You searched for - Page 18 of 195 - Business in the Community

Q: What are BITC's thoughts on AI and the environment as many companies are integrating it?

AI has the potential to be a force for good by improving efficiencies and enabling better monitoring and analysis. But, as with social impacts, we need to be thoughtful about how we use it, rather than assuming the good will outweigh the bad. For example, energy demand for data centres is forecast to double by 2030, consuming more than a country like Japan does in a year. And they need significant quantities of water to cool servers. There is still a long way to go to fully understand the potential positive and negative impacts of AI, so businesses need to be part of measuring and analysing the data related to their own usage so that evidence based decisions can be made as the technology progresses.

Q: How do you see the government’s social value agenda can help to better engage businesses on the responsible business agenda?

When social value becomes embedded in public procurement, it stops being optional for those organisations that spend public funds and those businesses can see the clear commercial driver to invest in social value. Social value legislation creates common understanding and language, metrics and expectations. The shift in social value means that businesses are being challenges towards more strategic partnerships, and long term investment.

Q: Do you think those leaders that are trying to regress sustainability goals are being short sighted, especially given the fact that renewables and energy efficiency has taken a strong foothold and that it is better for operational cost, as well as improving their social value credentials?

Rolling back action doesn’t just create long‑term costs and risks. It is creating risks and costs right now. Investors still expect progress, employees want to work for organisations that are acting, and customers—especially in B2B—demand demonstrable results. And with the extreme rainfall the UK and many other regions have faced this year, it’s clear that every business must build resilience into operations, supply chains and the communities they depend on. That’s the heart of sustainability: not something to pursue only when conditions are favourable, but the foundation for a business that can survive and thrive today and tomorrow.

Q: We've got a real challenge on our hands squaring the downsizing across many businesses with food insecurity - you need to be in good work to be able to feed your family. How do we balance long term sustainability with the current economic reality?

This is a real challenge. The most effective responses balance short-term support with efforts to strengthen long-term financial resilience. Businesses can: protect good work wherever possible, support employees through transitions, and collaborate locally to tackle food insecurity. Maintaining responsible business commitments during tough periods helps preserve trust and stability. We also need to help communities build their own resilience to food insecurity. Through the Future Proofing Communities programme, we’re supporting people to grow and cook food. For example, in Teesside we are supporting primary school pupils to set up and run social supermarkets; growing produce to sell; offering small amounts of affordable store‑cupboard staples; and providing cookery lessons for parents. Together, this helps families access food with dignity and gain the skills and confidence to feed themselves—both individually and as a community.

Q: Would you mind expanding on why businesses are de-publicising their responsible business activity? Is it a resource issue, in that businesses may have reduced marketing and communication budgets and have therefore prioritised other things to publicise?

For some businesses reduced communications budgets are part of the picture, but there is also a growing sense of caution. Companies want to avoid accusations of over-claiming, and many are choosing to “prove before they promote”. We’re seeing a shift toward quieter, more evidence-based reporting rather than a decline in action.

Q: How long term should/ could businesses think in terms of impact- should we invest in the early years who are the future workforce of a community, especially in areas of disadvantage

Businesses should think generationally about impact, particularly as they move from adopting and embedding responsible practices to leading and transforming them. While earlier stage organisations may focus on short to medium term one-off interventions to support early years, leading responsible businesses recognise that improving social mobility and talent development begin long before recruitment. Investing in early years settings (0-11) especially in disadvantaged communities, is not simply philanthropic but a strategic, long term investment in future workforce readiness, wellbeing, inclusion and skills development. If businesses want sustainable access to diverse talent and stronger local economies, they must see themselves as part of the wider ecosystem shaping future outcomes, with a 5 to 10 year strategy to develop and deliver their social impact objectives. The Royal Foundation Business Taskforce stipulates that an extra £45.5billion could be generated for the national economy by investing in support for children, parents/carers and staff in early years settings (0-5yrs).

Q: What do you say to business leaders who say that DEI/Sustainability etc. is a “nice to have” but not required for making more money so cannot justify time and investment in it?

If inclusion, wellbeing or sustainability are framed as moral extras, they will always feel optional, especially under commercial pressure. But BITC research increasingly shows these issues are not peripheral to performance (e.g., 'Unlock the Value of a Thriving Workforce' analysis with the McKinsey Health Institute estimates that improving employee wellbeing could unlock £130–£370 billion in annual UK economic value, driven by gains in productivity, retention and reduced absence.) DEI and sustainability don’t guarantee short-term profit. But the evidence suggests they are increasingly part of the conditions that enable sustainable performance, resilience and growth.

FAQs

What are BITC’s thoughts on AI and the environment as many companies are integrating it?

FAQs

How do you see the government’s social value agenda can help to better engage businesses on the responsible business agenda?

FAQs

Do you think those leaders that are trying to regress sustainability goals are being short sighted, especially given the fact that renewables and energy efficiency has taken a strong foothold and that it is better for operational cost, as well as improving their social value credentials?

FAQs

We’ve got a real challenge on our hands squaring the downsizing across many businesses with food insecurity – you need to be in good work to be able to feed your family. How do we balance long term sustainability with the current economic reality?

FAQs

Would you mind expanding on why businesses are de-publicising their responsible business activity? Is it a resource issue, in that businesses may have reduced marketing and communication budgets and have therefore prioritised other things to publicise?

FAQs

How long term should/ could businesses think in terms of impact- should we invest in the early years who are the future workforce of a community, especially in areas of disadvantage

FAQs

What do you say to business leaders who say that DEI/Sustainability etc. is a “nice to have” but not required for making more money so cannot justify time and investment in it?

Posts

James Gibbons

Learn more about Ravinder Masih, Group Strategy and Responsible Business Manager at Severn Trent and member of the West Midlands Leadership Board at Business in the Community.

Posts

Ravinder Masih

Learn more about Ravinder Masih, Group Strategy and Responsible Business Manager at Severn Trent and member of the West Midlands Leadership Board at Business in the Community.

Posts

Stacey Brooke

Learn more about Stacey Brooke, Social Value Project Consultant at Ridge and Partners LLP and member of the West Midlands Leadership Board at Business in the Community.

Biography

Showing results for

1945 results

What are BITC’s thoughts on AI and the environment as many companies are integrating it?

How do you see the government’s social value agenda can help to better engage businesses on the responsible business agenda?

Do you think those leaders that are trying to regress sustainability goals are being short sighted, especially given the fact that renewables and energy efficiency has taken a strong foothold and that it is better for operational cost, as well as improving their social value credentials?

We’ve got a real challenge on our hands squaring the downsizing across many businesses with food insecurity – you need to be in good work to be able to feed your family. How do we balance long term sustainability with the current economic reality?

Would you mind expanding on why businesses are de-publicising their responsible business activity? Is it a resource issue, in that businesses may have reduced marketing and communication budgets and have therefore prioritised other things to publicise?

How long term should/ could businesses think in terms of impact- should we invest in the early years who are the future workforce of a community, especially in areas of disadvantage

What do you say to business leaders who say that DEI/Sustainability etc. is a “nice to have” but not required for making more money so cannot justify time and investment in it?

James Gibbons

Ravinder Masih

Stacey Brooke