Employee Engagement

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Register Now for the New ESG Acceleration Webinar Series

Join us for 2021's first instalment of Finch & Beak's ESG Acceleration Webinar series, aimed at speeding up sustainability performance and building resilience in the decade to deliver - especially during these challenging times. In February and March we'll focus on the social aspects of ESG with cases and guest speakers from S&P Global and the postal industry. Join us as we dive deeper into the business case for social impact, Human Resources-related criteria in the Dow Jones Sustainability Index assessment, and the organizational development of ESG.
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How to organize ESG responsibility across the company for the best result

ESG Acceleration Webinar: Organizational Development of ESG

We'll close this version of the ESG Acceleration Webinar series with a view on the organizational development of ESG. As organizations that have a mature sustainability approach start to decentralize responsibility for ESG, this calls for a discussion on how to drive performance and accountability across departments. A practical example comes from guest speaker Ineke Rampart, Director Corporate Affairs at Telenet.
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Learn how to embed sustainability into the core of your business

Start of the IMD Winning Sustainability Strategies Online Program

Following the publication of the book Winning Sustainability Strategies, IMD Lausanne is launching an online program aimed at business executives, strategy practitioners and sustainability professionals who are interested in the business case for sustainability and its strategic implications. Facilitated by the authors Jan van der Kaaij, Managing Partner of Finch & Beak, and IMD professor Benoit Leleux, the program starts on 21 September 2020 and is designed to help integrate sustainability in your strategy so you can maintain your competitive edge.
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Webcast on Human Capital Development & Eco-Efficiency

On November 30th, the last out of 5 webinars on the Dow Jones Sustainability Index (DJSI) 2017 results was broadcasted by RobecoSAM. The webcast covered the criteria of Human Capital Development and Operational Eco-Efficiency. Both criteria play an important role in the 60 industries addressed by RobecoSAM's questionnaire. As in line with the general trend of the sustainability assessment, those two criteria have shifted towards quantitative questions. Therefore, companies are required to have a data-driven perspective in order to accelerate its performance. In the download section of this article, you can find our summary of the webcast.

Finch & Beak and TNT in BNR Duurzaam

How do you make sure your sustainability strategy comes alive in all layers of the organization? Finch & Beak' change management workshop Change Pro® delivered new insights to TNT. At its core is the motivation and involvement of managers and employees with a core message that is aligned with their goals and reality. This often happens from the enthousiasm of the Green Team, which talks passionately about the topic, but too much from their own world.

Critical Success Factors of a Sustainable Company

A recent study by Professor Robert Eccles (Harvard Business School) found that ‘high sustainability’ companies significantly outperformed their counterparts over an 18 year period with 4.8% in terms of both stock market and accounting criteria, such as return on assets and return on equity. These survey results, and the increasing pressure from stakeholder groups such as investors, employees and NGOs on consideration of broad human needs, clearly underline the importance of being a sustainable company.

Gamification is hot, also for CSR

Globally, people spend 3 billion hours per week on gaming. And what do people do with those other billions of hours? That’s right: working. Gaming has become more and more integrated into work. Almost half of the German employees are playing games during working hours, with an average percentage for CEOs and CFOs at even 61% (Reinecke, 2009). It seems that gaming is a powerful tool for involving employees. Games provide a sense of productivity and control. How could you translate these insights into something beneficial for your company, for instance CSR? The booming trend that is dealing with this, is Gamification.

Business Design Thinking as a Tool for Employee Engagement

Companies looking for innovation opportunities in the sustainability arena are increasingly applying collaborative processes: both within the company as well as with customers, business partners or other stakeholders. Open innovation and co-creation are fine examples of how organizations are becoming more transparent and receptive of external influences. But let’s not overlook the brainpower within the company. Spurring collaboration between employees across departments and by challenging them to come up with new solutions and concepts will not only bring forward new opportunities for innovation: it is also a great way to get people engaged.


Times are changing. Technological development, sustainability consciousness, and globalization are important ‘shapers’ of the new reality. This new reality also leads up more and more to an organizational new style: the open and breathing organization. A network organization which continuously renews itself, is nimble, and organizes itself based on the talent, the passion and the qualities of people. This diversity is an important departure point for value creation.
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The crucial role of HR in Sustainability

Authenticity, integrity and trust are important conditions to attract and bind employees. Therefore, the link with Corporate Social Responsibility is obvious. Paul-Peter Feld, Director Human Resources & Organisation of Enexis, The Netherlands (past: Xerox) gives his vision on the connection between human resources and effective Corporate Social Responsibility. “HR can provide an important contribution to the realisation of the organisation’s goals. After all, within organisations people are the ones who deliver the goals and the strategy. Therefore, an important job for Human Resources is to enable people to develop themselves and change together with the changing (organisation)circumstances.
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