What do this musician, corporate CEO, and environmentalist have in common? They’re leading change. By working together, they’re finding ways to create a better world – for society, nature and business. If you think that sounds easy, it’s not. But they and others agree that collaboration is key to achieving the number one objective of our times – sustainability.
COMMON GROUND
By Randall Anthony Mang
Pop music icon Steven Page may seem an unlikely participant in serious dialogue over the need to balance corporate, social and environmental agendas. But his role – and approach – is indicative of a trend that is seeing a broadening array of stakeholders working together for the betterment of society.
Best known as the witty front man for the Barenaked Ladies, Mr. Page, who describes himself as a left-leaning green and “a protest singer, now more than ever,” is also a board member of World Wildlife Fund (WWF) Canada.
“We couldn’t succeed without the protest singer, without the grass roots, without the anger and fear that sometimes generates change,” he says. “But I also have an opportunity as a mainstream pop singer to bridge a gap between the place where public opinion starts and corporate, provincial and national policy gets made.”
Espousing a view that reflects WWF-Canada’s approach to environmentalism, Mr. Page says, “People who want green change can punish businesses. But encouraging companies to make a change because it’s going to be beneficial to them – that’s the way we’re really going to make a lasting difference.”
Russ Horner, CEO of global paper producer NorskeCanada, doesn’t need convincing. What he appreciates, however, is working with organizations – WWF among them – that help the company achieve its sustainability goals.
“There may be a cost to working co-operatively with others, but if you understand your business thoroughly, you understand the net benefit,” he says.
Mr. Horner’s results speak volumes. Over the past three years, the company has delivered more than $300 million in performance improvements – moving from the bottom tier in cost-efficiency to near top of its class. During the same period, it has reduced its air and water emissions, improved conservation of fibre, electricity, water, chemicals and other resources, and built closer relation-ships with its workers.
“Our unions aren’t fighting to be respected. On the contrary, our workers have become a driving force behind NorskeCanada’s efficiency improvements and cost reductions. Their commitment also provides certainty that our customers can count on,” says Mr. Horner.
He adds, “The role of the environmentalist movement is to keep us honest – to monitor our activities and practices, and ensure we’re doing what we said we’d do.”
WWF-Canada president and CEO, Mike Russill says WWF’s work with NorskeCanada and other companies enables it “to dialogue, to counsel, to help them understand the broader implications of their business on the environment and social fabric.
“But we expect companies to provide goals that are measurable and include significant targets for change. And we reserve and demand the right to criticize.”
Mr. Russill also believes that NGOs need to adapt if they expect businesses to adopt socially responsible paradigms. “NGOs can’t always be on the sidelines throwing stones,” he says.
David Stewart-Patterson, executive vice president of the Canadian Council of Chief Executives, says there may be instances where partnerships don’t make sense, or where agreement is limited to certain issues.
“What is important is that companies and charitable organizations are looking for goals that can be shared without either having to compromise fundamental principles.
“If you look at the partnerships that have evolved – at the local, national and international levels – you see a lot of good going on. There is some fabulous creativity that is being brought to bear,” he says.
“Instead of one partner handing off resources to another, there is effective two-way discussion on how to get the most value from investments of money, time, facilities and other contributions made on both sides of the fence.”
Oregon-based non-profit Metafore has taken a unique approach to forest conservation by helping corporations mesh their business practices with sustainability goals.
Metafore president and CEO David Ford says, “Rather than identifying prescriptive approaches, we encourage companies to think of how they can achieve desired business, social and environmental goals through their business operations.”
Among its initiatives, Metafore established a Paper Working Group that has brought together 11 major corporations including Nike, Starbucks, Toyota USA and others interested in increasing the supply and affordability of environmentally preferable paper.
The group has developed an Environmental Paper Assessment Tool so that buyers and suppliers can better communicate about – and evaluate – the environmental attributes of paper.
The effect is driving awareness and demand for forest-certified paper through supply chains.
Another NGO that is seeing results through collaboration is the UK-based Climate Group. Its global circle of greenhouse gas reducers and supporters pool experience and reduction strategies to combat climate change.
Founder and CEO Steve Howard says the Climate Group acts as a friendly external organization to help companies interested in moving towards a carbon-reduced economy validate the dozens of strategies and approaches available to them. “It’s the direction of travel that’s important. It’s not how we get there.”
NorskeCanada and Alcan are among the Canadian participants.
“If you recognize that this is an enormous challenge for society and you aspire to be part of the solution, then we are the right organization for you,” says Dr. Howard.
Steven Page says, “If things are going to change for the better, we’re going to have to rely on the business community to do this. Legislating it alone isn’t enough.”
Russ Horner sees it this way: “We’re here to make more for our shareholders. This is just a different approach to value creation.”
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