By John DaviesVP Senior Analyst, GreenBiz

The State of The Art& EMPLOYEE ENGAGEMENTSUSTAINABILITY

September 2014

2

Finding Common Ground with HR Sustainability professionals usually think of their

challenges in terms of the physical or fiscal

impact of their efforts, the results measured

in tons of CO2 or dollars saved. But the most

vexing challenge for the emergent sustainability

profession may well be its use of language. In

the past we’ve noted that the most apt title for

the sustainability executive is Chief Translation

Officer. Nothing has reinforced this more than

conducting the third edition of our employee

engagement survey (previous surveys were

conducted in 2008 and 2011).

As researchers, we like to follow trends over

time, asking the same questions in exactly

the same words, year over year. But the

language of sustainability (or corporate social

responsibility, corporate citizenship, environmental

stewardship, or any number of other names we call

our programs) continues to change. As terms

change, it becomes more difficult to conduct a

meaningful longitudinal survey.

For example, we added a new question to our

latest survey. We asked whether environmental

and social issues have become more connected

than five years ago and also whether they

will be more connected in the next five years.

Eighty-seven percent of respondents from

large companies said they have become

more connected and 94 percent said these

issues would become even more connected

in the future. That makes it difficult to keep

asking questions about “environmental and

sustainability training” as if it exists in a vacuum

divorced from social issues.

What We Talk About When We Talk with HR When it comes to working with the human

resources group (HR) at a company, there are

significant issues around the use of language

that sustainability executives should understand.

Take “employee engagement.” Sustainability

professionals use this term frequently to

describe their attempts to motivate a company’s

employees and further the sustainability or CSR

program. But HR executives already have a

definition for the term and a way to measure it.

3

saw in our recent research was how those who

viewed their programs as “advanced” placed

much more emphasis on activities such as

“harnessing sustainability as a foundation for

innovation, new products, and new markets” than

those who identified as “beginners” (63 percent

to 37 percent respectively). A slightly smaller

but still significant gap exists when it comes to

providing job-specific sustainability information

(45 percent to 28 percent respectively).

As sustainability programs evolve and companies

make greater commitments, they will need to

shift from general education to more formalized

training, and the HR team are best suited to

support those efforts.

Partnering with HR One of the more disconcerting results from our

survey is the lack of involvement of the HR group

in a large majority of corporate sustainability

efforts. When we asked which department was

primarily responsible for employee sustainability

education, only 1 percent of large and mid-

CSR professional who noted that he ran into

resistance when he met with HR to talk about

how to improve employee engagement efforts

at the firm. After several frustrating encounters,

he changed the conversation to talk about how

they could increase the participation numbers

in the company’s sustainability programs.

Reframing the language and understanding how

HR used certain terms broke down the barriers

that had prevented them from working together

effectively. When the conversation comes

around to engaging employees, they now talk

about “participation rates.”

From Education to Training Another potential language gap happens when

sustainability and HR professionals discuss how

to enlist employees in furthering the sustainability

mission. In our research, almost three-fourths

of respondents (73 percent) indicate that their

company is educating employees across the

organization about its corporate sustainability

goals. And yet, in a recent study by The

Conference Board, only 5 percent of the S&P

500 have instituted employee CSR training.

This disconnect offers another opportunity to

sit down with HR — in this case, to discuss the

differences between “education” and “training,”

and where the company should focus its efforts.

Education tends to refer to broader and more

general learning activities whereas training is

more skills based. One of the differences we

HR sees engagement as the employee’s

willingness to apply discretionary effort toward

meeting the company’s goals, to do more than

merely meet job requirements and customer

needs. It is typically measured via an index

approach using employee answers to survey

questions, such as whether an employee would

recommend the company as a great place

to work or how proud they are to work at the

company.

Many who work in the sustainability profession

measure engagement by employee activity in

extracurricular programs, with the hope that

this participation has an effect, either causal

or correlative, on the larger measurement of

employee engagement. We interviewed one

“According to The Conference Board, only 5% of the S&P 500 do employee CSR training.”

4

sized companies said that HR was leading the

efforts. The same percentage held when we

asked which department championed corporate

sustainability education efforts.

Failing to partner with HR for sustainability

education and training or to increase

participation in other aspects of a well-rounded

sustainability program is a missed opportunity.

Finding a common language to discuss how to

fix this is imperative. Wharton finance professor

Alex Edmans evaluated the stock performance

of organizations named to Fortune’s “Best

Companies to Work For.” He determined that

companies making the list from 1984 to 2009

outperformed peers by 2 to 3 percent per year.

Other research by the Corporate Executive Board

found that employees most committed to their

organizations put in 57 percent more effort on

the job — and are 87 percent less likely to resign

— than employees who consider themselves

disengaged.

Sustainability is only one of many topics identified

by HR professionals as important for employee

attraction and retention. It sits lower on the

list than compensation, healthcare, and other

benefits. That means it’s up to the sustainability

professional to work with HR on their terms

and let them help measure participation in the

company’s sustainability program and connect the

dots to improving overall employee engagement.

Employee Engagement Survey Results The GreenBiz Group Employee Engagement survey, conducted in March 2014, examines aspects

of corporate environmental and sustainability education initiatives at companies at varying stages

of program development. This survey builds on the GreenBiz Group and National Environmental

Education Foundation (NEEF) 2008 and 2011 survey findings featured in “The Engaged Organization”

and “Toward Engagement 2.0” and provides a quantitative understanding of the evolution of employee

engagement.

What’s New and Interesting Since the Last Survey

• “Sustainability” remains the established phrase to describe a company’s environmental sustainability initiatives. “Greening” for many years was the second-most-used term but is now almost the least used to describe these initiatives.

• Social and environmental activities converge. As companies begin to address more complex supply-chain issues, those surveyed see environmental and social issues becoming more connected.

• Has sustainability knowledge become less important or have we “arrived”? In large companies, those surveyed see less of an increase in the value placed on a job candidate’s sustainability knowledge than in years past, while mid-sized and small companies still see this as increasing.

• Organizations with “advanced” programs are focused on operationalizing their initiatives. Greening the supply chain and harnessing sustainability as a foundation for innovation, new products, and new markets are seen as competitive differentiators.

• Education methods focus on personal interaction. In 2008, consultants and online training modules led the way. This year, more organizations are focusing on green teams and employee networks.

• The biggest hurdles cited by beginners are the key factors for an advanced program’s success. Beginners cited executive commitment, education, and communications as the biggest hurdles to moving their sustainability programs forward, while those with more advanced programs cited those very same factors as key to their success.

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Participant Overview The GreenBiz Employee Engagement survey

participants were recruited from the GreenBiz

Group’s GreenBuzz mailing list, which has a

broad audience. Participants represent a diverse

range of industry sectors. There were 1,334 sur-

vey respondents, with approximately 34 percent

from small companies (fewer than 99 employ-

ees), 40 percent from medium-size companies

(100 to 9,999 employees) and 26 percent from

large companies (more than 10,000 employees).

The results represent a purposeful sample of

those interested in business and environmental

issues. Respondents were a mix of mainstream,

environmentally progressive large companies

and smaller, self-identified “green” companies.

In a self-assessment of their programs, 50 per-

cent considered themselves either advanced

(high employee awareness and engagement,

but some areas still need improvement) or very

advanced (high level of employee awareness

that supports aligned values, strategy and opera-

tions). The largest group of respondents (44 per-

cent) consider themselves to be improving, with

some level of employee awareness but still a

need to change company culture and employee

behavior. Only 6 percent identified themselves

as “taking first steps.”

Breaking this down further provides some in-

sight into both the GreenBiz audience and how

they view their company’s efforts. Respondents

from three times as many small companies view

their programs as very advanced compared to

those from either mid-size or large companies.

More than half of those mid-size and large com-

panies view their programs as “improving”

while only 26 percent of respondents from small

companies saw their organizations in that way.

(see Chart 1).

2014 Sustainability Education Program Level

340

=

100 =

100 =

340

=

290

=

320

=

260

=

530

=

540

=

60 = 80 =

40 =

Very advanced Advanced Improving Taking fi rst steps

34%

10% 10%

34%29%

32%26%

53% 54%

6% 8%4%

Small Medium Large

The smaller company respondents were more

frequently located in marketing and sales or

“other” functions, while respondents from large

and medium-size companies primarily were

located in marketing and sales, environment,

health and safety (EHS), facilities, corporate

social responsibility (CSR) and “other” functions

(see Chart 2).

There are two significant shifts in terms of the

departments where respondents reported. In

2014, respondents located in the EHS department

Company Respondents’ Department

500

=

240

=

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100 =

80 =

220

=

280

=

420

=

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320

=

300

=

140 =

220

=

180 =

20 = 20 = 20 = 00 = 00= 20 = 20 = 40 = 100 =

20 = 20 = 20 = 760

=

740

=

660

=

Marketing and Sales

Communications Corporate Social

Responsibility

Environment, Health and

Safety

Facilities/Operations

Human Resources

Legal Procurement Public Affairs Other (please specify)

25%

12%9%

7% 5% 4%

11%14%

21%

8%

16% 15%

7%11% 9%

1% 1% 1% 0% 0% 1% 1% 2%5%

1% 1% 1%

38%37%33%

Small Medium Large

(Chart 1) (Chart 2)2014 Sustainability Education Program LevelSmall Medium Large

Company Respondents’ Department

“Half of surveyed companies considered their employee engagement programs to be either advanced or very advanced.”

Small Medium Large

6

Company Respondents’ Title

decreased from 21 percent in medium sized

companies and 22 percent in large companies

to 16 percent and 15 percent, respectively.

Conversely, in 2011, 10 percent of respondents in

medium-sized company and 14 percent in large

company were based in the CSR department,

whereas by 2014 those numbers increased to

14 percent and 21 percent, respectively.

Respondents from small companies were most

likely to be the president, owner, or CEO, while

large and midsized company respondents were

managers, directors, or staff (see Chart 3).

The Name of the Game As in years past we asked respondents to tell

us the term used at their company to describe

“sustainability” activities. Over the course

of the last six years, the term “sustainability”

has become the standard for describing these

activities, with just over half (51 percent)

Company Respondents’ Title

330

=

20 = 00= 40 = 80 =

60 = 180 =

170 =

180 =

20 = 40 = 30 = 190 =

320

=

410

=

150 =

280

=

250

=

80 =

90 =

70 =

President, Owner, CEO

Vice President Director Offi cer Manager Staff Other (please specify)

33%

2% 0% 4% 8% 6%

18% 17% 18%

2% 4% 3%

19%

32%41%

15%

28%25%

8% 9% 7%

Small Medium Largeidentifying that term, up from 49 percent in

2011 and 34 percent in 2008 (see Chart 4).

While most other terms have held their own

in the single digits, two terms have lost their

cachet in describing corporate sustainability

efforts. One is the term “environmental, health

and safety,” which has fallen from 8 percent of

respondents citing it in 2008 to just 4 percent

this year. A more precipitous drop has occurred

for “greening,” which dropped from 15 percent

to just 2 percent.

We began to track another trend this year: the

convergence of social and environmental issues.

We asked to what extent environmental and

social issues are being linked, compared to five

years ago and in the next five years. In a trend we

have noted in other research, environmental and

social issues are becoming more intertwined,

regardless of the size of company (see Chart 5).

Is There Value in Knowledge? In our past two reports, we’ve highlighted

the fact that close to 50 percent or more of

companies (depending upon their size) place

at least some or a great deal of value on a job

candidate’s sustainability knowledge. That may

have reflected more of a desire to see the glass

Company term to describe “environmental” and “sustainability” activities

680

=

980

=

1,00

=200

=160

=240

=160

=120

=160

=100

=100

=140

=200

=120

=120

=80

=80

=100

=160

=140

=80

=20 = 40 = 60 = 300

=160

=40 = 40 = 60 = 40 = 100

=40 = 20 =

Sustainability Corporate Social Responsibility

Sustainable Development

Triple BottomLine

EnvironmentalStewardship

CorporateResponsibility

(CR)

Environmental Health and

Safety

Sustainable Growth

Greening CorporateEnvironmentalResponsibility

(CER)

34%

49% 51%

10% 8%12%

8% 6% 8%5% 6%

10%

4% 5%4%8% 7%

4%1% 2% 3%

15%

8%

2% 2% 3% 2%5%

2% 1%

CorporateCitizenship

5% 7% 6%

Small Medium Large

(Chart 3)

(Chart 4)Company Term to Describe “Environmental” and “Sustainability” Activities

Small Medium Large

Small Medium Large

7

Social & Environmental Converge90

=113

=88

=113

=87

=114

=

Small Medium Large

90%93%

87%88%94%93%

Environmental and social issues have become more connected than 5 years ago

Environmental and social issues will be more connected in the next 5 years

How much value does your company place on jobcandidates’ sustainability knowledge?

520

=

130 =

110 =

300

=

340

=

380

=

140 =

300

=

360

=

40 = 220

=

160 =

A great deal Some Very little None

52%

13% 11%

30%34%

38%

14%

30%36%

4%

22%16%

Small Medium Largehalf full, and it certainly is with small companies, where 52 percent place

a great deal of value in a candidate’s sustainability knowledge (see Chart 6)

When it comes to larger organizations, though, the glass is more than half

empty: 52 percent of mid-sized and large firms place very little or no value

in a job candidate’s sustainability knowledge. Looking at the next five years,

only 1 percent anticipates that the value of job candidates’ sustainability

knowledge or interest will decrease as a hiring factor (see Chart 7). The

number of small and mid-sized firms that anticipate that the value of

sustainability knowledge will increase in the next five years has remained

relatively constant since 2008 at 78 percent and 63 percent, respectively.

The biggest shift has come in large organizations, where the number

of respondents anticipating the value to increase has dropped from 67

percent in 2008 to 59 percent in 2014. Conversely, the percentage of those

anticipating it staying the same rose from 32 percent in 2008 to 41 percent

in 2014.

It is not clear if this marks a plateau in the value of sustainability knowledge

at large companies based upon already achieved success, or a decrease in

the importance of sustainability knowledge as a hiring factor. As depicted

(Chart 5)

(Chart 6)

in Chart 1, only 10 percent of respondents from large companies view

their programs as very advanced, a drop from 17 percent in 2008. The

percentage of those in large companies who see their programs as

improving rose from 45 percent in 2008 to 54 percent in 2014.

For respondents from mid-sized companies, there is a similar change in

the percentage of those who saw their programs as improving in 2014

(53 percent) than in 2008 (42 percent). But that change did not come as

How do you anticipate that the value of job candidates’ sustainability knowledge or interest will change as a hiring

factor in the next fi ve years?156

=126

=118

=2= 2= 0= 42 = 74

=82

=

78%63% 59%

1% 0%21%

37%

It will increase It will decrease It will stay about the same

Small Medium Large

41%

1%

(Chart 7)

Social & Environmental Converge

Environmental and social issues have become more connected than 5 years ago

Environmental and social issues will be more connected in the next 5 years

How Much Value Does Your Company Place On JobCandidates’ Sustainability Knowledge?

How Do You Anticipate That the Value of Job Candidates’ Sustainability Knowledge or Interest Will Change as a Hiring Factor in the Next Five Years?

Small Medium Large

Small Medium Large

the result of any change in those viewing themselves as very advanced

and in some ways benefitted from a decrease in those taking first steps

from 13 percent in 2008 to 8 percent in 2014.

Anecdotally, we are often asked by both students and professionals

how to get a job in corporate sustainability. Our answer is that

candidates should scour a prospective employer’s web site and read

the sustainability report (if there is one) to determine whether and how

much the company values sustainability. The applicant may not get that

“sustainability” job, but at least he or she will know that they’re dealing

with a company that shares their values. They may also find out what

parts of the company are most engaged in the sustainability agenda

and find jobs there that connect to their passion.

Championing Corporate Sustainability Education Companies may not be hiring employees as much based upon applicants’

sustainability knowledge, but these institutions are interested in

educating employees across the organization about their corporate

sustainability goals. Almost three-fourths of respondents (73 percent)

indicated that their company was providing this education (see Chart 8).

8

� �� � No27%

Yes73% � �� �� �

Does your company educate employees across the organization about its corporate

sustainability goals?

Does your company plan to start educating employees about its sustainability goals

within the next two years?

No18%

Yes27%

Not sure55%

In both small and large companies, this number was as high as 80 percent.

For those not communicating their sustainability efforts to their employees,

only 27 percent plan to do so in the future and more than half (55 percent)

just aren’t sure.

The size of a company definitely determines who the champion is for their

sustainability efforts. While 26 percent of respondents with advanced programs

cited the founder, CEO, or president as the champion, the majority of those (19

percent) came from small businesses (see Chart 9). In 2011, 32 percent cited

the senior executive. The two other big champions for those with advanced

programs were the CSR department (18 percent, up from 11 percent in 2011)

and the EHS group (13 percent, down from 14 percent in 2011).

The story is different for those beginning their efforts. The CSR (24 percent)

and EHS (16 percent) groups are their biggest champions. A senior executive

(either the founder, CEO, or president) was identified by only 13 percent of

respondents, more than half of who are from small companies.

What department has most championed the company’s sustainability education efforts?

Small Advanced Medium Advanced Large Advanced

380

+80

+60 =100

+100 +160

=60 +100

+100 =

120 +20 +20

=60 +60

=40 = 20 +00+20 = 20 +20 = 00+ 20 +20 = 160

+160

+120 =

Founder, CEO or President

CSR EHS Marketing and Sales

Individual champion

Human Resources

Procurement Employee volunteer

Internal Communications

Other (please specify)

3%4%

19% 8%

5%

5%

5%

5%

3%6%1%1%

3%3%

2%1%1%

1%1%

1%1%

6%

8%

8%

(Chart 8)

(Chart 9)What Department Has Most Championed the Company’s Sustainability Education Efforts?

Small Advanced Medium Advanced Large Advanced

Establishing the Program In some cases, the size of a company determines

which department is responsible for employee

sustainability education. For 22 percent of all

advanced companies, this job rests with the CSR

department and for 12 percent of respondents

the job is located in the EHS department (see

Chart 10). When considering small companies,

however, the responsible department could just

as easily be marketing and sales (6 percent),

HR (6 percent), or communications (3 percent).

Since 2011, there’s been one major change

for both advanced and beginner companies.

In both cases, the CSR department is most

likely responsible for conducting employee

sustainability education. In advanced companies

this has risen from 14 percent of respondents

in 2011 to 22 percent in 2014, while in beginner

companies the increase has been from 19

percent to 28 percent.

When it comes to the topics on which departments

focus for employee sustainability education

programs, there hasn’t been much change over

the past six years. The top five have remained the

same (see Chart 11) and there’s been little change

further down the list. For the most part, these

topics are broad and somewhat general in nature.

Further down the list, however, there are

some very big gaps when it comes to topics

prioritized by advanced companies versus

beginners (see Chart 12). These topics tend to

be less general and more about operationalizing

9

Which department is primarily responsible for employee sustainability education?

Small Advanced Medium Advanced Large Advanced

160 +120

+160

=80

+80 +80

=60 +20

+60 =

60 +60 +40

=120

+20 +20 =

120 =

40 +20 +20 =

300

+220

+80 =

CSR EHS Communications Facilities/Operations Human Relations Marketing and Sales

I don’t know Other (please specify)

8%

5%

6%

8%

4%

4%

4%3%1%3%

2%3%

3%

1%1%6% 6%

1%1%2%

4%

11%

15%

(Chart 10)

Top 5 Topics for Sustainability Education

Advanced Beginner

770

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750

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740

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670

=

750

=

630

=

720

=

600

=

520

=

520

=

General information about sustainability

issues.

The company’s sustainability successes and accomplishments.

Actions at work to conserve or protect

resources.

Environmental footprint of the company.

Volunteer programs

77% 75% 74%67%

75%

63%

72%

60%

52% 52%

(Chart 11)Which Department is Primarily Responsible for Employee Sustainability Education?

Small Advanced Medium Advanced Large Advanced

Top 5 Topics for Sustainability Education

Advanced Beginner

the organization’s sustainability program. For

example, there is a 26 percentage point gap

between advanced and beginner companies

when it comes to harnessing sustainability as

a foundation for innovation, new products, and

new markets. The gap is only slightly smaller for

greening the supply chain and presenting job-

specific sustainability information.

Respondents at the advanced program level

use a variety of education methods. In 2008,

“The topics of employee sustainability education programs haven’t changed much in the past six years.”

respondents found online training modules to be

most effective, followed closely by hiring a consultant

and competitions (see Chart 13). By 2014, those

showed the biggest drop-off in terms of preferred

methods for educating employees. Two of the three

biggest gainers are based upon human interaction

with internal green teams and employee networks

ranking highly alongside internal communications

campaigns via multiple media.

For companies at the advanced program levels,

respondents report the most important factors

motivating employees to incorporate sustainability

dimensions into their job are concern for the

environment and society, CEO support or mandate,

10

Biggest Topic Gaps Between Advancedand Beginning Programs

Advanced Beginner

630

=

370

=

470

=

230

=

590

=

350

=

590

=

380

=

450

=

280

=

Harnessing sustainability as a foundation for innovation, new products, and new

markets.

How the company is addressing climate

change.

Sustainability attributes of the company’s

products and services.

Greening the supply chain.

Job-specifi c sustainability information

63%

37%

47%

23%

59%

35%

59%

38%45%

28%

(Chart 12)

Education Methods (preferred by advanced programs)

468

=

688

=

678

=

480

=

684

=

684

=

512

=

674

=

660

=

530

=

678

=

676

=

522

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670

=

664

=

538

=

672

=

670

=

554

=

662

=

670

=

704

=

602

=

590

=

566

=

664

=

674

=

732

=

636

=

626

=

708

=

646

=

626

=

588

=

594

=

556

=

Internal communications

campaign (multiple media)

2.34

20142008 2011

3.44 3.39

2.4

3.42 3.42

2.56

3.37 3.3

2.65

3.39 3.38

2.61

3.35 3.32

2.69

3.36 3.35

2.72

3.31 3.35 3.52

3.01 2.95 2.83

3.66 3.183.66

3.18 3.133.54

3.23 3.132.94 2.97 2.78

Internal “green teams”

Employee networks

Award and recognition

programs

Communityvolunteerprograms

Partnership withnonprofi ts

Incentives Hiring a consultant Product designguidelines

Online training modules

Competition among

departments,facilities or

business units

Employee handbooks or

policydocuments

(Chart 13)

In your opinion, what motivates employees to engage in corporate sustainability activities (advanced)?

2011 2014

780

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690

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600

=

650

=

600

=

630

=

500

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490

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510

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410

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430

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410

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310

=

340

=

250

=

250

=

180 =

200 =

Concern for the environment and

society

78% 76% 72%69%60%

65%60%63%

50%49% 51%46%

41%46% 46%43% 40%41%

31%34%25% 25%

18%20%

Evident CEOsupport ormandate

Sustainability goalsincluded in

performanceevaluation

Job satisfaction

Improved company reputation

Internalpeer champions

Success storiesabout otheremployees’

accomplishments

Generalsustainabilityinformation

related tocorporate practices

Competition, either within the company

or with directcompetitors

Financialrewards

Regulatory requirement

Customerloyalty

(Chart 14)

Biggest Topic Gaps Between Advancedand Beginning Programs

Advanced Beginner 20142008 2011

Education Methods (Preferred by Advanced Programs)

In Your Opinion, What Motivates Employees to Engage in Corporate Sustainability activities (Advanced)?

2011 2014

and job satisfaction (see Chart 14). Rated much higher than in

2008 is the use of sustainability goals included in performance

evaluations, which increased 15 percentage points from 2008 to

2014.

We asked respondents from beginner companies to share their

views as to the biggest hurdles to sustainability education in their

company. Rather than provide a list to choose from, we asked

them to describe these hurdles in their own words. Small, mid-

sized, and large companies all cited a lack of time as a hurdle (23,

20, and 17 percent, respectively). Along with a need for increased

budget and resources, the two other common themes in their

replies were a lack of education and communication about the

topic of sustainability, and a lack of executive commitment (see

Chart 15).

Not surprisingly, when we asked those with more advanced

programs to identify the top three critical factors that should be

in place for success, education, communication, and executive

commitment rose to the top (see Chart 16).

11

What are the biggest internal hurdles to sustainability education in the company?

80 =

200 =

350

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80 =

140 =

550

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160 =

290

=

370

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230

=

200 =

170 =

Executive Commitment

8%

20%

35%

14%

55%

16%

29%

37%

23%20%

17%

Small Medium Large

8%

Education & Communication

Budget, Resources &Competing Priorities

Time

Top 3 Critical Factors to have in place for success

360

=

520

=

450

=

300

=

530

=

280

=

270

=

340

=

180 =

Executive Commitment

36%

52%

45%

53%

28% 27%

34%

18%

Small Medium Large

30%

Education & Communication

Strategy & Goals

(Chart 15)

(Chart 16)

What Are the Biggest Internal Hurdles to Sustainability Education in the Company?

Small Medium Large

Small Medium Large

Top 3 Critical Factors to Have in Place for Success

“Small, midsized and large companies all cited a lack of time as a hurdle to sustainability education in their company.”

12

ACKNOWLEDGMENTGreenBiz Group would like to thank the National Environmental Education Foundation (NEEF) and PriceWaterhouseCoopers (PwC)

for their support of this year’s Sustainability & Employee Engagement report.

We would also like to thank the more than 5,600 members of the GreenBiz Intelligence Panel who take time out of their busy days

to respond to our surveys. The GreenBiz Intelligence Panel consists of executives and thought leaders in the area of corporate

environmental strategy and performance. Panel members participate in brief monthly surveys, providing their expertise and

perspective on corporate initiatives, laws and regulations, and scientific advances that are shaping the sustainability agenda.

© 2014 GreenBiz Group Inc. (www.greenbiz.com). May be reproduced for noncommercial purposes only, provided credit is given to GreenBiz Group Inc. and includes this copyright notice.