Green initiatives are front and center. The 2012 International CES recently tallied up its recycling figures, and found it had recycled a record 75% of all of the materials used at its Las Vegas show.
That equates to a staggering amount of materials that got recycled—that's more than 80,000 square feet of banners and signs, plus 50,000 pounds of show publications.
In all, the Consumer Electronics Association repurposed:
• 35,700 square feet of magnetic banners, weighing 20,000 pounds—or 10 tons
• 28,600 square feet of vinyl banners
• 16,000 square feet of show signs and materials
• 50,000 pounds of show publications
“As the International CES is the largest annual event in Las Vegas, and one of the largest expos in the world—in addition to the fact that recycling and e-cycling is a big initiative in the consumer electronics industry—we wanted to make sure we were carrying this through to the trade show floor,” said Laurie Lutz, Vice President of Operations for International CES
By repurposing used vinyl banners from the 2011 International CES, at this year’s January 10-13 show, CES was able to create 190,000 recycled badge holders—and collected 11,000 of those badges to be recycled for a “third life” at the 2013 show. Going a step further, CES has used recycled carpeting and booth materials for many years.
"While recycling has associated labor costs, it is not prohibitively high," Lutz notes. In fact, CES is considering securing a green efforts sponsor for its 2013 show, to defray some of those costs.
“When you have buy-in from everybody, recycling and repurposing isn’t that hard,” Lutz notes. “Green initiatives should be able to fit into a show budget.”
In an interview in Incentive Weekly, Douglas R. Conant, the just-retired CEO of Campbell Soup Co., talks about leadership and motivating employees:
"You have to demonstrate an unmistakable philosophy of commitment to the well-being of the people in your company if you are to have any hope of inspiring them to an unmistakable commitment to your company. You also need to demonstrate that commitment in meaningful ways to get people deeply engaged.
When I started in 2001, we asked people what they needed in order to excel. We put together a plan that tangibly demonstrated that commitment, called “Campbell Valuing People, People Valuing Campbell.” And we followed through that plan. We did what we said we would do, we told people what we had done, and, finally, we asked them what we needed to do next.
"By developing a clear plan to revitalize employee culture, you create a better, higher-performing culture. You also have to get down to a granular level of culture-building that is clear and visible to all employees. Step one was getting out and listening to people and their issues. You have to confront brutal facts and feelings in the environment in which you are operating.
"You have to listen intently to what is said and not said, you have to frame the conversation, and you have to advance the agenda. This starts with adding a “How can I help?” mentality to the conversation and then a “How did it go?” mentality when the conversation is completed.
"We must be good stewards of our world, while we commit to being good stewards of our company. I have found that employees care deeply about our commitment to social responsibility. In my experience, the more we demonstrate our commitment in this space, the more engaged our employees become. We have been rated as one of the most socially responsible companies in the U.S. in each of the last four years by the Reputation Institute at the Center for Corporate Citizenship at Boston College—in the top 20 every year and as high as number two.
"As we take initiative on this front, employees have increasing pride in our company and become more zealous as brand ambassadors. When we began supporting the AHA with its Red Dress initiative in February, our employees started several random acts of kindness for fund-raising around the AHA initiative. Over time, it has gone from being a product-based issue that the company needed to address to being a rallying point for the organization to move forward and help save lives. Employees have been wildly engaged, and the more engaged they have become, the more our profile as a health-minded company has improved, as has our business performance." Read the entire interview here: www.incentivemag.com/article.aspx
A majority of planners are increasing the elements of volunteerism and charity at their meetings and events, in part simply because "it's the right thing to do," according to a recent M&C Research survey. Among other reasons cited most by the 114 respondents: Such activities boost participants' morale (48 percent), they often are part of a broader company initiative (38 percent), and attendees specifically request charitable agenda items (24 percent). Just 32 percent have no plans to increase volunteer activities at their meetings.
More than one-third (35 percent) of survey respondents would add a charitable element to meetings even if doing so increased their costs. See the Plan Ahead Events position on CSR on the home page of our web site.