Sustainability conversations are changing. Just look at the National Association for Environmental Management’s (NAEM’s) thorough “Planning for a Sustainable Future” report released this week: EHS and sustainability leaders are quickly solving operational questions of compliance, measurement & metrics, and target-setting. Now, they’re being called to convene organizational leaders in the face of changing climate, consumers, supply chains, and competitors — three forces that challenge the traditional near-term planning processes endemic to businesses. They’re even grappling with reframing corporate business models for people and environmental stewardship.
What is your why? It is a question that you have most likely been confronted with at some point in your life. But, do you truly know what it means? And more importantly, have you been able to clearly define your why? Simon Sinek’s TED talk, “How Great Leaders Inspire Action,” is a great place to start in getting to the answer of these questions. This little talk has been a great inspiration for me in finding my why.
A study published this month finds that the UK is the worst-performing European country in terms of food waste, while its leading waste-reduction charity, Waste and Resources Action Programme (WRAP), saw its government funding cut 38 percent last year.
“I hate my job.”
It’s a sign of a warped world that most of us have heard friends, family or our own lips make this gloomy statement. Chances are that four out of every five people working for you right this minute would rather be not working. This is the percentage of global workers who are not “involved in, enthusiastic about and committed to work” — in other words, not engaged — according to Gallup.
Why does this matter? Disengaged workers produce less and turn over more. As a result, companies and teams with largely disengaged workers underperform financially by more than 50 percent compared to those with mostly engaged workers.
While more and more companies are becoming focused on a triple bottom line — in which they prioritize the health of people and planet in addition to profit — Clif Bar founder Gary Erickson took the sentiment further back in 2000, when he decided to not take a $120 million payout and instead focus on sustaining the health of five bottom lines: Business, Brand, Community, Planet and People.
As CEO Kevin Cleary said during a recent “Feed Your Adventure” tour of Clif’s Emeryville headquarters: “In any given year, we incent ourselves and say we have to deliver on all of them — if you deliver on Business, but you don’t deliver on the rest, that isn’t delivering shareholder value.”
The UK-based Co-operative Bank has published its first Values and Ethics report, highlighting its significant environmental achievements, along with progress against its customer-led Ethical Policy, established in 1992. It is the only UK bank to have an ethical policy co-created by customers, and views this policy as essential to its comeback after its financial collapse in 2014.
MCI, a leading agency in the global meetings, events and association and congress industries, used its sixth sustainability report, Building Possibilities, to assess the performance of MCI’s client-focused activities in addition to its own internal sustainability strategy.
Over the past few weeks, several people have shared with me how they’re using my sustainability competencies research and guide to define the leadership skills and knowledge needed for long-term business — and societal — success. The feedback has been swift and promising. I am delighted (and encouraged!) to hear about the distinct and specific ways that these individuals are putting the competencies research to work for their organizations.
Are you excited about your work? Is it a fulfilling endeavor that you’re proud to take part in and which you enjoy doing? Or is it more of a grind?A recent Gallup survey found that only 30 percent of US workers were “actively engaged and inspired at work,” while 50 percent weren’t engaged and the rest were actively disengaged. Work is just tolerable for half of us and a fifth of us are miserable. This is woeful. Are the bulk of us destined to spend our lives working in unfulfilling roles?
As part of L’Oréal’s global sustainability program called Sharing Beauty With All, the company has pledged that by the year 2020, 100 percent of its products will have an environmental or social benefit.
To help make that commitment a reality, L’Oréal is calling on its employees, at every level and across every function, to contribute their own innovative solutions. The L’Oréal Beauty Shaker Awards is the company’s annual internal innovation competition, and in 2014 — the program’s fifth year — sustainability was the name of the game.
Having already eliminated genetically engineered ingredients and removed carnitas from the menu in some locations rather than serve pork that doesn’t meet its animal-welfare standards, Chipotle Mexican Grill is once again walking its “Food with Integrity” talk — the burrito chain has announced it will expand benefits formerly reserved for salaried workers, including full tuition reimbursements, sick pay and paid vacations, to all employees on July 1, according to
I attended a half-dozen panels during the first three days at SB ‘15 San Diego, each addressing a specific business function. I listened closely as experts shared case studies on incorporating sustainability into marketing, supply chain, employee engagement, etc. But it wasn’t until this Thursday morning breakout session, on the final day of the conference, that we finally seemed to tie it all together.
On Wednesday, over an intimate, invite-only lunch at SB ’15 San Diego, Timberland and the Smallholder Farmers Alliance (SFA) screened the trailer for their documentary, KOMBIT: The Cooperative, scheduled for release in October 2015.KOMBIT means “pulling together” in Haitian Creole. Timberland says this is the perfect description of the partnership among local Haitians, as well as its work with them and SFA to rebuild the island nation’s environmental and economic landscape through small-scale farming.
In the effort to reach new milestones in employee engagement, we must recognize that the process is a journey. Successful corporate responsibility efforts must be embedded throughout the organization, as exemplified by the fine examples from this panel at SB ‘15 San Diego.Susan Hunt Stevens, founder of WeSpire, welcomed everyone to this Wednesday afternoon breakout session on gamification, educational services and culture shifts in employee engagement. According to an oft-cited statistics this week, more than half of employees are disengaged at work.
It's an incredible, mostly missed opportunity: 70 percent of U.S. workers are not engaged at work, and yet organizations with high employee engagement have 147 percent higher earnings per share. Not surprisingly, employee engagement was one of the major topics this week at SB '15 San Diego.
Tuesday, day two of SB ‘15 San Diego, marked a transition from workshops to breakout sessions and this morning’s session on practical tips and case studies for employee engagement featured a star-studded lineup of experts from Kiva, Google, HP and HIP Investor.We kicked things off with a welcome from WeSpire, host sponsor of the “Workplace of the Future” track, who asked the question: How do we give employees the opportunity to bring their best selves to work?
The Securities and Exchange Commission (SEC) recently voted 3-2 on a proposed rule to link CEO compensation to company financial performance. The rule came from the 2010 Dodd-Frank Act, and while the information required in the rule is already publicly available, the rule would make it more transparent and simpler for stakeholders to find and understand.
“We pan in to a generously proportioned boardroom on the 33rd floor of an iconic skyscraper, soaring above London and the River Thames. … This is an Extraordinary Board Meeting.”So begins the opening scene in The Stretch Agenda, a ‘playper’ released by advisory firm Volans last week. Over three acts, the report enlivens the call for businesses to look beyond incremental change and focus strategy on the system dynamics that impact their longevity.
After my book, Hacking Happiness, was released last year, a lot of people got in touch wondering how they could help their employees get happier at work. My book focuses on how people should take a measure of their lives, utilizing emerging technology and positive psychology to increase their long-term wellbeing versus just their mood.
These days, the only constant is constant change. People are on the move from rural regions to densely populated cities, straining urban infrastructures and vital resources. Economies are in flux — once-discounted markets in developing countries will soon dominate trends and needs. Migration is an everyday reality for millions of people — the workforce must be retooled to accommodate greater diversity. Climate change and population growth have led to increased demand for energy, water and food. Technological breakthroughs are opening up investment opportunities and governing relationships with partners and consumers — everyone is expected to connect in real-time.