outlook, factoring in the interests of present and future shareholders.

A reorientation of this sort requires coordination among companies, investors, governments, civil society organizations, and citizens, as competition regulators increasingly recognize. Critically, systemic risks are a collective challenge that demand a system-wide response: No single entity can resolve risks of this magnitude alone and legal duties must be seen in that context.

Collective action mitigates the risk of first-mover disadvantage. It pools wisdom and experience, increases impact, and spreads the costs of action. It can take various forms, including alliances between companies, investors, and industry sectors, as well as engagement with stakeholders and policymakers. It can support progress towards shared goals relevant to outcomes targeted by directors’ and investors’ legal duties.

Companies and investors can encourage policymakers to introduce sustainability-oriented policies, rather than lobby against them, and deliver positive outcomes through their allocation of capital. Investors can initiate corporate engagement that supports and leads sustainability issues.

Effective engagement challenges existing practices and encourages companies to adopt strategies that support long-term value creation, and it respects the political and social headwinds faced by companies that can impact their scope for action.

Headlines sometimes suggest conflicts between companies and investors over sustainability. Yet to a large extent these actors share a common interest in addressing core sustainability risks and building a prosperous economy. Legal duties emphasize the importance of doing so.

This article does not necessarily reflect the opinion of Bloomberg Industry Group, Inc., the publisher of Bloomberg Law and Bloomberg Tax, or its owners.

Author Information

David Rouch is an international financial services regulatory lawyer and partner at Freshfields Bruckhaus Deringer. Jake Reynolds is head of client sustainability and environment at Freshfields Bruckhaus Deringer. To see the original post, follow this link: https://news.bloomberglaw.com/us-law-week/companies-need-to-start-adopting-sustainability-as-a-legal-duty

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DEI Lives to Fight Another Day

14 11 2023

People hold signs at a demonstration in 2020. This form of public protest has largely given way to a wave of quiet employee activism in support of diversity, equity and inclusion (DEI) policies across U.S. workplaces. Image: Amy Elting/Unsplash

By Tina Casey from Triple Pundit • Reposted: November 14, 2023

Advocates for corporate diversity, equity and inclusion (DEI) policies are finding support from a new wave of employee activism, in which workers deploy quiet strategies to press for progress from the bottom up. Business leaders who value a diverse workforce can learn from these creative organizers and improve their ability to attract and retain top talent from all walks of life.

The importance of institutionalizing diversity and inclusion

Diversity hiring has acquired a strong track record for delivering financial results. The well-known human resources expert Josh Bersin recently summarized the state of affairs in a 2021 white paper titled, “Elevating Equity: The Real Story of Diversity and Inclusion.”

“In fact, we won’t even debate the fact: More than 200 studies show how diversity in business leads to greater levels of innovation, customer service, employee engagement, and long-term growth,” Bersin wrote.

However, achieving and maintaining a diverse workforce is a complex task. There are no shortcuts. Bersin, for example, underscored the importance of following up diversity hiring with ongoing programs that support inclusion and employee satisfaction.

The case for managerial responsibility

Despite the informed views of Bersin and other experts, though, DEI shortcuts have become commonplace. Businesses routinely call upon vendors to conduct one-off employee training sessions, rather than making DEI programs a permanent fixture within the organization.

Although they’re popular, DEI shortcuts are known to be ineffective. For example, a widely cited 2006 study found that sporadic DEI training sessions mostly fail to change behavior or improve diversity hiring. The authors advocated for ongoing policies that are institutionalized within the company.

In particular, the team of 21 academic researchers from Harvard, MIT and other institutions emphasized that managers must be made responsible for diversity hiring. Members of the same team made a similar case in a 2018 article, in which they advocated for DEI programs that focus on managerial engagement rather than legalistic mandates.

“The antidiscrimination measures that work best are those that engage decision-makers in solving the problem themselves,” they wrote.

DEI is on the ropes, but employees still care

As Bersin noted in 2021, many businesses did hire dedicated DEI staff and increase their commitment to DEI programs after the murder of George Floyd in 2020. However, much has changed since then. One big change this year is a wave of layoffs targeting corporate DEI staff, especially within the tech sector.

Sustained, multi-level attacks on corporate ESG (environmental, social and governance) principles have also muted the willingness of companies to discuss ESG goals and related social issues.

In addition, the dramatic, attention-getting street protests that characterized employee activism during the Donald Trump administration have largely faded from the media spotlight. That has eased the pressure on corporate leaders to respond to social issues.

However, pullback on DEI policies at the top of the corporate ladder does not necessarily reflect employee sentiment. Studies show that employees continue to value DEI programs at work.

A Pew survey last spring, for example, found that 56 percent of employed adults say that DEI programs at work are mainly “a good thing. Pro-DEI sentiment is stronger among women, at 61 percent, as well as younger workers ages 18 to 29 (68 percent), and those identifying themselves as Democratic (78 percent), Black (78 percent), Asian (72 percent), or Hispanic (65 percent), the study found.

These numbers provide support for companies to continue deploying DEI policies that attract employees beyond the traditional hiring pool, and to reach out to an increasingly diverse and socially aware workforce.

DEI from the grassroots up

The Pew findings also indicate that business leaders who drop the ball on DEI may encounter pushback from their own employees. Researchers who study employee activism have in fact noticed that employees are institutionalizing DEI goals among themselves.

Greater Good Magazine, a publication of the Greater Good Science Center at the University of California – Berkeley, outlined this employee-centered trend in an October 30 article titled, “How to Keep Diversity, Equity, and Inclusion Initiatives Alive at Work.”

The authors, Columbia University professor Peter T. Coleman and University of San Francisco assistant professor Allegra Chen-Carrel, both work as DEI consultants for large employers.

In the article, they describe an emerging trend in which employees are driving the DEI conversation. “Internal activism is on the rise, with four in 10 of all employees and half of millennials reporting that they had spoken out about controversial issues at work,” they reported.

They observed employees taking lowkey pathways to foster change, such as building support networks among themselves, while managers are choosing to practice diversity hiring in the absence of strong corporate leadership.

Keeping up with the fast pace of lowkey employee activism

In their article for Greater Good, Coleman and Chen-Carrel provide employees with a toolkit for lowkey activism while urging employers to become more alert to employee issues and concerns.

Creating an opportunity for mediation is one key piece of guidance. “This can involve something as simple as offering opportunities for coworkers and managers to share their concerns by simply taking time to listen, ask questions, and acknowledge problems,” Coleman and Chen-Carrel advise.

They also take note of employee-driven, self-care strategies that could be incorporated into a company’s wellness programs, such as relaxation exercises and time for self-education on broader social issues.

For employers, affirmative action plans, diversity committees, employee surveys and other data collection methods, and annual reporting are listed among the action steps.

Further, DEI leadership requires companies to identify and change harmful corporate practices, provide more support for effective practices, adapt to change, and respond proactively to tense situations, Coleman and Chen-Carrel argue.

“When destabilizing events occur, such as scandals, mergers, leadership changes, or even wider social movements such as Black Lives Matter or #MeToo, there can be energy and momentum for organizational change,” they write.

All of this involves an investment of corporate resources. Nevertheless, the long-term payoff can be significant in terms of avoiding costly lawsuits as well as attracting top talent and building a positive brand profile.

Filling the gaps

To be clear, progress on diversity within corporate walls can only go so far. In his 2021 white paper, Bersin took note of a sharp backslide on civic governance in the U.S. since the 1970s. He cited a weakening of equal access to housing, voting rights and business opportunities among the evidence. Equal access to education and health care can also be added to the list, in light of recent decisions by the U.S. Supreme Court.

To the extent that these attacks on human and civil rights impact employees, the pressure for change in the workplace will continue to rise. Companies with active, institutionalized DEI policies are in a good position to turn that tension in a positive direction. As for companies that have pulled back on DEI, they may need to rethink their position before the tension boils over.

To see the original post, follow this link: https://www.triplepundit.com/story/2023/dei-quiet-employee-activism/787866

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Empowering employees to help drive sustainability in your business

11 11 2023

Image: © staticnak1983 – Canva.png

By Kate Bishop from diginomica.com • Reposted: November 11, 2023

It is undeniable that employees are increasingly expressing their opinions about their organizations’ sustainability efforts, or lack thereof. These expectations are only projected to increase, particularly in terms of job seekers’ decisions to work for a particular employer. Numerous surveys testify just how critical the sustainability of a business is in attracting new talent. For example, IBM’s Institute for Business Value (IBV) study, which polled over 16,000 people from 10 countries, found that 67% of respondents were more willing to apply for – and 68% more willing to accept – jobs from environmentally sustainable businesses.

Yet, employees, don’t just want to work for sustainable businesses, they also want those organizations to involve them in the process from the outset and empower them to help drive both their own sustainability and that of the business. In a study by Adobe, about a third of employees polled (35%) think that instituting sustainability practices at work would boost productivity rates, position their company as a leader (31%), and open more opportunities for innovation (37%). 43% think it would improve workplace culture.

Organizations increasingly understand this need also. A growing number appreciate that the key to building a successful sustainable business is in getting every employee personally involved in sustainability efforts: from the highest C-level executive through to the most junior member of staff. In line with this, in EY’s Long-Term Value and Corporate Governance Survey, more than a quarter (28%) of business leaders said attracting and retaining environmentally and socially-conscious talent and engaging employees is one of the main benefits of incorporating ESG factors into corporate strategy.

Organizations also increasingly understand that developing stronger environmental, social and governance (ESG) credentials will make it easier for them to attract external finance. Firms with poor corporate sustainability disclosures are increasingly seen as risky investment propositions. Three in five private investors (60%) consider ESG when investing, according to the Association of Investment Companies (AIC). And it seems that the proportion who do so will grow significantly over time. Morningstar Inc. finds that money held in sustainable mutual funds and ESG-focused exchange-traded funds rose globally by 53% last year to $2.7 trillion, with a net $596 billion flowing into the strategy.

Businesses increasingly understand and are motivated by the mantra ”move the money, change the world.”

Delivering sustainable operations is key to attracting the levels of ESG-related investment that ultimately drives real change but getting the buy-in and involvement of employees in the whole approach is equally critical to success.

Enabling the workforce to play a key role

It is far from a given that businesses will be able to do this effectively, however. They will need to be proactive in their approach.

One way that businesses can look to drive employee involvement in sustainability is by introducing frameworks to trigger workers’ mindsets and to guide the engagement process.

There are multiple approaches that organizations can then adopt to drive more active employee engagement in sustainability projects. First, they can build trust with employees by increasing their awareness of customers who have successfully implemented sustainability initiatives. Such stories effectively act as proof of the business’s ESG credentials and therefore help to strengthen the bond between the organization and its individual workers. For example, IFS’s Sustainability Report offers a comprehensive overview of our approach, priorities, targets, and initiatives related to environmental, social, and governance (ESG) topics. The report provides an account of our progress towards achieving excellence in our business, supporting our customers, and making a wider impact. It is aimed at both our employees and stakeholders and highlights our efforts to promote sustainability across all areas of our operations.

Moreover, organizations can introduce award programs designed to recognize sustainability excellence across its community of customers and provide an opportunity to celebrate those who act sustainably and make a genuine difference through the work they do. The IFS Change For Good Awards is now in its third year and recognizes excellence in sustainability within our customer community, both at the business and individual level. The awards celebrate those who make a difference, raise the bar, and act sustainably. Over the past two years, we have seen companies such as Volvo Group Circular Operations and Solutions, Cape Air, Rolls-Royce, and Nature’s Path demonstrate what is possible across industries to make a global and sustainable impact.

Another way organizations can further drive engagement, is through anything from tried-and-tested schemes like cycle-to-work initiatives, or ‘days to give’, for example, right through to enabling employees to invest in more sustainable pension or other finance plans. At IFS, we believe in promoting social responsibility and community engagement among our employees. As part of our efforts, we offer each employee the opportunity to participate in a CSR (Corporate Social Responsibility) day every year. During this day, employees can contribute to various local community projects and initiatives, making a positive impact in their surroundings and promoting a sense of purpose and fulfillment.

Simply involving employees in such schemes, however, is no longer enough in itself. If it can then demonstrate to employees the benefit of these activities and they can see the rewards involved, the business can then add an emotional tie-in. Engagement is closely related to emotion here.

Buying a bicycle is not necessarily emotional, in itself, but getting fit and healthy is. Taking part in a ‘giving day’ is not necessarily emotional until the participant sees the reward from it – a painted soup kitchen, or a garden makeover, for example.

Ultimately, it is advertising and promoting this kind of approach through the business that will engage others and help to get them more involved in future sustainability initiatives.

Helping to create a sustainability-focused culture

Businesses that successfully link sustainability and employee satisfaction through the kinds of initiatives outlined above will kick start a symbiotic relationship between the two that will increase their ESG performance levels over time.

Employers with higher ESG scores than their competitors tend to have the highest employee satisfaction rates and vice versa a study by Mercer suggests. According to Mercer: “This finding suggests that ESG performance can help companies both improve employee satisfaction and attract prospective employees.” This is likely to be because emerging generations of workers, in particular, place great importance on environmental and social issues and concerns.

Employers that mirror the values of these generations are, therefore, more likely to both attract these employees in the first place, and win their loyalty over time. Mercer also argues:

This [link between ESG and employee satisfaction] is significant because prior research shows that satisfied employees work harder, stay longer with their employers, and seek to produce better results for the organization.

How technology can support employee focused ESG initiatives

Technology tools are available that help with sustainability by enabling employees to collect ESG information and report on it.

Knowledge gathered and shared in this way is effectively creating engagement, providing another example of how technology solutions can enable employees to help drive business sustainability. The data generated by these technological processes also help businesses to track and measure the engagement levels, enabling organizations to prove their approach is working effectively.

The role of technology in delivering these kinds of metrics for businesses is key. Employees want evidence that their employer is delivering on its promise to be sustainable. Simply seeing that recycling bins or cycle to work schemes are in place is not enough in itself. They need to know precisely by how much the company has reduced its emissions, for example, or how much it has recycled.

This kind of evidence helps employees to believe in the vision and be proud to work for the business. Having a vision is no longer sufficient, companies need the proof that sits around the goals to truly engage employees. Businesses could go beyond this also and link business goals around sustainability with team and employee goals to further drive engagement.

Plotting a way forward

As we look to the future, organizations increasingly understand the importance of sustainability and are focused on bringing in more sustainable ways of working. They see getting staff involved in the process as key to their success in driving ESG initiatives and enhancing sustainability across the business in general but also in helping to build employee engagement.

As such, businesses are bringing in new initiatives to guide employee involvement in sustainability and ESG plans and empower them to take positive action to promote more sustainable approaches. Increasingly too, as we have seen, organizations are using technology to capture, share and ultimately promote the value of these methods. Businesses that deliver on the above objectives will reap the rewards in terms of both enhanced sustainability and the development of an engaged workforce and attract socially conscious talent.

To see the original post, follow this link: https://diginomica.com/empowering-employees-sustainability-business

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Finding the right message for taking the sustainability movement mainstream

10 11 2023

Image via Shutterstock/NMStudio789

By James Ball from Greenbiz.com • Reposted: November 10, 2023

Advertising helped form the culture of consumerism that fueled the Industrial Revolution and our modern dependence on fossil fuels. Many of the same advertising strategies are being used to sell products and services that reduce that dependence. As the sustainability movement matures from the anti-establishment ethos of its origins in the 1960s and ’70s to the more mainstream movement of today, the message and values behind what it means to be sustainable are also evolving.

At VERGE 23 last month, I spoke with Simon White, an altruistic advertising professional, about the techniques advertisers use to motivate buyers and what today’s sustainability movement can learn from Madison Avenue. According to White, “Advertising has largely escaped scrutiny for its role in fueling both the environmental crisis and increasing levels of depression, despite research showing it’s done both.”

Asking people to save the planet isn’t the right request

The messages used to promote the sustainability movement often center around saving the planet, preserving biodiversity or averting mass extinctions. Then there’s doom and gloom: There is no Planet B, the earth is on fire, this is our last chance to mitigate climate change.

The problem with these messages, White observed, is that humans are not easily motivated to take action against long-term threats and slow-developing catastrophes. Our psychology has developed over millennia as hunter-gatherers to flee or fight immediate threats, like a snake in the grass or a tiger in the bush. Unfortunately, climate change is just not the type of problem humans are wired to respond to.

Public perceptions of sustainable solutions are also detrimental to the environmental cause. Living sustainably is seen as a tradeoff for most consumers, requiring us to sacrifice comfort and convenience for the benefit of nature. Hanging your clothes on a clothesline and eating less meat are not behaviors that will get the general public excited about a sustainable lifestyle.

The sustainability movement has not been great at advertising, and advertising is a key strategy used by the companies fighting to keep the unsustainable status quo.

Moving from extrinsic to intrinsic motivation

“Advertising’s job is to make you desire things and therefore destroy contentment in the current moment,” White told me.

The basic proposition that buying something will make you happier is an example of extrinsic motivation. Extrinsic motivation derives from external factors, such as having more money, goods or status in other people’s eyes; it is the primary motivator that advertisers have used for decades to fuel the overconsumption that has made our society unsustainable.

Research by Professor Andrew Oswald of Warwick University has shown that increased exposure to this type of advertising leads to greater unhappiness. This is in part because long-term happiness is gained by intrinsic motivations, such as doing the right thing and helping others.

White discovered this in his own life after developing insomnia. He started meditating to help him sleep. In studying Buddhism and meditation, White began to ask himself basic questions, such as “How do I want to live my life?”

As he questioned the things that he intrinsically valued, beyond what society had told him to value, he found a conflict between his professional advertising work and his new personal ethics.

“Advertising in itself isn’t evil. It can be a force for good or bad,” White said. “So I now want to use the skills I’ve learned to help purpose-driven companies and companies working in sustainability to get their message out there. To use these dark arts to make the world a better place.”

White is launching a marketing agency, Reluctant Martian, to help companies, especially startups, turn sustainability into a competitive advantage. He’s also working on a book that examines the harmful effects of advertising on people and the environment.

A message for mainstream sustainability

There were two takeaways for me from meeting White:

If our culture shifted from being extrinsically motivated to more intrinsically motivated, we would be happier and more sustainable.
People are habituated to ads that appeal to extrinsic motivations. While we are in the middle of the sustainability market transformation, companies need to continue to use this strategy to motivate buyers.

Research by Ipsos shows how highly effective ads can appeal both to a brand’s benefits and the values of sustainability. By focusing on tangible and credible consumer benefits, companies gain trust and loyalty.

Tom’s Shoes is a great example of a company that doesn’t just ask you to buy their shoes; it asks you to help solve a problem. Tom’s Shoes is effectively linking its brand value to actual social value and in doing so driving a greater customer value from purchasing its product.

Sustainable companies can no longer advertise that happiness is just out of reach until you buy a new phone or a flashier car or trendier sneakers. That kind of purchased satisfaction is inherently transitory; it’s the opposite of sustainable.

Sustainability is not sacrifice; it is the path to true happiness.

To see the original post, follow this link: https://www.greenbiz.com/article/finding-right-message-taking-sustainability-movement-mainstream

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How Brands Can Help Influencers Be Better Brand Ambassadors

8 11 2023

Photo: Getty

By Hannah Monds, Forbes Councils Member via Forbes * Reposted: November 8, 2023

With the influencer marketing industry expected to grow to more than $21 billion this year, it’s clear that it has secured a foothold in marketing. But while it’s proven its worth, businesses and influencers alike are still navigating some of the ins and outs of industry specifics, especially when it comes to upholding a brand.

Unlike working with ad and creative agencies, working with influencers involves more of a partnership than a contractor relationship. Brands don’t maintain complete control of the creative—at least they shouldn’t—as part of the allure of influencer marketing is bringing in an outside perspective or style. This can be a little daunting for larger companies and, frankly, outside of their comfort zones.

To ease your fears and maintain brand stewardship, you must understand your brand’s role in setting influencers up for success. You are responsible for setting clear campaign expectations, goals and guidelines. Laying sufficient groundwork and providing the tools an influencer needs to do their job not only helps ensure high-quality content, but it also sets the stage for a successful long-term relationship. Here are seven things you can do to set an influencer up for success after you select them for a partnership.

1. Provide Brand Standards

Any time your brand works with outside parties, you likely provide brand standards. Influencers shouldn’t be an exception. While influencers deal more in hashtags than logo placement, brand standards relay the heart of your brand, not just its look. Knowing a brand’s key messaging, mission and values helps inform the influencer’s content and provides insights into how their brand resonates well with yours.

Keep things simple by creating an influencer-specific branding deck or one-sheeter that covers everything they need to know, including talking points, brand messaging and hashtags.

2. Understand The Influencer’s Brand

In return, you should also try to understand the influencer’s brand. Research is an important part of the influencer selection, but consider going beyond the typical audience demographics and performance data. Provide examples of posts that caught your eye and explain why—was it the format, their expertise, their energy? Articulating specific reasons for selection can go a long way toward building a long-term partnership.

3. Develop A Content Brief

Separate from the brand standards, provide influencers with a detailed content brief about deliverables. Here is where you tell them what you’re looking for and what they can provide. Include any inspiration from their previous posts, competitors or other creators, along with specific details about what resonates—format, graphics, music, etc. The brief should also include any examples of content you do not want to see—for instance, if there are competitors you want to distance your brand from, if your brand doesn’t participate in viral trends, etc.

Another essential part of the content brief is explaining the campaign’s purpose. What is the overall goal of the campaign? What role does this content play in achieving it? What is the influencer trying to get the audience to do? While influencers don’t usually need a detailed campaign overview, they at least need to know their role in it and what you want them to do if you’re going to experience their best work.

4. Include Industry Specifics

Don’t forget to include any industry-specific issues they must be aware of, such as healthcare regulations. You don’t have to provide all the legal speak and contract language; a list of basic rules will do. Not only are these important for your influencers to know, but they can also affect their confidence in their ability to deliver the content. For example, an influencer known for posting satire might not feel comfortable posting healthcare content due to strict regulations around what can and can’t be said.

5. Provide Direction Vs. Instruction

Unlike traditional marketing channels, where brands control all the assets, influencer marketing is a collaborative tactic similar to business partnerships. In fact, the whole point of hiring an influencer is that you want them to apply their take on your brand. This means giving up some creative control. The audience can spot manufactured, hypercurated content a mile away, and authenticity is king in the world of influencing.

Striking this balance between creativity and brand stewardship is a huge obstacle in the industry. Still, you can make this balance easier by providing influencers with more direction and less instruction. Directions are more general, with room for interpretation, while instructions are very detailed. A direction-based approach can give influencers the creative freedom they need to create great content while allowing you to set some guardrails around your brand’s image.

6. Move Communications To A Dedicated Channel

Communication is a vital part of any relationship, but things can get a little spread out on multiple channels in the digital space. It’s common to approach influencers through direct messages on a social platform or through their provided contact information. Once you’ve established contact, move all communications to a dedicated channel, such as email, and communicate this to the influencer. The benefit of consolidated communication is that everything is in one place; this includes important documents like contracts and requests. Spreading things out between texts, direct messages and multiple email accounts can lead to miscommunication and contract disputes later.

7. Make Time To Meet

We’ve all experienced meetings that could have been emails, but when it comes to influencers, setting aside some dedicated time to meet and talk can go a long way. Every influencer relationship will be different, and every brand an influencer works with will be a bit different, too. Talking through expectations at the start of a partnership can save you a lot of time further down the line, and it ensures that everyone is on the same page regarding the deadlines, deliverables and the contract.

Successful influencer marketing relies on clear communication and collaboration. This includes efforts to maintain your brand. An influencer cannot meet or exceed expectations if those expectations aren’t clear in the first place. Make sure you do your part to provide the necessary information and guidance while leaving space for creativity and discussion.

Hannah Monds is Managing Director of EMEA at Tagger by Sprout Social, a global technology leader in influencer marketing. To see the original post, follow this link: https://www.forbes.com/sites/forbesagencycouncil/2023/11/07/how-brands-can-help-influencers-be-better-brand-ambassadors/?sh=4700bc2b7bb8

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Student Demand for Low-Impact Meals Increases After Climate-Labeled College Menus

6 11 2023

Image: CHARTWELLS HIGHER EDUCTATION

By Chartwells Higher Education via Sustainable Brands • Reposted: November 6, 2023

Results from first year of Chartwells Higher Education’s exclusive partnership with HowGood show positive correlations between climate labels on menus and sustainable choices.

Last year, millions of US students started seeing the social and environmental impacts of the food they ate through an exclusive climate labeling partnership between Chartwells Higher Education — foodservice provider to over 300 colleges and universities across the US — and sustainability intelligence company HowGood, which has the world’s largest database on ingredient and product sustainability. Today, the companies shared initial results from their partnership — revealing a significant increase in student demand for lower-impact meals after HowGood’s climate labels were introduced.

In May 2022, Chartwells partnered with HowGood to measure the overall sustainability of its menu items based on eight core social and environmental impact metrics: greenhouse gas (GHG) emissions, processing, water usage, soil health, land use, working conditions, biodiversity and animal welfare. After Chartwells added climate-impact labels to dining hall menus, student demand for low-impact recipes increased — with Chartwells recording a 37 percent rise in the production of recipes that received positive ratings from HowGood. Furthermore, in Fall 2022, less than a third of Chartwells’ recipes menus nationwide received positive HowGood scores. One year later, nearly half (44 percent) of recipes on Chartwells’ partner school menus nationwide received a positive rating. Chartwells plans to increase this number moving forward by integrating GHG emissions-reducing potential as a criterion in recipe development and innovation along with nutrition, taste and cost.

Image credit: Chartwells

“We were thrilled to be the first and only foodservice provider to introduce holistic climate labels to university dining halls,” said Monalisa Prasad, Director of Sustainability at Chartwells Higher Education. “The feedback so far from students and campus partners has been overwhelmingly positive. We’re continuing to improve the program by offering a broader range of low-impact menu options and making positive impacts easier to understand through measures like simplified iconography.”

Conscientious eaters are increasingly cognizant of the climate impact of food items — recent research suggests that consumers are willing to pay more for food products that exhibit a lower carbon footprint; and in restaurants, carefully reframing menu language can successfully nudge diners toward more climate-friendly food options. Forward-thinking foodies have embraced carbon-labeled food items from brands including Oatly, Quorn and Strong Roots; and on menus at Chipotle,Just Salad and Hilton hotels.

Chartwells’ culinary team is using Latis, HowGood’s proprietary digital platform, to continually improve recipes based on their GHG emissions-reducing potential. The platform allows Chartwells to test and innovate menu items with comprehensive, ingredient-level insights across all eight impact metrics for over 33,000 ingredients. These measures will help Chartwells and its partner campuses advance their sustainability goals by increasing the inclusion of more sustainable meals and helping guests make more informed choices.

“When Chartwells brought us the idea of adding climate labels to the dining halls, we were immediately sold; it was the exact kind of innovative and sustainably focused thinking we’ve come to expect from Chartwells,” said Julie Bannister, Assistant Vice Chancellor of Auxiliary Services at The University of Pittsburgh. “Our university’s goal is to be carbon neutral by 2037, and we’re thankful to have a food service partner that not only helps us achieve that goal but empowers our students to make their own decisions that are better for the planet.”

“We have been continually inspired by our partnership with Chartwells,” said Christina Lampert, Director of Growth and Innovation at HowGood — a leader in helping brands carbon-label their products. “Their commitment to sustainability can be seen not only in their transparent communications with students, but also in their carbon reduction- focused recipe development work. It has been a joy to enable them with the tools they need to do both, and we are so pleased to see such clear results one year into our partnership.”

To see the original post, follow this link: https://sustainablebrands.com/read/marketing-and-comms/student-demand-low-impact-meals-increases-climate-labeled-menus

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Tags: accountability, Chartwell Higher Education, corporate social reponsibility, corporate social responsibility, CSR, ESG, green marketing, HowGood scores, responsible brands, sustainability, sustainable branding
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How Sustainability Has Reached The Forefront For Consumer Products

4 11 2023

By Jill Jaracz from Flowcode • Reposted: November 4, 2023

Sustainability has become an important metric for many, with half of consumers in a 2021 IBM/National Retail Federation survey saying they’d pay more for sustainable products that benefit the environment and the people creating them.

Companies also say they’re on board with sustainability. Nearly all profitable companies agree that becoming environmentally sustainable is a priority and part of their overall business goals, a 2023 Deloitte survey shows.

But while consumers and companies talk a good game, the reality can differ vastly. Flowcode compiled industry research and news reports to analyze environmental sustainability as a priority for consumers and businesses alike.

Fewer than 1 in 3 consumers say that sustainable products made up more than half of their last purchase, the IBM/NRF survey found. Companies are also lagging. The European Commission reported in 2021 that more than 40% of online claims about sustainability amounted to “greenwashing,” calling them “exaggerated, false, or deceptive.”

Searching for a sustainable solution?

Many brands are turning to QR codes because they rapidly connect people with digital destinations, and can save paper that would have been used to create hangtags, sourcing information, and care instructions. Create one for free using this Free QR code generator.

The effects of COVID-19 and climate change

Consumer views of sustainable products have shifted more due to COVID-19 pandemic-related supply chain disruptions and climate change. A May 2021 IBM report found that more than 9 in 10 global consumers say COVID-19 affected their views on sustainability.

As manufacturers and retailers redesign their supply chains to prevent future catastrophic disruptions, some integrate sustainability into everyday practices, including responding to consumer demands for more recyclable packaging.

Companies such as Procter & Gamble have revamped package design on Swiffer dusters and Mr. Clean Magic Erasers to eliminate plastic packaging. P&G estimates its efforts have reduced the company’s plastic usage by 655 tons per year, according to Waste360. Other efforts focus on making traditionally unrecyclable items recyclable. In May 2023, the company received a patent for a fully recyclable pump dispenser.

Other industry changes include swapping plastic packaging for compostable material, which is often made from certain paper or bioplastics, and replacing unnecessary paper inserts and printing with QR codes that can provide ingredient lists and product directions. Small changes like these could have a massive impact. The consumer products industry produces over 33% of all greenhouse gases, according to an Accenture report released in November 2022.

The combination of pandemic- and climate-related disruption has led to a heightened focus on sustainability. IBM research shows that today’s consumers try to incorporate environmental sustainability into their everyday lives. Nearly 3 in 4 carry reusable shopping bags, and 3 in 5 want their values to align with their shopping habits, with 62% willing to change how and what they buy to improve environmental sustainability. More than 60% of consumers said they would pay more for a sustainably packaged product, a February 2023 McKinsey survey shows.

In 2023, the economy may be a more significant factor for people not buying sustainably. Inflation and rising interest rates are affecting consumers’ purchasing power, and over half of consumers think sustainable products cost too much compared to nongreen options, according to GfK.

Throughout the consumer products sector, sales growth for sustainable products has outpaced non-sustainable products, making up almost half of all retail sales in consumer product categories. McKinsey found that between 2018 and 2022, sales grew 6.4%, nearly 2 percentage points more than nonsustainable products.

To see the original post, follow this link: https://www.flowcode.com/blog/sustainability-for-consumer-products

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How sustainable, liveable and resilient housing can help us adapt to a changing future

3 11 2023

A new house under construction outside the Duffins Rouge Agricultural Preserve, Ont. Image: THE CANADIAN PRESS/Chris Young

By Andréanne Doyon, Assistant professor, School of Resource and Environmental Management, Simon Fraser University and Trivess Moore, Senior Lecturer, School of Property, Construction and Project Management, RMIT University via The Conversation • Reposted: November 3, 2023

This summer, Canada experienced wildfires, extreme heat, drought and flooding. Other regions of the world faced similar events.

It’s hard not to wonder if we’re prepared for what comes nextwith climate change. This includes our housing, which has a critical role to play in a sustainable, liveable, and resilient future.

Sustainable housing provides significantly improved environmental performance compared to (most) current housing achieving zero, or near zero, carbon outcomes. However, it is more than just improving energy and water performance.

Sustainable housing considers impact across the whole of its design, construction, use and end-of-life phases. In doing so, it reduces material waste, operating costs, improved thermal comfort and occupant health and well-being, and it is climate resilient.

The good news is we can deliver this type of housing right now. There are many examples of innovative new sustainable housing, and retrofits of existing housing. We explore these in our new book and outline some examples below.

Fossil-free housing

Several jurisdictions have banned fossil fuel-based heating in homes. Bans are taking place at the national level across the European Union, at the provincial level in Québec, and at the local level in Dublin, New York City and Vancouver.

These bans are in response to the Paris Agreement’s 2050 targets and the United Nation’s Sustainable Development Goals, which include moving away from polluting fuels for health reasons and the need to decarbonize our energy networks.

Natural gas being burned from a gas burner. — *Natural gas fuel is polluting and increasingly banned in many jurisdictions around the world. Image: AP Photo/Steven Senne*

Other jurisdictions are banning the use of gas completely and requiring a shift to all-electric housing. Electrification is about reducing environmental impact and delivering a more affordable healthier home.

In Australia, bottom-up support for the all-electric home has grown significantly (as exemplified by the My Electric Home Facebook group which has over 100,000 members) and is putting pressure on governments.

For example, the Victorian State Government recently banned the use of gas for all new housing and renovations that require a planning permit from 2024 onwards. However, this approach needs to also be accompanied by a rapid expansion in grid capacities and decarbonization of the wider energy network.

Location, density, and size

Sustainable housing is also about the location and scale of dwellings. Some jurisdictions are increasing the density of lots to accommodate more housing in existing neighbourhoods and where existing infrastructure and amenities already exists. An example of upzoning is the Oregon’s House Bill 2001, which essentially eliminated single-family zoning in most cities.

Oregon is also famous for its urban growth boundaries, which is a statewide effort to accommodate population and employment growth within urban boundaries to protect agriculture, forests and open space.

A row of single-family homes seen from the air. — *Single-family homes, such as this one in Vancouver, are wasteful in terms of space and materials, and are increasingly being zoned out of major urban areas. Image: THE CANADIAN PRESS/Darryl Dyck*

House size is also important. Larger houses consume more land, materials and resources, and require more energy for heating and cooling. Cities like Vancouver and Toronto have changed zoning legislation to support accessory dwelling units, such as laneway houses, and legalize secondary suites.

There are also social movements devoted to living small. From tiny houses to apartments and self-contained units, these dwellings range in size from approximately 300 to 1,000 square feet. Popular social media accounts include Living Big in a Tiny House, 600sqft and a baby and Never Too Small which offer instruction and resources — and a community — for those wanting to live with a lighter footprint.

Co-living

There has been an increase in people living in shared or communal accommodations in response to decreasing housing affordability and climate change, as well as loneliness.

Such housing can reduce environmental impacts through smaller dwellings and buildings, shared spaces and facilities, and opportunities for grey water filtration systems or community-scale energy projects. Co-housing is a model of intentional community living, which includes self-contained units with shared facilities and amenities that deliver a range of wider social benefits. Channels like ‘Living Big in a Tiny House’ champion the small homes movements while providing community for those looking to downsize their footprint.

In Germany, Baugruppen (German for building group) refers to a practice of self-initiated, community-oriented living where residents share the responsibility of the building. Baugruppen is an approach, not a rule book, where financing, individuals and their needs inform the development.

In Australia, Nightingale Housing is a non-profit organization working to provide sustainable and higher density housing. While the developments go significantly beyond minimum construction code performance requirements, it is the provision of shared and community spaces that is challenging business-as-usual designs. These include communal laundries, productive gardens and outdoor cooking areas designed to encourage interaction with neighbours.

There is no doubt that our housing will play a critical role in delivering a sustainable, affordable and resilient future for households and communities. There are examples all around the world showing us the type of housing we should (and can) be delivering right now. We don’t need to reinvent the wheel.

Given the climate emergency and other critical issues with our housing, we need policymakers, the construction industry and households to demand more of our housing.

To see the original post, follow this link: https://theconversation.com/how-sustainable-liveable-and-resilient-housing-can-help-us-adapt-to-a-changing-future-212412

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Tags: accountability, corporate social reponsibility, corporate social responsibility, CSR, ESG, green marketing, responsible brands, sustainability, sustainable branding, sustainable brands, Sustainable housing, The Conversation
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Making Something Out of Nothing: Time for a Rethink About Waste

3 11 2023

Image: Choice Organics

By John Broadway via Sustainable Brands • Reposted: November 3, 2023

Excess is inevitable; and we should re-evaluate our understanding of what businesses do with it accordingly. Instead of thinking of excesses as the end of a story, recognize the potential of wastes as the start of something new.

Waste management is a big challenge. From recycling to upcycling, circular economies toLCAs, figuring out what to do with excess material is a familiar problem for any sustainability practitioner. Many of our most pressing environmental challenges, from climate change to plastic pollution, stem from difficulties managing the extra, unproductive stuff — from CO2to particulate pollution — our economy generates.

Waste is everywhere — particularly, in the food business. Livestock operations are infamous for theirs, which has been known to spectacularly erupt on occasion. Food operations of all stripes have waste-generating inputs, produce yet more waste during production, then ship outputs in plastic and cardboard — creating yet more waste.

Some products generate waste systemically. Coffee is a particularly egregious example: After processing, it is estimated that only 6 percent of the coffee cherry makes it to the cup. The rest, including an edible and nutritious fruit called cascara, is often left to rot — producing the potent greenhouse gas methane, and polluting local water supplies. Sale of cascara for consumption was even illegal in the EU from 1997-2022, further complicating efforts to use it in more productive ways.

From a cradle-to-grave perspective, what many companies — in many industries, not just food — accomplish is the filling of landfills, with a brief period of use somewhere between manufacture and permanent disposal. Suffice to say, this carelessness about waste creation will not do. We’re exhausting Earth’s resources; and the real costs of producing so much waste are increasingly disastrous.

There are plenty of new ideas about reuse and recycling, but the philosophy of waste is worth a look. French writer Georges Bataille understood excess to be an integral part of all systems. In his controversial, often radical writing, all things produce excesses: Human societies produce excess energy, which gets accounted for productively in the arts or destructively in wars. The Earth produces excess energy, which gets released explosively in earthquakes and volcanoes. Even life itself, for Bataille, is a kind of excess — a manifestation of surplus energy from the sun. In the first volume of The Accursed Share, he summarizes:

“The living organism … ordinarily receives more energy than is necessary for maintaining life … If the system can no longer grow, or if the excess cannot be completely absorbed in its growth, it must necessarily be lost without profit; it must be spent, willingly or not, gloriously or catastrophically.”

In other words, every system will produce an excess; but what happens to that extra stuff has consequences. A look at our current environmental crises, brought on by unaccounted-for material, demonstrates the need for a paradigm shift. Ignoring it, or sending it out of sight, is not a solution — it’s only the delay of an inevitable reckoning.

So, how to change the paradigm? First, recognize that excesses are an integral part of daily operations that need to be accounted for. Businesses must abandon two-dimensional, linear thinking — where there’s only a straight line between upstream and downstream, with neat endpoints on either side. Instead, realize that production occurs in three dimensions — so the inevitable excess can be productively folded back into the supply chain instead of senselessly jettisoned. Waste never simply disappears; however, good we get at hiding it. Instead, it is a part of production that can and should be utilized, like any other input or output. That shift in thinking is the difference between burying our problems and opening new spaces for creativity — or, in Bataille’s terms, the difference between glory and catastrophe.

For us at Yogi, we’re forever finding ways to recontextualize the excesses in our supply chain. In Sri Lanka, farmers were struggling with a governmental ban on imported fertilizer. The solution was in the garbage: Aided by our funding, one of our cinnamon suppliers began using processed cinnamon bark — previously discarded during the production of cinnamon oil — as a source of organic fertilizer. On September 7, the first dispersal of this renewable, restorative fertilizer went out to farmers; and the program is set to create 15 tons every month — all from what used to be trash.

In our facilities, rather than turning a blind eye to the shortcomings of recycling programs, we partnered with another local firm to compile our plastic waste and sell it to a company that uses it to produce resilient outdoor flooring.

Novel approaches to excess materials have even found their way into our products. Cacao shells, delicious and overlooked byproducts of chocolate production, add richness and depth to our Choice Organics Cocoa Mint Puerh tea.

The bottom line, following Bataille, is that excess is inevitable — and we should re-evaluate our understanding of what businesses do with it accordingly. Instead of thinking of excesses as the end of a story, recognize the potential of wastes as the start of something new. As I’veargued, the words we use and the stories we tell matter. Thinking of excesses as trash, something only to be discarded, precludes the idea that they could be useful. What waste offers is opportunity — from helping farmers to building patios, flavoring teas to making new beverages, distilling spirits to even getting value from surplus atmospheric carbon. Trash is always treasure — the difference is only in how we look at it.

John Broadway is a Sustainability Marketing Specialist at East West Tea Company, which owns and operates Yogi Tea. To see the original post, follow this link: https://sustainablebrands.com/read/waste-not/making-something-nothing-rethink-waste

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Tags: accountability, corporate social reponsibility, corporate social responsibility, cradle-to-grave, CSR, ESG, green marketing, responsible brands, sustainable branding, sustainable brands
Categories : corporate social responsibility, DEI, ESG, lack of trust, reputation management, responsible brands, social responsibility, sustainability, sustainable branding, sustainable brands

Diversity Without Inclusion Is a Missed Opportunity: How Employees Can Speak Up

31 10 2023

Image: nanzeeba/Adobe Stock
By Riya Anne Polcastro from Triple Pundit • Reposted: October 30, 2023

Toxic workplaces have the power to do a lot of harm. Employees feel the effects mentally and physically, and productivity suffers as a result. Naturally, turnover is high in toxic work environments, and employers struggle to retain top talent. But discrimination, harassment and bullying are preventable. It’s up to employers to foster healthier workplaces that truly value diversity, equity and inclusion (DEI), but employees can also find their voice to speak up and hold leaders accountable.

TriplePundit spoke with Chiquita Hall-Jackson, an attorney and expert in employment law, about what can be done to promote employee wellness and inclusion, and what employees can do if they witness discrimination or mistreatment at work.

Diversity without inclusion leads to missed opportunities

“A lot of companies have been focusing on diversifying their staff and their workforce,” Hall-Jackson said. “However, they’re not being inclusive, and that’s where a lot of opportunities have been missed.” It’s not enough to just hire a diverse staff. By ignoring inclusion, many employers miss out on the benefits that come with a diverse workforce. After all, employees have to feel included to be comfortable sharing their ideas and talents.

Employees need to feel like they have a voice in the workplace and can offer input, she said. “They also want to contribute and show that their talents are recognized by the company.”

Chiquita Hall-Jackson smiles at the camera - attorney, employment law expert and inclusion advocate — Attorney Chiquita Hall-Jackson, who is an expert in employment law, founded the Blow the Whistle Law social justice movement that encourages workers to speak up when they witness wrongdoing in the workplace. (Image courtesy of Chiquita Hall-Jackson)

Inclusion through bonding experiences

Hall-Jackson sees bonding experiences during the workday as a simple step employers can take to foster employee wellness and connection. These group activities could include mixers, cooking lessons, exercise classes, and paint and sip classes. “Different activities that you used to do with your girlfriends or a bunch of friends, corporate is now evolving as bonding activities,” she said.

These experiences cultivate inclusion, employee happiness and a sense of belonging, she said. “A lot of people just don’t feel like they belong in the workplace, and ultimately it affects their mental health.” Offering bonding experiences can help workers who don’t feel valued or engaged to feel included.

Resources for reporting workplace issues

A strong social support system in the workplace is the backbone of inclusion and employee well-being, Hall-Jackson said. That means fostering an environment of respect and fair treatment, supporting an open-door policy for communication between workers and supervisors, and creating a human resources policy against discrimination and harassment.

When it comes to reporting discrimination, harassment and bullying, employees feel safest if there is a third-party phone number they can call instead of reporting to internal human resources personnel, she said. The option to remain anonymous can also protect them from retaliation.

Likewise, she encourages employers to use a third party to handle issues that arise while safeguarding employee privacy — for example, requests for leave related to medical issues and disabilities. She gave the example of a client whose supervisor left the mental health records she submitted for a leave request on a desk where anyone walking by could see the employee’s personal, protected health information. Utilizing a third party to process these records would have protected the employee from the embarrassment of sharing such personal information with her supervisor and exposing it to others in the office.

A budding movement rallies workers to speak up about wrongdoing

Hall-Jackson wants employees to be able to use their voices to stick up for what’s right and intervene when they witness harmful behavior like microaggressions and discrimination at work.

“They might even see their supervisors yelling and picking on a particular individual or group of individuals,” she said. “If you don’t feel comfortable speaking up in that moment, maybe immediately after — I’ll say no more than 24 hours after that particular meeting, or interaction — pull that person to the side and say, ‘Hey, I witnessed what happened. I don’t think that’s fair. I think you owe XYZ an apology. And that’s not how we do things around here.’” Letting people know you’re against this type of behavior and don’t think it’s good for the company draws a clear boundary and establishes that you won’t look the other way, she said.

Hall-Jackson founded Blow the Whistle Law to facilitate more speaking up. The “social justice and accountability movement” aims to institute workers’ rights clinics in at least 10 law schools across the U.S. to train law students to disrupt wrongdoing and prioritize diversity in the workplace, she said.

“It was sparked after being triggered by the Black Lives Matter movement back in 2020,” Hall-Jackson said. “When I, personally, had the belief that if the officers who were with Derek Chauvin had intervened that day when he had his knee on George Floyd’s neck, that his life could have been saved.”

The limits of employment law

The Blow the Whistle Law movement holds monthly webinars around workplace issues. One of the most popular is about identifying discrimination and how to navigate a hostile work environment. It’s important that employees can distinguish discrimination and harassment from workplace bullying, because perpetrators are emboldened when employees rush to file lawsuits or Equal Employment Opportunity Commission claims for bullying and, inevitably, lose those claims, she said.

“Unfortunately, there are no workplace bullying laws in place,” she said. And unless the mistreatment is related to a protected class, “what they’re describing is not discrimination. It is simply workplace bullying or some kind of petty offense that’s not covered under the law.”

This is why it’s all the more important for employers to value their employees’ well-being by proactively creating inclusive work environments and safe ways for employees to report mistreatment. Simultaneously, bonding activities can help co-workers feel more inclined to speak up for one another. Ultimately, it is up to employers to ensure their workplaces are not toxic, but employees can help protect each other by educating themselves on employment law and speaking up when they see mistreatment.

Riya Anne Polcastro is an author, photographer and adventurer based out of the Pacific Northwest. To see the original post, follow this link: https://www.triplepundit.com/story/2023/diversity-without-inclusion/786906

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Tags: accountability, Corporate Culture, corporate social reponsibility, corporate social responsibility, CSR, DEI, ESG, sustainability
Categories : corporate social responsibility, DEI, ESG, responsible brands, social responsibility, sustainable brands

Redefining the Consumer Experience with SmartLabels

27 10 2023

Image: Avery Dennison

By Max Winograd, VP, Digital Solutions, Avery Dennison from Sustainable Brands • Reposted: October 27, 2023

With engagement levels still low, SmartLabels are something of a sleeping giant. So, where’s the tipping point to awaken their full potential? How do we really drive that desire to engage?

The billions of US products equipped with the Consumer Brands Association’s (CBA) SmartLabel represent a huge opportunity for brands. With customers caring increasingly about the stories behind their purchases, many should be eager to scan a QR code (or search the web) to learn about them.

But consumer involvement, while encouraging, still has a way to go. With engagement levels still low, SmartLabels are something of a sleeping giant. So, where’s the tipping point to awaken their full potential? How do we really drive that desire to engage?

Bridging the engagement gap

SmartLabels have always had the potential to change the way customers interact with products. We know there’s a demand for transparency, and they inhabit valuable real estate on packaging. So, it seems that the answer to making this more attractive lies in the consumer experience.

At the core of the issue is the static nature of interacting with SmartLabels. Scan a product today, and you’ll mostly see basic information such as nutrition facts and ingredients. You won’t necessarily get the opportunity to actually engage with the brand to understand things such as the history of the product or the origin story of the company.

There’s a lack of connected data that tells the story of how a product came to be — from the original materials to the manufacturing plant, and the journey to the retail shelf.

A new partnership with SmartLabel

With over 100,000 product lines across the US adorned with its technology, SmartLabel has now partnered with Avery Dennison’s atma.io connected product cloud — making it only one of three platforms that are part of CBA’s preferred partner network (PPN). The consumer experience with SmartLabels now has the potential to be turbocharged.

atma.io aims to turn SmartLabels into compelling consumer experiences, adding a host of exciting use cases. Brands can upload their product information onto the atma.io platform, choose from a gallery of SmartLabel templates, and even set rules for dynamic consumer experiences based on unique QR codes.

Instead of viewing a product line’s basic information, customers can see the individual story of the exact, unique item they’re holding. They’ll be able to connect with loyalty programs, automatically reorder, see related items, and check out gifting options — unlocking endless possibilities for brand and product interactions. Two customer questions can then be answered: “What’s the story behind this product?” and “What’s in it for me?”

Writing the story, not reporting it

The atma.io platform is also looking upstream to increase supply chain transparency. The digital triggers themselves can be scanned, read and interacted with; and then that will create a new tracking event in the supply chain. This not only contributes to a detailed sustainability story but also enhances inventory accuracy, reducing chargebacks between retailers and brands.

Rather than just a storytelling device, the SmartLabel becomes a part of the supply chain itself; brands can utilize it as an enabler for sustainable practices. Imagine first scanning a product to find out how it was made, then scanning it again later on to see information on end-of-life recycling and how you can pass it on responsibly.

The atma.io platform also surfaces extremely useful primary data that brands would normally miss out on — including valuable information on how customers interact with products, across geographies and product categories.

Image credit: Avery Dennison

A smart way to comply

While the immediate advantages are in broadening engagement, the partnership also sets the stage for future compliance opportunities. With upcoming regulations such as Europe’s Packaging and Packaging Waste Directive, SmartLabels could evolve to become an even more useful tool for compliance and sustainability.

As similar regulations make their way across the Atlantic, brands will find themselves under increasing pressure to adhere to new compliance standards. The SmartLabel, once a mere window into basic product information, could become a critical asset in this process. Through integrating connected supply chain data with tracking and reporting, brands can proactively address compliance issues, from waste reduction to ethical sourcing — positioning them ahead of the regulatory curve and enhancing their reputation for transparency and responsibility.

“The partnership between atma.io by Avery Dennison and SmartLabel is more than just a technological collaboration; it’s a vision for the future of consumer engagement, compliance and personalization. Once you get the QR code on the product, you can then turn that into an infinite number of possibilities for brands to unlock additional use cases through connected packaging,” says Rishi Banerjee, Senior Director of SmartLabel at Consumer Brands Association.

To see the original post, follow this link: https://sustainablebrands.com/read/marketing-and-comms/redefining-consumer-experience-smartlabels

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Tags: accountability, Avery Dennison, Consumer Brands Association, corporate social reponsibility, corporate social responsibility, CSR, ESG, green marketing, Packaging and Packaging Waste Directive, responsible brands, SmartLabels, sustainability, sustainable branding, sustainable brands
Categories : corporate social responsibility, DEI, ESG, green marketing, reputation management, responsible brands, social responsibility, sustainability, sustainable branding

Sustainability in Advertising:How Marketers Can Waste Less and Grow More

26 10 2023

Image: Advertising Week

By Myles Peacock from Sustainable Brands • Reposted: October 26, 2023

It’s all about increasing the efficiency of your assets — rather than just adding more stuff to a stack to feel like you are keeping pace. When it comes to both effectiveness and sustainability, less is more.

Sustainability in marketing is, almost ironically, an evergreen topic. Every brand, agency and marketer should be thinking about the environment and how our industry is impacting it.

Recent Kantar research shows that 90 percent of marketers believe sustainability agendas must be more ambitious, with a further 94 percent saying marketers have to act more bravely and experiment to drive transformative change.

But thinking is one thing. Doing is another thing entirely.

Roughly 40 percent of marketers are still taking their first steps towards developing more sustainable marketing practices. And you can understand why — these are challenging times; it’s easy for sustainability to slip down the priority list.

The media landscape has fragmented — audiences now exist across its many glimmering shards, dynamically shifting from channel to channel throughout the day. Having more channels means there are more chances to deliver your message, but it also increases the risk of your message completely missing its intended target

But the reality remains that marketers wholeheartedly want to be as effective as possible. They want to achieve zero-waste budgets. But zero waste must refer to environmental waste as much as financial waste.

The bottom line

When ads fail to land, they don’t just waste the budget. Unnoticed digital ads saturate the landscape — consuming valuable resources, draining server capacity and increasing the size of a business’s carbon footprint.

The CO2 emissions from online advertising alone account for a whopping 10 percent of the internet’s total infrastructure emissions. Multiply that waste by factoring in all the communications a typical business creates beyond advertising, and it’s clear that a major problem exists.

But the effects of the media landscape’s growing complexity are twofold. First, you have a proliferation of channels; then, you have the explosion of marketing tools and solutions that help brands reach consumers across the rapidly evolving ecosystem.

Now, brand marketers are grappling with the challenge of navigating an array of disparate systems. On average, they juggle six different platforms — most of which lack integration and compatibility. This fragmentation not only impedes efficiency but also hampers effective waste-management strategies. And as more platforms emerge, levels of waste are only set to increase.

More complexity. More competition. More pressure. More emissions. More wastage.

So, how can brands effectively become more sustainable while keeping pace with an evolving media landscape?

Out of sight, but not out of mind

Every year, the digital waste of unseen ads emit as much carbon as the global aviation industry. This huge number shows how important it is to fix the damage that digital advertising is doing to the environment. With this knowledge, brands and marketers have a responsibility to tackle this problem head on.

But to close the gap, our industry needs to proactively work together.

Tech is changing fast; and concurrently, environmental concerns are growing. Developing collective, sustainable advertising practices is the only way to significantly curtail the impact of digital advertising on the environment.

Businesses have multiple partners, stakeholders, agencies, markets, departments. They can evolve or be acquired. The list goes on and on. And consequently, many organizations are over-encumbered with systems and processes that are essentially duplicates.

It’s all about increasing the efficiency of the assets you have — rather than just adding more stuff to a stack to feel like you are keeping pace. When it comes to both effectiveness and sustainability, less is more.

In fact, our recent commissioned study conducted by Forrester Consulting revealed that effective implementation of this approach within a company’s marketing ecosystem leads to positive outcomes. When tools are used to their maximum efficiency, 59 percent of respondents reported increased company revenue; and 48 percent reported a more efficient use of their time.

Brands should focus on holistic strategies that bring together content, ads and audiences seamlessly. Establishing connections between these elements serves to minimize wastage and enhance overall campaign effectiveness. This strategic approach not only benefits the environment but also streamlines efforts and amplifies returns on investment for marketers.

Sustainability may feel like an evergreen topic. But we are up against the clock. The planet depends on the choices businesses make together — which is why brands must ensure their technology makes marketing work for them, their consumers and the environment.

Myles Peacock is Worldwide CEO at Investis Digital. To see the original post, follow this link: https://sustainablebrands.com/read/marketing-and-comms/how-marketers-waste-less-grow-more

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Tags: accountability, corporate social reponsibility, corporate social responsibility, CSR, ESG, green marketing, Kantar, responsible brands, sustainability, sustainable branding, sustainable brands
Categories : Climate Change, corporate social responsibility, DEI, ESG, green marketing, reputation management, responsible brands, social responsibility, sustainability, sustainable branding, sustainable brands

Why Gen Z Is Driving Food and Beverage Brands to Become More Sustainable

25 10 2023

Image: Food Industry Executive

By Barak Bar-Cohen, Founder and CEO of Sojo Industries via Food Industry Executive • Reposted: October 25, 2023

What are key motivators behind Gen Z’s support for more sustainable food and beverage products?

Gen Z is facing challenges that generations before them did not.

As Gen Z consumers enter the workforce, they’re encountering very different circumstances than their parents and grandparents. For example, they grew up seeing the impact of climate change and a global pandemic firsthand, and for many, this led to sustainability becoming a greater priority. In 2023, Gen Z consumers face new challenges such as inflation, higher costs of living, and the impact of social media, all of which are driving this generation to make value-driven spending decisions.

It’s not surprising then that Gen Z is using their newfound purchasing power in an environmentally and financially responsible fashion. With the world they’re growing up in, every purchase counts towards preserving the planet and saving dollars toward the basic living necessities.

And what’s even better: brands and manufacturers are paying attention. Today, there are more options for Gen Z consumers to “shop their values” and ways for consumers to call out brands that are not prioritizing sustainability. This can further motivate Gen Z to demand food and beverage companies to adopt more climate-responsible practices in their supply chains.

How do food and beverage manufacturing processes impact the environment?

The manufacturing stage of the food and beverage supply chain can have profound impacts on the environment. For example, the reliance on nonrenewable energy sources to power heating, cooling, refrigeration, and other energy-intensive activities can increase carbon emissions.

Likewise, this step of the process often generates a significant amount of waste from packaging materials to processing byproducts. Excessive packaging, especially with non-recyclable or non-biodegradable materials, can further exacerbate this issue, leading to increased waste generation and pollution.

Without adequate disposal, food and beverage manufacturers may turn to landfilling or incineration — processes with harmful environmental effects. In fact, landfills often produce a natural byproduct that is composed of methane and carbon dioxide, both potent greenhouse gasses (GHG) that accelerate the climate crisis.

Considering the ways manufacturing impacts the environment, it’s important that food and beverage brands make climate-responsible decisions to reduce their environmental footprint.

What are some potential barriers that food and beverage companies face to achieve sustainability?

Large food and beverage companies mostly control their own supply chains, from ingredient sourcing to manufacturing to warehousing to distribution. However, most of the emerging brands do not.

This makes it difficult for the majority of newer brands to influence something they do not control. For example, if manufacturers rely on fossil fuels to power their warehouses, this will contribute to a product’s overall carbon footprint, and brands have little say in these decisions. So, they’ll face challenges in adopting sustainable practices throughout the supply chain.

On the other hand, for larger brands that manage their own supply chains, sustainable practices are still not widely accepted due to legacy systems and financial return models that value a healthy ROI during challenging economic times, regardless of the environmental costs. But if brands fail to invest in the future, they’ll miss out on impressing a growing customer base: Gen Z and Gen Alpha customers who expect brands to offer sustainable food and beverage products.

A part of the challenges for both newer and legacy brands is the fact that food and beverage supply chains are highly fragmented. Brands work with multiple suppliers, manufacturers, and distributors from production to retail. This makes it difficult to track and trace the environmental impact of products while assessing for quality control and food safety. Often, food and beverage products travel significant distances, making it even more challenging for brands to lower their environmental footprint.

What strategies can food and beverage manufacturers employ to increase sustainable practices in their operations?

More than a strategy, companies must make an actionable commitment to climate-responsible decisions in every aspect of their business.

When the choice is between non-recyclable plastic or packaging made from 100% recycled materials, businesses can choose to walk the talk by utilizing eco-friendly materials and finding savings elsewhere to justify the decision. Companies can also choose to work with vendors that are actively prioritizing sustainability in their operations, which can help the company reduce its carbon footprint. For food and beverage companies across manufacturing and the supply chain, sustainability must be put into practice across all processes, from ingredient sourcing to packaging to distribution, if companies truly want to be seen as green brands.

Company leaders can also put this into practice by showcasing their own sustainable choices and supporting employees to choose more sustainable options in their everyday lives. For example, companies could encourage employees to practice green lifestyles by installing free charging stations at the office for electric vehicles or providing recycling bins and a pickup program. People often view these as extra steps or more expensive options, but it can make a big difference when everyone does their part.

How can technology assist in improving sustainability efforts in food and beverage manufacturing?

Technology is one of the most prominent drivers for businesses that want to improve their sustainability efforts. In many scenarios, automation and robotics reduce the reliance on people, which can save energy, but also significant resources and waste produced by humans. Software platforms can help businesses be more sustainable by optimizing routes and analyzing weather patterns to better plan and implement more efficient manufacturing practices, which reduces wasted resources.

Real-time, data-driven insights produced by artificial intelligence are also redefining sustainability efforts for food and beverage decision-makers. This valuable data is not only helping businesses improve their own operations but also benefiting consumers by enabling businesses to forecast projections and meet the environmental expectations of buyers.

How could the changing preferences of Gen Z impact future practices and innovations within the food and beverage industry?

The preferences of younger generations, including Gen Z, are permeating the food and beverage industry. With their increased focus on healthy options, products accommodating probiotic, plant-based, and organic preferences have already made their way into food and drink innovations.

Drink categories, including non-alcoholic beverages, have emerged as major areas of growth in 2023 driven by Gen Z being the most sober generation.

Younger generations are certainly influencing the market, but as a result, we even see older consumers changing their buying habits – and sustainability is one of these areas. While Gen Z is adopting sustainable behaviors more than any other age group, their actions are driving other age groups like Millennials to make more sustainable decisions. Whether it is a decision rooted in health, sustainability, price, or quality, consumers are influencing food and beverage brands to make innovative changes. By accommodating these preferences, companies can not only gain the trust of younger generations but continue to improve their bottom lines in close alignment with the market.

Barak Bar-Cohen is the Founder and CEO of Sojo Industries, an industrial automation company that utilizes robotics, mobility, and modularity to deliver efficient packaging and assembly solutions to the food and beverage industry. To see the original post, follow this link: https://foodindustryexecutive.com/2023/10/why-gen-z-is-driving-food-and-beverage-brands-to-become-more-sustainable/

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Tags: accountability, corporate social reponsibility, corporate social responsibility, CSR, ESG, Gen Alpha, Gen Z, green marketing, responsible brands, sustainability, sustainable branding, sustainable brands
Categories : Climate Change, corporate social responsibility, DEI, ESG, green marketing, reputation management, responsible brands, social responsibility, sustainability, sustainable branding, sustainable brands

Will the corporate path to sustainability be led by purpose or compliance?

25 10 2023

Image: Andriy Onufriyenko (Getty Images)

By Heather Landy from QZ.com • Reposted: October 25, 2023

Corporate sustainability work used to be a lonely profession. The goals seemed far off, and often it was difficult getting the rest of the organization to join the journey. But suddenly, a host of interested parties—governments, customers, shareholders, and competitors—are pulling companies down the path of responsible business practices.

In other words, do not give the political blowback against sustainability goals any more weight than it deserves. Global companies are pushing ahead with their sustainability agendas.

That was one of our main conclusions from a recent roundtable of corporate sustainability leaders, hosted by Quartz in London and sponsored by EY Parthenon. The event was conducted under the Chatham House rule, which means we cannot publicly reveal the speakers’ identities or affiliations. What we learned, however, is fair game. Here are our takeaways.

Will the path to corporate sustainability be purpose- or compliance-led? Yes.

That was the uncomplicated answer to the question we asked at the outset. The participants, from global companies spanning telecom, real estate, finance, consumer packaged goods, and the industrial sector, were in complete agreement that it would take both regulation and corporate initiative to meet the goals of the 2016 Paris climate agreement, among other sustainability targets.

The slightly more complicated answer? Companies will need to do a top-to-bottom overhaul of how they make and sell products, while governments will need to create rules that not only require corporate box-ticking but actually shape markets to generate the desired outcomes.

Norway’s fulsome approach to promoting electric vehicles was one of the examples discussed. It started in 1990 with tax exemptions for EVs, and over time added perks such as free public parking, access to bus lanes, and discounts on car ferries and road tolls. By 2022, 80% of passenger cars sold in Norway were electric.

Boards are becoming more accommodating

When companies announce ambitious goals like reaching net-zero emissions by 2030, whether they hit the target or not, it focuses the organization and forces a change in mindset. (If that sounds fluffy, consider the mindset change that Microsoft CEO Satya Nadella credits for the software giant’s resurgence in recent years. Mindsets make a difference.)

A participant from a global industrial concern said that since its announcement of net-zero goals for Scope 1 and Scope 2 emissions, the company’s board quickly seemed to understand it could no longer wait for technologies that are still on the horizon—it needed to start making changes immediately.

A sustainability chief from the telecom industry noted that in 2017, getting approval for measures that would bring her company in line with principles for a maximum 1.5 degree global temperature rise required three trips to the board. Today, the approvals come much faster. What changed, she said, was customer pressure: When prospective clients send out a request for proposal (RFP), often 30% of it involves queries about the company’s sustainability credentials.

The relative returns on sustainability are real

In real estate, for example, buildings that switch from gas to heat pumps typically cost less to run while offering greater security and resilience. And increasingly, those are the only kinds of buildings that quality tenants want. At the other end of real estate spectrum, it’s mainly a race to the bottom now on cost as well as quality, which in the long term is a recipe for an influx of stranded assets.

Geopolitics matter

What’s feasible for companies from a sustainability standpoint can change very quickly. Conflicts between countries can easily choke off supply chains, for example, so plans must be flexible.

Iconic projects can change the market

When Cambridge University decided to stop mowing the famous lawn outside King’s College in order to turn it into a wildflower meadow, it marked the first time since 1772 that the plot of land went unmanicured. Perhaps that helped encourage the university two years later to cover its iconic chapel in scaffolding and lay plans for an installation of solar panels.

In the corporate world, prepare for similar first-mover sustainability measures to hit the market and potentially push competitors to match those actions. For example, redundant packaging for high-end spirits—in which a bottle might sit inside a gift box—may soon be on its way out.

Sustainable alternatives are not without their drawbacks

EV batteries rely on heavy metals mined in ways that can be problematic for the environment or human rights (and the cars do nothing to solve for the pollution that comes from automobile tires). Solar panels can reduce carbon emissions but their manufacture, concentrated heavily in China, raises human rights issues as well.

In other words, corporate sustainability work has a long future ahead of it.

To see the original post, follow this link: https://qz.com/trumps-remark-outside-court-draws-judges-notice-as-cohe-1850957336

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Tags: accountability, corporate social reponsibility, corporate social responsibility, CSR, ESG, green marketing, responsible brands, sustainability, sustainable branding, sustainable brands
Categories : Climate Change, corporate social responsibility, DEI, ESG, reputation management, responsible brands, social responsibility, sustainability, sustainable branding, sustainable brands

Incorporating nature into education can build skills and improve mental health

24 10 2023

A group of staff and students weave baskets as part of the University of Waterloo’s Land Skills for Wellness and Sustainability initiative. Photo: James T. Jones), Author provided (no reuse)

By James T Jones, PhD Candidate, Faculty of Environment, University of Waterloo and Steffanie Scott, Professor of Geography & Environmental Management, University of Waterloo via The Conversation • Reposted: October 24, 2023

Could carving a wooden spoon by a lake be the answer to the mental health crisis in Canadian universities and also global sustainability?

Clearly, no.

However, our research has shown that shifts in our attention using Nature-based crafts and skills may just be the key to addressing the developing crises of mental health on campus as our world struggles with sustainability.

Nature-based education

At the University of Waterloo we are running a series of workshops for staff and students as part of our new initiative called Land Skills for Wellness and Sustainability.

The University of Waterloo is often known for its science, engineering and tech expertise, but this initiative aims at supporting well-being and fostering discussions around sustainable behaviour through the re-connection of participants to land and nature. Workshops led by local craft practitioners focus on spoon carving, basket weaving, nature weaving, herbal tea preparation, nature connection walks and scything.

The emphasis with each of these activities is sensory connection, relationship building with natural “materials” and the power of crafting with hands and simple tools, engaging in skills that have connected humans to land and place, sometimes for thousands of years. Participants formed new relationships with maple and willow wood, birch bark, tulsi and chamomile herbs, a Canada goose skull or a field of milky oats.

The workshops focus on the role that connecting with nature and practising skills play in widening and shifting our attention, perception and relationship with the natural world.

In doing so we explore how our connection to nature and a sensory appreciation of the world increases our sense of well-being and is a prerequisite for sustainable behaviour. These observations also mean we are laying foundations to examine and further understand sustainability as what author Fritjof Capra has called “a crisis of perception”.

A crisis of perception

We live in a time of social and environmental breakdown which has been called The Great Unravelling with unprecedented and globally significant impacts.

While global health has mainly improved during this period, serious health implications are expected in this age of crisis. One out of two people are predicted to experience a mental health disorder in their lifetime which is likely to be exacerbated by climate breakdown impacts. In Canada there is a noted mental health crises at Canadian universities.

There is a sense of urgency for solutions to the sustainability crisis and a dominant response to this is technological solutions such as electric vehicles, solar panels, carbon offsetting and green energy. While not without merit, these technologies do little to address the deeper, more complex, causes of our current sustainability crisis. As such, transformations towards sustainability must involve deep shifts in the patterns our inner mind, including shifts in attention and a renewed relationship with nature

Neurologist Iain McGilchrist sees a central role for attention in creating our world

“the kind of attention we bring to bear on the world changes the nature of the world we attend to…”

As we participate with the world, we create stories that tell us how the world is, creates strategies for action, and moral and ethical standards to live by. The Philosopher Alasdair Macintyre acknowledges the importance of the question “What am I to do?” But first, he argues, we must consider: What story or stories do I find myself a part of?

Our work aims to re-centre the planet and our environmental community within our collective stories.

Reconnecting human nature

Throughout most of evolutionary history, humans, like other animals have been in direct participation with the natural world. This shaped our behaviour and provides explanations for the benefits of reconnecting with the natural world including increased mental and physical health and sustainable behaviours.

Arts and craft-based activities were once a core part of occupational therapy, and with reported benefits of increased sense of pride, purpose, identity and hope. Crafting and skills practice also have widely reported physical and mental-health benefits and support resilience. Skills in “making” have been identified as important components in sustainability education and practice focusing on, for instance, embodied cognition, flow activity and anti-consumerism.

A group of people walking through a forest clearing. — *Burnaby, B.C. Spending time in within the environment and our natural communities can have huge benefits for mental health and perceptions of sustainability. Image: THE CANADIAN PRESS/Darryl Dyck*

We acknowledge that teaching land skills on the stolen Indigenous land of the Neutral, Anishinaabeg and Haudenosaunee peoples is complicated. The loss of life-ways, crafts and skills of peoples from Turtle Island (North America) and elsewhere through centuries of colonialism needs to be addressed and we aim to ensure that efforts to connect to the land do not perpetuate harm.

Our initiative has been designed as a “safe to fail” experiment to explore possibilities for change in academic culture and to support the well-being of all those present on campus. With over 61 participants engaged so far planning is underway to continue the workshops as part of a formal research program. We hope that in time these practices can become standard across universities and Canada as a whole as part of wider efforts to address dual mental health and sustainability crises.

To see the original post, follow this link: https://theconversation.com/incorporating-nature-into-education-can-build-skills-and-improve-mental-health-212415

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Tags: accountability, corporate social reponsibility, corporate social responsibility, CSR, ESG, flow activity, green marketing, occupational therapy, responsible brands, sustainability, sustainable branding, sustainable brands
Categories : Climate Change, corporate social responsibility, DEI, ESG, reputation management, responsible brands, social responsibility, sustainability, sustainable branding, sustainable brands

Want a Better Company Culture? Make More Space for DEI

24 10 2023

Members of an employee resource group (ERG) at the intelligent power management company Eaton strike a pose while volunteering in their communities. ERGs are just one way for companies to create intentional spaces for diversity and inclusion. (Image: Eaton)

By Amy Brown from Triple Pundit • Reposted: October 24, 2023

For all the strategies, frameworks, and tools that companies adopt to improve diversity, equity and inclusion (DEI) in their workplaces, success often comes down to conversation. The employers doing DEI the best are those creating intentional spaces that allow people to share their authentic selves safely and openly.

That something this simple should be so powerful — people of diverse backgrounds sitting around a discussion circle, or members of a group with similar backgrounds finding support in shared experiences — can be surprising. Yet making the time for DEI within the regular workday is one of the most effective solutions to truly change company culture.

Corporate culture, after all, is essentially the way employees interact with each other, the spaces they feel empowered to occupy at work, and the way they feel they’re given permission to spend their time and energy. Conversations among colleagues, especially around what makes us different and what connects us, are a way to enhance belonging, and to attract and retain talent.

People are less likely to stick around if they don’t feel welcomed and included or worry a situation is stacked against them based on some aspect of their identity or background. In fact, a 2022 study published in the MIT Sloan Management Review found that a toxic corporate culture is by far the strongest predictor of industry-adjusted attrition and is 10 times more important than compensation in predicting turnover.

Confronting bias in a comfortable setting 

Research bears out that it is the day-to-day interactions among colleagues that spur greater feelings of inclusion, especially when the organization creates dedicated time and space for people to come together under the lens of DEI. In a 2021 survey of 1,115 North American organizational leaders conducted by the Society for Human Resources Management (SHRM), 82 percent of respondents from leader companies facilitated the shift to a more equitable and inclusive culture by encouraging and supporting open conversations about DEI among employees, compared with 47 percent of laggards.

Research also shows that allyship — or support from people outside a marginalized group — is key to creating inclusive workplaces. Poornima Luthra, diversity expert, associate professor at the Copenhagen Business School and author of “The Art of Active Allyship,” championed allyship in corporate culture in a 2022 article for the Harvard Business Review. In particular, she recommended companies host “bias compass circles” that bring together trusted colleagues who are equally committed to inclusion to be vulnerable with one another about checking their biases.

“What we need to make our workplaces truly inclusive is a clear set of practical behaviors that we can embed into our day-to-day working lives,” she wrote. “Allyship is active, not passive. It’s about lifting others and creating platforms for them so that their voices are heard.”

DEI discussion circles foster belonging

The intelligent power management company Eaton is among those embracing allyship groups. In the company’s Ally Advocacy Circles, groups of about 10 people get together to talk about bias, how it shows up in the workplace and what to do about it. The conversations take place over about a month, held twice a year.

“We support these spaces by providing talking points and scenarios, but most importantly, it allows people to have a common language around diversity and inclusion, to see where they may have had a blind spot,” said Nicole Crews, director of global inclusion and diversity at Eaton.

“We are not afraid to ask the question: ‘What about our culture is getting in the way of everyone feeling like they belong?’ It is then up to us as an organization to listen to the answers, and to do the work to implement the practices to achieve a more inclusive workplace.”

One example is Women Adding Value at Eaton (WAVE), which takes the form of small, gender-balanced conversations intended to raise awareness about the most common types of bias against women, moderated by a woman and a man. At the end of the sessions, which last only an hour, a moderator will ask, “What commitment will you make to mitigate bias?” WAVE has held more than 300 such sessions involving over 2,000 colleagues, Eaton shared in the Profiles in Diversity Journal earlier this year.

“Through Ally Advocacy Circles, we’ve seen men and women discuss concrete ways they can support and advocate for each other in the workplace,” Crews said. “Participation keeps growing as we continue to provide more equitable access to these experiences.”

One piece sign that the approach may be working are the results of the company’s employee inclusion index score. Eaton is committed to achieve a score of 80 percent or higher in the biannual survey. The company conducted a pulse survey in 2022, an in-between year, and over half of the approximately 85,000 global workforce participated. The score rose from 74.8 percent to 75.6 percent in 2022, and 84 percent of employees said they’re proud to work at Eaton.

Shared spaces as a springboard for impact

Along with the power of allyship and advocacy, affinity groups designed as shared spaces for colleagues from marginalized communities can create opportunities for connection where none existed before.

For consulting and investing firm Evolution, this takes the form of Gay Men’s Leadership Circles, a peer group of directors, managers, and C-suite leaders who meet to support one other and share ideas about how to make their organizations more inclusive, TriplePundit reported earlier this year.

“We find it feels safer and more comfortable for members of these circles to have these conversations among people with whom they share a common identity,” said Peter Gandolfo, partner at Evolution and one of the co-creators of the Gay Men’s Leadership Circles. “What’s really powerful is to see that when they get to access their own inner strength — and in particular, get to bring more of themselves to work — it then helps that experience they’re having springboard into all these other things they’re getting to do to support diversity, equity and inclusion throughout their organizations.”

Many organizations also host employee resource groups (ERGs), voluntary, employee-led groups dedicated to fostering a diverse and inclusive workplace.

Establishing groups and activities such as ERGs also help to create space for DEI within organizations, as the groups implicitly give employees permission to spend working hours participating in activities tied to DEI — with the understanding that the company values these activities just as much as they do productivity goals and other aspects of operating a business.

In particular, ERGs can “create a sense of community that helps people feel less alone,” said Stuart McCalla, an Evolution managing partner. “People are then better able to focus on their work and on building relationships. Organizations who do this well see a significant reduction in regrettable attrition,” which is when people leave by choice rather than being fired or laid off.

The key is in how one defines “doing it well.” When there’s a gap between what ERGs deliver and what employees actually want, people can feel less included at work, according to research by McKinsey. When employees feel well served by these groups, they experience greater feelings of inclusion, McKinsey’s data showed.

Another limitation to the effectiveness of intentional spaces like ERGs is when it falls on marginalized groups to lead them, which can be seen as the company pressuring people to do work for free just because they fall into a particular group such as a person of color or someone who is LGBTQ, as 3p has reported. 

An invitation, not a mandate

When companies are aware of the possible missteps and continually check in on the effectiveness of these small spaces, it can foster a sense of community that no single corporate policy, workshop or training can do on its own.

“Imagine going to work each day to a place where each part of you is welcome. I think it’s really powerful for a lot of folks,” said McCalla of Evolution.

With an invitation to show up authentically as oneself, courageous conversations can follow, allowing for greater empathy, compassion and understanding. That in itself can become the strongest foundation for an approach to diversity, equity and inclusion that goes beyond the surface and becomes the living expression of a healthy corporate culture.

To see the original post, follow this link: https://www.triplepundit.com/story/2023/company-culture-make-space-dei/785656

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Tags: accountability, Corporate Culture, corporate social reponsibility, corporate social responsibility, CSR, DEI, ESG, responsible brands
Categories : corporate social responsibility, DEI, ESG, lack of trust, reputation management, responsible brands, social responsibility

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