search.noResults

search.searching

saml.title
dataCollection.invalidEmail
note.createNoteMessage

search.noResults

search.searching

orderForm.title

orderForm.productCode
orderForm.description
orderForm.quantity
orderForm.itemPrice
orderForm.price
orderForm.totalPrice
orderForm.deliveryDetails.billingAddress
orderForm.deliveryDetails.deliveryAddress
orderForm.noItems
PROFESSIONAL DEVELOPMENT


Engaging Employees with your Sustainability Journey


James Moorhouse, Director, ABN Resource


Delivering sustainability in your company is going to be almost impossible if you don’t engage your employees with the mission. Many organisations are still trying to find the best practice on how to link sustainability with the employee’s daily work and the company’s operations in general. In this article we offer a few key ideas to help you.


Create Sustainability Knowledge and Competence Sustainability requires leadership and employees to be invested in the mission to deliver change. Without winning the hearts and minds of those in the organisation, affecting sustainable change will be significantly harder to implement. To do so, companies need to provide sustainability training for employees, and create systems and processes that enable employees to better integrate these ideas into their day-to-day operations. After all, in order to be able to support the company’s sustainability initiatives effectively, employees need to understand what sustainability truly means and why it is important.


Make Sustainability Visible Inside and Outside the Company


Measuring and communicating progress on key sustainability indicators always attracts people’s focus. Organisations should develop indicators to track the progress of their sustainability agenda, and share them with external stakeholders and employees. In the oil industry, many organisations also become more transparent about the environmental impacts of their products, manufacturing processes, labour practices, how sustainable their materials are, and areas they are working on to improve.


34 LUBE MAGAZINE NO.166 DECEMBER 2021


Showcase Higher Purpose by Creating Transformational Change


Organisations committed to sustainability can make a bigger impact by influencing and partnering with other like-minded businesses, whether its competitors or partners in the value chain. Lubricants companies can do it for example by helping suppliers develop more sustainable products or services. Another example would be taking part in industry associations to share examples of their sustainability programs to help others. Doing this fosters a sense of unity among employees because they see that achieving sustainability is not just about themselves, or even their own company, but rather a societal issue with global implications, all of which inspires them to join in.


Sustainability For Business Success The mounting evidence shows that sustainability is imperative for business success. Those organisations that proactively make sustainability core to business strategy will drive innovation and engender enthusiasm and loyalty from employees, customers, suppliers, communities and other stakeholders.


In this article, we covered only a few workplace practices that are crucial for organisations who aspire to be sustainable. If you would like to explore more, we highly encourage you to read our report “Towards a Sustainable Future: An Overview of Sustainability within the Lubricants Industry”.


LINK https://abnresource.com/


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53