< Previous30 East Midlands Business Link www.eastmidlandsbusinesslink.co.uk CORPORATE SOCIAL RESPONSIBILITY Why employees are setting the new CSR agenda www.eastmidlandsbusinesslink.co.uk East Midlands Business Link 31 CORPORATE SOCIAL RESPONSIBILITY Employees are demanding more than promises. From climate pledges to diversity goals, staff want evidence their employers are living up to the values they promote. C orporate Social Responsibility (CSR) has traditionally been presented as a way for firms to prove their credentials to the outside world. Reports on carbon reductions, diversity statements and charitable partnerships were written with customers, regulators and investors in mind. Today, however, the most influential audience is often much closer to home. Employees are increasingly shaping how companies respond to social and environmental pressures, and their expectations are proving harder to dismiss. Millennials and Generation Z now make up a substantial share of the workforce, and their attitudes towards employment differ from those of previous cohorts. Salary and security remain important, but younger workers are more likely to ask questions about whether a company’s activities align with their own values. Surveys consistently find that these groups favour employers who take clear stances on sustainability, diversity, and social impact. If those are absent, many are prepared to look elsewhere. In sectors facing skills shortages, this creates a pressing incentive for businesses to take corporate responsibility seriously. Yet these expectations are not just about external commitments. Workers want to see tangible evidence in their day-to-day environment. A company that publishes a climate pledge but continues to use outdated, energy- intensive systems will quickly be challenged. Staff who are encouraged to recycle but see management travelling frequently by private jet are unlikely to be persuaded by glossy brochures. The disconnect between rhetoric and reality is now far more visible, particularly in an age where internal frustrations can be shared on social media. Authenticity, rather than appearance, has become the measure of success. 32 Á32 East Midlands Business Link www.eastmidlandsbusinesslink.co.uk CORPORATE SOCIAL RESPONSIBILITY That demand for authenticity is reshaping workplace culture. CSR is no longer an abstract policy managed by a department in head office. Employees expect to participate directly, whether through structured volunteering days, local community partnerships, or involvement in sustainability projects within the business. Many firms are responding by creating staff resource groups, offering paid time for charitable work, or developing platforms where employees can propose and lead new initiatives. For the workforce, the opportunity to contribute to something beyond immediate tasks can build pride and purpose, while for employers it enhances engagement and loyalty. Internal expectations are also affecting strategic decision-making at the highest level. Executives are becoming aware that reputational risk does not only flow outward. Disengaged employees, or those who feel their company is failing to live up to its stated values, can become critics with considerable reach. The rise of platforms for anonymous reviews means staff perceptions are visible to potential recruits and investors. A company’s employer brand is now as exposed to scrutiny as its customer- facing brand. Decisions on investment, product development and supply chains are increasingly assessed not only for cost and compliance but also for their potential impact on employee morale. This pressure from within has another effect: it accelerates the pace of change. Regulations on sustainability and social governance are tightening across many markets, but staff expectations are often ahead of legal requirements. Workers want their employers to anticipate rather than follow regulation, and they are pushing leadership to adopt stronger commitments sooner. Businesses that move slowly risk losing not only public reputation but also the confidence of their own people. The consequences are particularly visible in recruitment and retention. Firms that demonstrate clear CSR commitments are finding it easier to attract top candidates. Conversely, www.eastmidlandsbusinesslink.co.uk East Midlands Business Link 33 CORPORATE SOCIAL RESPONSIBILITY those without credible policies face scepticism in interviews and struggle to hold on to existing staff. In competitive industries where skilled workers have multiple options, CSR is becoming a differentiator that sits alongside pay, benefits and career development. Some companies now highlight their sustainability programmes and diversity initiatives as prominently as they promote their financial results, recognising that these factors influence employment decisions. Smaller businesses, too, are feeling the effect. Staff in local firms expect the same consideration of ethics and sustainability as their peers in multinationals. The scale may differ, but the principle remains: workers want employers to act responsibly and transparently. For smaller companies, this often means engaging with local communities, supporting regional initiatives, and ensuring fair treatment within supply chains. Far from being a burden, such activities can strengthen ties with customers and build a resilient reputation. The demand for corporate responsibility from employees also reflects a wider cultural shift. For many, it is a central part of identity, and the values of an employer can reinforce or undermine that sense of purpose. A company that provides opportunities for staff to contribute to environmental or social goals allows individuals to feel they are making a difference through their work. That sense of meaning can be as powerful a motivator as salary or promotion. As new generations enter the workforce, expectations will continue to evolve. Issues such as climate resilience, human rights in supply chains and the ethical use of technology are likely to dominate future debates. Employees will expect employers to take positions on these questions, and silence may be interpreted as avoidance. Businesses that are proactive, transparent and willing to involve staff in shaping policies will be better placed to navigate the scrutiny.34 East Midlands Business Link www.eastmidlandsbusinesslink.co.uk PUBLIC RELATIONS A pparently, someone’s tried to impersonate me on Instagram. Flattering? Maybe. Accurate? Not even close. Here’s how you can tell a fake me from the real one: The fake one is all buzzwords, hustle, and motivational quotes. The real one talks about timing, tension, and how to actually land a story that gets published. The fake me drops emojis. The real me drops press coverage. It did get me thinking though…if someone’s going to try and clone me — they might as well do it properly. So, I cloned myself. No ring light. No ego. Just 20 years of relevance, not reach. And you — the business owner who’s actually doing the work — already have what they’re looking for. You just need to package it properly. That’s what I help people do. And that’s what Dr Spin is trained to help you practice. I built him because so many of you told me the same things: “I don’t know what makes a good story.” “I don’t feel big enough for the media to care.” “I don’t know how to pitch without sounding desperate.” So here’s what I’ve been telling them — and now, so can he: 1. Start with what’s different Not your entire origin tale. Just one clear, timely angle that solves a problem Someone tried to clone me on Instagram — so I beat them to it Greg Simpson, founder of Press For Attention PR, explains why he created an AI clone. PR insight crammed into a little AI called Dr Spin. Why I did it Because I’m fed up of watching actual experts miss out on press coverage whilst loud-but-lightweight ‘personal brands’ take up all the space. Real founders. Real businesses. Real stories. Ignored — not because they’re not good enough…but because they’re not prepared enough. They think PR is about being famous. Or about having a flashy logo, a big team, or a blue tick. It’s not. Journalists want experts, not egos. They want stories, not slogans. They want www.eastmidlandsbusinesslink.co.uk East Midlands Business Link 35 PUBLIC RELATIONS or reframes an issue. 2. Show results, not reach Followers are not the metric here. Impact is. What changed because of what you did? 3. Be findable, helpful and human Journalists don’t need perfection — they need clarity and confidence. Make it easy to say yes. 4. Lead with insight, not ego What do you know that most people don’t? That’s your story. The rest is noise. 5. Make your soundbite your superpower Practice saying smart things in short, sharp ways. That’s what gets you quoted. Try it. Then try pitching. Dr Spin isn’t a gimmick. He’s not a hype machine. He’s my best advice, distilled into something you can test and apply today — even if you’ve never pitched a journalist in your life. Use him to practise your angle. Use him to check if your story’s press- worthy. Use him to feel like you’ve got this, before you hit send on a pitch. Try it now while it’s still free: https://pressforattention.com/chat- with-dr-spin/ Because if someone’s going to clone me, it might as well be me — and it might as well help you get featured. A former business journalist, Greg Simpson is the author of The Small Business Guide to PR and has been recognised as one of the UK’s top 5 PR consultants, having set up Press For Attention PR in 2008. He has worked for FTSE 100 firms, charities and start-ups and conducted press conferences with Sir Richard Branson and James Caan. His background ensures a deep understanding of every facet of a successful PR campaign – from a journalist’s, client’s, and consultant’s perspective. 36 East Midlands Business Link www.eastmidlandsbusinesslink.co.uk Why health and safety is every employer’s responsibility Why health and safety is every employer’s responsibility HEALTH & SAFETY www.eastmidlandsbusinesslink.co.uk East Midlands Business Link 37 H ealth and safety has become one of the defining responsibilities for today’s employers. The days when it could be treated as an afterthought are over. In a climate shaped by litigation, regulation and public scrutiny, the way a company manages safety is now regarded as a direct measure of its competence and integrity. There is an expectation that organisations will not only comply with the law but also embed health and safety into the culture of their workplaces. Responsibility inevitably begins with leadership. Directors and senior managers are expected to take ownership, setting clear policies and making sure the resources are in place to deliver them. Risk assessments now have to be dynamic processes that evolve as new machinery is installed, working methods change or different hazards emerge. When leadership treats safety as a genuine priority rather than a formality, the tone is set for the rest of the workforce. The impact of this approach is visible across sectors. Companies that invest in building a strong safety culture experience fewer accidents and benefit from a more stable and productive workforce. Staff are more engaged when they feel their wellbeing is valued, and they are less likely to take time off or look elsewhere for work. At a time when many industries face skills shortages, a good safety record can prove decisive in retaining experience and attracting new talent. The financial case is equally persuasive. Preventive investment in training, protective equipment and safer systems reduces costs over the long term by avoiding the disruption and claims that follow when something goes wrong. One serious accident can wipe out years of savings through compensation payments, lost productivity and reputational damage. By contrast, businesses that can demonstrate a robust safety record often find Firms that place safety at the heart of their culture find the benefits extend well beyond compliance, from stronger teams to greater competitiveness. 38 Á38 East Midlands Business Link www.eastmidlandsbusinesslink.co.uk HEALTH & SAFETY themselves in a stronger position to bid for contracts, with clients and customers increasingly expecting proof of high standards as part of procurement processes. Attention is no longer confined to physical hazards. Mental health and wellbeing now fall within the scope of what employers are expected to manage. Stress, anxiety and burnout are recognised as risks that can undermine performance and cause lasting harm if not addressed. Organisations that provide training for managers, create open channels of communication and put support structures in place are not only meeting their responsibilities but also creating more resilient teams. Communication is central to making any of this work. Safety procedures have little impact if they exist only in manuals or on intranet pages. Employees need to understand how policies affect their everyday tasks and why they matter. The most effective employers make health and safety a two-way conversation, encouraging staff to highlight hazards, contribute to solutions and take ownership of their own wellbeing. That sense of involvement builds commitment and ensures potential problems are identified before they become serious. New technology is changing the picture too. Digital platforms now allow near misses and hazards to be reported instantly, while data gathered from wearable devices can help to spot environmental risks or signs of fatigue. These tools do not replace basic principles of safe working, but they can provide valuable evidence for managers to refine procedures and target resources where they are needed most. www.eastmidlandsbusinesslink.co.uk East Midlands Business Link 39 HEALTH & SAFETY Embracing innovation in this way demonstrates to employees and partners that safety remains a priority in a rapidly changing workplace. The benefits extend beyond the factory floor or office. Organisations known for high safety standards develop reputations for professionalism and reliability. In a market where clients are increasingly cautious about who they work with, being able to show a culture of responsibility can make the difference between winning and losing contracts. Insurance providers also recognise the value of effective risk management, often rewarding businesses with reduced premiums. Maintaining momentum is the harder task. Health and safety cannot be treated as a one-off initiative. New risks emerge as industries evolve, and complacency can undo years of progress. Employers who review their systems regularly, adapt to new challenges and keep the conversation alive are those who continue to reap the benefits. Those who neglect these responsibilities not only expose their workers to harm but also place their own stability in jeopardy. Health and safety is about more than compliance. It is about creating an environment in which people feel secure, valued and able to perform at their best. Employers who take that responsibility seriously discover that the rewards are significant: a more motivated workforce, stronger loyalty, lower costs and an enhanced reputation. Investing in safety is, in reality, investing in the long-term success of the business itself.Next >