planet veRsus pRofIt: the csR dIlemma

how bRands can ReconcIle theIR economIc and socIal ImpeRatIves

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whats in this report

..................... ........................ ........................ ..................... Project........... Pepsi: Refresh ........................ ........................ ........................ .................. lour.................. Dulux: Lets co . ........................ ........................ ........................ .................. wer of We....... Nokia: The Po . ........................ ........................ ........................ xe............ ecyclage de Lu Stella Artois: R .. ........................ ........................ ........................ ............... de Green......... . Fosters: Casca ........................ ........................ ........................ ............... o Refill.............. Kraft: Kenco Ec ... ........................ ........................ ........................ ............... story................. COI: Bedtime .... ........................ ........................ w..................... tomorro ve today, save EDF Energy: Sa ..... ........................ ........................ dle East......... in the Mid Eco fooprints WWF / EWS: .... ........................ ........................ ........................ ............... little bag.......... Puma: Clever .. ........................ ........................ ........................ ............ ........................ Ariel: Turn to 30

12 13 14 15 16 17 18 19 20

 Planet versus Profit: tHe Csr DileMMa

If someone said ten years ago that Pepsi was going to pull its multi-million dollar Super Bowl opening ad position and trade it in for a $20 million socially responsible community project, they would have been laughed off Madison Avenue. But this is exactly what happened. Brands are finally taking stories of corporate responsibility off the company website and telling them to the consumer. Some are well-received gifts of inspiration, while others fail to make an impact. Its a steep learning curve and everyones dying to know the secret of how to say it right, by Gemma Taylor. The Pepsi Refresh Project is just one of hundreds of corporate social responsibility (CSR) campaigns targeting an increasingly environmentally conscientious consumer. Last century saw the birth of the digital natives, now the research is in, and we can see the era of aspirational sustainability is upon us. According to global market research by Synovate, almost half the people surveyed said they would be willing to pay more for environmentally friendly products. Research from the Second Annual Corporate Social Responsibility Perceptions Survey revealed that while 75

Planet versus Profit july 2010: feature

Last century saw the birth of.

Planet versus Profit

the.digital natives, now the. research is in and we can. see the era of aspirational. sustainability is upon us..
percent of those who read a CSR agenda were more likely to purchase products or services from that company, only 13 percent were aware of the companys social responsibility agenda. Pepsi is adapting to this new consumer, whose role as citizen, environmentalist, community member and finally, purchaser is changing the way brands communicate with their markets. Like Pepsi, brands must now be brave enough to engage in these conversations and wise enough to invest in the groundwork that can avoid lies, embarrassment and confusion:The downfall of many CSR campaigns.
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Managing director of Ogilvy Earth Freya Williams observes that Pepsi is doing less in CSR than Coke, but getting more credit. So what is the key to Pepsis success? PrePArAtIon, PrePArAtIon, PrePArAtIon Any public speaker will tell you that the key to a good speech is preparation. A halfbaked improvisation to the wrong crowd is not only insulting to an audience but can be painfully dull and will be remembered for all the wrong reasons. The same applies to communicating sustainability credentials. Diana Verde Nieto, Founder of CSR communications agency Clownfish has a wealth of experience in this area. Over the years, we have found that a company should only speak out when it is has invested in sorting through its internal processes, such

as supply chain efficiencies, whether this is carbon, water or packaging, to the point where it is past the stage of compliance and has something uniquely relevant to say. A beautiful example of a company that has invested time and thought in a project before launch, is Dulux. Instead of telling the same old story of how colour can change lives, it considered broken window theory, and launched a campaign that would show and not just tell, how improving surroundings can inspire communities. Local teams of painters were set up around the world to paint areas in Paris destructed by the riots, a favela in Brazil, a slum in India and schools in Tower Hamlets, London. Only after these ongoing projects had been set in motion, was a creative campaign launched, giving it integrity and transparency. Euro RSCG CEO Russ Lidstone explains the thinking behind this strategy, Dulux understood that consumers in mature

Pepsi is doing less in CSR than. Coke, but getting more credit..

Planet versus Profit july 2010: feature

markets are willing to have their purchasing decisions influenced by CSR. Our brands lie naked in front of the consumer now. Twenty years ago you could get away with artificially wrapping a brand, now brand actions must be transparent and hold up to scrutiny. It is not incumbent on brands to be whiter than white, we have NGOs for that. Consumers want commitment and a demonstration that theyre trying to do something, like Coke and water or Dulux regenerating communities. Its about taking small steps towards these goals, while making money. the non SequItur This is a generous outlook that absolves those brands that are merely shoe-horning CSR communications into a brand strategy in which it doesnt belong. When BMW quit Formula One last season, the reason given was not its dire racing performance or the state of the economy. BMW chairman Norbert Reithofer reasoned that premium will increasingly be defined in terms of sustainability and environmental compatibility. Its involvement in motor sport ran contrary to its strategic business plan. This is a small step and one that will hopefully be followed up. But sometimes this change in tack can feel fake and awkward. Clownfishs Diana Verde Nieto warns brands against jumping on the band wagon. The times when these communications have backfired have been when they are unsubstantiated or irrelevant to the brand of consumer. HSBC launched a campaign on how to green your house. This
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.CSR isnt about planting trees. .to drive sales of biscuits..

has nothing to do with the core proposition of HSBC and if anything, weakens it. A lack of communication between the CSR and marketing department can sometimes be the cause of this backfire. The Stella Artois Hedge Fund campaign resulted in 8000 hedges and 60km of hedge rows being planted but it was berated by industry leaders for its lack of commitment and inappropriateness. Ogilvy Earth managing director Freya Williams said the Stella campaign felt gimmicky, that they had not done their homework and as a result, had a weak story to tell. Brands must work inside-out to have core sustainability. This was obviously not about building long-term brand value. Brand building should tackle something core to the consumer, like Wal-Marts Save money, live better. This is in-keeping with the original brand proposition of this budget-friendly superstore and not a lastminute afterthought, shoe-horned into the campaign by CSR box-tickers. Alistair Sim, director of creative agency Chase is constantly frustrated by this approach, CSR isnt about planting trees to drive sales of biscuits, its about the way your business thinks and acts from supply chain management and human resources to new product development. The sales and marketing should just be the signature at the end of this letter to our consumers.

Brands need to make sure this signature is clear because nothing stops communication like a case of mistaken identity. Dont juSt SAy It cleArly, SAy It fIrSt Despite the criticism, Stella should at least be commended for its bravery and leadership in an industry that risks possible criticism by highlighting its failings. Unlike Dulux, seen as a bystander brand, Stella Artois, as a drinks brand automatically falls under the complicit brand category, responsible for using millions of gallons of water to make a luxury item.

Stella is the first alcohol brand to bring this discussion to the table, which might be its wisest move yet. A more recent campaign uses print ads with a retro themed 60s style model holding a 7 percent lighter bottle. An on-pack promotion called Is Jasmine in Your Lightweight Bottle, guaranteed consumers a minimum cash prize of 50p with the chance to win up to 100,000. Aligning bold incentives with an earnest message is good in that, despite being unimaginative and unsustainable, it is the very least accessible. Like when Toyota launched Prius, the first electric car to go

Planet versus Profit

Planet versus Profit july 2010: feature

into mass production, Stella could hold a valuable first-mover advantage in this area. GreenBluShInG Some companies are first-movers but just dont talk about it, this perceived shyness is known as greenblushing. There are huge rewards for those who overcome this modesty. AduPont has made billions of dollars of savings by making themselves more sustainable. As a company of engineers pathologically shy when it came to touting their sustainability credentials, It sponsored the rebuild of Greensberg, a town destroyed by a tornado. The build was documented by the Discovery Channel allowing AduPont to shout about its achievements while retaining its modesty. Potentially, first-mover advantage can backfire on occasion. If the product is weak and perceived as a bolt-on, it can be a complete waste of money. Barclaycard Breathe, a green credit card with carbon neutral incentives, does not address fundamental business issues of Barclays and doesnt relieve them of responsibility of core impacts a spurious practice known as greenwashing. Group brand development leader for Standard Chartered Banks Here for good campaign Susan Ho actually laughed out loud at the prospect of Barclaycard Breathe, dismissing it as a trendy but short-term. eMPloyee enGAGeMent Product development can be a powerful communications tool in itself, but only when used in the right way. UK supermarket chains Waitrose and
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The communication model. should be prduct development. followed by employee. engagement and hen and only. then, promotion..
Sainsburys both launched game-changing new packaging for their milk products. Only one would survive. The new milk pouch, which used 75 percent less plastic than its bottled counterparts was launched in Waitrose. Customers rejected it, complaining that it was weird and that they didnt know how to use it. By comparison, before the pouches even hit shelves in Sainsburys, store managers taught employees how to use them, so when confronted with confused shoppers they could act as ambassadors, help consumers adapt to that thing they hate most, change. The natural first step for a brand to take is to engage its internal stakeholders, its employees and then its consumers in its journey. Not only by communicating to them but enabling them to live better lives through the brand, agrees Verde Nieto. The communication model should be product development followed by employee engagement and then, and only then, promotion. PAPA Dont PreAch Some campaigns not only neglect to engage employees but alienate their target audience with they way they preach at consumers with clunky and uninformed

Planet versus Profit

done its research and produced a campaign with clear and tangible benefits. It gave us the confidence that the message would be well received, she says. The misguided government attempt to encourage citizens to reduce their carbon footprint broke all these rules. The COI TV spot Drowning Dog by AMV/BBDO sees a little girl cowering in fear as her father gaily reads her a bed-time story depicting the death and destruction of Britain as a result of global warming. It received 939 complaints and was subsequently axed by the Advertising Standards Authority. The Emirates Wildlife Society made a similar mistake and with a dull and accusatory spot using a clichd newspaper stop-motion animation that suggested a connection between rising sea levels and the purchase of imported beef.


communications. P&G brand PR manager for fabric and home care Catherine Fairchild is convinced that the success of Ariels Turn to 30 Degrees campaign came from solid research and understanding of the consumer. Research revealed that 60% of the target audience wanted to do their bit without compromising on performance. Ariel had

Planet versus Profit july 2010: feature

cares about the methods of how this is communicated, he says. 250 million square feet of un-recyclable PVC is produced from outdoor billboards, every year. Thats 16 square miles, the equivalent of London. Im not a tree hugger. Im not an eco-warrior. I believe in green issues but I do not believe that banging a drum is the way to educate them. Make them fall in love with nature in a way people have forgotten. Curb produces taglines out of moss, logos out of crop circles and sculpts brands out of sand that can guarantee 100,000 viral views. Its this kind of lateral thinking that could inspire a global scalable campaign that doesnt advertise green credentials on a 60,000 sheet mail drop.

importance to validate all that you are doing through external advisory boards. VoIce of the future Partnerships, greenwashing, and employee engagement are all issues of the present so what does the future hold? Tom Delay, CEO of the Carbon Trust, predicts products will have to publish carbon credentials by law, which will be the end of greenblushing and greenwashing for brands. The Adidas Group believes sustainability and CSR could even spell the end for an increasingly unstable capitalist society. The Adidas Group has been working with Professor Yunus who argues that the purpose of a social business model is tackling social issues through entrepreneurial actions, not maximising profit, in a sustainable way where anticipated profits are not paid out as dividends but are reinvested in the social business. As a result of these discussions Reebok is about to launch projects throughout villages in Bangladesh, which will see $1 trainers made available to locals. Before we reach a world where brands are rushing to show off such radical CSR initiatives, we will start to see gradual progress towards a more practical approach, grounded in smarter thinking. It is the death of ecomagination and the birth of a more pragmatic approach exemplified by Wal-Mart, Save money, live better. This gradual shift in dialogue from altruistic charity messages to core brand benefits could be the solution to campaigns that are more than just the colour green.


Planet versus Profit

Marketers are still pursuing these narratives despite them proving ineffective time and again. You see it in the data that negative messaging is creating inertia. Look at the success of Hopenhagen. The world doesnt need any more doom and gloom, tree frogs and polar bears. Its positive messaging that draws in the new consumer, says Ogilvy Earths Freya Williams. Sim agrees with this, Its easier to bring about a change of attitude or behaviour in a person by suggesting small changes one at a time, rather than handing them a list akin to a manifesto for change and telling them to get on with it. thIS IS recycleD PAPer In a spot advertising its green credentials, power supplier EDF Energy made a TV ad using recycled footage. Old film clips of
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The Adidas Group. believes sustainability and CSR. could.even.spell the end for. an increasingly unstable. capitalist society..
the Wombles, Thunderbirds and John F Kennedy were cheap to use and good for the environment, serving to further highlight the message. Often, the mode of media used in communications can be wildly out of line with the message, like printing off a small forest to tell people about a new venture with The Rainforest Alliance. Anthony Ganjou runs natural media company Curb. Green marketing, green advertising, its all a farce. No one really

Investing in clear hallmarks like the Carbon Trust Standard or Fairtrade certification can also give campaigns gravitas and integrity and avoid the greenwashing label. Tesco uses the Carbon Reduction Label on many of own-label products, as do major brands ranging from Walkers crisps and Kingsmill bread to the Dyson Airblade, Morphy Richards irons and Cemex cement. The launch of Pumas CSR project PumaVision, in partnership with the United Nations Environmental Programme, is a perfect example of the well-placed faith brands put in external partnerships. PumaVision is an amalgamation of separate initiatives, such as a new packaging distribution system, the Clever little bag, which is a sustainable solution to the shoebox. Program director Mark Coetzee boldly states that it is of the utmost

Csr uniCating s of Comm n rule roducts 10 golde anaging the p od uct extra step of m take the the Pr 1. Focus onduct right. Green marketers must outset.

the 10 golden rules

Get the pro vate from the and eco-inno cycle impacts life eneFits ate core B duct communic 2. efits of the pro e primar y ben Focus on th crediBle itation. ments are external accred sr commit correct. Seek e your c 3. ensur orthy, transparent, and factually Be trustw lutions. unicate your so kes and comm ista 4. Be honest be something youre not. Admit m age y and ical l angu Dont tr rship. s or techn lich h mass owne ages and pus t to tired c im s r 5. dont reeoo pes. Use inclusive language and ster ty Break y ples attention. 6. tell a storl and powerful stories to hold peo ur lead. Use emotiona ve to follow yo petitors will ha ive. Com 7. Be First over advantage and seize the initiat Gain first-m e brand. relevance to th use that has no elevant 8. make it r er-centric. Dont champion a ca Stay consum oring ng language. ave to Be B using patronisi y doesnt h worth ple but avoid peo 9. e sexy. Inspire Wor thy can b d heard s have seen an Your consumer g le an gos. 10. Find a new t tired old green phrases and lo el ou Dont whe e. them all befor

 CORPORATE SOCIAL RESPONSIBILITY IN NUMBERS

CONSUMER ATTITUdES TOwARdS gREEN BRANdS

PLANET vERSUS PROfIT jULY 2010: STATS

TOP 20 MOST SUSTAINABLE COMPANIES (taken from the corporate Knights Global 100 for 2010)
CO2 RANK COMPANY General Electric Company PG & E Corp. Tnt Nv H & M Hennes & Mauritz Ab Nokia Corporation Siemens Ag Unilever Plc Vodafone Group Plc Smiths Group Plc Geberit Henkel Ag Inditex Sa Procter & Gamble Company Toyota Motor Corp. Westpac Banking Corp. Enbridge Inc Koninklijke Philips Electronics Diageo Plc Nippon Yusen Kk Royal Dutch Shell Plc PRODUCTIVITY $27,878 $8,656 $14,575 $65,236 $320,536 $32,741 $21,596 $44,047 $38,047 $26,028 $20,102 $39,934 $12,803 $130,187 $243,299 $3,782 $32,234 $21,642 $1,336 $5,392 1 2 3 4 5 6 7 8 LEADERSHIP DIVERSITY 25 % 38 % 20 % 54 % 20 % 15 % 13 % 9% 0% 0% 31 % 22 % 25 % 0% 33 % 15 % 0% 30 % 5% 20 % % TAX PAID 98 % 76 % 100 % 100 % 100 % 100 % 93 % NA 100 % 100 % 97 % 100 % 88 % 64 % 100 % 62 % 100 % 80 % 90 % 100 % COUNTRY United States United States Netherlands Sweden Finland Germany UK UK UK Switzerland Germany Spain United States Japan Australia Canada Netherlands UK Japan UK

60%
Of consumers want to purchase from environmentally responsible companies

csr in numbers

$138m
CSR IN NUMBERS
Paid in compensation by bP to individuals as of June 2010, as a result of the Deepwater Horizon oil spill incident in mexico

9 10 11 12 13 14 15 16 17 18 19

90%
Of consumers believe that companies have a responsibility to help reduce climate change

27%
Of people are willing to spend up to 9% more on products that are eco-conscious

20

meTHODOLOGY: Analysis for the Global 100 was based on the work of a group of sustainability research providers used to isolate a shortlist of the top ten per cent of sustainability and financial performers from a universe of 3,000 developed and emerging market stocks. These were then ranked by a set of Key Performance indicators (KPis) calculated using environmental, social, governance (esG) and financial data from AsseT4, with supplemental financial information provided by Factset research systems. companies were analysed by region and msci Global industry classification standard sectors according to the msci All country World index (AcWi).

2010 ImagePower Green Brands Survey, Synovate/Deutsche Welle, BP Gulf of Mexico Response

Source: The Global 100 most sustainable companies in the world

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PlAnet versus Profit july 2010: cAse studies

Achieving sociAl And environmentAl goAls

c A s e s t u d ye# 0 0 - d o l o r s i t A m e t i s

The Cream case study library contains more than 2,800 examples of best practice marcomms innovation from around the world. Here are a select that support and reiterate the themes of sustainability and CSR. They include global players, such as Pepsi with its groundbreaking Refresh project and Dulux with its community spirited painting schemes. Packaging innovations are an obvious way for many brands to make their products more environmentally friendly, as demonstrated by Puma, Kraft and Stella. Beer brand Fosters went one stage further, and developed a 100% carbon neutral beer, using an environmentally sustainable brewing process, recycled packaging and biodegradable printing. There are also examples of brands attempting to educate consumers. The Emirates Wildlife Society and Ariels Turn to 30 are excellent examples of brands communicating new ideas to consumers in an attempt to change long-standing bad habits. EDFs award-winning Green Britain Day campaign unites global environmental thinking with small scale community initiatives, to create a powerful consumer-centric message.

(Image taken from Lets colour campaign from Dulux)

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PePsi: refresh Project

PlAnet versus Profit july 2010: cAse studies

Pepsi

pulls its opening spot at the Super Bowl to launch community project.

editors comment

Pepsi pulled its multi-decade, multi-million dollar Superbowl opening ad position and traded it in for a $20 million social campaign. For a company that spends almost all its money on TV advertising and only had 250,000 actively engaged Facebook fans compared with Cokes four million, this was a bold move. Confident in the research that shows consumers are making purchasing decisions based on corporate responsibility credentials, Pepsi took the plunge.

achievable, constructive and shovel-ready ideas that would make a positive impact on communities. Americans voted for their favorite ideas at www.refresheverything.com and Pepsi awarded grants to the 32 top voted, totaling more than $20 million. This is an ongoing project and shows the brand as an optimistic catalyst for idea creation. Pepsi will fund projects that make a difference in six categories: health, arts

and culture, food and shelter, the planet, neighborhoods and education. Refresh projects range from helping disadvantaged kids to swim, to providing kennels for the pets of homeless people. The engagement is irrefutable. After just 72 hours, Pepsi had hit its 1000 submission limit for the first month, including at least one submission from each state, demonstrating the effectiveness and clarity of Pepsis message.

BRAND Pepsi BRAND OWNER PepsiCo

CATEGORY

Drinks (non-alcoholic)
REGION

United States
DATE

2010 - ongoing
AGENCY

The fact that a brand like Pepsi is moving its marketing budget out of the Super Bowl and into a project like this is extremely significant, especially given times of economic hardship.

TBWA\Chiat\Day

cAse study#01 - PePsi

The Pepsi Refresh Project invited individuals and organisations to submit beneficial,

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10

duluX: lets colour Project

PlAnet versus Profit july 2010: cAse studies

Dulux

paints the world a better place with a global socially responsible campaign.

Dulux is part of a global cluster of brands, referred to as Carel in Brazil, Valentine in France, Dulux in China, and Marshall in Turkey. Dulux needed a campaign that could work in all these markets and that could penetrate and inspire communities on a local scale. Dulux campaign director and CEO of advertising agency Euro RSCG Russ Lidstone spearheaded the new direction, Research showed us that 71% of consumers believe businesses are as responsible for change as the government. With paint, Dulux has a

powerful fundamental human truth that colour can regenerate communities and as a modern brand, we wanted to walk the talk rather than talk the walk. For a year before the campaign launched, Dulux paint teams were set up around the world and their progress was recorded. Favelas, slums in India, a school in Tower Hamlets - all were painted using the full palette
editors comment

of Dulux paint with the mantra, lets change peoples lives through colour. The website http://www.letscolourproject. com/ allows users to submit suggestions for areas where they think regeneration could take place and would benefit the community It also has a regularly updated documentary-style blog, which is a testament to the traction this campaign is gaining with the public.

BRAND Dulux BRAND OWNER Brand Owner CATEGORY AkzoNobel REGION Global DATE April 2010 - ongoing
AGENCY:

The key thing here is the groundwork Dulux did in the year before it launched the campaign, proving the brands commitment to changing peoples lives through colour

Euro RSCG

cAse study#02 - duluX

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11

nokiA: the Power of we

PlAnet versus Profit july 2010: cAse studies

Nokia

creates an environmental vision, The Power of We, that staff and customers alike can support.

Nokia is used to connecting people from far flung corners of the globe, but it wanted to take this relationship a step further, to unite those people behind a global cause. Problems such as global warming are of such magnitude it can often seem beyond our abilities as to have an impact The Power of We aimed to create a cohesive environmental approach not only for Nokias 5,000 strong workforce but for its billion customers worldwide. Initially implemented back in 2007, the first step was to unite Nokias 60 international offices that had until then been operating as disparate entities on the environmental front. The target was to inform at minimum 50% of Nokias global workforce of its environmental vision, and sign-up a minimum of 1,000 people as active champions of sustainability. Only when this target had been achieved did Nokia begin targeting its billionstrong customer base.

A variety of channels and tactics including screensavers, laptop and furniture stickers, animations, videos, installations, events and multimedia messages sent to phones were used to spread the message and encourage involvement. Longer term initiatives such as the we:reward and the we:champion scheme recognised those who made positive changes in their work or led by example on the environmental front. The creative unfolded through quarterly themes, around which events and content are introduced incrementally. Recycling, excessive flying and energy awareness were all dealt with using interactive events, humour and digital content. When looking at the numbers, the Power of We has so far proved very successful. Internal awareness is at 75% and event participation at 20%. Over 1200 we: champions have signed up in 25 countries. In addition, employees have made over 4000 pledges through we:reward. Recycling events proved particularly popular, and increased rates by 600%.

BRAND Nokia BRAND OWNER Nokia CATEGORY Telecoms/Mobile REGION Global DATE 2007 - Ongoing AGENCY Naked Communications

cAse study#03 - nokiA

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editors comment

Nokia really practices what it preaches in the realm of sustainability and the key thing with The Power of We is the buy-in it got from all employees crucial if you are going to communicate a CSR-driven message.

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12

stellA Artois: recyclAge de luXe

PlAnet versus Profit july 2010: cAse studies

Stella

Artois launches more than a lightweight bottle.

cAse study#04 - stellA Artois

Stella Artois has long been marred by its negative image as the heavy drink of choice for bingedrinkers and has even acquired the nickname wife-beater. To combat this, the French beer brand saw an opportunity to be the first alcohol brand to bring the issue of sustainability direct to the beer consumer. Stellas first tentative steps into the corporate social responsibility arena were with the successful Hedge Fund campaign. Finding the reception to be a positive one, Stella went one step further and made fundamental changes to supply chain and packaging. Fifty percent

of a Stella Artois can is now made of recycled aluminum and all packaging is produced of 100% recycled paper. A new bottle that is 7% lighter than its predecessor formed the centre piece for a campaign constructed entirely around the environment, Recyclage De Luxe, brainchild of advertising agency Mother. The print adverts have a futuristic retro-60s vibe while the viral offering features four episodes of a spoof variety show called Le CO2eux Soire.
editors comment

These tell the audience about Stellas ecological initiatives. One episode seamlessly features the electro-indie band Marina & the Diamonds, to tap into the festival scene ahead of the summer. A special limited-edition label and a unique on-pack promotion, called Is Jeannie in Your Lightweight Bottle? accompanied the campaign. This guaranteed consumers a prize of at least 50p, and the chance to win up to 100,000, with each pack purchased.

BRAND Stella Artois BRAND OWNER Anheuser-Busch InBev CATEGORY Drinks (alcoholic) REGION United Kingdom DATE March 2009 - ongoing AGENCY Mother

Stella is the first major beer brand to put sustainability at the core of its communications, despite the relatively low consumer awareness about the inefficiencies of beer manufacturing. Such a proactive strategy is sure to give the brand first mover advantage, and it wont be long before we see similar moves from its competitors.

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13

fosters: cAscAde green

PlAnet versus Profit july 2010: cAse studies

Fosters

releases its first 100% carbon neutral beer on a living wall.

cAse study#05 - fosters

Fosters wanted to expand its environmental product positioning and make it easier for consumers to make a green choice. It conducted research that identified a consumer demand for premium quality and environmentally friendly beers and a consumer willingness to do something green that was within their reach and lifestyle. So, after months of extensive environmental life-cycle analyses of the processes at its Cascade Brewery, Tasmania, it finally released a 100% carbon neutral beer Cascade Green. All aspects had been looked at under a cradle-to-grave green light, from carbon

offsetting and the picking of the hops to its eventual disposal in the recycling bin. Fosters wanted the advertising and marketing material to reflect this. The bottles are lightweight and made of recycled glass and the cartons are 100% recycled cardboard, printed with twocolour biodegradable vegetable inks. This not only reduces the amount of ink applied, but also adds to the raw and natural design style of the packaging.
editors comment

Before launching the beer, Cascade Green went through the rigorous Department of Climate Change accreditation process required to achieve Australian Government Greenhouse Friendly certification. This gave the brand the confidence, integrity and accountability to attempt a media first and produce an advertising campaign using unconventional living-billboards made of real plants.

BRAND Cascade Green BRAND OWNER Fosters CATEGORY Drinks (alcoholic) REGION Australia DATE February 2010 - ongoing AGENCIES Ogilvy, Eye Corp

Fosters trumps Stella with a fully carbon-neutral beer. Its great to see a major brewer making such a commitment to sustainability, starting at product development.

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14

krAft: kenco eco refill

PlAnet versus Profit july 2010: cAse studies

Kraft

cAse study#06 - kenco eco refil

promotes new eco-friendly packaging solution for coffee.

whether they recycle their glass jar or not, can reduce their waste. To incentivise this change in behaviour, Kraft not only launched a 6m celebrity-full TV campaign but also factored in a financial saving. At 3.58 per 150g, the refills are less per gram of coffee than both the 100g (rsp: 2.58) and 200g (rsp: 4.98) jars. The packs can also be sent to Kenco, free of charge, for TerraCycle recycling where they can be turned into fun new items like bags, pencil cases and
editors comment

umbrellas. For every pack returned they will donate 2p to the charity of your choice The gamble paid off, giving the Eco Refill pack a distinct first-mover advantage. Reactions to the new system can be seen on the online forum for parents, a key demographic for Kenco, Mumsnet, where hundreds of users discuss the merits and challenges of Kencos attempt at a more sustainable packaging solution, Why hasnt someone thought of this before?

BRAND Kenco BRAND OWNER Kraft CATEGORY Drinks (non-alcoholic) REGION United Kingdom DATE Jan 2010 - ongoing AGENCY JWT

To boost the sustainability credentials of its coffee, Kenco started buying all its beans from Rainforest Alliance farms. But Kraft wanted to go one step further and took the bold step of looking at what makes up 30% of most landfill sites - packaging. Rather than buy a new jar of coffee, Kenco developed the Eco Refill pack, which allows consumers to refill their empty Kenco jars. The Eco Refill packaging requires 81% less energy to make than the glass jars and sends 97% less waste to landfill. This change in packaging is also supported by 2009 Defra findings that 40% of glass is not currently recycled and so a Kenco Eco Refill pack means everyone,

This is such a no-brainer it is surprising no-one has done this before. A really simple idea, well-executed which makes no real difference to the consumer but a huge amount of difference to the environment

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15

coi: bedtime story

PlAnet versus Profit july 2010: cAse studies

The

British government brings climate change to story time.

The UK Department of Energy and Climate Change (DEEC) published research showing that: 52% of people think climate change will not significantly affect them; only 33% think that it will and 15% do not know. When participants were asked how they would react if they knew climate change was going to have a serious effect on their childrens lives, 74% said that they would be willing to change their lifestyle. As a result of this research, the Central Office of Information (COI) launched the Act on CO2 campaign. Directed at adults, the proposition was to protect the next generation. The TV spot shows a father settling down to read his daughter the story of climate change.

The book shows a British town deep under water, with people and animals drowning. Carbon dioxide is depicted as clouds of black soot rising from cars, homes and hairdryers. The soot then gathers into a jagged-toothed monster that menaces the town. The daughter looks increasingly alarmed and asks her father if the story has a happy ending. A voiceover cuts in, Its up to us how the story ends, and directs viewers to the Governments Act on CO2 website.
editors comment

The bedtime story theme also inspired these print ads, which provoked a staggering reaction from the public. The Advertising Standards Authority (ASA) received 929 complaints about the ads from adults who had found them upsetting and distressing. The ASA defended the campaign and stated that marketers could use an appeal to fear to encourage prudent behaviour and that the fear likely to be aroused should not be disproportionate to the risk.

BRAND COI BRAND OWNER COI CATEGORY Government/Public Sector REGION United Kingdom DATE December 2009 - ongoing AGENCY AMV BBDO

Public information messages have to tread a fine line between communicating important messages, without resorting to hysteria-inducing proclamations. The complaints generated by some of the campaign executions, and the fact they were defended by the ASA proved the imporance place on the climate change situation by the establishment.

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cAse study#07 - coi

If our climate changes our landscape changes.

Save our climate for our children. Search online for

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16

edf energy: sAve todAy, sAve tomorrow

PlAnet versus Profit july 2010: cAse studies

EDF

Energy recycles footage to illustrate its renewable energy proposition.

cAse study#08 - edf energy

In a bid to promote its commitment to reducing carbon emissions, Power supplier EDF Energy developed the Eco20:20 tariff, pledged to reduce the carbon intensity of its electricity production by 60% by 2020, and signed up as a sustainability partner of the London Olympics 2012. To start promoting a greener image that was in line with these endeavors, EDF launched a TV campaign that walked the talk - recycled

commercials. The fist spot features a range of clips including an excerpt from one of John F Kennedys speeches stating that our environmental problems are man-made, shots of flooding and a vintage clip from a government public message urging consumers to watch their meter. Following the montage the ad states: This commercial is made from recycled film clips, and ends with the strapline, Save today. Save tomorrow.
editors comment

The second spot features recycled footage of old Superman films. Viewers reacted well to this approach and this version won the UTalkMarketing Peoples Choice award. Eco20:20 helps customers to save both money and carbon, so who better to highlight these dual benefits than a cult character who leads a double life to make some great savings?, said Head of Brand at EDF Energy, Martin Stead.

BRAND EDF Energy BRAND OWNER Electricite de France CATEGORY Fuel/Oil Utilities REGION United Kingdom DATE January 2008 - ongoing AGENCY Euro RSCG MEDIA CHANNEL TV

Its all very well behaving in an environmentally friendly way, but the production of ads can be incredibly energy inefficient. The recycled ad was a great way to show EDFs commitment to sustainability.

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wwf/ews: eco footPrints in the middle eAst

PlAnet versus Profit july 2010: cAse studies

The

UAE brings sustainability to the table.

cAse study#08 - wwf/ews

With more concrete laid per minute than in any other country, Dubai and its Arab Emirates neighbours are not exactly known for their commitments to sustainability. As a part of a larger federal initiative, Al-Basma Al-Beeiya, the Emirates Wildlife Society has partnered with the World Wide Fund for Nature (EWS-WWF) to develop a piece of animation to raise awareness within the UAE about the impacts of a high carbonfootprint lifestyle. The project, Ecological Footprint, wanted to make consumers in the Middle East aware of the scarcity of natural resources and impacts that the misuse of these resources could have on future generations. Research by

the Global Footprint Network showed that UAE household consumption of electricity, food, water and mobility, made up for more than 57% of the UAEs total footprint. This knowledge prompted the initiative to start building awareness around product consumption and providence. The films stop-animation newspaper cutout style was geared at a younger audience, with the Dubai skyline and a man dressed in traditional clothing included to keep it relevant to a local audience. Communications Officer

of EWS-WWF, Dubai, Reem Al-Thawadi says, The key is to help inspire people to want to use the green alternatives that are available, and help push for greater availability of green products. The project also developed several educational footprint tools including an Ecological Footprint and is sponsoring a sustainable lifestyles campaign, Heroes of the UAE, which specifically focuses on helping the UAE reduce its energy and water consumption.

BRAND WWF Emirates Wildlife Society BRAND OWNER WWF Emirates Wildlife Society CATEGORY Charities Government/Public Sector REGION United Arab Emirates DATE March 2010 - ongoing

editors comment

This is quite a bold campaign from a country known more for its commitment to construction than to its commitment to the environment. Because the UAE is quite late to the table in terms of CSR, the objective is one of information rather than transformation.

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PumA: clever little bAg

PlAnet versus Profit july 2010: cAse studies

Puma Vision starts long-term sustainability program.

Sportswear brand Puma addressed its carbon paw print by analysing one of the key sources of pollution - packaging. It wanted to produce a new industry standard in retail packaging that would do away with the classic cardboard box and replace it with something more sustainable, which would also improve the management of waste and energy efficiency. The sustainability project Puma Vision developed the Clever little bag, which not only uses environmentally friendly materials but also takes up less space, so transportation efficiency is improved.

The introduction of this new system will reduce the paper used for shoeboxes by 65% and carbon emissions by 10,000 tons per year. It will also cut consumption of water by one million litres and paper consumption by 8,500 tonnes. Other initiatives involve moving from
editors comment

polyethylene bags to sustainable materials for its apparel collection packaging, which uses 29 million fewer plastic bags a year, and the simple action of folding packaged T-shirts just one more time saves on emissions and costs during transportation.

BRAND Puma BRAND OWNER Puma CATEGORY Accessories/Clothing/Footwear Sport/Leisure REGION Global DATE April 2010 - ongoing

Packaging is a great place to start when trying to be more energy efficient. Puma has managed to turn being frugal with packaging materials into a stylish benefit.

cAse study#0 - PumA

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Ariel: turn to 30

PlAnet versus Profit july 2010: cAse studies

Ariel

encourages eco-friendly changes in consumer washing habits.

consumers to action one simple change in behaviour, which will help save energy and reduce greenhouse emissions. The campaign worked across every aspect of Ariels communications, from the packaging to a television campaign and an experiential roadshow with celebrity backing from actress and model Helena Christensen. As a result of the campaign, in 2006 only 2% of loads were washed at 30 degrees, now 50% claim
editors comment

they wash at 30 degrees, and 88% of people say they chose to wash at 30 degrees because of Ariels educational message It was one of the first P&G brands in the UK to capitalise on a mainstream environmental awakening and delivered not only consistent behavioural change and volume sales uplift, but also widespread stakeholder and industry accolades for putting energy-saving on the agenda.

BRAND Ariel BRAND OWNER Procter & Gamble CATEGORY FMCG Household Goods REGION United Kingdom DATE April 2009 - ongoing AGENCY ZenithOptimedia

cAse study#10 - Ariel

With the rise of cheaper own-brand laundry products, the once dominant Ariel realised it had to fight for its share of an ever crowded market. It needed to revitalise the brand and drive emotional engagement and loyalty in an otherwise low-interest category. Ariel identified that its consumers were light green when it came to the environment. They wanted to do their bit for the planet, but needed to be shown that their actions contributed to a wider effort that would lead to positive change. This drove the decision to put sustainability at the heart of the brand. The Ariel Turn to 30 Degrees campaign encourages

Its not easy to persuade consumers to change their behaviour. So by changing the product to work at a lower temperature, it is easy to communicate a simple step that people can take to save money and the environment.

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