A classic PR clanger this week saw Gordon Brown being warned by Nasa that his plans to build new coal-fired power stations will produce more - instead of less - carbon emissions.
Such an example highlights that the CO2 education process is more aligned to a long haul marathon as opposed to a quick channel hop.
In the countdown to 2008, enlightened businesses seeking to reduce their greenhouse emissions back up ethical statements with responsible actions. These ‘CSR savvy’ organisations are confident in the knowledge that following this path is more than just good PR - it’s about achieving competitive advantage.
Quest is proud to be a member of a newly-launched CSR Consortium spearheaded by CSR strategist Mervin Straughan.
The Consortium draws on its expertise to enable companies to link responsible business to improved financial performance. And with 9 in 10 employees in the UK believing it is important for their employer to be environmentally and socially responsible. Click here. (Source: Financial Times) it is vital that bosses listen to the messages – especially in light of the war for top talent which is forecast to further accelerate in 2008.
4 comments:
While environmental management is just one of the strands of a responsible approach, there’s no doubt that it’s a major one. However, the opinions and arguments are often couched in the language of negativity. Companies and countries talk about “mitigating impact” rather than “maximising opportunity.”
Carbon management is set to become a source of competitive advantage. This means that a strategic – not a tinkering-around-the-edges approach is needed. Anyone who isn’t already enlightened should check out the excellent recent paper by Arthur D Little, The Carbon Margin.
I think that some of the problem is that companies particularly the small and medium sized ones do not know where to turn for good quality advice at a reasonable price.
Also the negativity that is quite often seem coming from the green groups that it is always "too little to late" has a tendency to make people think that there is no point in acting now.
Where as the truth is that if we grasp the nettle now we can have our cake and eat it.
I couldn't agree more with Mervin's positive sentiment. The same logic applies in CSR terms to the way we engage with talent in our organisations - after all our staff are a key stakeholder group.
For the last fifteen years, the overwhelming corporate focus has been on establishing competence (in other words making sure our people don't make mistakes). Whereas most CEOs will not be satisfied with competence (a risk management strategy).
At Primeast we believe that high performance happens when organisations recognise, value, develop and use the unique talents of their people in the delivery of their goals.
This positive approach is about playing to strength - several steps beyond competence!
If anyone wants to engage on this, don't hesitate to email me on cwilson@primeast.com.
Happy Christmas!
Carbon management is just one aspect of the CSR agenda. But the resolution of the problem is like eating an elephant, one bite at a time.
We live in a corporate world, that sometimes forgets that corporations are made up of people. We need to forget about attributing blame for the problem and start focusing on getting everyone on the need for them to take their individual bite of responsibility for the solution to the problem rather than waiting for a corporation to act.
It's amazing how quickly the ice cream disappears when you share it!
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