Cir Csr Planet vs Profit

8/3/2019 Cir Csr Planet vs Profit

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InsIght RepoRts

planet veRsus pRofIt: the csR dIlemma

how bRands can ReconcIle theIR economIc and socIal ImpeRatIves



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h a t ’ s

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plane t versus pro

fi t: the csr dilemma

Ho w brands can reconc i le t

he ir econom ic and soc ia l im

pera t i ves.............................

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1 0 golden rules

O commun ica t ing corpor

a te soc ia l respons i b i l i t y........

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csr in numbers

Consumer a t t i tudes to wards green b

rands; t he top 20 sus ta ina b

le compan ies..........08

case s tudies

Peps i: Re res h Pro jec t.......

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Du lu x: Le t’s co lour..............

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No k ia: T he Po wer o We....................

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S te l la Ar to is: Rec yc lage de

Lu xe..............................................................

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Fos ters: Casc

ade Green...........................

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Kra t: Kenco Eco Re f l l.......

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COI: Bed t ime s tor y.................................

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EDF Energ y: Sa ve toda y, s

a ve tomorro w...................................

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W WF / E WS: Eco oopr in ts in t he M idd le Eas t.....................

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Puma: C le ver l i t t le bag...............

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Ar ie l: Turn to 30..................

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▶ Planet versus Profit: tHe Csr DileMMaPlanet versus Profit july 2010: feature

www.cmgb.cm

“Pepsi is doing less in CSR than.

Coke, but getting more credit.”.

“Last century saw the birth o .

the.digital natives, now the.research is in and we can.

see the era o aspirational.

sustainability is upon us.”.

I sm said as ag a Ppsi was gig p is mi-mii da Sp

Bw pig ad psii ad ad i i a $20 mii sia spsib mmi

p, wd av b agd Madis Av. B is is xa wa

appd. Bads a fa akig sis pa spsibii mpa

wbsi ad ig m sm. Sm a w-ivd gis ispiai,

wi s ai mak a impa. I’s a sp aig v ad v’s dig

kw s w sa i ig, by Gemma Taylor.

The Pepsi Reresh Project is just one o

hundreds o corporate social responsibility

(CSR) campaigns targeting an increasingly

environmentally conscientious consumer.

Last century saw the birth o the digital

natives, now the research is in, and we can

see the era o aspirational sustainability

is upon us. According to global market

research by Synovate, almost hal the

people surveyed said they would be willing

to pay more or environmentally riendly

products. Research rom the Second

Annual Corporate Social Responsibility

Perceptions Survey revealed that while 75

percent o those who read a CSR agenda

were more likely to purchase products

or services rom that company, only 13

percent were aware o the company’s social

responsibility agenda.

Pepsi is adapting to this new consumer,

whose role as citizen, environmentalist,

community member and nally, purchaser

is changing the way brands communicate

with their markets. Like Pepsi, brands must

now be brave enough to engage in these

conversations and wise enough to invest

in the groundwork that can avoid lies,

embarrassment and conusion:The downall

o many CSR campaigns.

Managing director o Ogilvy Earth Freya

Williams observes that ‘Pepsi is doing less in

CSR than Coke, but getting more credit’. Sowhat is the key to Pepsi’s success?

PrePArAtIon, PrePArAtIon,

PrePArAtIon

Any public speaker will tell you that the key

to a good speech is preparation. A hal-

baked improvisation to the wrong crowd is

not only insulting to an audience but can

be painully dull and will be remembered or

all the wrong reasons. The same applies to

communicating sustainability credentials.

Diana Verde Nieto, Founder o CSR

communications agency Clownsh has a

wealth o experience in this area. “Over the

years, we have ound that a company should

only speak out when it is has invested in

sorting through its internal processes, such

as supply chain eciencies, whether this

is carbon, water or packaging, to the point

where it is past the stage o compliance andhas something uniquely relevant to say.”

A beautiul example o a company that has

invested time and thought in a project beore

launch, is Dulux. Instead o telling the same

old story o how colour can change lives,

it considered ‘broken window theory’, and

launched a campaign that would show and

not just tell, how improving surroundings can

inspire communities.

Local teams o painters were set up aroundthe world to paint areas in Paris destructed

by the riots, a avela in Brazil, a slum in India

and schools in Tower Hamlets, London. Only

ater these ongoing projects had been set in

motion, was a creative campaign launched,

giving it integrity and transparency.

Euro RSCG CEO Russ Lidstone explains

the thinking behind this strategy, “Dulux

understood that consumers in mature ▶



Planet versus Profit july 2010: feature

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.“CSR isn’t about planting trees.

.to drive sales o biscuits.”.

▶

markets are willing to have their purchasing

decisions infuenced by CSR. Our brands lie

naked in ront o the consumer now. Twenty

years ago you could get away with articially

wrapping a brand, now brand actions must

be transparent and hold up to scrutiny.”

“It is not incumbent on brands to be

whiter than white, we have NGOs or

that. Consumers want commitment and

a demonstration that they’re trying to do

something, like Coke and water or Dulux

regenerating communities. It’s about taking

small steps towards these goals, while

making money.”

the non SequItur

This is a generous outlook that absolves

those brands that are merely shoe-horningCSR communications into a brand strategy

in which it doesn’t belong.

When BMW quit Formula One last season,

the reason given was not its dire racing

perormance or the state o the economy.

BMW chairman Norbert Reithoer reasoned

that ‘premium will increasingly be dened

in terms o sustainability and environmental

compatibility’. Its involvement in motor sport

ran contrary to its strategic business plan.

This is a small step and one that will

hopeully be ollowed up. But sometimes

this change in tack can eel ake and

awkward. Clownsh’s Diana Verde Nieto

warns brands against jumping on the

band wagon. “The times when these

communications have backred have been

when they are unsubstantiated or irrelevant

to the brand o consumer. HSBC launched a

campaign on how to green your house. This

has nothing to do with the core proposition

o HSBC and i anything, weakens it. A lack

o communication between the CSR and

marketing department can sometimes be

the cause o this backre.”

The Stella Artois Hedge Fund campaign

resulted in 8000 hedges and 60km o hedge

rows being planted but it was berated by

industry leaders or its lack o commitment

and inappropriateness.

Ogilvy Earth managing director Freya

Williams said the Stella campaign elt

‘gimmicky’, that they had not done theirhomework and as a result, had a weak story

to tell. “Brands must work inside-out to

have core sustainability. This was obviously

not about building long-term brand value.”

Brand building should tackle something

core to the consumer, like Wal-Mart’s

‘Save money, live better’. This is in-keeping

with the original brand proposition o this

budget-riendly superstore and not a last-

minute aterthought, shoe-horned into the

campaign by CSR box-tickers.

Alistair Sim, director o creative agency

Chase is constantly rustrated by this

approach, “CSR isn’t about planting trees

to drive sales o biscuits, it’s about the way

your business thinks and acts rom supply

chain management and human resources

to new product development. The sales and

marketing should just be the signature at

the end o this letter to our consumers.”

Brands need to make sure this signature is

clear because nothing stops communication

like a case o mistaken identity.

Don’t juSt SAy It cleArly,

SAy It IrSt

Despite the criticism, Stella should at

least be commended or its bravery and

leadership in an industry that risks possible

criticism by highlighting its ailings. Unlike

Dulux, seen as a bystander brand, Stella

Artois, as a drinks brand automatically

alls under the complicit brand category,

responsible or using millions o gallons o

water to make a luxury item.

Stella is the rst alcohol brand to bring this

discussion to the table, which might be its

wisest move yet. A more recent campaign

uses print ads with a retro themed 60s style

model holding a ‘7 percent lighter bottle’.

An on-pack promotion called ‘Is Jasmine

in Your Lightweight Bottle’, guaranteed

consumers a minimum cash prize o 50p

with the chance to win up to £100,000.

Aligning bold incentives with an earnest

message is good in that, despite being

unimaginative and unsustainable, it is the

very least accessible. Like when Toyota

launched Prius, the rst electric car to go




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▶

“The communication model.

should be prduct development.

ollowed by employee.

engagement and hen and only.

then, promotion.”.

into mass production, Stella could hold a

valuable rst-mover advantage in this area.

GreenBluShInG

Some companies are frst-movers but just

don’t talk about it, this perceived shyness is

known as greenblushing.

There are huge rewards or those who

overcome this modesty. AduPont has

made billions o dollars o savings by

making themselves more sustainable. As

a company o engineers pathologically shy

when it came to touting their sustainability

credentials, It sponsored the rebuild o

Greensberg, a town destroyed by a tornado.

The build was documented by the Discovery

Channel allowing AduPont to shout about its

achievements while retaining its modesty.

Potentially, frst-mover advantage can

backfre on occasion. I the product is

weak and perceived as a bolt-on, it can be

a complete waste o money. Barclaycard

Breathe, a ‘green’ credit card with carbon

neutral incentives, does not address

undamental business issues o Barclays

and doesn’t relieve them o responsibility o

core impacts – a spurious practice known as

greenwashing. Group brand development

leader or Standard Chartered Bank’s‘Here or good’ campaign Susan Ho

actually laughed out loud at the prospect

o Barclaycard Breathe, dismissing it as a

‘trendy but short-term’.

eMPloyee enGAGeMent

Product development can be a powerul

communications tool in itsel, but

only when used in the right way. UK

supermarket chains Waitrose and

Sainsbury’s both launched game-changing

new packaging or their milk products.

Only one would survive.

The new milk pouch, which used 75

percent less plastic than its bottled

counterparts was launched in Waitrose.

Customers rejected it, complaining that

it was ‘weird’ and that they didn’t know

how to use it. By comparison, beore the

pouches even hit shelves in Sainsbury’s,store managers taught employees how

to use them, so when conronted with

conused shoppers they could act as

ambassadors, help consumers adapt to

that thing they hate most, change.

“The natural rst step or a brand to take

is to engage its internal stakeholders,

its employees and then its consumers in

its journey. Not only by communicating

to them but enabling them to live better

lives through the brand,” agrees VerdeNieto. “The communication model should

be product development ollowed by

employee engagement and then, and only

then, promotion.”

PAPA Don’t PreAch

Some campaigns not only neglect to

engage employees but alienate their target

audience with they way they preach at

consumers with clunky and uninormed

communications. P&G brand PR manager

or abric and home care Catherine

Fairchild is convinced that the success

o Ariel’s ‘Turn to 30 Degrees’ campaign

came rom solid research and

understanding o the consumer.

“Research revealed that 60% o the target

audience wanted to ‘do their bit’ without

compromising on perormance. Ariel had

done its research and produced a campaignwith clear and tangible benets. It gave us

the condence that the message would be

well received,” she says.

The misguided government attempt to

encourage citizens to reduce their carbon

ootprint broke all these rules. The COI TV

spot ‘Drowning Dog’ by AMV/BBDO sees a

little girl cowering in ear as her

ather gaily reads her a bed-time story

depicting the death and destruction o

Britain as a result o global warming.It received 939 complaints and was

subsequently axed by the Advertising

Standards Authority.

The Emirates Wildlie Society made a

similar mistake and with a dull and

accusatory spot using a clichéd newspaper

stop-motion animation that suggested a

connection between rising sea levels and

the purchase o imported bee.



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“The Adidas Group.

believes sustainability and CSR.

could.even.spell the end or.

an increasingly unstable.

capitalist society.”.

Marketers are still pursuing these narratives

despite them proving ineective time and

again. “You see it in the data that negative

messaging is creating inertia. Look at the

success o Hopenhagen. The world doesn’t

need any more doom and gloom, tree rogs

and polar bears. It’s positive messaging that

draws in the new consumer,” says Ogilvy

Earth’s Freya Williams.

Sim agrees with this, “It’s easier to bringabout a change o attitude or behaviour in a

person by suggesting small changes one at

a time, rather than handing them a list akin

to a maniesto or change and telling them

to get on with it.”

thIS IS recycleD PAPer

In a spot advertising its green credentials,

power supplier EDF Energy made a TV ad

using recycled ootage. Old lm clips o

the Wombles, Thunderbirds and John F

Kennedy were cheap to use and good orthe environment, serving to urther highlight

the message. Oten, the mode o media

used in communications can be wildly out

o line with the message, like printing o

a small orest to tell people about a new

venture with The Rainorest Alliance.

Anthony Ganjou runs natural media

company Curb. “Green marketing, green

advertising, it’s all a arce. No one really

cares about the methods o how this is

communicated,” he says. “250 million

square eet o un-recyclable PVC is

produced rom outdoor billboards, every

year. That’s 16 square miles, the equivalent

o London. I’m not a tree hugger. I’m not

an eco-warrior. I believe in green issues but

I do not believe that banging a drum is the

way to educate them. Make them all in love

with nature in a way people have orgotten.”

Curb produces taglines out o moss, logos

out o crop circles and sculpts brands out

o sand that can guarantee 100,000 viral

views. It’s this kind o lateral thinking that

could inspire a global scalable campaign

that doesn’t advertise green credentials on

a 60,000 sheet mail drop.

Investing in clear hallmarks like the Carbon

Trust Standard or Fairtrade certication can

also give campaigns gravitas and integrity

and avoid the greenwashing label. Tesco

uses the Carbon Reduction Label on many

o own-label products, as do major brands

ranging rom Walkers crisps and Kingsmill

bread to the Dyson Airblade, Morphy

Richards irons and Cemex cement.

The launch o Puma’s CSR project

PumaVision, in partnership with the UnitedNations Environmental Programme, is a

perect example o the well-placed aith

brands put in external partnerships.

PumaVision is an amalgamation o separate

initiatives, such as a new packaging

distribution system, the ‘Clever little bag’,

which is a sustainable solution to the

shoebox. Program director Mark Coetzee

boldly states that ‘it is o the utmost

importance to validate all that you are doing

through external advisory boards’.

VoIce o the uture

Partnerships, greenwashing, and employee

engagement are all issues o the present

so what does the uture hold? Tom Delay,

CEO o the Carbon Trust, predicts products

will have to publish carbon credentials by

law, which will be the end o greenblushing

and greenwashing or brands.

The Adidas Group believes sustainability

and CSR could even spell the end or an

increasingly unstable capitalist society.

The Adidas Group has been working

with Proessor Yunus who argues

that the purpose o a social business

model is tackling social issues throughentrepreneurial actions, not maximising

prot, in a sustainable way where

anticipated prots are not paid out as

dividends but are reinvested in the social

business. As a result o these discussions

Reebok is about to launch projects

throughout villages in Bangladesh, which

will see $1 trainers made available to locals.

Beore we reach a world where brands

are rushing to show o such radical CSR

initiatives, we will start to see gradualprogress towards a more practical

approach, grounded in smarter thinking. It

is the death o ‘ecomagination’ and the birth

o a more pragmatic approach exemplied

by Wal-Mart, ‘Save money, live better’.

This gradual shit in dialogue rom altruistic

charity messages to core brand benets

could be the solution to campaigns that are

more than just the colour green. ■



t h e

1 0

g o

l d e n

r u l e s

▶ 1 0 golden rules

of CommuniCa ting Csr

1.Focuson

theProduc t

Ge t t he produc t r ig h t. Green mar ke ters mus t ta ke t he e

x tra s tep o f manag ing t he p

roduc t’s

l i fe c yc le impac ts and eco- inno va te fro

m t he ou tse t.

2. communic a tecoreB

eneFi ts

Focus on t he pr imar y bene f i ts o

f t he produc t

3. ensure yourcsrco

mmi tmen ts arecred

iBle

Be trus t wor t h y, transparen t, and fac t

ua l l y correc t. See k e x terna

l accred i ta t ion.

4. Behones t

Don’ t tr y and be some t h ing you’re

no t. Adm i t m is ta kes and co

mmun ica te your so lu t ions.

5. don’ tresor t to tire

dclichÉsor techni

c all angu age

Brea k s tereo t ypes. Use

inc lus i ve language and images and pus

h mass o wners h ip.

6. tell as tor y

Use emo t iona l and po wer fu l s tor ies to

ho ld peop le’s a t ten t ion.

7. BeFirs t

Ga in f irs t-mo ver ad van tage and se i ze t h

e in i t ia t i ve. Compe t i tors w i l l ha

ve to fo l lo w your lead.

8. m akei trele v an t

S ta y consumer-cen tr ic. Do

n’ t c hamp ion a cause t ha t has no re

le vance to t he brand.

9. wor th ydoesn’ th a v

e toBeBoring

Wor t h y can be se x y. Insp ire p

eop le bu t a vo id us ing pa tro

n is ing language.

1 0. Find ane

w angle

Don’ t w hee l ou t t ired o ld green p hrases and log

os. Your consumers ha ve seen

and heard

t hem a l l be fore.



▶ CORPORATE SOCIAL RESPONSIBILITY IN NUMBERS

C S R

I N

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B E R S

PLANET vERSUS PROfIT jULY 2010: STATS

60%O o wat

to pha o

votally

pol opa

csr in

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bP to dvdal a o

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.creamlobal.com

CONSUMER ATTITUdES TOwARdS gREEN BRANdS TOP 20 MOST SUSTAINABLE COMPANIES

(tak o th copoat Kght Gloal 100 o 2010)

Source: The Global 100 most sustainable companies in the world2010 ImagePower Green Brands Survey, Synovate/Deutsche Welle, BP Gulf of Mexico Response

RANK COMPANY PRODUCTIVITY DIVERSITY % TAX PAID COUNTRY

1 General Electric Company $27,878 25 % 98 % United States

2 PG & E Corp. $8,656 38 % 76 % United States

3 Tnt Nv $14,575 20 % 100 % Netherlands

4 H & M Hennes & Mauritz Ab $65,236 54 % 100 % Sweden

5 Nokia Corporation $320,536 20 % 100 % Finland

6 Siemens Ag $32,741 15 % 100 % Germany

7 Unilever Plc $21,596 13 % 93 % UK

8 Vodafone Group Plc $44,047 9 % NA UK

9 Smiths Group Plc $38,047 0 % 100 % UK

10 Geberit $26,028 0 % 100 % Switzerland

11 Henkel Ag $20,102 31 % 97 % Germany

12 Inditex Sa $39,934 22 % 100 % Spain13 Procter & Gamble Company $12,803 25 % 88 % United States

14 Toyota Motor Corp. $130,187 0 % 64 % Japan

15 Westpac Banking Corp. $243,299 33 % 100 % Australia

16 Enbridge Inc $3,782 15 % 62 % Canada

17 Koninklijke Philips Electronics $32,234 0 % 100 % Netherlands

18 Diageo Plc $21,642 30 % 80 % UK

19 Nippon Yusen Kk $1,336 5 % 90 % Japan

20 Royal Dutch Shell Plc $5,392 20 % 100 % UK

CO2 LEADERSHIP

meTHODOLOGY: Aaly o th Gloal 100 wa ad o th wok o a gop o taalty

ah povd d to olat a hotlt o th top t p t o taalty ad faal

po o a v o 3,000 dvlopd ad gg akt tok. Th w th

akd y a t o Ky Poa idato (KPi) allatd g votal, oal,

gova (esG) ad faal data o AsseT4, wth ppltal faal oato

povdd y Fatst rah syt. copa w aalyd y go ad msci Gloal

idty clafato stadad to aodg to th msci All coty Wold idx (AcWi).



Achieving sociAl And

environmentAl goAls

The Cream case study library contains

more than 2,800 examples o best

practice marcomms innovation romaround the world. Here are a select

that support and reiterate the themes

o sustainability and CSR. They include

global players, such as Pepsi with

its groundbreaking Reresh project

and Dulux with its community spirited

painting schemes.

Packaging innovations are an obvious

way or many brands to make their

products more environmentally riendly,

as demonstrated by Puma, Krat

and Stella. Beer brand Fosters went

one stage urther, and developed a

100% carbon neutral beer, using an

environmentally sustainable brewing

process, recycled packaging and

biodegradable printing. There are

also examples o brands attempting

to educate consumers. The Emirates

Wildlie Society and Ariel’s “Turn to

30” are excellent examples o brands

communicating new ideas to consumers

in an attempt to change long-standing

bad habits. EDF’s award-winningGreen Britain Day campaign unites

global environmental thinking with small

scale community initiatives, to create a

powerul consumer-centric message.

(Image taken from “Let’s colour” campaign from Dulux)

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PePsi: refresh Project

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BRANDPepsi

BRAND OWNERPepsiCo

CATEGOR YDrinks (non-alcoholic)

REGIONUnited States

DATE2010 - ongoing

AGENCY TBWA\Chiat\Day

mo re on

.aa.

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▶Pepsi pulls its opening spot at the Super

Bowl to launch community project.

Pepsi pulled its multi-decade, multi-million

dollar Superbowl opening ad position and

traded it in or a $20 million social campaign.

For a company that spends almost all its

money on TV advertising and only had

250,000 actively engaged Facebook ans

compared with Coke’s our million, this was

a bold move. Condent in the research that

shows consumers are making purchasing

decisions based on corporate responsibility

credentials, Pepsi took the plunge.

The Pepsi Reresh Project invited individuals

and organisations to submit benecial,

“The act that a brand like Pepsi is moving its marketing budget out o the Super Bowl andinto a project like this is extremely signicant, especially given times o economic hardship.”

e d i t o r ’ s

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achievable, constructive and “shovel-ready”

ideas that would make a positive impact on

communities. Americans voted or their avorite

ideas at www.reresheverything.com and Pepsi

awarded grants to the 32 top voted, totaling

more than $20 million.

This is an ongoing project and shows the

brand as an optimistic catalyst or idea

creation. Pepsi will und projects that make

a dierence in six categories: health, arts

and culture, ood and shelter, the planet,

neighborhoods and education. Reresh

projects range rom helping disadvantaged

kids to swim, to providing kennels or the pets

o homeless people.

The engagement is irreutable. Ater just 72

hours, Pepsi had hit its 1000 submission

limit or the rst month, including at least one

submission rom each state, demonstrating the

eectiveness and clarity o Pepsi’s message. ■



duluX: let’s colour Project

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BRANDDulux

BRAND OWNERBrand Owner

CATEGORY AkzoNobel

REGIONGlobal

DATE April 2010 - ongoing

AGENCY:Euro RSCG

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▶Dulux paints the world a better place with a

global socially responsible campaign.

Dulux is part o a global cluster o brands,

reerred to as Carel in Brazil, Valentine in

France, Dulux in China, and Marshall in Turkey.Dulux needed a campaign that could work in

all these markets and that could penetrate and

inspire communities on a local scale.

Dulux campaign director and CEO o

advertising agency Euro RSCG Russ Lidstone

spearheaded the new direction, “Research

showed us that 71% o consumers believe

businesses are as responsible or change

as the government. With paint, Dulux has a

powerul undamental human truth that

colour can regenerate communities and as

a modern brand, we wanted to walk the talk

rather than talk the walk.”

For a year beore the campaign launched,Dulux paint teams were set up around the

world and their progress was recorded.

Favelas, slums in India, a school in Tower

Hamlets - all were painted using the ull palette

o Dulux paint with the mantra, ‘let’s change

people’s lives through colour’.

The website http://www.letscolourproject.

com/ allows users to submit suggestions or

areas where they think regeneration could takeplace and would benet the community It also

has a regularly updated documentary-style

blog, which is a testament to the traction this

campaign is gaining with the public. ■

“The key thing here is the groundwork Dulux did in the year beore it launched thecampaign, proving the brand’s commitment to ‘changing people’s lives through colour”

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PlAnet versus Profit july 2010: cAse studiesnokiA: the Power of we

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BRANDNokia

BRAND OWNERNokia

CATEGORY Telecoms/Mobile

REGIONGlobal

DATE2007 - Ongoing

AGENCYNaked Communications

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▶Nokia creates an environmental vision,

The Power o We, that sta and customers

alike can support.

Nokia is used to connecting people rom ar fung

corners o the globe, but it wanted to take this

relationship a step urther, to unite those people

behind a global cause. Problems such as global

warming are o such magnitude it can oten seem

beyond our abilities as to have an impact

‘The Power o We’ aimed to create a cohesive

environmental approach not only or Nokia’s

5,000 strong workorce but or its billion

customers worldwide. Initially implemented

back in 2007, the rst step was to unite Nokia’s

60 international oces that had until then

been operating as disparate entities on theenvironmental ront. The target was to inorm

at minimum 50% o Nokia’s global workorce

o its environmental vision, and sign-up a

minimum o 1,000 people as active champions

o sustainability. Only when this target had been

achieved did Nokia begin targeting its billion-

strong customer base.

A variety o channels and tactics including

screensavers, laptop and urniture stickers,

animations, videos, installations, events and

multimedia messages sent to phones were

used to spread the message and encourage

involvement. Longer term initiatives such

as the we:reward and the we:champion

scheme recognised those who made positive

changes in their work or led by example on the

environmental ront.

The creative unolded through quarterly themes,

around which events and content are introduced

incrementally. Recycling, excessive fying and

energy awareness were all dealt with using

interactive events, humour and digital content.

When looking at the numbers, the Power o We has so ar proved very successul. Internal

awareness is at 75% and event participation at

20%. Over 1200 we: champions have signed

up in 25 countries. In addition, employees have

made over 4000 pledges through we:reward.

Recycling events proved particularly popular, and

increased rates by 600%. ■

“Nokia really practices what it preaches in the realm o sustainability and the key thingwith The Power o We is the buy-in it got rom all employees – crucial i you are going to

communicate a CSR-driven message.” c o m m e n

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PlAnet versus Profit july 2010: cAse studiesstellA Artois: recyclAge de luXe

c A s e

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BRANDStella Artois

BRAND OWNER Anheuser-Busch InBev

CATEGORYDrinks (alcoholic)

REGIONUnited Kingdom

DATEMarch 2009 - ongoing

AGENCYMother

.aa.

mo re on

▶Stella Artois launches more than a

lightweight bottle.

Stella Artois has long been marred by its negative

image as the heavy drink o choice or binge-

drinkers and has even acquired the nickname

‘wie-beater’. To combat this, the French beer

brand saw an opportunity to be the rst alcohol

brand to bring the issue o sustainability direct to

the beer consumer.

Stella’s rst tentative steps into the

corporate social responsibility arena were with

the successul Hedge Fund campaign. Finding

the reception to be a positive one, Stella went

one step urther and made undamental changes

to supply chain and packaging. Fity percent

o a Stella Artois can is now made o recycled

aluminum and all packaging is produced o

100% recycled paper. A new bottle that is 7%

lighter than its predecessor ormed the centre

piece or a campaign constructed entirely around

the environment, Recyclage De Luxe, brainchild

o advertising agency Mother.

The print adverts have a uturistic retro-60s vibe

while the viral oering eatures our episodes o

a spoo variety show called Le CO2eux Soireé.

These tell the audience about Stella’s ecological

initiatives. One episode seamlessly eatures the

electro-indie band Marina & the Diamonds, to tap

into the estival scene ahead o the summer.

A special limited-edition label and a unique

on-pack promotion, called ‘Is Jeannie in Your

Lightweight Bottle?’ accompanied the campaign.

This guaranteed consumers a prize o at least

50p, and the chance to win up to £100,000, with

each pack purchased. ■

“Stella is the rst major beer brand to put sustainability at the core o its communications,despite the relatively low consumer awareness about the ineciencies o beermanuacturing. Such a proactive strategy is sure to give the brand rst mover advantage,and it won’t be long beore we see similar moves rom its competitors.”

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PlAnet versus Profit july 2010: cAse studiesfosters: cAscAde green

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BRANDCascade Green

BRAND OWNERFosters

CATEGORYDrinks (alcoholic)

REGION Australia

DATEFebruary 2010 - ongoing

AGENCIESOgilvy, Eye Corp

mo re on

.aa.

▶Fosters releases its rst 100% carbon neutral

beer on a living wall.

Fosters wanted to expand its environmental

product positioning and make it easier

or consumers to make a green choice.

It conducted research that identied a

consumer demand or premium quality

and environmentally riendly beers and a

consumer willingness to do something green

that was within their reach and liestyle.

So, ater months o extensive environmental

lie-cycle analyses o the processes at its

Cascade Brewery, Tasmania, it nally

released a 100% carbon neutral beer -

Cascade Green.

All aspects had been looked at under a‘cradle-to-grave’ green light, rom carbon

osetting and the picking o the hops to its

eventual disposal in the recycling bin. Fosters

wanted the advertising and marketing material

to refect this. The bottles are lightweight and

made o recycled glass and the cartons are

100% recycled cardboard, printed with two-

colour biodegradable vegetable inks. This not

only reduces the amount o ink applied, but

also adds to the raw and natural design style

o the packaging.

Beore launching the beer, Cascade Green

went through the rigorous Department o

Climate Change accreditation process

required to achieve Australian Government

Greenhouse Friendly certication. This gave

the brand the condence, integrity and

accountability to attempt a media rst and

produce an advertising campaign using

unconventional living-billboards made

o real plants. ■

“Fosters trumps Stella with a ully carbon-neutral beer. It’s great to see a major brewermaking such a commitment to sustainability, starting at product development”.

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.aa.

BRANDKenco

BRAND OWNERKrat

CATEGORYDrinks (non-alcoholic)


DATEJan 2010 - ongoing

AGENCYJWT

mo re on

.aa.

▶Krat promotes new eco-riendly packaging

solution or coee.

To boost the sustainability credentials o its

coee, Kenco started buying all its beans rom

Rainorest Alliance arms. But Krat wanted togo one step urther and took the bold step o

looking at what makes up 30% o most landll

sites - packaging.

Rather than buy a new jar o coee, Kenco

developed the Eco Rell pack, which allows

consumers to rell their empty Kenco jars. The

Eco Rell packaging requires 81% less energy

to make than the glass jars and sends 97%

less waste to landll. This change in packaging

is also supported by 2009 Dera ndings that

40% o glass is not currently recycled andso a Kenco Eco Rell pack means everyone,

whether they recycle their glass jar or not, can

reduce their waste.

To incentivise this change in behaviour, Krat

not only launched a £6m celebrity-ull TV

campaign but also actored in a nancialsaving. At £3.58 per 150g, the rells are less

per gram o coee than both the 100g (rsp:

£2.58) and 200g (rsp: £4.98) jars. The packs

can also be sent to Kenco, ree o charge, or

TerraCycle recycling where they can be turned

into un new items like bags, pencil cases and

umbrellas. For every pack returned they will

donate 2p to the charity o your choice

The gamble paid o, giving the Eco Rell

pack a distinct rst-mover advantage.

Reactions to the new system can be seenon the online orum or parents, a key

demographic or Kenco, Mumsnet, where

hundreds o users discuss the merits and

challenges o Kenco’s attempt at a more

sustainable packaging solution, ‘Why hasn’t

someone thought o this beore?’ ■

“This is such a no-brainer it is surprising no-one has done this beore. A really simpleidea, well-executed which makes no real dierence to the consumer but a huge amount o dierence to the environment” c

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PlAnet versus Profit july 2010: cAse studiescoi: bedtime story

c A s e

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i

.aa.

BRANDCOI

BRAND OWNERCOI

CATEGORYGovernment/Public Sector


DATEDecember 2009 - ongoing

AGENCY AMV BBDO

mo re on

.aa.

▶ The British government brings climate

change to story time.

The UK Department o Energy and Climate

Change (DEEC) published research showing

that: 52% o people think climate change will

not signicantly aect them; only 33% think that

it will and 15% do not know. When participants

were asked how they would react i they knew

climate change was going to have a serious

eect on their children’s lives, 74% said that they

would be willing to change their liestyle.

As a result o this research, the Central Oce o

Inormation (COI) launched the Act on CO2

campaign. Directed at adults, the proposition

was ‘to protect the next generation’.

The TV spot shows a ather settling down toread his daughter the story o climate change.

The book shows a British town deep under

water, with people and animals drowning.

Carbon dioxide is depicted as clouds o black

soot rising rom cars, homes and hairdryers.

The soot then gathers into a jagged-toothed

monster that menaces the town. The daughterlooks increasingly alarmed and asks her ather

i the story has a happy ending. A voiceover

cuts in, “It’s up to us how the story ends”,

and directs viewers to the Government’s Act

on CO2 website.

The bedtime story theme also inspired these

print ads, which provoked a staggering

reaction rom the public. The Advertising

Standards Authority (ASA) received 929

complaints about the ads rom adults who

had ound them upsetting and distressing. The ASA deended the campaign and stated

that marketers could “use an appeal to ear

to encourage prudent behaviour” and that

“the ear likely to be aroused should not be

disproportionate to the risk”. ■

“Public inormation messages have to tread a ne line between communicating importantmessages, without resorting to hysteria-inducing proclamations. The complaints generatedby some o the campaign executions, and the act they were deended by the ASA provedthe imporance place on the climate change situation by the establishment.”

Save our climate for our children. Search online for

If our climate changes ourlandscape changes.

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PlAnet versus Profit july 2010: cAse studiesedf energy: sAve todAy, sAve tomorrow

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.aa.mo re on

BRANDEDF Energy

BRAND OWNERElectricite de France

CATEGORYFuel/OilUtilities


DATEJanuary 2008 - ongoing

AGENCYEuro RSCG

MEDIA CHANNEL TV

“It’s all very well behaving in an environmentally riendly way, but the production o adscan be incredibly energy inecient. The recycled ad was a great way to show EDF’scommitment to sustainability.”

▶EDF Energy recycles ootage to illustrate its

renewable energy proposition.

In a bid to promote its commitment to

reducing carbon emissions, Power supplier

EDF Energy developed the Eco20:20 tari,pledged to reduce the carbon intensity o its

electricity production by 60% by 2020, and

signed up as a sustainability partner o the

London Olympics 2012.

To start promoting a greener image that was

in line with these endeavors, EDF launched a

TV campaign that ‘walked the talk’ - recycled

commercials. The st spot eatures a range

o clips including an excerpt rom one o

John F Kennedy’s speeches stating that

our environmental problems are man-made,

shots o fooding and a vintage clip rom a

government public message urging consumersto watch their meter. Following the montage

the ad states: “This commercial is made

rom recycled lm clips,” and ends with the

strapline, “Save today. Save tomorrow.”

The second spot eatures recycled ootage

o old Superman lms. Viewers reacted well

to this approach and this version won the

UTalkMarketing People’s Choice award.

“Eco20:20 helps customers to save both

money and carbon, so who better to highlightthese dual benets than a cult character

who leads a double lie to make some great

savings?,” said Head o Brand at EDF Energy,

Martin Stead. ■

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PlAnet versus Profit july 2010: cAse studieswwf/ews: eco footPrints in the middle eAst

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.aa.

BRANDWWFEmirates Wildlie Society

BRAND OWNERWWF

Emirates Wildlie Society

CATEGORYCharitiesGovernment/Public Sector

REGIONUnited Arab Emirates

DATEMarch 2010 - ongoing

.aa.mo re on

▶ The UAE brings sustainability to the table.

With more concrete laid per minute than

in any other country, Dubai and its Arab

Emirates neighbours are not exactly known

or their commitments to sustainabil ity. As apart o a larger ederal initiative, Al-Basma

Al-Beeiya, the Emirates Wildlie Society has

partnered with the World Wide Fund or

Nature (EWS-WWF) to develop a piece o

animation to raise awareness within the

UAE about the impacts o a high carbon-

ootprint liestyle.

The project, ‘Ecological Footprint’, wanted to

make consumers in the Middle East aware o

the scarcity o natural resources and impacts

that the misuse o these resources couldhave on uture generations. Research by

the Global Footprint Network showed that

UAE household consumption o electricity,

ood, water and mobility, made up or

more than 57% o the UAE’s total ootprint.

This knowledge prompted the initiative to

start building awareness around productconsumption and providence.

The lm’s stop-animation newspaper cut-

out style was geared at a younger audience,

with the Dubai skyline and a man dressed in

traditional clothing included to keep it relevant

to a local audience. Communications Ocer

o EWS-WWF, Dubai, Reem Al-Thawadi

says, ‘The key is to help inspire people to

want to use the green alternatives that are

available, and help push or greater

availability o green products.’

The project also developed several

educational ootprint tools including

an Ecological Footprint and is sponsoring

a sustainable liestyles campaign, ‘Heroes

o the UAE‘, which specically ocuses on

helping the UAE reduce its energy and

water consumption. ■

“This is quite a bold campaign rom a country known more or its commitment to

construction than to its commitment to the environment. Because the UAE is quite late tothe table in terms o CSR, the objective is one o inormation rather than transormation.” c o m

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PlAnet versus Profit july 2010: cAse studiesPumA: clever little bAg

c A s e

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P u m

A

.aa.

BRANDPuma

BRAND OWNERPuma

CATEGORY Accessories/Clothing/FootwearSport/Leisure

REGIONGlobal


.aa.mo re on

▶ Puma Vision starts long-term

sustainability program.

Sportswear brand Puma addressed its carbon

‘paw’ print by analysing one o the key sources

o pollution - packaging. It wanted to producea new industry standard in retail packaging

that would do away with the classic cardboard

box and replace it with something more

sustainable, which would also improve the

management o waste and energy eciency.

The sustainability project Puma Vision

developed the ‘Clever little bag’, which not

only uses environmentally riendly materials but

also takes up less space, so transportation

eciency is improved.

The introduction o this new system will reduce

the paper used or shoeboxes by 65% and

carbon emissions by 10,000 tons per year.

It will also cut consumption o water by one

million litres and paper consumption by 8,500

tonnes. Other initiatives involve moving rom

polyethylene bags to sustainable materials or

its apparel collection packaging, which uses

29 million ewer plastic bags a year, and the

simple action o olding packaged T-shirts just

one more time saves on emissions and costs

during transportation. ■

“Packaging is a great place to start when trying to be more energy ecient. Puma hasmanaged to turn being rugal with packaging materials into a stylish benet.”

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PlAnet versus Profit july 2010: cAse studiesAriel: turn to 30

c A s e

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A r i

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.aa.

BRAND Ariel

BRAND OWNERProcter & Gamble

CATEGORYFMCGHousehold Goods



AGENCYZenithOptimedia

.aa.mo re on

▶ Ariel encourages eco-riendly changes in

consumer washing habits.

With the rise o cheaper own-brand laundry

products, the once dominant Ariel realised it

had to ight or its share o an ever crowded

market. It needed to revitalise the brand and

drive emotional engagement and loyalty in an

otherwise low-interest category.

Ariel identiied that its consumers were ‘light

green’ when it came to the environment. They

wanted to do their bit or the planet, but

needed to be shown that their actions

contributed to a wider eort that would lead

to positive change. This drove the decision to

put sustainability at the heart o the brand. The

Ariel ‘Turn to 30 Degrees’ campaign encourages

consumers to action one simple change in

behaviour, which will help save energy and

reduce greenhouse emissions.

The campaign worked across every aspect

o Ariel’s communications, rom the packaging

to a television campaign and an experiential

roadshow with celebrity backing rom actress

and model Helena Christensen. As a result

o the campaign, in 2006 only 2% o loads

were washed at 30 degrees, now 50% claim

they wash at 30 degrees, and 88% o people

say they chose to wash at 30 degrees because

o Ariel’s educational message

It was one o the irst P&G brands in the UK

to capitalise on a mainstream environmental

awakening and delivered not only consistent

behavioural change and volume sales uplit,

but also widespread stakeholder and

industry accolades or putting energy-saving

on the agenda. ■

“It’s not easy to persuade consumers to change their behaviour. So by changing theproduct to work at a lower temperature, it is easy to communicate a simple step thatpeople can take to save money and the environment.” c

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