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Unique among its kind, this home built ATV is constructed completely from parts available to everyone! Companies spend thousands of dollars building their brands and defining their reputations – often using superlative terms. This is part of the evolving role of corporate communicators as stakeholder-engagers with the added responsibilities to work internally to ensure that the messages are not ahead of the reality, and with stakeholders to help ensure that the expectations are reasonable. When faced with organizational resistance, some people are tempted to build external demand, hoping this will provide the burning platform for the changes that they seek to implement. Piloting the program in places where improvement is clearly needed and will have the greatest impact can lead to dramatic results. In an ideal world, there would be little downside to complete transparency – and sharing the mistakes as learning opportunities long the way.
When Google announced its energy use, many people were shocked at the massive size of their footprint.  By revealing its energy usage, Google not only acknowledged its impacts, it took the first steps toward managing its energy use and sourcing, while at the same time increasing stakeholders’ expectations for both reporting and progress. We must create an environment in which transparency and authenticity count and are valued in their own rights, because transparency is necessary for a more complete and balanced determination of corporate reputation – and when transparency is met with a balance of understanding as well as criticism, it is easier to be authentic. John Friedman has more than 20 years of experience in public relations and corporate communications. Ecopreneurist is part of the Important Media network of blogs working to make the world a better, greener, more profitable place.
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John Friedman points out seven ways companies, big and small can build a reputation that lasts. Some will use data from internal surveys or seek external validation from third parties to validate the brand attributes that matter to them. The data demonstrate universality (or progress toward it) and the examples offer context and meaning – assuming there are enough examples.
Document those improvements, of course, but moderate your internal and external communications (actual mileage may vary, highway mileage will probably be less). Promoting and promising huge gains may intimidate internal stakeholders who recognize that cannot possibly be replicated while, at the same time, building outsize expectations in external stakeholders’ minds.
Sadly, the impact of missed earnings expectations on stock prices offers a real-world counter to that idealism. It would be unfortunate and misguided if those who advocate for transparency and accountability were to do anything but laud the company for its courage and convictions.
Reducing travel will reduce costs and benefit work-life balance for your employees but, it does not in fact reduce actual emissions.
Since 1998, he has been helping companies large and small engage in programs that help drive performance by realizing their environmental, social and economic goals. Opinions and comments published on this site may not be sanctioned by, and do not necessarily represent the views of Sustainable Enterprises Media, Inc., its owners, sponsors, affiliates, or subsidiaries.
Other companies will use examples that support the desired reputational attributions – ‘proof points’ to validate their image. Consistently referring back to the same example(s) are signs of a company or organization resting either on its laurels, or disconnected from the reality on the ground.

Dunning a company because of a missed milestone due to circumstances beyond their control (such as a natural disaster forces an unexpected shutdown of operations or delivery of a key piece of equipment) may unfairly impugn their intentions and their efforts. While emissions from the flights not taken were not part of your footprint, those planes did fly and those emissions did enter the atmosphere. The major vulnerability of this approach is that just one outlier example can even more effectively be used to discredit the point, even if it is the exception. Without the accompanying data, it takes on significance beyond itself. An example of a promise is when a company commits to reducing specific emissions by a specific amount (absolute or percentage) by a certain date. Similarly, energy reductions do not correspond to a reduction in output (or emissions) from the power plant. A plan outlines how they intend to do so, and often requires a baseline measurement to be substantive. The program puts the plan into action and performance measurement offers a scorecard or dashboard against both the plan (have we installed the needed equipment, reduced energy use, etc.) as well as the promise (numerical reporting on the actual emissions).

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