Unfortunately, there’s no playbook for the successful corporate merger of sustainability, growth and employee engagement. But there are living examples to help C-level executives navigate corporate sustainability.
Speaking at the recent GreenBiz Forum in San Francisco, Don Knauss, CEO of Clorox, explained how Clorox’s 2007 introduction of its Green Works line successfully merged the three. Clorox wanted to grow into the green area and its employees became really engaged in the process. The line quickly grew to $100 million in sales in one year – although sales dropped in the recession to follow. The repositioning of Brita and acquisition of Burt’s Bees also contributed to growth, and enhanced Clorox’s reputation for producing sustainable products.
Clorox’s ethnographic research found that consumers want to get toxics away from their kids and out of the home and only then express concerns about environmental damage. In addition to the movement toward sustainable products, Clorox committed to four goals: reduce production of solid waste, and reduce use of carbon, energy and water. These goals are now part of the Clorox executive scorecard and how executives are compensated, and part of its Board obligations.
Full story available via Triple Pundit