Diversity and Inclusion is a highly relevant topic not ‘just’ because it is all about equality and justice. But as long as entire parts of our global population remain disenfranchised, and desperate to just survive from day to day, tackling challenges - and in particular Climate Change - that affect all of us, indiscriminately, remains impossible. Boards of Directors set out the "Tone at the Top', also in matter of diversity and inclusion. In fashion companies, what exactly is the tone, the music, that they are creating?
t is fairly old news, but merits repeating nevertheless: our current economy, at the verge of collapse as it is, is egocentric, and at the same time understates costs while overstating benefits.
In other words, it promotes a type of behaviour that is degeneratively competitive: the ‘me’ wants, needs, more of whatever it may be, while anything and everything else is losing out. No matter how high the cost for the bigger picture – society and the planet, that is – may be.
Supply chains, as a discipline of expertise, have come out of the hiding and recognise their role in reducing corporate risk. This is notably and specifically the case in fashion and textiles. At the same time, 'design' - not just in the creation room, but in all facets where it impacts the making, delivery and use of a product or service, is increasingly recognised as relevant.
Freenterns - cynically also called volunteers - are highly skilled, work in qualified position, often in charities, but do not get paid. Help raise awareness!
An NGO comes after you – for the right or the wrong reasons.
A journalist publishes an article. The content: inconvenient truths, or equally inconvenient fake news.
Or simpler: The staff churn in your company is way above average. And no one seems to know why.
The meetings, the clashes, the disagreement, the blaiming that comes with it. Yes, been there, done that.
Thankfully, there were times I was not a party in the conflict. Instead I was assigned the (ungrateful?) task of figuring out how to resolve it, build bridges, and ‘get stuff done’. Not just once, but a few times.
What initially was of me ‘winging it’, over time – with trial and error – turned into something more structured. Still not perfect – it never will be, there is always room for improvement – but a flight-by-instrument rather than a blind adventure.
This post is my first try at illustrating, verbalising, this process.The steps I use, and what their intention is.
With the hope of it being as useful to others as it is and was to me.
It's a funny state of things: One where investors complain that ESG data is not standardised; where at the same time companies – and notably their boards – complain that investors do not ask for data in a standardised way. And where the very same companies and boards nonetheless prioritise proprietary measurement systems over any other one for their own supply chains and products.
It's a paradox. One that is not efficient, effective, or conducive to impact.
A call to leave politics to the side, focus in impact, and standardise, standardise, standardise.
Most companies have had a brush with sustainability (or it’s finance industry lens: ESG) at the very least on an operational level. Not necessarily always voluntarily or out of conviction, mind.
Looking at corporate boards however, the picture starts to change – not necessarily to the better. While boards of listed companies may have been forced to look at non-financial disclosure, it is rare that any board has a sound grasp, never mind approach, to all things ESG and sustainability.
This is why I list in this post the few tools I am aware of that are specifically targetting and intended to help corporate boards start on the journey towards becoming climate and SDG savvy.
First of an article series that analyses Uniqlo's CSR - specifically in Japan - track record, and why it joint forced with Bangladesh's Grameen Bank.
In 2012, we have seen risk management and sustainability play a more important part in the agendas of leading fashion brands. Nevertheless, many companies still perform poorly at many stages of their supply chain and are unaware of the risks, particularly if they lie beyond their direct operations.
The following are the the main trends we see happening in the near and mid future. A few exist already but will become substantially more pronounced; others are just about to emerge and hit the surface of public awareness.
What does Corporate Responsibility really mean—and why do so many SME leaders still struggle to define it? In a recent conversation with a next-generation business owner, I was asked this very question. It revealed more than a lack of clarity; it exposed widespread assumptions about what responsibility in business actually looks like, who it's for, and whether SMEs are even capable of it. Spoiler alert: they are—and in many ways, they’re better positioned than large corporations. But it all hinges on leadership, mindset, and an honest look at what impact truly means.
Many of the most important resources our current civilisation depends on – all of them finite natural resources - form part of what historically would have been called ‘The Commons’. And yet, many of them are economically treated as 'income' and not the valuable and finite 'assets' they are. That again is the tragedy of the commons.
Reducing humanity’s footprint on this planet is a journey of decisions.
Some of them tough, some of them very clear. And some of them – let’s just say: with very limited available data.
The journey we’re on, is the proverbial Designer’s Paradox. More scientifically speaking of course, we are faced with the ever lasting conundrum of Regrettable Substitutions.
So: Is there a best possible AND least bad option (combined) at this very moment?
‘The conversation is always about cost, not about impact!’ And: ‘Employees just don’t get moving!’
Do these statements remind you of your company’s challenges? Your not alone!
Leadership and Operations Teams have complementary sustainability implementation accountabilities and responsibilities. But instead of leveraging that fact, more often than not the blame game is played.
What to do about it?
Implement Fair Process Leadership governance processes - and train all teams through Serious Games.
Despite the increased availability of sustainability communications experts, an organisation like Unilever, highly committed to change consumer behaviour, only last year, declared that “sustainability marketing is our biggest challenge”. What are these hard challenges the Unilevers of this world are talking about?
Litigation, going to court, is by definition not a fun business. And yet, in this 2023 several Climate Litigation cases have already caught the headline – and many more are in the makes.
Among all the court cases, one particular case sticks out like – depending on the political viewpoint – either a lighthouse of hope, or a sore thumb: Urgenda vs Government of the Netherlands.
In this blog post we dig deeper into this case:
Who was going to court against whom? And why exactly? How come the plaintiffs won? And: is this just a one off local phenomenon in the Netherlands?
Can we say that modern businesses prefer long-term over short-term? For sure the business environment is more and more rewarding companies that think ahead and do not fail to consider existing or potential risks. What has happened in finance is striking and is based on the concept that long-term benefits outweigh the short-term pain.
Uniqlo & its supply chain auditing efforts: Some insights.
5th of an article series that analyses Uniqlo and why it joint forced with Bangladesh's Grameen Bank.
This blog uncovers the surprising, and mostly overseen fact, that corporate cash holdings in banks more often than not have a relevant carbon footprint. Relevant enough for a company's own Scope 3 and overall footprint. We discuss actionable steps from the Green Action Cash Guide, and the type of support the guide gives – but also lacks. Topics touched upon are: board support, data gathering, and strategies for shifting to climate-friendly banking partners.
Could ESG reporting finally become less repetitive and tedious?
AI has the potential to transform ESG reporting by automating compliance tracking, integrating data from diverse and unstructured sources, and streamlining audit preparation. This opens up opportunities to free data and ESG experts from repetitive, tedious tasks. Yet, while AI offers promise, tight oversight remains essential to address challenges like data quality ('crap in is crap out') and system integration.
Uniqlo's corporate Diversity and Inclusion policy in number.
2nd of an article series that analyses Uniqlo and why it joint forced with Bangladesh's Grameen Bank.












