Especially in renowned international companies, the last months have seen a trend emerge in daily public relations: the focus on the topic of ‘sustainability’ in external communication. Automobile manufacturers, chemicals groups, software companies, coating experts: their new products all excel when it comes to sustainability or even contribute actively to a clean environment. Major prestige objects such as ‘Desertec’, which evokes the vision of a Europe running on solar electricity and an autarchic North Africa, have a positive effect on the reputation of the companies involved. So far, the extraordinary circumstance was the certainty that ecological awareness was at home in the Old World. However, the USA are in a state of flux right now and are currently catching up in the field of green communication, according to the reports published on the site of the US-American online portal PR News.

While over here there are hardly any surveys on how the environmental policies of a company influence employee motivation, public opinion polls in the USA have revealed that employees indeed do take a closer look at the sustainability of the company they work for. In a report issued by the video-conferencing provider Tandberg, 81 per cent of employees said they would ‘prefer to work for a company that has a firm reputation for environmental responsibility’.

Theses findings can be of great benefit for internal communication, says Robbin S. Goldman, author of the quoted article at PR News. Integrating employees in the brain-storming and decision-making processes in regard to the topic of sustainability may trigger valuable synergic effects. As an example: the IT pioneer Xerox recently initiated worldwide projects which helped the company save more than 7 million US dollars. This financial advantage could be achieved by eliminating 580,000 tons of waste and reducing energy use by 500,000 kilowatt hours.

Another idea could be introducing incentives for employees to take measures to live a more environmentally friendly life. This includes carpooling, going to work by bike or choosing public transportation for the commute. That way, employees accumulate points that they can exchange for a wellness treatment or similar bonuses. The winners of the programme could receive a donation to a charity organisation of their choice. And at the same time such campaigns serve as a great topic for the house journal, the intranet or the company’s blog.

‘You don’t need a big budget to engage employees, however’, says Goodman. Simple measures like establishing a ‘green committee’ can already do the trick and get employees involved. Just like the quality management representative in other companies, the committee will then make sure that certain guidelines are implemented and observed – with the focus on sustainability instead of quality management, of course. ‘The rewards go beyond saving energy, money and doing good’, summarizes the author. With little efforts the programmes become a vehicle for internal communication and employee motivation, two factors which have a positive influence on the image of the company. And another pleasant side effect: the more attractive the employer is, the larger is the pool of smart applicants.

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