Presentation on the intersection between Corporate Communications Sustainability, Business Strategy and Implementation in the age of transparency.

1. Meeting today’s communication needs and priorities
THE NEW PR

2. Background
• I help companies live their values & tell their
authentic stories.
• Disclaimer: The opinions and thoughts
expressed today are my own and do not
reflect those of any organization, employer,
spouse, etc.

3. Linkage between corporate
communications and sustainability
• What is the core purpose of corporate
communications?
• To effectively manage and maximize your relationship
with key stakeholders . . .
• . . . ensuring ongoing viability of the enterprise

4. Stakeholder Map (Simplified)
Suppliers
Competitors Employees
Company
Regulators/ Customers
Government
Community

5. Tangible Assets
Financial Capital Physical Assets
Intangible Assets
Regulatory environment
Intellectual property
Customer loyalty
Brand image
Engagement/
productivity of
Community support
employees
Labor environment
Unallocated goodwill

6. Effective Stakeholder Engagement
• many of the duties traditionally assigned to
company’s communications departments can
best be accomplished by maximizing the
effective development, implementation,
management and communication of
sustainability efforts.

7. Five Keys to Maximize Sustainability
Programs
1. Alignment with your core business model (why)
2. Integration with day-to-day operations (how)
3. Employee Engagement and Empowerment (who)
4. Tangible (local) Benefits (where)
5. Maximize Stakeholder Engagement (what)

8. 1. Alignment with your core business model
Our Vision 2020
Financial Expand premium offer to Improve margins Reduce DSOs
Objectives capture higher profit sales Ensure compliance
Increase sales volume of
existing customers
Operational Identify best practices Increase market share Reduce raw materials costs
Objectives Integrate best practices Reduce transportation
throughout company costs
Reduce lost time accidents
Reduce fines/mediation
Sales Expand share of business Win new business Competitive analysis
Objectives with existing clients
100 percent retention of
existing clients
Cultural Attract / hire / retain the Align HR processes and Reduce turnover
Objectives best talent incentives with desired
Culture of continuous outcomes
Improvement Increase productivity

10. 2. Integration with day-to-day operations
• From a Vision to a Culture
– Communicate consistently
• Identify and build on “quick hit” benefits
• Reduce Costs
– Tax advantages/incentives
– Risk Management
– Building Credibility
• Increase Opportunities
– Social marketing and co-branding
– Employer of Choice: values-based companies are winning the war for talent
• Identify Longer-term Benefits
– Corporate reputation and image.

11. You are not – and never were – in ‘control’ of your brand
IT IS EMPLOYEES WHO DEFINE YOUR
ORGANIZATION’S CULTURE BY THEIR
ACTIONS AND WORDS, RATHER THAN ANY
EDICT OR VALUE STATEMENT POSTED ON
THE WALL.

13. 3. Employee Engagement and Empowerment
• Living your values requires employees to
– Know organizational values
– Understand their role in maintaining and supporting them
– Believe that their behavior matters
– Act in alignment with those values (so watch your
incentive programs!)

14. 3. Employee Engagement and Empowerment
• Asking people to engage in behavior that is seen as
incompatible with their regular duties is a recipe for failure
• Values-based Companies are Winning the War for Talent
– Two-thirds of graduating university students surveyed said that making
a difference through their next job is a priority
– 45 percent of students said that they would even take a pay cut to be
able to have a position where they could make a difference.
– Those who say they can make an impact while on the job reporting
greater satisfaction (49 percent) than those who can’t (26 percent).
Net Impact’s Talent Report: What Workers Want in 2012

15. 4. Tangible (local) Benefits
• “All politics is local” – Tip O’Neil
• Measurable
• Credible
• Appropriate
• Demonstrable
• Visually ‘obvious’

16. 5. Maximize Stakeholder Engagement
• Identify stakeholders • Engage appropriately
1. Employees – Not an ‘audience’
2. Customers – Dialogue to reach
3. Shareholders understanding
4. Competitors/Industry – Don’t work with those who
5. Communities seek capitulation of your
business model
6. Government

17. Manage reality and the messaging becomes much simpler
GOOD PR CANNOT OVERCOME A
BAD REALITY

18. What Does It Take To Be A Leader?

19. Influence Actions Expertise
How our values are integrated into How we live our values How we encourage others to adopt
business
HEALTH CARE STRATEGIES HEALTH CARE STRATEGIES HEALTH CARE STRATEGIES
Brand promise of standards/innovations Our culture as differentiator Leverage the strength of our people
Be the benchmark for Operational Excellence Brand promise standards/innovations Our culture as differentiator
Be the benchmark for Operational Excellence
 Promise Plan Program Performance 
• Supply chain • 14 • Goals • Initiatives • SMART • Drive client actions
• Food Industry Commit- • Timelines • Programs measurement • Drive customer decisions
• Business practices ments • Milestones • Efforts tool • Drive public awareness/expectations
(labor, d&I, etc.) • Third party • Behavior change
validations
• Suppliers partners • Local, • Dietitian • Media • USDA food • Promote chef creations as delicious and
Health & creating alternative season, Expert • Presentatio guidelines healthy alternatives
ingredients susty Network ns • Percent of • Promote chefs as experts
Wellness sourcing • White accounts w/ • Promote dietitians as source on the value
• Research based • Varied bal • Health Ability papers dietitians of increasing consumption of fruits,
food rebrand • Op-Eds • % offering MN vegetables, whole grains
options • Editorials • Bucket list • Medical Nutrition Training (MNT) services
• Health and • Blogs • Results now covered
Wellness releases
solution
• Xenex room • work with • Outcome • Sales of program to other communities
sterilization • Reduce • Infection marketing Results (Moses • Rebranding to include Sodexo
equipment salt, sugar, Prevention • Whole Cone) • White paper on why non-touch, non-
fat Solutions Room • White Paper
chemical solution is superior
• Healthy Disinfection
Healing • Agreement • Blacklight • Client Outcome Studies
Environme signed Inspection • MRSA, c diff results?
nt: reduce • Roll out • Hand
HAI’s milestones Hygiene
Compliance
Monitoring
• Clarke floor • Reduce • Boost results • Use in 33% labor
Environment cleaning equip water hospitals •90% chem • Client/Nursing testimonials
• Reduce • Integrated in • Use in •Patient sat
• Tennant ECH2O energy ES UOS senior •Staff sat
• 3M Stone Care • Chem/ • Shine by living? •66% water savings • Joint white paper/presentations, YoutTbe
• Ecolab Maxx waste Sodexo best video, etc.
Alcohol Resistant reduction practice • In all accts
• Sliderocket • CO2 • Replace • Times used • $$$/CO2/days • Get sales team to embrace
Holistic • EFX • Worklife travel with • Results away saved • Use for clients
• PR News award? • Cost virtual tours • Sales • Replace trips

20. Why are social media so important?
BECAUSE CAUSES HAVE A NATURAL
AUDIENCE ON SOCIAL MEDIA, YOU
MUST BE THERE AS WELL

21. It’s the potential reach that
matters
• If you’re worried about what your employees
are saying about you on twitter, your problem
is not twitter
• Bloggers and internet reports are the next
iteration of professional journalism
• Therefore, important to guide not control

22. Social Media

23. Why are companies so
afraid of Social Media?
Twitter Corporate logo apparel
• The average Twitter user • Average number of fans at a
has 126 followers major league baseball game
in 2012 30,352
• Football game 67,394

24. Five Keys to Build Reputational Capital
1. Alignment with your core business model (why)
2. Integration with day-to-day operations (how)
3. Employee Engagement and Empowerment (who)
4. Tangible (local) Benefits (where)
5. Maximize Stakeholder Engagement (what)