Workforce for Good: Employee Engagement in Sustainability/CSR – Get Buy-in from the Top

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Workforce for Good: Employee Engagement in Sustainability/CSR – Get Buy-in from the Top

Workforce for Good Blog Series Part 2
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Making employee engagement work: Get buy-in from the top. #CSR #Sustainability #workforceforgood @mrochte

Multimedia from this Release

Tuesday, September 17, 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 2 of Workforce for Good: Get Buy-in from the Top

Getting support and buy-in from executive leadership is critical to sustainability efforts. What does this mean? It means that the CEO and C-Suite of a company understand and prioritize sustainability and its strategic value to the business. Executive support allocates resources and establishes a corporate sustainability vision, strategy and goals, resulting in enterprise-wide implementation, innovation, and engagement.

For sustainability, this can be the difference maker between a great sustainability strategy that is a corporate priority versus simply a sustainability project or program.

Kim Marotta and Bob Best expressed well  the degree of impact that CEOs who get sustainability can have on the engagement of employees.

Kim Marotta, Chief Sustainability Officer at MillerCoors shared, “It has to start with the top. When you have a CEO and a senior leadership team [with] a strategy that’s committed to sustainability, as a person who’s in this department - that makes your life a lot easier.”

Bob Best, Executive Vice President of Jones Lang LaSalle goes on to share, “You’ll hear this from any company you talk to: if you’re going to make a commitment like this, it starts at the top. That can mean a number of things. I’m going to tell you what it means here.

Our new CEO, former CFO and COO, Lauralee Martin, is more than an advocate; she is a zealot. She was one of the first people in this company to become a LEED AP herself. She is a whirlwind, a green whirlwind. I’ve rarely been in any kind of a meeting with her when sustainability is not one of the things that she’s talking about.

I think she believes in it for social reasons, but she’s absolutely convinced it’s the right business strategy. And that if we can stake out the position that I think we are getting to that nobody is greener than us, that is a great place for us to be, business-wise. There is nobody in this company that doesn’t know that this is at the top of Lauralee’s list of what she wants to see happen and so, we can get a lot done.”

Next Week:  Principle 3 of Workforce for Good: Manage Their Engagement

For more information or to download the full whitepaper, go to

Keywords: Social Impact & Volunteering | Bob Best | Employee Engagement | Jones Lang LaSalle | Kim Marotta | Leadership | Matthew Rochte | MillerCoors | Responsible Business & Employee Engagement | Tags: Jocelyn Azada | Workforce for good