Sustainability communications can be a powerful tool for changing how employees think about their work, their co-workers and their company. In this month’s Network News feature, we look at how NAEM members are using storytelling to engage employees and embed the principles of sustainability into the fabric of their organizations.
Sasha Bailey’s official title is Strategic Communications Manager for ThyssenKrupp Elevator Americas. But for many in the company, she will always be known as “The Green Girl”.
It all started about six years ago when she began sending out weekly sustainability tips via email. The modest communications initiative soon began to cohere, and then generate feedback from the company’s 8,000 employees in the United States.
“I know that so many people read [the email] because I would go places, even our factories and I’d say, ‘Hi, I’m Sasha.’ And they would say, ‘Sasha Bailey? You’re the one that writes the emails?’” she recalled.
Looking back, she says the communications were an important piece of the company’s sustainability journey because they connected people in the organization who would not normally interact.
“The weekly emails ended up being huge because I was the only voice that every single person, no matter their job, heard from every week, consistently,” she said. “Most of the time in a company of our size the human resources people talk to the human resources people; the office managers talk to the office managers.”
Indeed, if having a workforce that thinks and acts like a team is essential to a company’s sustainability strategy, NAEM members say that a communications program is a key to creating and reinforcing that organizational culture.
“[Communications] can either initiate engagement, it can sustain it and it can deepen it,” said Gretchen Digby, Director of Global Sustainability Programs at Ingersoll-Rand Plc.
As the head of the company’s Center for Energy Efficiency and Sustainability, Ms. Digby’s responsibilities include developing opportunities for employees to share their passion for sustainability at work.
“We realized that if we started with employee engagement it would create the pull for the education and the training,” she said. “It’s been an interesting shift in focus, but a very powerful one.”
To get the engagement program off the ground, she started collecting and sharing stories from the company’s 25 ‘green teams’, those who volunteered their time to advance sustainability internally.
“The communications piece is so important,” she said. “That created some momentum for us, some excitement. It’s like people came out of the woodwork and they wanted to be part of something that they cared about.”
As word got out, the number of teams quickly grew to 116 in facilities around the globe. And as the sustainability culture grew stronger, so too did the company’s employee engagement scores.
“These green teams are kind of infectious,” she said. “It’s the bystanders who see that this company actually provides that platform and that space for employees to express their passion and make a difference.”
At ThyssenKrupp, Ms. Bailey says she likewise grew her company’s culture by creating opportunities for her new audience to connect to the sustainability message.
One such way was through the ‘Better Living Rewards’ contest, in which employees competed for prizes by performing and documenting their sustainability activities. Using a website designed to promote the competition, employees could select from one of four impact areas—home, community, transportation, office—and then upload a photo of themselves doing things sucha s changing light bulbs, weatherizing their homes or biking to work.
In addition to giving employees a way to get involved, the contest also generated fodder for communications.