While sustainability is a word that has found a palace in the lexicon of most people, few are genuinely hands-on in doing something about it. The general belief is that it is someone else’s job. And that is why, the carbon emissions are increasing for most of the world’s biggest companies, and even at the board levels there is little in the way of systematic sustainability audits. The companies that have successfully managed to have any effect, are the ones that have inculcated a sense of ownership towards the cause among its employees. This sense of ownership is equally good for the company’s talent management practices as this inevitably leads to improved job satisfaction. A framework can be adopted across the board for the effective implementation. This framework need have three phases that are- incubation, launch and entrenchment. At the incubation stage, as successfully done by ING, a sense of purpose ought to be established, so that the employees feel themselves valuable enough to be contributing towards a greater cause. At the launch phase, specific plans are detailed team-wise to specify the inputs and expected outcomes. Financial services firm Old Mutual conducted specific management training workshops for its senior executives to detail the plans. At the entrenchment stage, these inputs become part of the routine, as it gets deeply embedded within the system as has happened at BASF.

https://hbr.org/2018/02/how-to-make-sustainability-every-employees-responsibility?utm_medium=email&utm_source=newsletter_daily&utm_campaign=dailyalert&referral=00563&spMailingID=19070288&spUserID=OTY0OTMwNTk5NwS2&spJobID=1201484687&spReportId=MTIwMTQ4NDY4NwS2

Uploaded Date:03 March 2018