Sustainability agenda
PEOPLE | WORKPLACE SPECIAL
Sustainability agenda
Looking at the sustainability agenda , technology plays a transparent and intrinsic role in supporting efforts here , says David .
“ The Vodafone Fit for the Future ( FFTF ) report reveals that 69 % of businesses believe their customers want them to have a clear ethical stance on social and environmental issues . Still , organisations struggle to devote time to their sustainable business agenda during the pandemic – with only 29 % saying they believe sustainability is “ essential ” for their organisation to operate .”
According to David , FFTF organisations see sustainability as a bigger priority and , as such , are much more in tune with customer expectations . As a result , 51 % will increase their spending on environmental , social , and corporate governance ( ESG ) and corporate social responsibility ( CSR ) in the next year .
“ With customers becoming increasingly focused on ESG , businesses that show they ’ re leading the way in this space will ultimately boost their performance and improve their credibility on issues that will only become more urgent in the future .”
“ This should be an open and evolving conversation between the employer and employees , with both being flexible in their policies and expectations ,” he says . And if done correctly , it ’ s an “ opportunity to build a trusting and empowering relationship between employer and employees and create healthier lifestyles moving forward … one that could lead to longer working careers and lessen our impact on the planet thanks to reduced commutes and in-person meetings ”.
Flexible working will also mean attracting more top talent , argues David , opening Vodafone up to new employees who might have been excluded in the past simply because they live too far away from , or had difficulty getting to , one of its offices . “ With a reduced dependence on location , we can increase career opportunities for our employees , enabling them to leverage their skills for roles that may interest them .” At the centre of this transition to successful hybrid working is technology , which allows people to build a working life that fits their personal life and vice versa , reflecting the many roles each of us plays as colleagues , spouses , parents , caretakers , and leaders . “ It is evident that businesses now see the benefit of providing employees with the latest technology to boost remote working experiences and retain talent .”
In adopting hybrid and remote working styles for the long-term , David warns organisations to be mindful of not replicating the office infrastructure in a digital environment , but to instead think critically about the traditional practices and innovative workflows of an in-person workday and consider whether those practices are efficient and productive in a hybrid or remote virtual environment .
He points to internal face-to-face meetings , a “ time-consuming and perhaps inefficient relic of ‘ traditional ’ working that should not simply be replicated via video conferencing ”. Instead , he recommends using better and more effective
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