It is impossible for French leaders, after the latest IPCC report published last April, not to keep in mind the imperative of social and environmental responsibility for their own company. CSR is now a key component of the transformation of many organizations and all claim to embrace it. However, the reality is plural.
In 2022, the SBF 120 has only one company with one mission (Danone). 44 companies have defined their raison d’etre (vs 24 in 2021 – and only nine have included it in their statutes) and 22 companies have appointed a director of CSR, commitment or sustainable development within their Executive Committee (vs 14 in 2021). Furthermore, if these numbers are increasing and more and more companies assimilate these new duties, there are still very few who have integrated the fundamental importance of advocacy into advertising.
Here, too, the figures are unequivocal: 84% of French people expect brands to communicate more about their ethics and commitments and 68% say that these are well integrated into their communication. However, only one in ten consumers today believe that it is easy to recognize a responsible brand.
Audience in motion
Could the loss of confidence in the institutional discourse on the one hand and the fear of greenwashing accusations on the other hand have sclerotic the dialogue between companies and their stakeholders on impact issues? With the public shift from traditional media to these new strategic communication channels, it is now on social networks that the battle for attention is being played. But be careful not to transpose old communication practices on these platforms designed for conversation. The secret to regaining the commitment and trust of your audience? Embodied communication.
Executives are the first to take on the responsibilities and commitments of the company. The most active on LinkedIn and Twitter are mobilizing their communities more every day. Some have even managed to occupy an important place in public debate with positions that can have a lasting influence on their business sector, such as Michel-Edouard Leclerc, a pioneer of embodied communication and recognized as Top Voices LinkedIn.
However, in all of 2021, four out of ten leaders have never spoken on LinkedIn and 8.5 have not posted anything on Twitter, according to the ranking of the most influential SBF 120 Comex, published by AmazingContent in March 2022. This absence from digital the media space represents a costly lack of notoriety and trust for the company, expected by its public in these new strategic territories of expression.
Engage in global conversations
In a report on green skills presented by its CEO at COP26, LinkedIn notes that CSR, and more specifically environmental responsibility, is a key factor that has become critical in the decision-making process of the various recipients of the company: customers and partners, shareholders. and investors and talents (remember that France will lack 1.5 million skilled employees by 2030).
If this situation opens the doors to new markets, new economic models, these will be accessible only to companies whose CSR commitments will be deemed sufficient and sincere. For organizations of all sectors, it is therefore now imperative not only to contribute to the collective effort for social and environmental advancement, but also to actively participate in global and digital conversations on these issues to drive brand positioning with all of its audience.
For managers who have already figured this out, CSR infuses all their publications on social networks. While two years ago it could still be the subject of specific publications, now it invites the communication of all professions and finds its place in all subjects.
Because an embodied and committed communication places the media at the service of a positive influence and arouses the support of the communities around the values and the founding project of the company, we enter the age of influence forever. An era in which digital leadership of managers allows them to better convey the actions and social commitments of the brand and the organization to all its audiences, strengthen the attractiveness of the employer brand in a context of talent shortage and strengthen the bond of trust with its customers and partners around shared ambitions and values and to open new opportunities in favor, ultimately, of a virtuous and more sustainable economy.
And where can we now affirm this digital leadership and be the spokespersons of the company’s commitments and contributions if not in the first public space in which 52.6 million French people meet every day, social networks.