--The UN Global Compact-Accenture CEO Study on Sustainability
--In collaboration with Havas Media RE:PURPOSE
Consumers have been consistently identified by business leaders as the most important stakeholder in guiding their action on sustainability. However, interpreting the signals from this group is contributing to CEOs’ frustrated ambition at the pace of change in embedding sustainability into the core business and global markets.
Consumers expect more from companies, from greater honesty and transparency to greater impact on global and local challenges and a more responsible stewardship of natural resources and the environment. Yet among business leaders there is a sense that companies have failed to engage the consumer on sustainability; that companies’ reputation and performance on environmental, social and governance issues are not informing consumers’ purchasing decisions; and that industry leaders on sustainable business practices are not being rewarded by the market.
Read this companion report to the world’s largest CEO study on sustainability to date, where 30,000 consumers worldwide give their views on their quality of life, expectations on business and governments, and attitudes towards responsible brands.
4th Wheel undertakes research, advocacy and consulting in the field of Corporate Social Responsibility (CSR). Our services include CSR planning, implementation, partnerships, monitoring & evaluation, documentation and reporting. Tata Power, Accenture, Adani Foundation, Cairn, Sewa among others are our clients.
Healthcare Payers are increasingly looking for advanced solutions to lower overall healthcare cost and provide a better patient experience. A payer that puts the customer at the center requires seamless integration across communication channels and functions, and a holistic view of the enterprise.
4th Wheel undertakes research, advocacy and consulting in the field of Corporate Social Responsibility (CSR). Our services include CSR planning, implementation, partnerships, monitoring & evaluation, documentation and reporting. Tata Power, Accenture, Adani Foundation, Cairn, Sewa among others are our clients.
Healthcare Payers are increasingly looking for advanced solutions to lower overall healthcare cost and provide a better patient experience. A payer that puts the customer at the center requires seamless integration across communication channels and functions, and a holistic view of the enterprise.
An introduction to sustainable thinking - why doing good is good for business. Includes some basic sustainability concepts and refers to stories with examples of businesses who are practising sustainable thinking (although the details of case studies are not in the slides). The presentation was prepared for a Samford Chamber of Commerce meeting on 11 April 2012, in Samford, Qld Australia. See related blog post on the business case for sustainability on the credos.com.au website: http://credos.com.au/the-business-case-for-sustainability/
Reimagining Minnesota State is a process to understand the impact of the disruptive forces currently facing U.S. higher education and how Minnesota State can best respond to an environment of accelerating change by unleashing the innovation of our campuses and people. Our challenge and our opportunity is to harness these emerging trends and disruptions and leverage them to become the system of post-secondary education Minnesota will need in the future.
We are beyond the half-way point of the Forum on Reimagining Minnesota State, which provides an opportunity organize discussions that will emerge as themes in a broader discussion with key stakeholder groups. The discussions will provide opportunities to challenge and extend the ideas presented in the Forum report and to introduce key new ideas that will shape the Final Report on Reimagining Minnesota State that will be presented to the Board of Trustees of Minnesota State Colleges and Universities system.
Six growing trends in corporate sustainability 2013Jaime Sakakibara
Earlier this month Ernst & Young and GreenBiz Group released a new study, entitled ‘2013 Six Growing Trends in Corporate Sustainability.’ Based primarily on a survey of the GreenBiz Intelligence Panel of executives and thought leaders engaged in sustainability, this study reveals that “companies are increasingly connecting the dots between risk management and sustainability by making sustainability issues more prominent on corporate agendas.”
An inspirational presentation from Aglaia Ntili in the 8th Alleem Business Congress on Sustainable Development. Aglaia Ntili was called to share her experience from working with a diverse
set of companies from Europe and the Middle East. Aglaia shared her perspectives on developing sustainable businesses, talked about the Sustainability Imperative and gave practical guidance on how to identify and overcome real issues faced by the most organizations today.
By David F. Larcker, Brian Tayan, Dottie Schindlinger and Anne Kors, CGRI Survey Series. Corporate Governance Research Initiative, Stanford Rock Center for Corporate Governance and the Diligent Institute, November 2019
New research from the Rock Center for Corporate Governance at Stanford University and the Diligent Institute finds that corporate directors are not as shareholder-centric as commonly believed and that companies do not put the needs of shareholders significantly above the needs of their employees or society at large. Instead, directors pay considerable attention to important stakeholders—particularly their workforce—and take the interests of these groups into account as part of their long-term business planning.
• While directors are largely satisfied with their ESG-related efforts, they do not believe the outside world understands or appreciates the work they do.
• Directors recognize that tensions exist between shareholder and stakeholder interests. That said,
most believe their companies successfully balance this tension.
• In general, directors reject the view that their companies have a short-term investment horizon in
running their businesses.
In the summer of 2019, the Diligent Institute and the Rock Center for Corporate Governance at Stanford University surveyed nearly 200 directors of public and private corporations globally to better understand how they balance shareholder and stakeholder needs.
ESG DX enables effective integration of ESG sustainability into business strategy, model, and operations based on data-driven material ESG risks/opportunities/impacts assessment across supply and value chain.
ESG DX enables ESG sustainability data informed decision-making to lead an ESG sustainable company.
ESG DX enables ESG sustainability data gathering and sharing for sustainable development of innovative products/services and their manufacturing/providing.
ESG DX enables ESG sustainability serve as a growth engine by innovating company’s operations, products and services, as well as creating new revenue streams.
ESG DX enables automation of ESG sustainability performance measurement and reporting process.
OECD Workshop: Measuring Business Impacts on People’s Well-being, Tom BeagentStatsCommunications
OECD Workshop: Measuring Business Impacts on People’s Well-being, 23-24 February 2017, Paris, France, More information at: http://www.oecd.org/statistics/oecd-workshop-on-measuring-business-impacts-on-peoples-well-being.htm
When we conducted our inaugural environmental, social and governance (ESG) survey of private equity (PE) professionals last year, it was startling to see that nearly half (49%) of our general partner (GP) respondents did not have an ESG program at their firm and had no plans to create one, despite heightened concern from limited partners (LPs) on ESG issues. What a difference a year makes—not to mention the fact that we had a higher proportion of European respondents this year, who are much more progressive when it comes to ESG issues. In our second edition of the ESG survey, a majority of GP respondents (60%) now work at a firm with an established ESG program and another 26% either have an ESG program in development or plan to create one in the near future. However, there are still some PE firms that see little value in ESG programs. As one GP respondent put it: “we think [ESG] is the most asinine initiative ever to come out in the business world.”
While some PE firms eschew ESG issues and think that strong fund performance is enough to attract LP commitments, the LPs themselves are telling a different story. Eighty-four percent of LP respondents say that ESG issues are at least somewhat important when deciding whether or not to commit to a PE fund, with 18% claiming they are essential. Furthermore, 24% said they would they would commit to a fund with slightly lower historical performance if the firm had a strong ESG program. Remember, many of the largest contributors to PE funds are public pension plans, endowments, foundations and sovereign wealth funds—institutions which not only are interested in returns but also have an image to maintain. “GPs have to be more aware of investors’ desire for knowledge of their investments beyond just the financial return,” commented one LP respondent, while adding that the responsibility ultimately falls on the investors: “GPs will only change if the LPs push them to.”
One of the big takeaways from this year’s survey is that more PE firms are taking the necessary steps to make ESG a fundamental part of their investment approach. For example, 28% of GP respondents indicated that their firm produces a corporate social responsibility (CSR) report, up from 18% in 2012. And while finding effective metrics to monitor ESG performance continues to be the largest hurdle for ESG efforts, PE firms continue to find new ways to measure their ESG initiatives and have increasingly utilized forums, case studies and industry events and guidelines to fill the knowledge gap.
We hope that this survey serves as a lens into the current state of ESG issues in the PE industry and provides a starting point for developing a set of best practices that can be adopted by firms of all sizes. If you are interested in participating in future editions of the survey, or have any comments or suggestions for how we can improve this report, please contact us at research@pitchbook.com.
No time to waste - the state of the circular economy innovation in the chemic...Finch & Beak
Between April and July 2016 Finch & Beak conducted a research on the maturity of circularity in the chemical sector. The methodology consisted of a combination of desk research, an online questionnaire, in-depth interviews, and
meta-data from Dow Jones Sustainability Index composer, RobecoSAM and eRevalue.
The key findings of our study are that frontrunners are more often specialty chemicals companies, positioned at the end of the value chain. Their approach towards a circular model is characterized through a higher innovation success rate, more value chain collaboration and higher leadership commitment.
Travis Green kicked off the PNODN year with a talk on Green OD. After a 30 minute mingle Travis had us engadge in a dialogue about the meaning of "Green" "Sustainable" and "OD" in the phase "We are committed to being a ______ organization". Members reported a perception shift when thinking about what they heard in those three statements. Then, we were off.
The group explored the jargon and came to an understanding that this concept of sustainable change is being defined. Some suggested it is part of the design work we do to define this with our cleints. One strategy that was illuminating was to start with what they already doing that is sustainable.
We talked about the challenges of Sponsorship and education about systems. We had questions about what tools to use and process consulting was a recommendation from Travis.
Members talked about notion of the "triple bottom line", and how the language of accounting and profit predominats the mental models that run organizations. The group talked about our role to bridge that language to sustainable concepts for our clients in ways that are meaningful to them.
What conversations are you having with your clients about sustainability.
At the end of the evening members were lively and continued the converstaion. In the evaluation of the event particpants reported the topic to be highly relevant to their work. The content contained new inforamtion for the majority. Everyone who completed the survey said they had met someone they would like to collaborate with. What would that look like?
The major players of the industry that have been featured in this latest edition of green energy providers will also continue to play their part in it.
In this companion report to the world’s largest CEO study on
sustainability to date, 30,000 consumers worldwide give their views on their quality of life, expectations on business and governments, and attitudes towards sustainable brands.
An introduction to sustainable thinking - why doing good is good for business. Includes some basic sustainability concepts and refers to stories with examples of businesses who are practising sustainable thinking (although the details of case studies are not in the slides). The presentation was prepared for a Samford Chamber of Commerce meeting on 11 April 2012, in Samford, Qld Australia. See related blog post on the business case for sustainability on the credos.com.au website: http://credos.com.au/the-business-case-for-sustainability/
Reimagining Minnesota State is a process to understand the impact of the disruptive forces currently facing U.S. higher education and how Minnesota State can best respond to an environment of accelerating change by unleashing the innovation of our campuses and people. Our challenge and our opportunity is to harness these emerging trends and disruptions and leverage them to become the system of post-secondary education Minnesota will need in the future.
We are beyond the half-way point of the Forum on Reimagining Minnesota State, which provides an opportunity organize discussions that will emerge as themes in a broader discussion with key stakeholder groups. The discussions will provide opportunities to challenge and extend the ideas presented in the Forum report and to introduce key new ideas that will shape the Final Report on Reimagining Minnesota State that will be presented to the Board of Trustees of Minnesota State Colleges and Universities system.
Six growing trends in corporate sustainability 2013Jaime Sakakibara
Earlier this month Ernst & Young and GreenBiz Group released a new study, entitled ‘2013 Six Growing Trends in Corporate Sustainability.’ Based primarily on a survey of the GreenBiz Intelligence Panel of executives and thought leaders engaged in sustainability, this study reveals that “companies are increasingly connecting the dots between risk management and sustainability by making sustainability issues more prominent on corporate agendas.”
An inspirational presentation from Aglaia Ntili in the 8th Alleem Business Congress on Sustainable Development. Aglaia Ntili was called to share her experience from working with a diverse
set of companies from Europe and the Middle East. Aglaia shared her perspectives on developing sustainable businesses, talked about the Sustainability Imperative and gave practical guidance on how to identify and overcome real issues faced by the most organizations today.
By David F. Larcker, Brian Tayan, Dottie Schindlinger and Anne Kors, CGRI Survey Series. Corporate Governance Research Initiative, Stanford Rock Center for Corporate Governance and the Diligent Institute, November 2019
New research from the Rock Center for Corporate Governance at Stanford University and the Diligent Institute finds that corporate directors are not as shareholder-centric as commonly believed and that companies do not put the needs of shareholders significantly above the needs of their employees or society at large. Instead, directors pay considerable attention to important stakeholders—particularly their workforce—and take the interests of these groups into account as part of their long-term business planning.
• While directors are largely satisfied with their ESG-related efforts, they do not believe the outside world understands or appreciates the work they do.
• Directors recognize that tensions exist between shareholder and stakeholder interests. That said,
most believe their companies successfully balance this tension.
• In general, directors reject the view that their companies have a short-term investment horizon in
running their businesses.
In the summer of 2019, the Diligent Institute and the Rock Center for Corporate Governance at Stanford University surveyed nearly 200 directors of public and private corporations globally to better understand how they balance shareholder and stakeholder needs.
ESG DX enables effective integration of ESG sustainability into business strategy, model, and operations based on data-driven material ESG risks/opportunities/impacts assessment across supply and value chain.
ESG DX enables ESG sustainability data informed decision-making to lead an ESG sustainable company.
ESG DX enables ESG sustainability data gathering and sharing for sustainable development of innovative products/services and their manufacturing/providing.
ESG DX enables ESG sustainability serve as a growth engine by innovating company’s operations, products and services, as well as creating new revenue streams.
ESG DX enables automation of ESG sustainability performance measurement and reporting process.
OECD Workshop: Measuring Business Impacts on People’s Well-being, Tom BeagentStatsCommunications
OECD Workshop: Measuring Business Impacts on People’s Well-being, 23-24 February 2017, Paris, France, More information at: http://www.oecd.org/statistics/oecd-workshop-on-measuring-business-impacts-on-peoples-well-being.htm
When we conducted our inaugural environmental, social and governance (ESG) survey of private equity (PE) professionals last year, it was startling to see that nearly half (49%) of our general partner (GP) respondents did not have an ESG program at their firm and had no plans to create one, despite heightened concern from limited partners (LPs) on ESG issues. What a difference a year makes—not to mention the fact that we had a higher proportion of European respondents this year, who are much more progressive when it comes to ESG issues. In our second edition of the ESG survey, a majority of GP respondents (60%) now work at a firm with an established ESG program and another 26% either have an ESG program in development or plan to create one in the near future. However, there are still some PE firms that see little value in ESG programs. As one GP respondent put it: “we think [ESG] is the most asinine initiative ever to come out in the business world.”
While some PE firms eschew ESG issues and think that strong fund performance is enough to attract LP commitments, the LPs themselves are telling a different story. Eighty-four percent of LP respondents say that ESG issues are at least somewhat important when deciding whether or not to commit to a PE fund, with 18% claiming they are essential. Furthermore, 24% said they would they would commit to a fund with slightly lower historical performance if the firm had a strong ESG program. Remember, many of the largest contributors to PE funds are public pension plans, endowments, foundations and sovereign wealth funds—institutions which not only are interested in returns but also have an image to maintain. “GPs have to be more aware of investors’ desire for knowledge of their investments beyond just the financial return,” commented one LP respondent, while adding that the responsibility ultimately falls on the investors: “GPs will only change if the LPs push them to.”
One of the big takeaways from this year’s survey is that more PE firms are taking the necessary steps to make ESG a fundamental part of their investment approach. For example, 28% of GP respondents indicated that their firm produces a corporate social responsibility (CSR) report, up from 18% in 2012. And while finding effective metrics to monitor ESG performance continues to be the largest hurdle for ESG efforts, PE firms continue to find new ways to measure their ESG initiatives and have increasingly utilized forums, case studies and industry events and guidelines to fill the knowledge gap.
We hope that this survey serves as a lens into the current state of ESG issues in the PE industry and provides a starting point for developing a set of best practices that can be adopted by firms of all sizes. If you are interested in participating in future editions of the survey, or have any comments or suggestions for how we can improve this report, please contact us at research@pitchbook.com.
No time to waste - the state of the circular economy innovation in the chemic...Finch & Beak
Between April and July 2016 Finch & Beak conducted a research on the maturity of circularity in the chemical sector. The methodology consisted of a combination of desk research, an online questionnaire, in-depth interviews, and
meta-data from Dow Jones Sustainability Index composer, RobecoSAM and eRevalue.
The key findings of our study are that frontrunners are more often specialty chemicals companies, positioned at the end of the value chain. Their approach towards a circular model is characterized through a higher innovation success rate, more value chain collaboration and higher leadership commitment.
Travis Green kicked off the PNODN year with a talk on Green OD. After a 30 minute mingle Travis had us engadge in a dialogue about the meaning of "Green" "Sustainable" and "OD" in the phase "We are committed to being a ______ organization". Members reported a perception shift when thinking about what they heard in those three statements. Then, we were off.
The group explored the jargon and came to an understanding that this concept of sustainable change is being defined. Some suggested it is part of the design work we do to define this with our cleints. One strategy that was illuminating was to start with what they already doing that is sustainable.
We talked about the challenges of Sponsorship and education about systems. We had questions about what tools to use and process consulting was a recommendation from Travis.
Members talked about notion of the "triple bottom line", and how the language of accounting and profit predominats the mental models that run organizations. The group talked about our role to bridge that language to sustainable concepts for our clients in ways that are meaningful to them.
What conversations are you having with your clients about sustainability.
At the end of the evening members were lively and continued the converstaion. In the evaluation of the event particpants reported the topic to be highly relevant to their work. The content contained new inforamtion for the majority. Everyone who completed the survey said they had met someone they would like to collaborate with. What would that look like?
The major players of the industry that have been featured in this latest edition of green energy providers will also continue to play their part in it.
In this companion report to the world’s largest CEO study on
sustainability to date, 30,000 consumers worldwide give their views on their quality of life, expectations on business and governments, and attitudes towards sustainable brands.
2013 CONE COMMUNICATIONSECHO GLOBAL CSR STUDY 1GLOBAL C.docxeugeniadean34240
2013 CONE COMMUNICATIONS/ECHO GLOBAL CSR STUDY 1
GLOBAL CSR STUDY
2013 CONE COMMUNICATIONS/ECHO
2 2013 CONE COMMUNICATIONS/ECHO GLOBAL CSR STUDY 1
In this new era of CSR, the need for companies
to articulate progress beyond CSR purpose
has never been greater.
Introduction 2
Expectations 6
Issues 10
Approach 14
CSR as a Differentiator 18
Consumer Responsibility 22
Impact 26
Communications 30
Global Consumer
Responsibility Segmentation 56
Conclusion 62
Acknowledgements 64
About Cone Communications
and Echo 66
UNITED STATES 36 U.K. 42
FRANCE 46
RUSSIA 48
INDIA 52
CHINA 50
CANADA 38
BRAZIL 40
JApAN 54
Country Snapshots 36-55
ContEntS
GERMANY 44
2013 CONE COMMUNICATIONS/ECHO GLOBAL CSR STUDY 3
Corporate social responsibility is no longer
an option — it is emphatically and indisputably
a must-do.
2
t
he 2013 Cone Communications/Echo Global CSR Study and conversations
with global experts make one thing abundantly clear: the question is
not whether companies will engage in corporate social responsibility,
but how they will create real and meaningful impact. Corporate social
responsibility is no longer an option — it is emphatically and indisputably a must-do.
Today’s consumers are savvier, more sophisticated and more connected than ever before.
Cognizant of their own capacity to influence social and environmental issues, they are
looking more closely at the collective impact of corporations and individuals. In this new
era of CSR, the need for companies to articulate progress beyond CSR purpose has
never been greater. And although nuances certainly exist from market to market, the
findings and insights from this report carry universal implications for companies:
E Define the New Business Case.
The CSR ROI has always been hotly debated, but this research definitively asserts CSR
as an essential reputation strategy. Companies that fail to recognize CSR’s power beyond
the shopping aisle are taking a myopic view. It is a formidable influencer of trust, affinity
and loyalty. Companies must participate in CSR with authenticity and transparency, or risk
doing more harm than good to their reputation.
E Lead with Innovative Approaches.
Global experts agree that leading companies are doing more than analyzing the way
their businesses operate — they are exploring new models that value long-term societal
needs. From collaborating with competitors to address broader industry issues, to
advocating for comprehensive public policy changes, businesses are beginning to
recognize that their own viability depends on social and environmental sustainability.
2013 CONE COMMUNICATIONS/ECHO GLOBAL CSR STUDY 5
E Embrace Social Media.
Social media is transforming the CSR landscape, especially in countries such
as China, India and Brazil, where more than eight-in-10 consumers are using
social channels to engage with companies around social and environmental
iss.
Trajectory NOW & NEXT: Ten consumer trends that will impact all marketers, an...Eric Brody
This semi-annual report highlights ten consumer trends which we believe will have a lasting impact on how consumers will be interacting with brands. While all brand marketers will benefit from this report, it has a particular slant towards healthcare marketers and health and wellness marketers.
Capitalizing on the shifting consumer food value equationOliver Grave
Capitalizing on the shifting consumer food value equation - To help retailers and manufacturers better understand the drivers of consumer values, Deloitte Consulting, the Food Marketing Institute and the Grocery Manufacturers Association conducted a joint study.
A Decade of Change - Man of Many Research.pdfMan of Many
Man of Many's - https://manofmany.com - Decade of Change Survey, Research and Report.
Australia's Largest Men's Lifestyle Site & Brand of the Year in Mumbrella Publish Awards, 2021. The latest in products, culture & style news.
8. Upon reviewing former CEO Jeff Swartz’s final blog post, do you a.pdflohithkart
8. Upon reviewing former CEO Jeff Swartz’s final blog post, do you agree or disagree with his
finding that the business world has shifted to sustainability
Solution
Yes agree that world is shifting to sustainability
The era of corporations integrating sustainable practices is being surpassed by a new age of
corporations actively transforming the market to make it more sustainable.
Business sustainability has come a long way. From the dawn of the modern environmental
movement and the establishment of environmental regulations in the 1970s, it has become a
strategic concern driven by market forces. Today, more than 90 percent of CEOs state that
sustainability is important to their company’s success, and companies develop sustainability
strategies, market sustainable products and services, create positions such as chief sustainability
officer, and publish sustainability reports for consumers, investors, activists, and the public at
large.
This trend will not abate anytime soon. Surveys show that 88 percent of business school students
think that learning about social and environmental issues in business is a priority, and 67 percent
want to incorporate environmental sustainability into their future jobs. To meet this demand, the
percentage of business schools that require students to take a course dedicated to business and
society increased from 34 percent in 2001 to 79 percent in 2011, and specific academic programs
on business sustainability can now be found in 46 percent of the top 100 US master of business
administration (MBA) programs.
For all this interest, we should expect the world to become more sustainable. But problems such
as climate change, water scarcity, species extinction, and many others continue to worsen.
Sustainable business is reaching the limits of what it can accomplish in its present form. It is
slowing the velocity at which we are approaching a crisis, but we are not changing course.
Instead of tinkering around the edges of the market with new products and services, business
must now transform it. That is the focus of the next phase of business sustainability, and we can
see signs that it is emerging.
The first phase of business sustainability, what we at the University of Michigan’s Erb Institute
call “enterprise integration,” is founded on a model of business responding to market shifts to
increase competitive positioning by integrating sustainability into preexisting business
considerations. By contrast, the next phase of business sustainability, what we call “market
transformation,” is founded on a model of business transforming the market. Instead of waiting
for a market shift to create incentives for sustainable practices, companies are creating those
shifts to enable new forms of business sustainability.
Enterprise integration is geared toward present-day measures of success; market transformation
will help companies create tomorrow’s measures. The first is focused on reducing
unsustainability; the second is focuse.
Brand purpose gives companies the competitive advantage in crafting brand identity & winning an evolving market with new consumer expectations.
For more info visit: https://www.accenture.com/us-en/insights/strategy/brand-purpose
Making purpose pay: inspiring sustainable living by UnileverAntonio Nunez Lopez
We encourage our brand managers and marketers to take a stance and make a positive difference to society. Purpose defines a brand in people's minds and is best delivered through action. It's only through action that consumers will see purpose as more than marketing.
Similar to The Consumer Study: From Marketing to Mattering, Generating Business Value by Meeting the Expectations of 21st Century People (20)
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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The Consumer Study: From Marketing to Mattering, Generating Business Value by Meeting the Expectations of 21st Century People
1. The Consumer Study:
From Marketing to Mattering
The UN Global Compact-Accenture CEO Study on Sustainability
In collaboration with Havas Media RE:PURPOSE
2. 1
Contents
Introduction 3
Optimism and quality of life: a three-speed world 5
Business: failing to live up to greater expectations 6
Accountability: governments, business and rising expectations 7
From belief to behaviour: sustainability and purchasing decisions 9
Meeting expectations, fulfilling needs: a closer connection 11
Integration, innovation and transparency: implications for business 13
3. 2
In this companion report to the world’s largest CEO study on
sustainability to date, 30,000 consumers worldwide give their views
on their quality of life, expectations on business and governments,
and attitudes towards sustainable brands.
June 2014
From Marketing to Mattering
Generating Business Value by Meeting the Expectations
of 21st Century People
The UN Global Compact-Accenture Study on Sustainability
In collaboration with Havas Media RE:PURPOSE
4. 3
Introduction
The global economy is not on track to meet the needs of
a growing population within environmental and resource
constraints: that is the striking view of the 1,000 CEOs that
participated in the most recent UN Global Compact-Accenture
CEO on Sustainability.1
Despite growing commitment to
environmental and broader sustainability issues, business leaders
believe the global economy is lagging behind the action required
to set us on a more sustainable pathway.
While a majority of CEOs see sustainability as critical to the
future success of their business, many express a sense of
‘frustrated ambition’ at the pace of change in embedding
sustainability into core business and global markets. At the
centre of their dilemma is a struggle to quantify the business
value of sustainability, and to track the rewards of adopting a
leadership position in their industries.
Contributing to CEOs’ frustrated ambition is the challenge of
interpreting signals from consumers, the group consistently
identified by business leaders as the most important in guiding
their action on sustainability. We see clear signs that consumers
expect more from companies, from greater honesty and
transparency, to greater impact on global and local challenges
and a more responsible stewardship of natural resources and the
environment. Yet among business leaders there is a sense that
companies have failed to engage the consumer on sustainability;
that companies’ reputation and performance on environmental,
social and governance issues are not informing consumers’
purchasing decisions; and that industry leaders on sustainability
are not being rewarded by the market.
With market factors increasingly driving business approaches
to sustainability, an in-depth understanding of consumer
views is critical to inspire accelerated progress, and to
unlock the full potential of the private sector in addressing
these challenges. This year, for the first time, Accenture
and Havas Media Group’s RE:PURPOSE have collaborated to
extend the reach of the UN Global Compact CEO Study on
Sustainability to encompass the view of consumers worldwide.
To this end, we have conducted a study of 30,000 adults
across twenty countries to understand what they expect
from business and other institutions; what ‘sustainability’
means to their choices and attitudes; how sustainability
issues impact their purchasing decisions; and how superior
performance on sustainability can better engage consumers,
driving value creation and genuine competitive advantage.
Our study suggests that most brand-initiated dialogue on
sustainability fails to connect with the priorities of consumers,
and suggests that better understanding and harnessing the link
between practices and expectations may offer a compelling
business case for companies to place sustainability at the centre
of their strategies for growth. The study also points to major issues
hampering the credibility and trust advantages that sustainable,
responsible practices should offer to forward-thinking companies.
It outlines a blueprint for three fundamental imperatives that will
break down these barriers, to enable companies and brands to
move from ‘marketing to mattering’ by leveraging sustainability to
create market performance advantages.
In producing this report, we have been indebted not only to
the survey participants, but to our research partners who have
enabled us to assemble a rich and diverse set of insights, exploring,
testing and refining emerging themes and ideas. We would like to
acknowledge the contributions of the Global Compact sponsors
and project leads Georg Kell, Gavin Power, Carrie Hall, Sean Cruse
and Kristen Coco, as well as the leadership of the Havas Media
RE:PURPOSE and Accenture teams, in particular project leads Rob
Hayward, Edd McLean and Angela Jhanji.
This year’s study is a unique opportunity to take stock as we
stand at a crossroads in the global economy, as business,
governments and civil society come together to set new and
ambitious goals for the next wave of sustainable development.
Business leaders are committed to leading the way, but will
require greater ambition and wider support as they work to align
sustainability impact with value creation, and markets with
sustainable development outcomes, such that these leaders can
truly become the architects of a better world.
Peter Lacy
Managing Director
Strategy & Sustainability
Accenture Asia Pacific
Sharon Johnson
CEO
Havas Media RE:PURPOSE
6. 5
For marketers in every sector, optimism can be a powerful force.
Efforts to engage, inform and persuade consumers on the merits
of companies embracing sustainability can tap into visions of
the future, and will depend on companies’ ability to fulfil the
expectations of twenty-first century people. The millennial
consumer, coming of age economically and empowered by new
technologies and social media, is driving new expectations of
all institutions in society, especially business. Expectations
now go well beyond the direct utility of products and services:
people in every part of the world see the act of expenditure and
consumption as a means to ‘vote with their wallet’ – to enhance
health and livelihoods, to boost community wellbeing, and to
shift the direction of the world.
Our survey of 30,000 consumers across twenty countries shows
a striking disparity at national level in people’s optimism for
the future. We see a three-speed world emerging, as economic
growth and development has a critical impact on the outlook of
consumers worldwide. Our data shows that optimism is closely
tied to those high-growth economies where growing national
prosperity is boosting household incomes and drawing greater
numbers into the global ‘middle class’. As incomes rise, growing
numbers of households participate in the consumer economy,
and are able to afford discretionary purchases such as healthcare
services, basic leisure goods and homewares. These high-growth
markets will be essential to companies’ future prospects, both
for western businesses and for emerging-market multinationals
– and it is clear that consumers in these markets are looking
directly to business to fulfil their optimism for the future.
Across Western Europe, in economies still feeling the after-
effects of the financial crisis, with sluggish growth and high
youth unemployment, expectations of the future are subdued:
just a quarter of all respondents expect their quality of life to
improve in the next five years. In Asia and North America, the
outlook is more positive – around half of all respondents expect
their quality of life to improve – but Africa and Latin America
display the most widespread optimism, with 83% in Africa and
85% in Latin America expecting their quality of life to improve.
The millennial consumer, coming of age
economically and empowered by new
technologies, is driving new expectations of
business. People in every part of the world
see the act of expenditure and consumption
as a means to enhance health and
livelihoods, boost community wellbeing,
and shift the direction of the world.
Optimism and quality of life:
a three-speed world
Data from Havas Media/Accenture survey of 30,000 consumers worldwide. Numbers by country represent net positivity: proportion of respondents expecting
an improvement in their quality of life over the next five years minus the proportion anticipating a decline.
7. 6
Business: generating value by
living up to greater expectations
Business is failing to take care of the planet and society.
That is the stark finding from our survey of 30,000 people
across twenty countries in five continents: fully 72% of those
we surveyed believe that business is failing to live up to
expectations. This accords with the assessment of business
leaders themselves: 67% of the 1,000 CEOs surveyed for the
most recent UN Global Compact-Accenture CEO Study on
Sustainability reported that business is not doing enough to
tackle sustainability challenges.
Dissatisfaction with business is spread throughout the regions
we surveyed, with assessments relatively stable by gender and
age bracket. Western European respondents are particularly
vociferous in their disappointment, with 88% of those in
Germany and 84% in France reporting that business is failing
in its responsibilities to the planet and society. Respondents in
Mexico (60%), Argentina (65%) and Japan (65%) are less critical,
with the most positive view coming from Russia, where just 54%
believe business is falling short of expectations.
Today’s citizen consumer has higher expectations of business.
Dissatisfaction may be regarded as the product of traditional
approaches to communicating sustainability, centred on
philanthropy and corporate social responsibility, with no clear
integration into the products and services people consume,
or the connection through their products that brands share
with consumers. As sustainability has established itself on
the leadership agenda for the vast majority of multinationals,
companies have gone to ever greater lengths to paint a self-
portrait of a responsible corporate citizen, committed to the
prosperity of the communities in which they operate.
Our survey suggests that these traditional approaches
have failed to engage and persuade the consumer, most
notably in those markets where sustainability branding and
communications have taken root most deeply. In Western
Europe and the United States, those economies most affected
by the financial crisis, the crisis in trust is readily apparent, with
fewer than 20% of respondents expressing their confidence
in companies’ efforts to take care of the planet and society.
Strikingly, in those economies with a large, emerging middle-
class, people are less sceptical and public confidence is
significantly greater: two-thirds of respondents in Nigeria and
India, for example, believe that business is playing its part.
Today’s citizen consumer has higher
expectations of business; dissatisfaction
may be the product of traditional
approaches to sustainability, centred
on philanthropy and CSR.
Data from Havas Media/Accenture survey of 30,000 consumers worldwide. Numbers by country represent proportion of respondents answering 'agree' and
'strongly agree'.
8. 7
People hold business directly accountable for their quality of life
- and this expectation is fuelling a sense that business is failing
to meet its obligations. In this respect, brands are failing to
connect corporate sustainability efforts to the expectations and
priorities of their consumers, and with the failure of traditional
approaches to sustainability all too readily apparent, we see an
urgent imperative for companies to understand how they can
better engage the consumer in their sustainability stories.
One message is clear: people hold companies as accountable as
governments for improving the quality of their lives. In every
region we surveyed, respondents’ expectations on business are
almost identical to those of governments: globally, 86% expect
governments to directly improve their quality of life; 85% expect
the same of the companies from which they buy.
Whether optimistic or despondent about the future, across
all markets people expect brands and companies to impact
positively on their lives. In developed markets across Europe
and North America, people aren’t engaged, they’re despondent
about the future and they want business to help. In France, for
example, one of Europe’s large consumer markets, consumer
attitudes exemplify those of most developed countries. Only
44% of respondents say they actively buy more responsible
brands, well below the global average of 57%. More than
three-quarters say their quality of life is unlikely to improve
over the next five years, yet a similar proportion expects brands
and companies to enhance their outlook.
In high-growth economies, people are highly engaged and
expect business to help them attain their optimistic vision for the
future. In India, 85% expect a better quality of life in five years’
time, and fully 92% of people believe companies should help
to realize their hopes for the future. And Indian consumers are
already engaged: 73% report that they actively buy responsible
brands. As business leaders acknowledge, abstract approaches
to sustainability have failed, and will continue to fail, to engage
the consumer. Instead, companies must communicate how their
products and services, and the wider impact of their operations,
benefit those they serve and the communities in which they
operate, and contribute directly to improving lives.
Strikingly, there is a clear correlation in our survey between
respondents’ optimism regarding their quality of life, and their
expectations on business not just to look after ‘the planet’ in an
abstract manner, but to deliver direct and tangible improvements
to their own quality of life. In those countries where people
express most positivity about the future, and expect the greatest
improvement in their quality of life, expectations on business
are highest: in western Europe and Japan, where pessimism is
widespread, respondents have corresponding lower expectations
of business; in Brazil, India and Nigeria, for example, where the
Global
Asia North America
89%
90% 80%
81%
Europe Latin America
81%
79%
91%
94%
People think business is as accountable
as governments for improving their lives
86%
85%
Companies
Government
Asia North America
89%
90% 80%
81%
81%
79%
91%
94%
Data from Havas Media/Accenture survey of 30,000 consumers worldwide
Accountability: governments,
business and rising expectations
9. 8
vast majority expect their lives to improve dramatically, people
are looking directly to business to deliver this improvement.
For business, fulfilling these expectations will depend in part on
building public trust. Throughout the lifespan of the CEO Study,
business leaders have cited ‘brand, trust and reputation’ as
the single most important factor in motivating them to embed
sustainability into core business. Our findings from consumers,
though, suggest that companies’ efforts on sustainability may
have failed to connect their actions with the genuine priorities of
consumers, and this may be hampering progress on building trust.
Highlighting the stubborn problem of building public trust,
‘ending corruption’ ranks as a leading challenge for respondents
across all twenty countries surveyed. When aggregated across
our global sample of 30,000 people worldwide, the challenge of
corruption ranks ahead of job creation and economic growth.
A deeper look at the data sees ending corruption ranked as
the most important of twenty-three issues ‘for my country to
address’ in numerous emerging and developed economies. The
challenge of corruption is not simply one for governments to
address: in many of the markets surveyed, corruption also ranks
as a top-five challenge for business to address. In the UK, for
example, corruption is regarded as the sixth most important
issue for the country, but the third most pressing issue for
business to address after job creation and economic growth.
The prominence of corruption suggests that the concept
may have evolved in the mind of the public to embrace a
holistic ethical picture affecting business and governments
alike. People across the world, empowered by social media
and independent sources of information, are increasingly
aware of the operational behaviours of companies, and assess
brands and services accordingly. Issues ranging from labour
practices to executive pay and corporate tax are discussed
in the media and across social media. In this increasingly
open and democratised context, the challenge of trust and
accountability must be addressed through openness and
transparency, as well as through ‘living the brand’ in all
spheres of operations.
People hold business directly accountable
for their quality of life, and demand
leadership from brands to overcome
the most pressing human and planetary
challenges. This is a clear signal to
companies that we can’t wait for
consumer demand to drive our actions:
people expect business to take the lead.
Our survey data shows a close correlation between
optimism and expectations of business
Germany
France
Japan
0
0 25 50 75 100 %
10
20
30
40
50
60
70
80
90
100
%
UK
Italy
Spain
Canada US
South Korea
South Africa
Argentina
UAE
Saudi Arabia
Russia
China
Chile
Mexico
India
Brazil
Nigeria
Expectationsofqualityoflife
Expectations on business
Data from Havas Media/Accenture survey of 30,000 consumers worldwide. Numbers represent net positivity vs. percentage who expect business to improve their
quality of life.
10. 9
From belief to behaviour:
sustainability and purchasing decisions
Throughout our conversations with business leaders, they
express a common complaint: while consumers often say that
sustainability is important to them, this belief may not be reflected
in the realities of purchasing decisions. For companies who have
invested time, money and management attention in building a
brand with sustainability at its heart, the frustration is clear.
Our consumer survey reveals distinct regional differences in
consumers’ consideration of sustainability factors in their
purchasing decisions. Significantly, we see a strong correlation
between those countries where respondents express high
expectations on business to improve their quality of life, and those
where consumers are actively considering and seeking information
on sustainability performance. Not only are consumers in
emerging markets more engaged on sustainability, but they expect
companies’ efforts to benefit them directly – and they will actively
look for information to validate companies’ claims.
In North America, for example, just 21% of respondents report
that they ‘often’ or ‘always’ consider sustainability when
selecting products and services, a proportion which reaches just
27% in Europe. In Asia, just over one-third take sustainability
into consideration, but awareness is highest in Africa (39%) and
Latin America (39%).
A similar split can be seen in consumers’ search for information
on the sustainability performance of the companies and brands
they buy: while just 13% of North American respondents, and
17% of Europeans, often or always look for information before
making purchasing decisions, around one-third of those in Asia
and Latin America report that they do so.
Significant differences, too, can be seen by age and gender.
Globally, young men – those aged 25-34 – are consistently
more likely to actively consider sustainability factors in
their purchasing decisions, seek information on companies’
sustainability performance, and to recommend ethical and
responsible brands to their friends. While an active interest
in sustainability may not yet be instilled in the majority of
consumers worldwide, interest is growing among those most
likely to become the consumers of the future.
For companies looking to grow new markets in high-growth
economies, this presents a compelling incentive to build
sustainability into the heart of the consumer proposition. While
many brands may have struggled to make headway in developed
markets, new frontiers offer new, engaged consumers who are
actively looking to business to fulfil their hopes for the future.
From marketing to mattering: segmentation,
engagement and impact
The increasing prominence of market-facing factors in business
leaders’ approach to sustainability, as revenue growth, cost
reduction and consumer engagement become critical to CEOs’
motivation, suggest that sustainability can no longer remain
the responsibility of dedicated professionals. In the recent CEO
Study, 76% of business leaders reported that they were actively
looking to shift responsibility for sustainability from a separate
department towards integration throughout corporation
functions and divisions.
In embedding sustainability into core business for consumer-
facing companies, research, development and innovation will
be critical in developing products and services that meet
consumer demand while addressing global challenges. Yet in
the short-to-medium term, and in bringing future innovations
to market, marketing has perhaps the most central role to
play. Our observations of consumer attitudes suggest that
marketing resources and know-how have been underused in
efforts to promote sustainability amongst consumers, yet the
data shows more responsible, sustainable brands are desirable
and offer competitive advantage to those companies able to
effectively communicate their message.
Our survey demonstrates that consumers are frustrated by the
inability to easily identify more responsible brands, and will
incorporate sustainability factors more into their purchasing
decisions where they can identify and trust the impact that
their purchase has on local and global challenges. Marketers
who can make the case for businesses that actively focus on
the purpose of their products and services alongside product
quality, availability, price and service, are likely to deliver
superior returns over the long term.
Delivering growth and brand strength for businesses seeking to
tap into consumer engagement on sustainability will depend on
understanding the buyer segments where the potential to scale
consumer response offers the most immediate competitive
advantage. For many companies, segmentation on sustainability
is no more sophisticated than the perception of an ‘ethical’ and
a ‘mainstream’ consumer; many brands have discovered that the
former can be engaged through data and abstract metrics, but
the latter remains a challenge. Our research, with its sample of
30,000 consumers worldwide, linked to the Meaningful Brands™
survey of 135,000 consumers globally, has the potential to
identify new segments that can provide the foundation of a
strategy to better engage the new consumer on sustainability.
11. 10
Consumer consideration of sustainability factors in their
purchasing decisions
Will consider more in the next twelve months Consider sustainability performance Actively look for information
0% 0% 0% 0%
INDIA BRAZIL
50% 34% 44% 27%
48% 46% 45% 44%
72%
0%
ITALY
25%
41%
63%
0%
RUSSIA
21%
29%
53%
0%
ARGENTINA
21%
40%
65%
73% 77% 77%
CHINA
0%
21%
35%
67%
SOUTH
AFRICA
0%
23%
32%
62%
SOUTH
KOREA
0%
SPAIN
17%
29%
50%
0%
GERMANY
13%
21%
47%
0%
FRANCE CANADA
13%
26%
50%
0%
10%
15%
37%
0%
JAPAN
7%
10%
24%
0%
CHILE
UAE
27%
46%
72%
0%
27%
32%
51%
0%
36%
38%
66%
0%
13%
22%
46%
0%
14%
21%
46%
UNITED
STATES
SAUDI
ARABIA
UNITED
KINGDOM
MEXICO
0%
35%
42%
79%
NIGERIA
Data from Havas Media/Accenture survey of 30,000 consumers worldwide
12. 11
Meeting expectations, fulfilling
needs: a closer connection
The evidence of our survey suggests that companies’ frustration
with their failure to engage consumers on sustainability may be
in part explained by a focus on abstract metrics and measures of
success. Perhaps driven by concerns over ‘greenwash’, and informed
by an internal focus on measurement and reporting, business
has collectively decided that the way to engage consumers on
sustainability is to present more facts and figures to appeal to
rational decision-making. The individual initiatives celebrated
within companies may be capable of providing benefits to people’s
lives and to society. But if they are, companies are failing to
demonstrate how these benefits to relate to people’s priorities.
Marketeers have always known that we need fulfil emotional desires
alongside the rational appeal of product quality and value benefits,
but in many cases the traditional skills of marketing have been
either absent or detached from companies’ long-term efforts on
sustainability. A recent study on the integration of sustainability
through corporate functions demonstrated that in the two years
between 2011 and 2013, the proportion of companies reporting that
their marketing function was ’engaged’ on sustainability dropped
from 42% to just 28%.2
Just as many business leaders have moved
away from a ‘softer’ approach to sustainability, leaving behind moral
responsibility and ‘the right thing to do’ in favour of an approach
focussed on the hard facts of a quantifiable, verifiable business case,
so traditional marketing skills have been abandoned in favour of a
wave of data – and our survey suggests that it has missed its target.
Respondents to our survey largely believe that brands are
performing well on core factors of quality, value for money
and the provision of ‘innovative’ products. Yet they feel brands
underperform on six of the top ten factors that are motivating
them to purchase specific products and services, and are
important to long-term loyalty and brand reputation. The factors
of perceived underperformance relate to both personal and
societal wellbeing; sustainable products are simply not making
the links clear, or are failing to deliver against genuine priorities.
On a global scale, unmet needs relating to people’s expectations
of personal wellbeing include ‘helping me stay healthier’, ‘helping
me manage my spending’ or, particularly in the case of women
and millennials, ‘helping me to be more environmentally friendly’;
key unmet needs that relate to the role brands should play in
society include ‘creating jobs’, ‘benefitting the economy’ and
providing products that are ‘better for the environment’.
The most recent CEO Study on Sustainability uncovered a
situation of ‘pilot paralysis’ described by global business leaders,
where companies find that individual, small-scale pilot projects
can contribute to better performance against internally-set
sustainability metrics, but scaling these initiatives is challenging
given the demands of adherence to traditional pillars of success.
So whilst business leaders agree that companies bear the primary
responsibility for sustainable development, the actions of many
Consumers worldwide identify critical challenges for
business to address
49%
12%
11%
10%
10%
10%
10%
7%
32%
23%
22%
17%
16%
15%
15%
Job creation
Economic growth
Pollution
Clean energy
Ending corruption
Poverty reduction
Climate change
Inequality in society
Peace and security
Hunger relief
Nutrition
Education
Reducing national debt
Conservation of wildlife
Healthcare access
Data from Havas Media/Accenture survey of 30,000 consumers worldwide
13. 12
are still rooted in historical corporate behaviour and outdated
approaches to social responsibility in a silo, rather than at the
heart of the brand’s offering to consumers.
But the world has changed, and so too have the tenets of
the brand-consumer relationship. Our survey suggests that
companies are missing an opportunity to frame sustainability
in terms of their positive impact on the health, wealth and
livelihoods of their customers and the communities in which
they operate, ‘making the case for business’ and demonstrating
their real, tangible impact. Consumers expect more from their
expenditure than the acquisition of products and services – and
this is impacting on their perception that companies are failing
to meet their expectations: 81% of respondents, for example,
consider the ability of a product to help them stay healthy as
an important factor in their purchasing decisions, yet only 42%
believe that companies are currently meeting this need.
Our evidence suggests that proportionately fewer consumers
will actively seek information on the social, environmental and
ethical performance of the brands they purchase – but that many
more would make active efforts to select sustainable brands
if they were more aware of the impact they could have and if
they were ‘easier to find’, demonstrating that more sustainable
products don’t stand out from competitors at the point of
purchase. The desire to know more about companies’ impact
on sustainability challenges, alongside the need to believe and
trust companies’ claims, appear to be the primary motivators
that would inspire consumers to factor sustainability into their
purchasing decisions, signalling an important move beyond
consumer expectations of business to behave ‘responsibly’,
satisfied by a corporate responsibility agenda focussed on
compliance and PR, towards a broader remit on business to make
a real and tangible impact on a better world.
Companies are missing an opportunity to
frame sustainability in terms of their positive
impact on the health, wealth and livelihoods
of their customers and the communities
in which they operate, ‘making the case
for business’ and demonstrating their real,
tangible impact. Consumers expect more
from their expenditure than the acquisition
of products and services – and this is
impacting on their perception that companies
are failing to meet their expectations.
Mothers: Make them your allies in creating
a better future
Mothers represent half of all women in the survey, a total of
26% of the total sample, with 60% globally in the 25-44 age
segment. Our data suggests that mothers worldwide are more
optimistic about the future than the global average. Mothers
are highly engaged on sustainability – perhaps not surprising
given the amount of daily purchase decisions that many are
responsible for – and 64% actively buy sustainable brands.
Mothers are more loyal to responsible brands (72%) and they’re
highly influential, with 64% reporting that they recommend
brands that behave responsibly and contribute to wellbeing.
Mothers are a critical audience for both domestic and
multinational consumer goods brands seeking new waves of
growth in the emerging markets: working mothers in China,
for example, represent a segment roughly the size of the US
population, and fully 90%, versus 54% of our global sample,
say they actively recommend ethical, sustainable brands.
Understanding and engaging this consumer segment on
sustainability will depend upon taking into consideration the
key priorities that mothers express. Primary concerns for
society include a healthier world (access to healthcare, curing
disease and access to nutritious food); a more secure future
(peace and security, and access to education); and prosperity
for future generations (economic growth and job creation).
Mothers express a greater need for participation than others
in our sample; 63% of mothers are motivated to purchase
when it is linked to taking part in a cause, and 60% wish to
attain a sense of personal achievement from their purchases.
Communication is critical and should be integrated into the
brand proposition to influence this high value audience: 70%
of mothers say they would buy more of a specific brand if they
were aware of its positive impacts.
14. 13
Integration, innovation and
transparency: implications for business
Consumers’ call for greater awareness and trust in companies’
impact on sustainability challenges raises three imperatives for
companies seeking to better engage consumers.
First, companies must promote a commitment to honesty and
transparency. For business, building public trust through a
commitment to honesty and transparency will be the first step
towards realising the value of corporate responsibility. Social
media has facilitated greater awareness and dialogue on the
honesty of business, and companies are increasingly held to
account for their actions, and actions throughout their supply
chain. Companies must embed the principles they espouse in
marketing and communications throughout their operations:
consumer perceptions will be formed not only on the messages
you promote, but on the way you define and articulate your
purpose, and act upon it in the most transparent way possible.
Second, companies must look to innovate to genuinely improve the
lives of their consumers. Our survey demonstrates that consumers
in high-growth markets are waiting for business to deliver the
improvements they expect in their quality of life. Consumers in these
growth markets are already more engaged on sustainability; are
more likely to look for information on how companies and brands
perform; and are more likely to recommend brands to their family
and friends. They have high expectations of business to deliver not
just products and services that meet an immediate, practical need,
but to deliver tangible improvements to their wellbeing, to that of
their families and friends, and to the prosperity of their communities.
For business, this prompts two important shifts in the innovation
process: first, to align product and service innovations
with meeting these broader needs; and second, to innovate
manufacturing and production processes through circular
economy models to improve impacts throughout the value chain.
Circular economy models, for example, can help companies to
produce the products demanded by local markets while reducing
the impact on natural resources and local communities.
Third, companies seeking to engage consumers must communicate
more overtly throughout the consumer journey, to enhance
their credibility as they move from ‘marketing’ to ‘mattering’;
from communicating efforts and outputs on incremental
measures of social responsibility and environmental mitigation,
to demonstrating a clear purpose and credible impact. In many
markets where sustainability issues are immediate and pressing
– air pollution, for example, or the availability of clean water, the
provision of healthcare services, or access to education – people
are looking to companies to ‘make the case’ for business, and
clearly demonstrate the benefits they bring. Companies and brands
need to demonstrate why they matter to consumers, and how they
make a meaningful difference to their quality of life: awareness
and authenticity are important motivators to purchase.
Business is currently underperforming on these key measures of
success, leaving consumers with a range of unmet needs – for
those companies and brands able to close this gap, the rewards are
potentially lucrative. Where they are aware of the impact of their
purchasing decisions, and trust companies’ claims, consumers will
choose responsible brands over others: two thirds of our survey
respondents globally report that in the past year, they chose one
brand over another when they were aware it had a greater positive
impact on social and environmental challenges. Consumers are
also more loyal to brands that demonstrate responsible, ethical
behaviour: More than half of people globally – rising to 78% in
Latin America – are likely to be more loyal to brands that are
responsible, ethical and sustainable. And they’ll tell your stories for
you: more than half of all respondents, and three-quarters of those
in Africa, actively recommend brands that behave responsibly
to friends, family and colleagues. With the ever-increasing cost
base and proliferation of marketing techniques and channels, this
metric – a brand’s consumers actively promoting its message – is
potentially valuable to consumer-facing companies, providing what
money can’t buy to a brand’s long term health.
For companies seeking to better engage consumers, and secure a
competitive advantage through sustainability, these three shifts can
provide the foundation of a deeper connection. Through moving away
from an approach to sustainability as corporate responsibility, and
towards an opportunity to serve consumer needs while addressing
social, economic and environmental challenges, companies and
brands can fulfil the optimism and expectations of consumers in the
world’s fastest-growing markets. Through better communication that
explains and demonstrates the real impact of companies on their
consumers, and on the communities in which they operate, leaders in
sustainable business can secure the market rewards that have so far,
for many, proved elusive. In engaging the consumer, a commitment
to sustainability can offer a long-term competitive advantage in
accessing new markets, and unlock the full potential of the private
sector in addressing some of the world’s most pressing challenges.
Imperatives for business
• Commit to honesty; communicate and act with transparency
• Innovate to improve health, prosperity and livelihoods
• Enhance credibility through communicating real, tangible impacts
• Scale credibility and impact by enabling stakeholder - especially consumer - participation
15. 14
Young Optimists: Get them enthusiastically engaged
‘Young Optimists’ represent the most optimistic of the under-35s
in our global survey: 28% of the sample are between 18 and 34
years of age and expect their quality of life to improve in the next
five years. This is a critical group for companies to engage: 59%
are already in full-time employment, more than half are educated
to tertiary level, and 90% are living in urban environments.
Young Optimists are among the most engaged on sustainability:
two-thirds actively buy sustainable brands, with nearly one in
four always considering the social and environmental ethics of
brands when making purchasing decisions.
This millennial audience is shaping global attitudes, and
will outnumber Baby Boomers within the next 15-20
years. They are deeply engaged with the evolution to a
more caring world – curing disease, conservation, climate
change and pollution all feature high on the challenges
that concern them – as well as the opportunity to succeed
in life and secure a more prosperous future, with jobs,
access to healthcare, access to education and peace and
security featuring prominently among their key concerns.
The purchasing decisions and brand associations of Young
Optimists are heavily influenced by the kind of world and
society they wish to belong to. After price and product
factors, the most motivating incentives to purchase are a
strong reputation for being socially and environmentally
responsible, followed by the product being better for the
environment. To illustrate this segment’s power, 18-34
year old women in Brazil are 50% more likely to often or
always make a brand choice on the basis of its social or
environmental ethics than the global average. They’re also
loyal to these brands (77%), and three out of four recommend
brands that contribute to wellbeing and behave responsibly
– in short, recommending responsible brands helps to fuel
the credibility of their personal brands in their social circles.
Young Optimists are the most active group in telling brands’
stories for them, in person to friends and family and on social
media: 67% of young optimists say they recommend brands
that behave responsibly and contribute to wellbeing.
Consumers cite a variety of factors that would motivate them
to consider sustainability more in their purchasing decisions
Connect me to others Knew more about priniciplesTake part in causesPersonally rewarded
Germany USA UK Nigeria Brazil GlobalChina
Believed claimsNot more expensive Easier to findAware of positive impact
Data from Havas Media/Accenture survey of 30,000 consumers worldwide