efforts to improve mental ill-health through the provision of flexible and remote working as well as various support services cannot be expected to be effective if the organisation tolerates harassment and abuse in the workplace. Leaders are responsible for developing an inclusive culture and ensuring that inappropriate actions and behaviours are dealt with swiftly and decisively. This is not an easy task as we know from publicly named organisations that have developed and held institutionally racist and misogynistic cultures for many years. A further issue concerns
remuneration. Pay can be a socially divisive issue. If employees are to engage with organisational initiatives, then they need to feel that reward systems are fair and equitable. When executive pay, published in annual remuneration reports, indicates huge bonuses for chief executives and other leaders, this creates anger and resentment. Clearly, this affects employee morale and wellbeing and creates social division more widely, particularly as the gap between rich and poor is reported as widening.
“ TO ENCOURAGE EMPLOYEES TO TAKE AN ENVIRONMENTALLY SENSITIVE AND SUSTAINABLE APPROACH REQUIRES LEADERSHIP THAT WALKS THE TALK; A SUSTAINABLE CULTURE MUST BE DEVELOPED THAT IS PRACTISED BY THOSE AT THE TOP.”
ACHIEVING INTENDED OUTCOMES A further point to consider is the degree to which ESG policies truly produce the outcomes intended. For example, it is important to ensure that efforts to improve environmental credentials are not simply greenwashing. While it is always good to be seen to be supporting and nurturing the environment – for example, through tree planting – this should not be carried out simply to disguise other carbon-intensive activities. It is also important not to pass
on one’s own responsibilities to others, claiming ESG credit, but not actually fulfilling meaningful change. While organisations will wish to work with trusted partners that share their positive attitudes towards environmental sustainability, reducing social divisions and supporting charitable works, and by meeting ethical leadership and financial standards, ESG actions should be carried out by all partners, not
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simply placed on the shoulders of those relying on contract work from larger organisations.
PROCESS ADHERENCE & FLEXIBILITY Certain sections of the global mobility industry put considerable emphasis on meeting standards protocols and achieving ISO recognition. It is always good to see high standards in place and clearly followed and reported processes. Notwithstanding this, it is also important to remember the value of flexibility (the theme of this year’s Awards) in terms of producing tailored and responsive actions that can improve ESG credentials. This requires a leadership team to develop and embrace a culture of flexibility such that employees can follow procedures while having the latitude to bring in creativity to ensure excellent evolving problems.
COMPLEXITY WITH COMMITMENT ESG is a complex area. It comprises multiple strands and different objectives. Combining these to ensure a sustainable, socially cohesive and ethical organisational leadership culture is no easy task. Nonetheless, it is excellent to see endeavours to achieve ESG excellence. All of the awards entrants are to be commended for so doing. Whatever the steps taken, no matter if they may seem small, all contribute to a better future. For our own part, one of
Relocate Global and Think Global People’s endeavours is our Think Women campaign to improve gender diversity in leadership and in global mobility. In addition, our strong focus on supporting the international schools’ sector to facilitate educational excellence when families face disruption through global mobility, and our endeavours to increase diverse participation in STEM subjects (science, technology and maths) are causes dear to our heart. We are committed to supporting
organisations in their quest to improve ESG and, by showcasing their efforts through the Awards, to disseminate best practice.
solutions to
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