2. Amplify to employees the good work you are already doing. Historically, some companies have done a poor job telling their own story internally, which means employees may misunderstand their employer’s goals and accomplishments. That must change. Internal communications set the tone for a company’s culture, often also impact its external reputation, and should be used to inform employees on all the positive things a company is doing, including on the social and environmental fronts. Do your employees know about management’s plans to address climate change in the future, or the targets they have set on emissions? Have you considered doing a sustainability training workshop for employees? Internal communications provide an opportunity to educate your employees on the important steps your company is taking and to motivate your workforce to be proud of the organization for which they work.
3. Promote the good work you are doing externally. Everyone from employees to investors to consumers should know about the good work your company is doing. Does your organization have a 12- to 18-month plan for its external sustainability communications? What is the public’s perception of your social purpose and the work you are doing to help stakeholders and the communities in which you operate? Consider publishing an annual sustainability/ESG/corporate social responsibility report if you don’t already. Also consider including information in your proxy statement that speaks to your existing social and environmental efforts.
4. Check the employee pulse. The best way to know what your employees think is to ask them. Treat employee surveys seriously. Require that all employees complete them. Consider including questions on social purpose and environmental issues and ask employees what topics they feel most strongly about. Include open-ended questions so that responses aren’t hemmed in by your own expectations.
And as appropriate, make efforts in person, too. Some options include setting “executive office hours” once a month when employees can walk in and address topics that are bothering them with their managers and other senior executives, or consider addressing these topics in town hall meetings. Perhaps you can hold a live Q&A session with employees. Make sure your company has reporting mechanisms for employees like ombudsmen or an anonymous hotline, so they can freely communicate their views without fear of punishment or termination. For some companies, it might even be appropriate to consider putting an employee representative on the board or on a relevant committee composed of senior leaders.
5. Know your base—and your bylaws. Know how many employees at your company are paid in stock and what voting power they have collectively. Check to see if the environmental and social issues highlighted by employees in employee surveys and otherwise align with subjects raised in recent shareholder proposals. In doing so, ask yourself whether employees will leverage internal information they are privy to and use it to coordinate with other organizations or institutional investors with greater voting power to push through a shareholder proposal? Is there a future scenario where employees may try to vote to block a merger that would result in job losses and factories closing?
In addition, review your company’s bylaws with an eye towards employee concerns and the possible actions they might take. Are there areas you can reference to protect the company in defending its stance on certain issues? Does your company have a Code of Ethics? Should it be revisited in light of current events? Being equipped in advance with facts will help down the line.
6. Know what to do in a crisis, and what not to do. In a social media world, employee protests can go viral within literally minutes, so advance planning is a must. Have a crisis communications plan in place that incorporates employee activism as a possibility. Work with your communications, legal and other advisors to conduct crisis preparedness drills. Evaluate risk areas for your company and potential political repercussions in the current environment. Imagine if things were to play out on the front page of The Wall Street Journal or a politician’s widely followed Twitter account. Have a plan in place.
Recent events show that some companies will be hearing their employees’ views on big issues going forward, regardless of if they want to or not. Whether or not your company is targeted by “activist employees,” being prepared on the communications front will help your company retain the confidence of its key stakeholders.
