Workforce for Good: Employee Engagement in Sustainability/CSR – Align Sustainability/CSR with Corporate Culture

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Workforce for Good: Employee Engagement in Sustainability/CSR – Align Sustainability/CSR with Corporate Culture

Workforce for Good Blog Series Part 5
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Multimedia from this Release

Tuesday, October 8, 2013 - 9:00am

Employee engagement is one of the toughest and often most perplexing elements of sustainability and corporate social responsibility (CSR) efforts.  Two leading Midwest sustainability/CSR experts, Jocelyn Azada and Matthew Rochte, set out to find just what were companies doing to successfully engage employees in sustainability/CSR.  They share their findings in the whitepaper Workforce for Good™ and in this 3BLmedia series on employee engagement.

Principle 5 of Workforce for Good: Align Sustainability/CSR with Corporate Culture

In the high-performing employee engagement companies that we interviewed, sustainability/CSR was in alignment with their core corporate culture. Here are three examples:

At Humana, their sustainability platform is “Healthy People, Healthy Planet, and Healthy Performance,” a platform which reflects their mission and is an expression of the triple bottom line. Catherine McGlown spoke about how easy it is to connect the dots between human health and well-being and a healthy planet. She said, “Focusing on the literal environment has a huge impact on wellness from air quality to bike paths to multigenerational playgrounds. The physical environment has a direct connection to one’s physical, mental, and spiritual health.”

Similarly, MillerCoors’ sustainability “brand” is “Great Beer, Great Responsibility®” referencing both its long history of excellence and quality in beer making and now its strong commitment to performance in environmental and social responsibility. Its program is comprehensive in its approach, with five components addressing the company’s impacts and operations: responsibility, environmental stewardship, a sustainable supply chain, investments in people and communities, and ethics and transparency. Its program is implemented well, with concrete examples of measurable goals and accomplishments in all of these areas.

Rockwell Automation, an award-winner for their ethics and safety programs, puts its existing culture to work in its sustainability efforts. Rockwell Automation is cleverly leveraging the peer-to-peer coaching that has already proven successful in their company’s mature safety culture and applying it to sustainability. People watch out for each other and coach and guide each other to do the right thing.  It is positive social peer pressure, sustainability training, and employee engagement all at once. The trick is to educate the peers and focus their attention.


Next Week:  Principle 6 of Workforce for Good: Incorporate Sustainability into Business Process

For more information or to download the full whitepaper click here