Last week saw the seventeenth – seventeenth, blimey – meeting of the Corporate Sustainability Mastermind Group at the BALTIC Centre for Contemporary Art (an amazing venue, see above). Due to a couple of members being called away at the last minute, we postponed our proposed topic of maximising the value of accreditations, and did a series of short sharp sessions on topics that were bothering those in the room. The first of these was 'waste' and I thought I'd share some of the learning points arising:
Understand your waste streams, volumes and disposal routes
The true cost of waste is 10-30x disposal cost – and it ramps up from goods in to goods out as value is added
Use the 80:20 Rule – go for the big issues first eg product damaged at the end of the process
However, need to be cognisant of 'iconic' waste streams such as coffee cups. They may not be significant in practice, but laypeople often believe otherwise
General societal culture change in domestic recycling helps with recycling at work
Because it is tangible, waste can be used as an effective ‘entry drug’ for wider employee engagement for Sustainability.
Make sure reducing waste is always incentivised eg in tenancy agreements
Involve employees in developing waste solutions – you get better solutions and buy in
Don't empty recycling bins containing ‘wrong’ materials – makes the point very clearly
Make segregation easy and use a standard colour/logo scheme
Seeing somebody have to sort out mis-segregated materials can lead to a positive guilt trip (eg show the consequences)
Educate employees including understanding the benefits (eg £ per bag)
Be careful with Waste Transfer Note terms & conditions – you could be signing an ongoing contract
Supermarkets are particularly good at waste reduction from suppliers – much to learn from them
Reduce ‘bought in waste’ from suppliers
Lean manufacturing techniques target and eradicate waste
Order dimensions and quantities carefully to avoid waste
Construction Site Waste Management Plans may not be legally required by law any more, but you can still insist on them in construction projects
Can use objective-oriented procurement and forward commitment procurement to drive innovation in waste management services
I write this from a ward of Newcastle's Royal Victoria Infirmary after surgery on the little finger upon which I cleverly landed when out running/dancing-on-ice exactly a year ago. Not the most auspicious start to the year, but the enforced time out is giving me a chance to reflect on the last year or two and plan the year ahead.
One thing I have concluded is that our non-project delivery mechanisms often deliver much more value to our clients than the traditional consultancy project. A project is tightly defined and the client gets what they asked for. But in Sustainability it is often the stuff that people don't know that they don't know where major breakthroughs lie – those crucial issues take conversation to uncover, not phases and milestones and deliverables.
We have three main non-project delivery mechanisms (in increasing level of conversation richness):
But shameless plugs aside, with whom are you going to (or do you need to) have conversations about Sustainability in 2017? Is it everybody, or, more likely, key influencers? How will you start that conversation? What language will you use? What format will it take? And how will you work with the results?
And, as that last paragraph demonstrates, one of the best ways to kick off a conversation is with a question.
Here's to a successful and more sustainable 2017, full of rich conversation!
If 2016 was a tumultuous one in world affairs – Brexit, Trump, Syria, all your childhood icons dying – it was a relatively calm one here at Terra Infirma Towers. It was a year of solid delivery rather than breakthrough and, possibly related, for me personally, spending a lot of time in physio to try (semi-successfully) to get the little finger I dislocated at the start of January working again. Many of my blog posts in 2016 were written in the coffee shop of the Royal Victoria Infirmary here in Newcastle (a client of ours, so I wrote it off as background research!).
From a work point of view, we delivered on several major projects started in 2015. Two of these, a research project on employee engagement for a major sustainability leader, and a sustainability strategy for NHSBT, will become publicly available next year. I intend to delve quite deeply into those for your benefit when they are launched as some of the content and lessons are really cool, if I may say so myself. A notable new client was Durham University, who we helped to embed sustainability into its mainstream engineering degree syllabus – a real passion of mine.
The Northern England Corporate Sustainability Mastermind Group (CoSM) continued delivering top value for its members. What I really like is when I see conclusions from CoSM shaping the sustainability programmes of members in practice. The Group will motor on in 2017 and we're looking to put together a Southern branch.
I put a lot of work updating our Green Academy webinar programme this year and we had some great new companies signing up. If you want to try it out for free, our 2017 taster session is on 18 January.
So that just leaves me to thank all our clients, partners, associates, friends and family for their support in 2016 – and looking forward to 2017 and whatever it may hold!
Last Friday saw the final Corporate Sustainability Mastermind Group meeting of 2016. We met at the wonderful Live Theatre in Newcastle and had a great lunch at the Theatre's Caffe Vivo.
The subject of the meeting 'Embedding Sustainability in Capital Investment Decisions' - a recurring topic when we discuss other issues. We got so many great insights it was very difficult to boil them down to just twelve for a blog post, but here goes:
Use bureaucracy to your advantage – get Sustainability into the checklists and stage gates;
You don’t have to tag all sustainability projects as sustainability projects – if it’s needed, it’s needed, full stop;
Challenge the status quo and have a good business case prepared in advance;
Delegate the job of ‘policing’ decisions on Sustainability to others or you will become a pinch point;
Pick the big impact issues and let the small stuff go (80:20 rule);
Find the overlap between Sustainability requirements and company strategy;
Cosy up to key decision makers long before any decision is taken;
Understand the organisation’s financial rules inside out – they may be being applied in a way that unnecessarily prejudices against Sustainability;
Outcome based procurement allows potential suppliers to propose best way of fulfilling your needs;
Don’t consider anything with a negative impact on customer experience – it will almost certainly end in failure and rancour;
There’s always a focus on costs, but there’s nothing worse than reputational damage;
Make the case of the downside of less sustainable options/do nothing as well as the upsides of the sustainable options.
I've favoured the 'big strategic principles' in that list rather than the myriad of practical tactics which also arose. Alongside that were many company-specific ideas which we don't record as the Group operates under the Chatham House Rule.
If you are interested in the Mastermind Group then click here for more. The present group is based in the North of England, but we're investigating setting up a London branch in 2017, so if that interests you, please let me know as soon as possible.
We had a great Corporate Sustainability Mastermind Group Meeting last Friday - I'll post more this Friday (I'm still writing the session up). But one comment really stuck with me over the weekend:
"The realisation that I didn't need everybody's buy-in, just the buy-in of those who matter [in this case], was really liberating, it really made the task achievable."
As I keep saying, the biggest barrier to Sustainability is the space between our ears. That applies just as much to practitioners as non-practitioners. We all get hidebound by self-limiting beliefs such as 'we have to get everybody bought into this' – Sustainability is difficult enough without placing (almost) impossible hoops to jump through along the way.
I recently posted 10 such self-limiting beliefs on a LinkedIn article which has attracted quite a bit of attention, most of it positive but some commentators are still wedded to ideals and political dogma over practicalities. That won't help them or anybody else move towards Sustainability.
The end of last month saw the Corporate Sustainability Mastermind Group meet at the sumptuous Acklam Hall in Middlesbrough to discuss supply chain issues. Here's a baker's dozen of the many nuggets which emerged from the meeting for your delectation:
Many organisations have no idea about what’s in their supply chain which is an enormous risk as problems bubble upwards;
Poor supplier performance on Sustainability is often indicative of wider incompetence;
Need to keep an open mind regarding risks, eg slavery occurs in the UK as well as developing countries.
Write contract conditions to pass sustainability risks to the suppliers who represent those risks eg traceability;
Innovation should always be put into contract extension commitments to drive continual improvement;
Can be a tension between need to collaborate and get tough on suppliers – need to present carrots and sticks;
Get suppliers to solve your problems, rather than you trying to solve theirs;
Run award schemes for ‘supplier with best sustainability performance’ eg Johnson & Johnson;
Internally, need to align responsibility with authority so the actual decision maker is held accountable for the Sustainability implications of their decisions;
Consider using emotive words such as ‘Risks’ rather than ‘Sustainability’ on meeting agendas;
External speakers can sometimes bring gravitas that internal practitioners can’t;
Recruit people who have ‘been there, done that’;
Make suppliers compete on sustainability by having ‘open’ scoring system in addition to proscribed/box-ticking requirements.
The Mastermind Group meets quarterly in the North of England to discuss Sustainability issues under the Chatham House Rule. We are currently working on kicking off a South East branch with the first meeting pencilled in for 10 November. Contact me (firstname.lastname@example.org) for more details on either Group.
At last week's Corporate Sustainability Mastermind Group, I (re)used my 'monster truck' template (above). The analogy is that we are in the truck, transversing the boulders which are in the way of 'the new normal' - ie meeting our sustainability goals.
As we were packing up, one member, a chemist by background, referred to the pile of boulders as the 'activation energy' for sustainability. I can remember enough of my A-level Chemistry to remember that this is the energy required to get two reagents to react, even if the results are more stable than the ingredients you started with. So to light a wood fire, you need to light a match and set it to paper and kindling to give the main fuel enough energy to burn itself. In a way the wood is sat there waiting to be burnt, but if you just throw a match at it, nothing happens.
I thought that activation energy was a great analogy. One of the big frustrations of Sustainability practitioners is that a sustainable world is clearly more desirable than an unsustainable one. Who really wants pollution, an unstable climate or the destruction of natural habitats? So why do we allow those things to happen? Or why do our efforts to change things often flounder? The answer is the activation energy required to get from here to there.
What do chemists do if activation energy is too high? They find a catalyst to reduce it. Sustainability catalysts include policy changes, technological breakthroughs and facilitators – the last of which is where we come in.
Here are several ways that you, as a sustainability catalyst, can reduce that activation energy:
Focus people on defining 'the new normal' rather than obsessing about 'business as usual' (this is how we start with the template above;
Expand this into a backcasting approach to define intermediate steps;
Frame sustainability to match the culture of the audience (aka Green Jujitsu eg talk engineering for engineers, health for the health sector, cash for accountants etc);
Involve people in solutions generation to get enthusiasm and buy-in for change;
Get visible leadership buy-in;
Get people (employees, suppliers etc) to compete to be the most sustainable;
Remain upbeat, encouraging and cunning.
But don't just chuck matches at the fuel and complain when it doesn't light.
We had another great Corporate Sustainability Mastermind Group meeting yesterday, focussing on the supply chain (full summary next week). Almost every meeting ends up discussing the supply chain to some degree, and in turn the supply chain meeting was dominated by the need for engagement of procurement staff and suppliers. There's something of a hierarchy of subjects developing of which engagement is always at the base.
One engagement theme that emerged yesterday was how external experts and speakers can influence people in a way an internal change agent can't. This is kind of the opposite of 'not invented here', but it is certainly true that people often give more credence to an outsider with suitable status telling them about change than someone they know. We demonstrated this last Tuesday by getting Colin Thirlaway of Stanley Black & Decker to open proceedings to demonstrate that Sustainability was a real world business issue, not just a theoretical one.
I spend a lot of time facilitating workshop sessions for my clients. In this role my outsider status works really well, and I have one golden rule to maintain that independence:
I will never, ever become a proponent of 'the party line'.
Doing so would not only instantly destroy my position as the honest broker, but on a practical level, I will never understand the context or sensitivities sufficiently well to win an argument. If there's a message to be communicated, then I insist that a staff member take that role.
In fact, I've turned down the chance of a lucrative training contract with one of the world's largest brands because they insisted that a dubious health claim be included in the content. I couldn't defend that to anyone who challenged it, so I said no.
In other words, use an outsider to help with your engagement, but don't expect them to become an insider.
Last week, we launched the inaugural Sustainability Masterclass – an attempt to get bring the power of the peer-to-peer learning we use in the Corporate Sustainability Mastermind Group (CoSM) to the reach and accessibility of our Green Academy webinars. It was broadly successful with very positive feedback from participants.
Having proved the concept, we are now going to have to work out how to continue delivering this into the future. If you want notification of future events, make sure you sign up to the Low Carbon Agenda (see box right).
If you've ever wondered how our Corporate Sustainability Mastermind Group operates, here are a few pics from the last meeting at BALTIC Centre for Contemporary Art. The topic of the meeting was Sustainability Strategy and you can see some of the generic learning points here.
Note the graphical template we use to structure the discussion, populating it with Post-its and the 'take home points' flipchart where we record generic lessons. No Powerpoint. This creates a fertile environment for sharing and learning about real, gritty sustainability at the coal face – not the glossy PR-honed version you get from bog standard conferences.
I'm a big proponent of the Big Hairy Audacious Goal in Sustainability – I've always held Interface's Mission Zero (disclosure: a Terra Infirma client) as the epitome of ambition. There's no way Interface would have delivered the sustainability achievements they have if they hadn't set that vision of success. But it takes real guts to go for broke like that – what if you fall short?
A idea that came up at last week's Corporate Sustainability Mastermind Group was 'a threshold of realism'. In other words, if you set a zero waste target and you get to 99.9%, have you failed? Only a pedant would say 'No.', a reasonable person would say 'Wow! That's amazing!"
The real reason to set an 0%/100% target is not to meet it exactly (you've got the laws of physics against you if nothing else), but to inspire the organisation to think big and deliver the scale of change which will get you into that ball park. So have the guts to set ambitious goals, strive to meet them, but don't beat yourself up if you fall fractionally short.
Last Friday we held the fourteenth meeting of the Corporate Sustainability Mastermind Group at the BALTIC Centre for Contemporary Art in Gateshead. The topic was sustainability strategy and I'll post a summary later in the week, but as usual a couple of important tangential issues arose.
And the one that sticks in my mind was the need for a tough 'critical friend' to keep sustainability practitioners on their toes. Often senior sustainability directors are given a remarkable amount of autonomy, other senior managers rarely have sufficient technical knowledge challenge them, and they have to rely on their own ethics and drive to keep them honest and going in the right direction.
"Quis custodiet ipsos custodes?" as the Roman poet Juvenal put it (and yes, I had to google that...).
The Mastermind members concurred that, no matter how virtuous we think we are, we should always have somebody to hold us to account. We need scrutiny and challenge to avoid complacency and drift.
An experienced and tough non-executive director is ideal. An external mentor is another alternative. But we need somebody.
Just before Christmas, the Corporate Sustainability Mastermind Group met at the Biscuit Factory in Newcastle. The topic was capacity building and engagement but as usual the conversation ranged widely and took in quite a few points about green procurement in particular. The group meets under the Chatham house rule so we cannot reveal who said what, but here are just some of the learning points arising from the discussion:
Think different – big carbon cuts require radical innovation;
Stretch targets give time for capital investment;
Only certify if and when required or there is unlikely to be a payback;
Analytics have progressed fast, but context hasn’t kept up (eg toxin limits are often set at lowest detectable levels);
Use ‘future-proofing’ as a driver to go beyond compliance;
Use fear of legislation (eg Reach) as a driver for action;
Use hardnosed sustainability consultants, many are too woolly;
“No demand” often means people don’t know what’s possible;
It is critical to change the pernicious ‘green = cost’ mindset;
Deliver people’s pet projects under guise of sustainability to improve acceptance;
Mandatory sustainability training can devalue the subject to ticking boxes;
Link behaviour to core of business and client satisfaction;
Output oriented procurement (letting suppliers write specification) can drive innovation in suppliers;
Forward commitment procurement can help get your supply chain ready for the future;
Contracts which ‘turn the screw’ on sustainability requirements can drive innovation;
Impact of green procurement is wider than one contract as it makes greener options available to others;
Contracts need to be cognisant of potential future regulatory changes.
I'm looking forward a fantastic 2016 for the group and so are its members - Colin Thirlaway, the global sustainability lead for Black&Decker, has described the group as "invaluable" - you don't get much better praise than that!
We have one place available on the group for a sustainability manager or sustainability director from a large organisation, preferably based in the north of England. If you would like to join a group or want more details then do not hesitate to get in touch.
Well, I'm sitting here, steaming gently after my first exercise of 2016, and pondering the year ahead. 2015 was the best year in Terra Infirma's history, however you measure it, and it's going to be a real challenge to raise the bar in 2016. I've got some very exciting plans in store, along with the results of some fab client projects, at least one of which will be publicly available.
If you want to join us to make the sustainable business revolution happen in 2016, we have a whole load of ways to accelerate progress in your organisation:
First up, make sure you're subscribed to The Low Carbon Agenda (see right), our free monthly sustainability bulletin. We're going to hit edition 100 in a couple of months and I'll be putting together some really great stuff for then.
Secondly, try out our Green Academy on-line training, for free, by signing up to 16 Kick Ass Sustainability Ideas for 2016 on 20 January. I guarantee you'll get more than a couple of inspirational ideas out of it to kick off your year.
The Corporate Sustainability Mastermind Group hits its fourth birthday this year. It's my favourite thing that we do – a small group of sustainability leaders from some of the world's greatest organisations putting their heads together to learn from each other. One member who joined in 2015, Colin Thirlaway, Global Sustainability Lead for Black & Decker, described the group as 'invaluable' to his work. We have one seat free – contact me if you are interested!
Friday before last saw the twelfth meeting of the Corporate Sustainability Mastermind Group, held in the medieval Undercroft at the wonderful Live Theatre in Newcastle. Lunch was in the award-winning Caffe Vivo which is part of the Theatre complex. The third rule of CoSM is "No dreary executive buffets."*
The topic of the meeting was "Third Party Services" and members shared their experiences, positive and negative, of different services provided by private and public sector organisations. I'm not going to share the heroes and zeroes emerging from that conversation (that's for the members), but here's a sample of some of the wisdom emerging:
Selection criteria for services: compatibility, support, track record, ease of use;
Integration capability of software is critical, otherwise the tail wags the dog;
Data needs translating into the language of the stakeholder concerned before it can be used effectively for engagement;
Intellectual property concerns can stifle work with public bodies;
Energy Performance Contracts (EPCs) can give guaranteed savings with no capital outlay;
Carbon offsetting isn’t a big seller in todays’ markets, customers want to see tangible change;
Demand response electricity contracts can be very cost effective.
Waste contracts can be made more efficient by paying by weight/volume of material rather than per lift;
LCA can’t measure potential, just a snap shot, which discriminates against maturing supply chains;
LCA is only as good as the database behind it;
LCA quality can be improved using sensitivity analysis to identify key pieces of data for further analysis;
There are too many disclosure projects, some with dubious methodologies, fuelling suspicions that it has become a self-serving industry;
Sometimes people take part in schemes because ‘we’re scared not to’ rather than any internal or external benefit;
Some of those top ranked for disclosure in the past have since been shamed, so good performance in such schemes shouldn't be relied upon.
* The first rule is "No Powerpoint" and the second rule is the Chatham House Rule.
The Mastermind Group consists of sustainability practitioners from some of the world's leading organisations who meet quarterly to learn from each other through structured discussion. If you'd like to know more, please drop me a line.
While I've been away in the US of A, Terra Infirma celebrated its ninth Birthday. I often take the excuse at this time of year to indulge in a little navel gazing over the ups and downs of the last year and this time it is a pretty simple story.
The end of last year was, from my perspective, dominated by the illness and death of my mother so it is no wonder business was slow. So let's draw a veil over that, and have a look at what has been going so right this year.
Green Academy has had something of a resurgence with mega-companies like Sage plc and Dover Corporation signing up for the whole year, and other big names such as Kohler and Royal Haskoning signing up for individual sessions.
We've taken on a major project with one of the superstars of sustainability, Interface, continued working with long term client NHSBT, and completed a project for Sunderland University.
As a result, already this year we have invoiced more than the whole of last year.
Plus we've been doing lots of fun stuff including Ask Gareth (as always I need more questions to chew on!).
Overall, I am very proud to be supporting such distinguished clients in making a difference in the world - we must be doing something right.
Looking forward to next year, the lesson I have learnt from 2014 is that we need more mechanisms to deliver value to all of you you when I am personally unavailable. This is a major work in progress and we will be launching several new packages before Christmas. Stay tuned!
Last Friday saw the 11th meeting of the Corporate Sustainability Mastermind Group – the small group of sustainability managers from large organisations I facilitate. We were back at the site of the very first meeting, the Baltic Art Gallery in Gateshead with its fabulous views over the Tyne.
The topic was legislation and, in particular, what we can learn from wrestling with current legislation to anticipate the next wave. The Group focussed on three areas of legislation – Energy/Carbon, Supply Chain and Product Design. Here's a selection of the 60+ 'take home' points arising:
A compliance mindset means always playing catch up;
Need an early warning system to identify and screen forthcoming legislation;
Spending time to understand the true scope and depth of the requirements is a very worthwhile investment;
Use legislation to stimulate innovation;
Always assume legislation will tighten;
Suppliers may say ‘no’ if they are not directly obligated;
You can sometimes sell compliance to customers as added-value by de-risking their compliance;
Energy/carbon biggest opportunity for automating data collection;
Purchase plant, fleet and equipment on through life costing basis;
Care needs to be taken with data – trends may be due to changing collection process;
Energy management software needs to work for the business and not the other way around – take care with choice of vendor;
Reinvest a % of savings to generate a snowball effect;
Investment appraisal needs to be able to capture energy/carbon costs.
Knowing what’s actually in your product is a real challenge, yet legislation makes it your responsibility;
Further down the supply chain the harder it is to check, yet the bigger the risk to reputation;
Categorise suppliers to identify risks: strategic/tactical, single/replaceable, and by geography;
Giving priority to sustainable suppliers means unsustainable suppliers will lose market share ie you can transform the market with purchasing decisions;
LCA heavily dependent on assumptions and must be used with care;
Watch-list of chemicals/components is growing fast;
Designing out problematic materials is the best solution – and can provide extra value to customers.
As always it was the discussion that got us to these conclusions which gave the most value. This discussion continued over lunch in the fabulous SIX rooftop restaurant – 'no dreary buffets' is one of the three rules of the Group!
Years ago, I started a blog called Green Gurus where I summarised the achievements of some of the great green thinkers. After a while I lost enthusiasm for the project as a theme started to emerge. Many of the people I had intended to write about about were very good at producing and selling ideas (or themselves), but a substantial number left behind a trail of (expensive) failed projects, unproven solutions and unfortunate predictions. Could I really describe them as 'gurus'?
In the meantime, I noticed that the people getting things done weren't the green rock stars, but the ordinary engineers, scientists, business people and bureaucrats simply doing their jobs well, but in a greener direction.
At lunch after the Corporate Sustainability Mastermind Group last Friday, I mused that some people who were thinking about joining seemed to believe they weren't intellectually up to membership of such a group. One member joked that I did tend to present it as some kind of rarified Bloomsbury set salon rather than what it is – senior sustainability managers sharing best practice in a comfortable environment. Doers rather than philosophers.
My own consultancy has shifted from telling people what to do and focussing instead on asking them what they think they should be doing. In other words engagement and problem solving mashed into one and it works.
All of this points in one direction: a sustainable future will be delivered by a boring evolution of the actions of many doing their job differently, rather than man-the-barricades revolution led by a charismatic few gurus.
Last Friday we held the tenth Corporate Sustainability Mastermind Group meeting at the wonderful Lumley Castle in County Durham. The topic was 'Sustainability Across the Generations" – how do Baby Boomers, Gen X-ers and Millennials respond to the sustainability agenda?
As usual there was no Powerpoint, just facilitated discussion using one of my large templates (which you can see on the table above). We generated a whopping 78 learning points. Here's a selection of those:
General Generational Issues
You need to listen to the pulse of the organisation;
Generational profile of customers more important for B2C than B2B organisations;
There is an age profile up the reporting structure of established organisations; those with authority tend to be older, but we need to attract the next generation in towards the bottom;
As people age they tend to become more pragmatic and less idealistic;
There is a regional context – eg US millennials are quite different to Chinese millennials.
This is the generation which first became broadly aware of sustainability, for example via Silent Spring;
Anathema to ‘waste’ may be a more powerful hook than, say, climate risks;
Some may fear that their skills will become obsolete in a low carbon world;
“We’ve always done it this way” is a tough barrier to overcome;
Legacy is a powerful driver – especially for senior management – what kind of organisation would you like to leave behind you?
Coaching is often better than training for this generation – ‘arm around the shoulder’;
“I would like your help with…” is a good opening gambit.
Grew up with the maturing sustainability agenda, eg the 1992 Earth Summit;
The ‘change generation’ – sees upsides and downsides;
This generation is now moving into key decision making positions – an opportunity but also a threat as they have plenty on their plate;
Probably the generation where engagement can have the biggest impact;
Co-inventing solutions secures ‘skin in the game’;
Find ways to communicate “What’s In It For Me” – eg build links between sustainability and their KPIs.
First consciously green generation – but they often respond to activism more than working through the system;
Can be naïve about their own impacts – eg on upgrading technology/fast fashion;
Graduates are definitely applying to companies with good reputations;
Less loyal to corporations – if they don’t like what they see, they will move on;
Have been educated on the basics of sustainability, need to learn how to implement it in practice;
Social media can spread untruths as fast or faster than truths – fosters a lack of fact-checking;
A good tactic is to challenge millennials – “if you think this is important, set up a team and write a proposal.”
The Corporate Sustainability Mastermind Group is a small group of senior sustainability professionals from major organisations who meet quarterly to explore a burning question in depth. If you want to learn more click here.
Last Friday saw the final Corporate Sustainability Mastermind Group of 2014. We met in the fantastic Biscuit Factory art gallery in Newcastle, surrounded by some wonderful pieces of art (above).
The theme of the meeting was Green Communications and here are 12 of the 44 learning points arising from the discussion:
It’s easier to get green communications very wrong than wonderfully right.
All communications have to be able to answer the question “so what?”
Facts must be in context – what does it mean?
'Green' and ‘sustainable’ are difficult words – facts may be more powerful.
Authenticity is the key success factor.
Admitting mistakes or including honest third party views (eg Jonathan Porritt with Marks & Spencer) helps authenticity.
Some people want detail, some want the big picture – need to provide for both by 'layering' the message.
Need to target the audience(s) with influence – may be a step or two removed from your immediate stakeholders eg customers of your customers.
Match format to the audience – eg data and charts for technical audiences, infographics for non-technical audiences.
Age matters: millennials have different values/language than, say, baby boomers.
Litmus test – does the message get echoed back, or does the same question get asked over and over again?
Make your communications team part of your sustainability team to cut the number of hoops you have to jump through.
As ever, the discussion that lead to these points was more valuable than these bullet points.
The Group members have identified a fascinating and challenging topic for the next meeting - 'Age and Sustainability' - how we need to account for the differences between millennials and baby boomers in our sustainability programmes.