Earthenterprise Tool Kit - International Institute for Sustainable ...

EarthEnterprise Tool Kit
As staff becomes increasingly aware of the cost and environmental benefits and
the ease of implementation, suggestions for improvements are likely to
increase. At companies such as 3M and Pacific Gas & Electric, employees are
recognized and rewarded for suggesting environmental improvements that
save the company money.
TOOL
TOOL
Materials that Inform Employees about Economic, Environmental,
and Social Trends
Informed employees will be better equipped to promote company goals and
respond effectively to major trends. Appealingly written books and articles,
videotapes, and the occasional guest speaker or outside course can put the
company’s efforts into perspective.
Ted Turner, the American media mogul, distributes copies of the Worldwatch
Institute’s State of the World series to all new producers and reporters. Ben and
Jerry’s Homemade, Inc. purchases multiple copies of Co-op America’s National
Green Pages to encourage employees to purchase goods and services from other
socially responsible companies. Many employees want to perform better: they
just need a better understanding of current trends and workable solutions.
Open and Direct Lines of Communication
Regularly scheduled staff meetings, electronic mail connecting all personnel,
accessible managers, and,in larger companies, an in-house newsletter can keep
the lines of communication open. Centrally located and universally accessible
bulletin boards or suggestion boxes can stimulate discussion and ideas.Human
resources staff who treat employees as individuals and assist them in coping
with the competing demands of work and family promote candour and
engender loyalty. When employees are given the rationale for major decisions,
they are less likely to heed rumours and counter-productive speculation.
At Tom’s of Maine, a company that makes natural health and beauty products,
all meeting convenors tell participants if the group is in a “ c i rc l e ” o r
“hierarchical”mode — a circle if they are being asked to reach consensus, or
hierarchical if they are being invited to make suggestions.
Robert Leav e r, former president of New England Businesses for Social
Responsibility, reports that workplace issues are more difficult to grapple with
than community and env i ronmental concerns for the org a n i z a t i o n ’s 300
member companies. Even the most caring managers are hard put to meet the
needs of employees who want to work at home, work flex time,arrive with their
dependents, contribute fully to decision making and be respected as unique
individuals. Rather than giving up, companies in the organization strive to
cooperatively develop innovative and workable solutions.
ADOPTING NEW BUSINESS PRACTICES AND RELATIONSHIPS
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