When stakeholders want a look at a company’s ESG record, it’s easy to head to its website and wade through reports, audits and press releases. But sometimes, this just isn’t enough. Going deeper requires more detective work and often yields surprising results from unfamiliar sources. Dylan Tanner, executive director of InfluenceMap, leads a team that analyses financial disclosures, investor communications, hard scientific data and social media, as well as issuing freedom of information requests, to get clear, fact based insights into the real ESG footprint of a company. Armed with this information, investors, corporate leaders and policymakers are empowered with a true understanding of where a company stands on its commitment to help combat the climate crisis -- including the funding of research and lobbying that may run counter to public commitments -- and can make better-informed decisions to guide policies to create a cleaner and more responsible business culture.

Dylan Tanner co-founded InfluenceMap in 2015, on the eve of the Paris Climate Agreement. Today, InfluenceMap provides bespoke analysis of the climate agenda and has been used by hundreds of investors and informed numerous campaigns. The organisation is best known for its platform for analysing corporate lobbying on climate policy. As Executive Director, Dylan holds overall responsibility for its global operations.

(0:00) Begin 

(1:24) Dylan introduction and how InfluenceMap works 

(5:03) How do you collect and compile data at InfluenceMap? 

(6:01) How do you make sure your findings are as accurate and robust as possible? 

(7:43) Are you optimistic about the future with what you see at an event like the recent COP28? 

(10:36) How does a consumer or investor know which companies are good actors or bad actors? 

(12:40) Do companies ever disagree with your ratings, or can we simply say the facts are the facts? 

(15:28) Do you think most companies ‘get it’ and are moving beyond superficial box-ticking? 

(17:01) Are ratings agencies that also offer consulting services to clients a conflict of interests? 

(18:29) You talk about how companies need to have a ‘whole-of-system approach’. What does that mean and how does it work? 

(20:55) What strategies can companies use to achieve more robust trust, truth and transparency with stakeholders? 

(24:10) Will the issue be helped by more corporate leaders becoming more familiar with the science of climate change? 

(25:37) Where can we go to get news so we can remain well-informed without being overwhelmed with news? 

(26:47) The Takeaway: What advice do you have for corporate leaders who want to get things right, and how can consumers train themselves to look beyond the window dressing? 

(29:56) Host wrap-up 

Getting more than 100,000 employees to buy into the idea that ESG and sustainability makes good business sense can be a monumental task. BASF, which operates across diverse sectors ranging from healthcare products to petrochemical solutions, works hard to make sustainability a core part of every employee’s work ethic. Effective communication that resonates with teams across vastly different cultures, social strata and job roles is critical to make the sustainability message stick. Marko Jelicic, Communications & Advocacy for BASF South East Asia Pte. Ltd., discusses how BASF created, nurtured and has grown such a culture, and how he avoids the “sea of sameness” that marks the death knell of corporate sustainability efforts.

Marko Jelicic is responsible for Communications & Advocacy for BASF South East Asia Pte. Ltd. He has been with the company for 11 years.

(0:00) Begin 

(1:19) Marko introduction  

(2:23) How does a giant company like BASF

(7:24) How does BASF embed a culture of

(10:02) Do BASF employees see their job as

(11:27) How does technology play a role in

(12:31) What has worked really well and not

(15:59) How does BASF handle criticisms of

(23:02) What is the role of communicators in

(27:49) How does BASF measure the impact of

(30:16) How does BASF measure its impact on

(32:57) The Takeaway – What practical steps

(36:09) Host wrap-up 

The issue of gender inclusion, equality and equity is a hotly debated topic in many western workplaces, but change often comes more slowly in Asia’s more conservative company cultures. After an off-the-cuff social media post in 2018, Cindy ‘Sirinya’ Bishop sparked the #DontTellMeHowToDress social movement that brought the harrowing reality of gender-based violence in Thailand to the fore and helped push for greater gender equality and inclusion. Using her platform to move the conversation from the public square into the boardroom, her focus is on highlighting how a safer, more diverse and equal workplace will be more creative, innovative and productive. In environments where women need to work harder and speak louder simply to be heard, this often requires grassroots initiatives to push things forward. Cindy also confronts the problem with hollow displays of tokenism and explores how to remove gendered roadblocks that prevent companies from evolving.

Cindy Bishop is a television host, actor, model, UN Women

(0:00) Begin

(1:13) Cindy introduction 

(2:44) What sparked you to become a gender and diversity advocate? 

(7:08) How do you adapt the narrative to fit a Thai or Asian context? 

(14:08) Has the modern workplace seen progress in terms of gender equality?  

(18:14) Have you ever experienced a real pushback? 

(19:30) What type of biases do women struggle against in businesses in patriarchal societies? 

(22:34) Tell us about the book you’ve written to teach these things to Thai children 

(25:58) Tell us about your corporate training programs that teach these things to women in the workplace, such as golf caddies 

(29:02) The Takeaway: What steps can smaller companies take to begin implementing workplace equality measures? 

(31:11) Wrap-up and goodbye 

(32:04) Host wrap-up

Volatile and fragmented are the words Vanessa Gavan, founder of Maximus International, uses to describe today’s business environment. Climate change, geopolitical uncertainties, distributed workforces, stark differences between the views of older and younger staff, information overload from social media these are all factors that leaders would not have had to contend with 15 years ago. Added pressure comes from the growing expectation among employees and stakeholders that a company’s values should reflect their own, and that it must have a purpose that goes beyond profit. Many leaders struggled to manage this cultural conundrum and fail to orient their people toward a shared future. Vanessa sees these challenges as opportunities, not only to go back to the basics and build a new way of working, but to tap into the skills and talent of Gen Z and Millennials to help create more inclusive, effective, robust businesses for the future. Drawing on her background in psychology and the two decades since she founded her company, Vanessa explains how leaders can tackle the world of office politics and deliver the tangible outcomes stakeholders expect.

Vanessa Gavan is the visionary founder behind Maximus International, one of Australia's leading performance impact organisations. During its two decades of operation, Maximus has carved out a distinct niche by delving deep into the intricacies of human behaviour, harnessing the power of emotional intelligence to drive impactful change.

(0:00) Begin 

(1:01) Vanessa introduction 

(1:33) How do you coach leaders to create impact and drive change in such a difficult business environment? 

(5:35) Listening to what’s being said and understanding the subtext is a valuable skill – how do you coach leaders to listen effectively? 

(9:12) You talk a lot about ‘growth, joy and thriving’. How do you achieve that in such a fractured work environment? 

(12:19) What are you seeing in terms of how office structures are changing post-Covid?  

(14:47) Internal office communications used to be top-down only, but now it’s much more dynamic. Is that resulting in a richer workplace environment?  

(17:52) Purpose is so important to success. What advice do you have for those wanting to begin their purpose journey? 

(22:00) Is it truly possible to meet all your stakeholder needs, or do you need to simply choose which ones you have to focus on?  

(24:01) What are you seeing in terms of how workplaces are adapting to the needs of Gen Z and Millennials? 

(29:29) As someone with a background in psychology, how can managers be more attuned to the dangers of workplace bullying and harassment? 

(36:47) The Takeaway – What final thoughts on successful workplace environments do you want to share? 

(38:16) Host wrap-up 

Rachna Sharma operates in a region where more than 80% of power production comes from fossil fuels, and it’s her job to educate decision-makers on the importance of addressing climate change. In this episode, Rachna talks about how board members, the c-suite and leaders can get to grips with their climate risk, drive change, and address stakeholder concerns. We also discuss how companies can build their social license in markets where customers are expecting more, and shareholders are willing to rebel if they aren’t seeing enough done. Likening the current stage of the climate crisis to the early days of the internet, Rachna Sharma, CEO of Climate Ready Leaders, says the climate crisis is really a communications crisis, as decision makers often lack the understanding necessary to make climate data clear and actionable.

A communicator with over 25 years of experience in India and internationally, Rachna Sharma’s expertise spans communications for development, corporate sustainability, social purpose and impact. She has worked with clients at the most senior levels across the Asia Pacific, where she has led highly impactful, globally acclaimed work.

(0:00) Begin 

(1:10) Rachna introduction and creating climate ready leaders 

(5:48) How do you talk to those who are skeptical about how businesses need to approach climate change? 

(8:25) Have you come across anyone you couldn’t convince that climate change is an important barrier to business? 

(9:59) Do you have any guidelines or tips that will help prevent companies from veering into greenwashing? 

(13:34) Is it helpful for companies to be transparent about both their successes and failures when it comes to climate goals? 

(15:15) Who do you hold up as examples of a company doing a really good job communicating their climate change position? 

(18:18) There is lively debate around whether it’s permissible for a communications agency to work with someone from the fossil fuel sector. What do you think? 

(22:40) What are your thoughts on big climate seminars like COP28 and others like it? 

(24:37) You’ve called the climate crisis one of the biggest opportunities of all time for communicators. Why is that?  

(28:59) The Takeaway – What advice would you like to give to people trying to get a good understanding of how the climate crisis affects business? 

(31:12) Host wrap-up 

The global energy landscape is at a crossroads, a factor which is acutely felt in emerging markets such as Southeast Asia. As consumers continue to gravitate toward electric cars and renewable energy, businesses and countries are taking a cold, hard look at their fossil fuel infrastructure and long-term strategies for moving away from them. In Asia and the Pacific, which produces over 50% of Earth’s CO2 emissions, the big question surrounding this energy transition is, how? In our discussion with Sacha Winzenried, the Energy, Utilities & Resources Leader at PWC Indonesia, we learn just how complex this process will be and the difficulties in making it a just and orderly transition in an area dealing with broad inequality and still dependent on fossil fuels for electricity production. However, smart companies will recognize the opportunities for value creation and new business ideas – that is, if they are able to communicate their strategies effectively and bring their stakeholders along with them.

Sacha Winzenried is a specialist in energy, utilities and mining. He has spent 24 years in Indonesia finding solutions for complex problems around energy, climate change and economics.

(0:00) Begin 

(1:30) Sacha introduction 

(2:25) How have your views on fossil fuels and energy changed over the

(5:52) What are the pain points and bottlenecks that the energy transition effort needs to address? 

(11:43) Are forums like COP28 helping us move toward a just and fair transition instead of favoring only the developed nations? 

(15:23) Where are the bright spots in the energy transition movement, where are the heroes? 

(17:20) What do you think of the criticism aimed at fossil fuel companies saying they are not moving fast enough or doing enough because of their vested interests? 

(19:43) Half the battle around operating sustainably is communicating effectively to stakeholders. What are the dangers of misunderstanding the landscape? 

(23:49) Are you seeing a desire from emerging economies to get to Net Zero more quickly, or are they happy to take things slowly? 

(26:07) What is the role for Australia in all of this, with its resource-based economy? 

(29:35) The Takeaway – Is there any guidance you’d give to organisations who want to be a part of the decarbonisation journey? 

(31:49) Host wrap-up

The global businesses landscape is incredibly hard to navigate these days, making it a complex and unpredictable environment to compete in. Issues such as climate disruption, political upheavals and demographic challenges create immense barriers – but these challenges also often provide immense opportunity for leaders who can make the right decisions quickly. As international relationships change, fracture and are made anew, leaders are called upon to evaluate how – or if – they need to react. It is at this point that Xenia Wickett, Director of Wickett Advisory, is often asked for her counsel. Understanding how to navigate these challenges is a vital skill that effective leaders must understand and master if they desire to remain competitive in a workplace environment that will only move faster as we go forward.

Xenia Wickett is a moderator, coach and executive advisor

(0:00) Begin 

(1:18) Xenia introduction 

(1:52) In terms of geopolitics, is today more turbulent than previous years or generations? 

(5:17) Why should companies pay more attention to geopolitical risks right now? 

(9:30) What role does technology and interconnectedness play in the modern geopolitical landscape? 

(13:22) There is so much information to consume and process now – what examples are there of leaders doing this really well? 

(18:04) There is a tight interlink between crisis communications and geopolitics. How do you see that relationship? 

(20:26) Can you talk more about‘ deglobalisation’ and what that means? Is it something we need to watch? 

(22:32) Here in Australia we’re looking at Southeast Asia as they eye a greater opportunity and regionalisation. Has that always been there? 

(25:41) What advice do you have for organisations that get drawn into taking a public stand on geopolitical issues? 

(30:11) There is currently a lot of debate around who can have a legitimate say on certain issues. What’s your take on this discussion? 

(32:38) Are there any organisations you see who are managing these complex geopolitical issues very well? 

(34:57) The Takeaway – If a company wants tointegrate more sophisticated geopolitical analysis and thinking into how they operate, where should they start? 

(37:52) Host wrap-up 

Corporate communications plays a crucial role in shaping and maintaining a company's culture, communicating its purpose, values, and key messages both internally and externally. But while the core skills have remained largely unchanged over the years, the business environment is much different. Not only does corporate comms a culture of trust, collaboration, and engagement within the organisation, they contribute to shaping a positive brand image and reputation through strategic storytelling and engaging external stakeholders.

Melissa is senior group director corporate affairs at Worley and one of Australia’s leading corporate affairs professionals. She has played a critical role in advising senior executives on public affairs, sustainability, reputation management and crisis communications. She is passionate about getting leadership teams to take a holistic view encompassing the total stakeholder environment.

Embedding purpose in a company's culture provides a guiding light that aligns employees, stakeholders, and strategies towards a common goal. More than simply a vision of where a company wants to end up, purpose is deeply ingrained in a company's culture, fostering a sense of meaning and fulfilment that attracts like-minded employees, customers, and partners who are passionate about the company's values and contribute to its growth. But how does a company with no defined purpose embed one in the company culture in an organic and authentic way?

Christian Ihre is the co-founder of Lynxeye, a strategy consultancy that helps companies navigate transformative shifts to find their purpose and make a real difference in the lives of their customers and employees. As companies think more about customer preferences, regulatory change, skills shortages and technology disruption, the future will belong to companies who take bold steps to make a difference.

The workplace has gone through a rapid and consequential shift over the past few years, not only in the form of the ‘great resignation’ but also in how companies communicate with their stakeholders. To attract and retain staff companies must also understand that employees don’t just want to know what a company does – they want to know why they do it. 

Sue Stoneman is founder and chairperson of NKD, a world-renowned agency that helps organisations evolve into a company and brand that their employees fall in love with and stay in love with. In her time at NKD she has worked with companies as varied as airlines, banks, logistics companies and supermarkets.