Five key questions for sustainability and CSR communicators
communicators get right – and wrong
beyond the boundaries of their business to see the broad and interconnected
nature of the challenges and opportunities, and the capacity for risks in
entirely different industries to spill over and impact their own. Their
storytelling is engaging because it is authentic: their sustainability
narrative is the business narrative. They also put a lot of effort into
management communication to leverage issues onto the business agenda. What do
they get wrong? Too much reliance on dense annual sustainability/CR reports,
not enough real-time communication, and not enough visual communication.
2) Which companies do well at
sustainability and CSR communications?
candidates in the consumer and retail sectors. Nike, Unilever, Nestlé M&S,
Wal-Mart, Sainsbury’s, Patagonia and Puma all stand out. The ‘big four’
management consultancies are doing great research to capture boardroom
attention. However, some of the best applied thinking is in engineering and
science-based industries with BT, Toyota, Ford, GKN, RioTinto, Balfour Beatty,
Atkins, GE, BASF, Shell, Dow Chemical and Peugeot all doing a good job.
in engineers’ professional mindsets to look at risks and stresses, load
carrying capacity – all of which are important in a carbon- and
resources-constrained world. These companies build long-lived assets, and need
to consider all of the environmental factors that could impact over 30-40 years
or longer. Moreover, their industries can see big opportunities as well as
threats (not least to their license to operate).
4) It’s lunchtime, you are a
communications manager in a large company. You get a call from a TV channel
wanting to get a top executive on the news at 6pm to talk about climate policy
and what your company is doing about climate change. What are the steps you
take in the limited time you have?
senior executive available, if we decide to go ahead. Secondly, have the media
team engage with the segment producer to fully map out the request (intent,
format, potential questions, why us) while other teams gather briefing info and
scan potential issues and risks. Only then would we confirm our participation.
Assuming we go ahead, we would then brief and prep the executive while our
media team briefed the producer on our position and initiatives. And then pray
that nothing goes wrong.
I’m heavily reliant on daily
and weekly news aggregations that I subscribe to, as well as people that I
follow on Twitter and connect with in social communities. I find it is very
important to block out time in my calendar just for reading. Clients expect me
know what’s happening.”