CSR Communication Strategies

If you are a leader or practitioner of #diversity, #equity, or #inclusion, do you facilitate activities, or do you create impact? They're not the same thing. In conversation after conversation I've had with DEI teams in the last few months, a common theme is anxiety in the face of change. The language they've spent years using is being forced to change. The activities they've made into their bread and butter are being suspended or forced to adapt. Newer or less mature DEI teams tend to see their activities and their impact as one and the same. They reason that, if they provide event programming and support employee networks, their impact on the organization must be "event programming existing" and "employee networks feeling supported." In the face of change, they grieve not only the loss of the status quo, but the perceived loss of all impact they could make. More established or mature DEI teams see their activities as a means to achieve their desired impact. They're able to identify problems in the organization that need solving and develop activities that best utilize their resources to solve these problems. They reason that, because the organization fails to adequately create belonging for all of its employees due to inconsistent manager support and a company culture that doesn't value people, they can solve the problem by increasing managerial consistency and creating a more people-centric culture. In the face of change, they grieve the loss of their activities—but can quickly pivot to new ones that achieve the same goals. We can learn a lot from these teams. If you want to sustain your impact even through disruptions to your team's typical operations, you can start by doing the following: 🎯 Define the problem you're working to solve, in context. Data, both qualitative and quantitative, ensures that you can identify the biggest gaps in your organization's commitment to its values, understand what areas DON'T need fixing so you can conserve your effort, and can start strategizing about how to solve root causes. 🎯 Pull out the biggest contributors to unfairness and exclusion. It's one thing if a manager in Sales communicates disrespectfully. It's another thing altogether if the culture of the entire Sales team glorifies disrespect. Understanding the scale of the issues we face can help us prioritize solving the biggest issues affecting everyone, rather than chasing symptoms. 🎯 Design interventions, not activities. Too many practitioners create an initiative because that's what they've been asked to do. Think of them instead as interventions: carefully-designed attempts to shift the status quo from Point A to a more inclusive, more fair Point B, by solving real problems that hold your organization back. The more we shift our work toward real impact, the more effective we'll be—regardless of the sociopolitical climate, regardless of backlash. Let's hone our focus.

Stakeholder Engagement Map for Sustainability 🌎 Sustainability advances when companies move from speaking to stakeholders toward building solutions with them. Engagement becomes powerful when it shifts from information-sharing to participation and co-creation. Employees are not passive recipients of corporate policies. When positioned as innovators and ambassadors, they can drive cultural change that scales faster than top-down initiatives. Investors increasingly evaluate not only financial returns but also resilience and impact. Open dialogue and credible disclosures create the foundation for financing models that reward long-term value creation. Regulators and policymakers shape the boundaries of what is possible. Proactive collaboration ensures that emerging rules both protect society and enable business innovation. NGOs and civil society connect business with pressing social and environmental realities. Partnerships with them help translate global challenges into concrete, measurable corporate actions. Customers bring more than purchasing power. Through collaboration and product co-design, they accelerate the adoption of sustainable solutions and redefine what markets demand. Suppliers and partners extend responsibility beyond a single enterprise. Joint innovation in sourcing, standards, and technology transforms sustainability into a shared endeavor across the value chain. Communities ground sustainability in place. When businesses co-invest in local development, they secure trust and create ecosystems that benefit both society and the enterprise. Media and opinion leaders influence how actions are perceived. Transparent storytelling backed by evidence strengthens legitimacy and reinforces accountability. Academia and experts contribute the critical lens of science and independent validation. Engaging them ensures that strategies are rooted in knowledge, not convenience. Risk and resilience demand collective approaches. Working groups and cross-sector alliances elevate sustainability from individual commitments to systemic impact. True engagement means entering a space of shared design. It is in these interactions that sustainability moves from compliance to transformation, and from promises to outcomes. #sustainability #business #sustainable #esg

Anyone trying to drive meaningful change – environmental or otherwise – must address this first: We must change human behaviour. This is why I’m such a stickler for storytelling. A few weeks ago, I was at a Lincoln University Centre of Excellence in Transformative Agribusiness event where Prof. Marijn Poortvliet from Wageningen University & Research spoke about risk perception. Whenever we decide whether or not to do something – big or small – we’re weighing up perceived risk. Perceived Probability x Perceived Consequences = Risk Perception Add ‘perceived’ in front of each word, and risk becomes a personal decision. That’s why it can be so hard to convince people to change, even when the facts are known. If we can work with how humans perceive risk, we stand a better chance of influencing change. Marijn discussed the Extended Parallel Process Model (Witte, 1992) which outlines the conditions required for behaviour change: 🟦 Perceived Threat: • Susceptibility – How vulnerable we feel to it • Severity – How serious we believe it is If there’s no perceived threat, no action is taken. 🟦 Perceived Efficacy: • Self-efficacy – Can I do what’s needed? • Response efficacy – Will my efforts be enough? Low efficacy = fear and inaction. High efficacy = behaviour change. This is why storytelling matters. It helps people see the threat (or opportunity) and understand how they can respond. It reminds me of a post I once saw but unfortunately can’t remember the author of: People change when you make sustainability: • Personally relevant • Emotionally compelling • Immediately beneficial Building on that saying in alignment with the EPPM flow model, here’s how to apply this thinking to your own sustainability communication. 1️⃣ Make it personally relevant Show how the issue affects people’s lives, values, or livelihoods – not just “the planet” in abstract terms. (Susceptibility) 2️⃣ Make the threat real, but not paralysing Balance severity with hope. If people only see the doom, they switch off. (Severity) 3️⃣ Show a clear, doable path Help people believe they can act (self-efficacy) and that their action will make a difference (response efficacy). 4️⃣ Make the benefits immediate and meaningful Change sticks when it’s not only “good for the planet” but also good for them. Show how the change can save money, build community, or protect something they love. 💡Next time, ask yourself: • What risk or opportunity am I asking people to pay attention to? • How can I help them see it, feel it, and respond to it? Do that, and you’re not just sharing information, you’re changing behaviour. __________ Image: Susannah Hertrich, (2008). “Reality Checking Device”. The top circles show perceived risk versus actual risk below. #BehaviourChange #SustainabilityStorytelling #ScienceCommunication #RiskPerception

Are you ready to ditch the jargon? 🤐 It's the best way to connect with the public about sustainability, but hardly anyone is doing it. New research shows that most people in the UK struggle to grasp basic climate terms and policies: - 'Circular economy'? Only 4% of people claim to understand it - 'Carbon neutral'? 'Traceability'? They don't fair much better. - Even the concept of 'reducing single-use plastic' is only grasped by a minority of the public For those of us working in the sector, these terms are vital and specific. But that doesn’t mean they’re the right ones to use in the public domain. So what do we do about it? Luckily the answer is fairly simple. We need to speak plainly, specifically, and meet people where they're at. You see brands like Oatly and Fjällräven do this every day. More need to follow suit. I like to think we get this right at Hubbub, more often than not. Our Manchester Is Green campaign was a nice example, engaging football fans to adopt more sustainable diets by talking about 'tactical substitutions', not regenerative agricultural practices. When we skip the jargon, we start to strip away the confusion about the climate crisis and show that taking action makes sense. And when businesses speak plainly, highlighting specific benefits and results instead of generic sustainability claims, everyone can understand the role they have to play. What examples have you seen of companies who do this well? (A longer version of this just appeared in PRWeek. I'll post it below for anyone with an account. The research was by Trajectory Partnership and Fleet Street.) ++ P.S. I'm Alex Robinson, CEO of environmental charity Hubbub. We bring business, government and civil society together to create campaigns that make it easier and more possible for all of us to make choices that are good for the environment. Follow me to find out how, or get in touch for more. #sustainability #environment #communications

A quiet but urgent conversation is happening in boardrooms, legal teams, and PR war rooms: The “DEI war” isn’t just ideological anymore—it’s a real business risk with millions on the line. How do you navigate a world where once-standard terms like “diversity,” “equity,” and “inclusion” have become political flashpoints—without compromising your mission, alienating customers, or putting federal funding at risk? I work with many clients who are grappling with this exact issue. Their work inherently supports diverse and often historically marginalized populations across all types of communities; rural, urban, suburban, English speaking, non English speaking, poor, middle class, etc. They don’t now and never needed to “sell” DEI—it’s already baked into their ethos and services. But words matter. And right now, the wrong words in a sales deck or federal grant application, website, report etc. can mean the difference between a new contract or a lost opportunity not just for the organization, but for their clients and the clients’ key constituents too. The stakes are high, like tens of millions of dollars high. So, what do we do? 1️⃣ Reframe without retreating. Instead of waving a flag that invites controversy, many companies are shifting language to focus on accessibility, fairness, and high-quality outcomes and experiences for everyone. The work and mission doesn’t change—the framing does. 2️⃣ Read the landscape. Federal funding, grants, and partnerships are at stake. Being tone-deaf to political shifts isn’t an option. Companies that find language that resonates across stakeholders—not just their loudest critics or culture warriors (on either side)—are the ones that will survive this moment intact. 3️⃣ Avoid the backlash whiplash. If we’ve learned anything from recent corporate missteps (Target, Amazon, Bud Light, etc.), it’s that performative overcorrection in either direction can be just as damaging. Companies that quietly or loudly “erase” DEI often face just as much criticism or more as those doubling down. The best approach? Adopting strategic neutrality without mission abandonment. This landscape will absolutely shift again. It always does. But for now, PR and public affairs professionals aren’t just advising on what to say, we’re advising on how to stay in the dang game regardless of our own viewpoints. Where do you think the balance lies between mission, language, and survival? Put it in comments, or reach out to me anytime. 💪 📰 ❤️

How do you connect with your stakeholders when it comes to sustainability? Engaging effectively with key stakeholders can feel like a balancing act, but it’s essential if your business wants to drive meaningful sustainability outcomes. The secret? Speak their language and align with their priorities. Let me tell you a story. At Microsoft, before any meeting about sustainability, the team takes a step back and asks: What are the organizational priorities of the person or group we’re meeting with?  How can we align our sustainability goals with what they’re already working on? It’s a simple but powerful approach that ensures the conversation flows smoothly, and both sides walk away with a clear sense of how sustainability can fit into existing business goals. This approach is grounded in understanding what motivates each stakeholder. Whether they’re in finance, marketing, or operations, knowing their priorities helps you frame sustainability in a way that resonates with them. For instance, finance teams are often driven by numbers—so when you talk about sustainability, you could focus on how reducing carbon emissions can lead to cost savings or mitigate long-term financial risks. According to CDP, companies that address climate change could unlock $2.1 trillion in business opportunities over the next decade. But it’s not just about talking numbers. Engaging with stakeholders also means understanding the unique skills they bring to the table and how they’re incentivized. At Unilever, they’ve taken this to heart by integrating sustainability into the key performance indicators of every department, from supply chain to marketing. This way, sustainability becomes part of their everyday work, not just an add-on. Effective stakeholder engagement is about creating a win-win scenario. When you take the time to understand what your stakeholders care about and align your sustainability goals with their objectives, it’s much easier to find common ground and drive real progress. So, how are you planning to engage your stakeholders in your sustainability journey?

DEI leaders are facing more resistance than ever. As we all grapple with the growing uncertainty in our industry, I've spent countless hours researching the right language, fine-tuning Perfeqta’s strategies, and pivoting to help my consultant network stay ahead of the recent rollbacks. I've been in constant conversations with other professionals, putting our heads together to navigate this and continue to support our clients and organizations. I know it’s overwhelming. I’ve felt it too. Here’s where I’ve landed so far: 1. Don’t wait too long to adjust to a changing environment. Evolving is crucial, and the longer you stick to what’s comfortable, the harder it becomes to navigate shifts. 2. Stay informed on legal compliance. Keep your initiatives aligned with evolving policies. Work with legal counsel to assess any necessary adjustments while protecting your core DEI efforts. 3. It’s also Black History Month. I’m reminded that leadership has always required resilience in the face of adversity, but growth doesn’t happen when you’re running on empty. To lead others, you have to first lead yourself. 4. Get crystal clear with executive leadership Ensure that business leaders understand the long-term value of DEI. It's not just about compliance, but about performance, innovation, and engagement. 5. Adapt the language if necessary If “DEI” is facing pushback in your organization, consider reframing the language without diluting the intent. Ensure that the work continues, no matter the term used. 6. Prioritize your well-being. Leading in a polarized environment is exhausting. Set boundaries, build a support network, and take care of your mental and emotional health. This work requires us to sustain ourselves so we can continue leading with impact. Leadership today is about striking the balance between observation and action. The future of DEI may look uncertain, but the need for inclusive, equitable workplaces has not changed.

Last week, I shared how the word “sustainability” is turning people off in travel and hospitality marketing. The response? Wow. Clearly, this hit a nerve. So here’s the natural next question: If the word is overused (or misunderstood), how do we communicate the mission without losing the message? Here’s what I recommend: 📌 Focus on the feeling, not the label. People want connection, authenticity, and meaningful experiences. Speak to that, not just certifications or jargon. 📌 Tell mini stories. Instead of saying “eco-conscious,” say: “Guests wake up to fresh eggs from our neighbour’s farm, and coffee that directly supports a women-led co-op in Colombia.” Let the details do the work. 📌 Mirror their values. Travelers may not say “I’m looking for a regenerative stay,” but they will say: “I want to go somewhere beautiful, local, and with a purpose behind it.” 📌 You don’t need to use the word sustainability to stand for it. In fact, when done right, your guests will feel it and talk about it, even if you never mention it once. Want to know more? Drop a comment or send me a message. I’m always up for a chat about doing good, in ways that actually resonate.

You can have the strongest Sustainability and ESG strategy in place—but without clear communication, alignment, and trust can fall apart. When you’re working with diverse stakeholders, communication isn’t just about passing along information. Making complex ideas understandable, building trust, and keeping everyone moving in the same direction is nonnegotiable. Here’s how to ensure your message creates real impact: ✅ Step 1: Set the Foundation with a Clear Framework – Create a communication approach that balances consistency with the flexibility to adapt as things evolve. ✅ Step 2: Translate Complexity into Clarity – Turn technical Sustainability and ESG language into messages that resonate with your audience—whether that’s investors, employees, or the public. ✅ Step 3: Address the Gaps Before They Become Barriers – Anticipate questions, read between the lines, and close any gaps in understanding before they slow down progress. Sustainability and ESG strategies rely just as much on how we communicate as what we do. How are you ensuring your ESG message resonates? ➡️ With Sustainability and ESG practices and regulations shifting, clear communication is essential. And in moments of uncertainty, having an outside perspective can bring the clarity you need. If you're ready for a trusted advisor to help you navigate what’s next, let’s talk: https://lnkd.in/e89Ya4uQ #EffectiveLeadership #StrategicAdvisory #CorporateSustainability

🚫 Customers don’t like negativity. There is always a way to focus on a positive message. This is how Copenhagen did it. Tell customers “don’t do this” or “here’s the problem” and you risk the opposite effect. Most companies communicate problems. Companies and governments talks about restrictions. But nobody likes it. 🌍 Great brands (and cities) flip the script. They turn challenges into opportunities. Take Copenhagen. The city faced overtourism. Instead of saying “we need fewer tourists”, it asked: “how can we make visitors part of the solution?” 👉 The result: CopenPay. Tourists earn free meals, boat rides, bike rentals, or museum discounts when they make sustainable choices — like taking the train, helping in an urban garden, or exploring less-visited neighborhoods. The impact? ✅ Relieved pressure from crowded areas ✅ Boosted local small businesses ✅ Strengthened sustainability & community ✅ Created happier visitors ✨ This is CX at its best: no restrictions, no negativity — just new opportunities for everyone. 🚀 The lesson: if you want people on board, don’t focus on the problem. Invite them into a chance to make things better.