The latest creative strategies and tools helping organizations to engage their teams in building market-leading, purpose-driven brands.
To celebrate Thanksgiving this year, outdoor gear and apparel retailer REI is taking a bold stand against the chaotic caricature of capitalism that is Black Friday by closing its doors and paying its employees to live the company ethos — by spending the day enjoying the great outdoors with their loved ones.In an email sent to customers on Monday, the co-op announced that it’s closing all 143 of its stores on Black Friday.
This summer, JetBlue announced New York City-based Hot Bread Kitchen — a social enterprise that builds lasting economic security for foreign-born and low-income women by introducing them to professional opportunities in the culinary industry - as the first winner of its “BlueBud" business mentoring program.
During the last decade or so, human resource management has been essentially flipped on its head. What was once a decidedly employer-centered market has become one driven by the needs and concerns of the employee. Despite still relatively high competition for jobs in a recovering global economy, more and more companies that require a skilled workforce find themselves competing for the people they need to get the job done. As the human capital gurus over at Deloitte so succinctly put it in its Global Human Capital Trends 2015 report, “Employees are now like customers; companies have to consider them volunteers, not just workers.”
The world’s most innovative leaders know that social businesses are more profitable businessesConsumers around the world, from Vancouver and Toronto to Shanghai and New York, believe that a company’s social role goes beyond simply meeting legal requirements, complying with ethical standards, creating jobs and paying taxes. Research shows that consumers everywhere expect companies to act as social leaders, using their business expertise to lead social change.
“Women challenge the status quo because we never are it.”Addressing a (thankfully) diverse audience of sustainability professionals in London, UK, last month at an event hosted by The Crowd, Cindy Gallop -– a global activist for the gender equality movement -– pulled no punches in reminding business leaders why women are essential to making corporations fit for a better world.
Gaming, hotel and resort company Caesars Entertainment Corporation released its sixth annual Corporate Citizenship Report, Inspiring Citizenship, this week. The company achieved most of its 2015 targets early and has established new interim targets for 2020 in accordance with their goals for 2025.Highlights of environmental progress include:
Starbucks UK has announced it is going beyond government recommendations for the National Living Wage and will be the first private company to implement housing and homelessness charity Shelter’s Tenancy Deposit Loan Scheme, to help its employees manage the cost of living.“There are now 11 million private renters in England, and as housing costs keep rising, more and more people are struggling to scrape together the deposit needed to rent a home," said Shelter chief executive Campbell Robb.
Paris is getting ready to host the United Nations international conference on Climate Change (COP21). For businesses, COP21 seems a good opportunity to communicate to their stakeholders. But what to say and to whom? And what are the risks of communicating on climate change during this fraught period of time?
Several dozen companies that endorsed the New York Declaration on Forests at 2014’s United Nations Climate Summit are taking concrete steps to eliminate commodity-driven deforestation from their supply chains, according to a new report from Supply Change – a project convened by Washington D.C.-based non-profit Forest Trends.
Reputation Institute has released its annual Global CSR RepTrak® 100, which highlights the companies that have the best reputations for corporate social responsibility (CSR) among the general public in 15 countries. Google tops the ranking for the second year in a row, with a significant lead over all other companies in the ranking.
The need for reputable corporate leadership has never been more acute. We are grappling with large-scale global challenges - climate change, social dislocation, economic inequality, financial uncertainty - that require a new type of leadership from global entities.
CEOs see more opportunities for growth today than they did three years ago — especially when it comes to new products and services in response to climate change.
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.