Nestlé launched the Nestlé for Healthier Kids Programme in Hong Kong in 2017. In this interview, May Chung, General Manager, Nestlé Hong Kong Limited, explains the why and how of a global programme helping children lead healthier lives while creating value for the business.
A great culture can create a better, more inclusive and thriving work environment that translates to better financial results, engaged, connected, inspired and higher-performing employees, deeply satisfied and loyal customers, greater top-line growth, enhanced wellbeing and more creativity. And who doesn’t want to work in, or do business with, an organisation that’s known for its awesome culture?
In this interview, Judy Wong, Group General Counsel and Chief Compliance Officer of Tricor Group, and Director of SVPHK, explains how Tricor solves some of their pain points through their purpose portfolio and how this forward-thinking approach has helped them through the pandemic.
Reflecting on the last few months of industry events, partner conversations and Member meetings, here are my observations on some major barriers to social innovation in Hong Kong. Some of my views may be unpopular, but then again we’re not here to be mainstream. Alongside each is an example of what we’ve tried in overcoming that barrier, in case it’s useful to others.
As a sustainability professional, I often heard versions of the same message: “sustainability is for rich companies that have money to spare”. Over the years, this outlook has changed in part due to greater exposure to climate risks. Before we truly understood the magnitude of the Covid pandemic, the World Economic Forum Global Risks Report’s top risks in terms of likelihood and impact heavily featured environmental issues.
In 2012/13, I was tasked to help establish a whole new government funding scheme, namely the Social Innovation and Entrepreneurship Development (SIE) Fund, with an aim to provide impetus to propel the development of social entrepreneurs and build the local social innovation ecosystem. At the time, the government had been providing resources to fund and support the development of the social enterprise sector for almost a decade. The staunch support from the government had already enabled the social enterprise sector to flourish and gain recognition generally in Hong Kong.
Over 90 percent of consumers say it is important for companies to show they are committed to doing the right thing, according to a recent seven-market study by FleishmanHillard’s TRUE Global Intelligence practice. The report, COVID-19 Mindset: The Collision of Issues, analyses the inflection points taking place around the world as consumers’ thoughts and approaches to their health and finances shift, and expectations of their government, community, employers and each other change.
During the early months of the global pandemic, we frequently heard and used the expression “in a post-COVID-19 world” when thinking about the future. Now, after four months of sheltering in place and no clear path to a new “normal,” we’re beginning to hear the phrase “life in a COVID-19 world.”
As the world has learned to cope with the pandemic and started to look ahead to long-term recovery, we all keep hearing about the need to “build back better”, increase resilience and not go back to the way things were. Easy to say, but what exactly does that look like? How do we truly transition to rebuilding a “new economy” that is more inclusive and sustainable, using what we have learned in the past few months?
Covid-19's relentless exposure of inequality provides us with a unique and unprecedented opportunity. The pandemic is driving awareness around the broader issues faced by women in society. Companies need to understand women are a key nexus in how value is shared and created between a company and the local community. Basic steps they can take is by demonstrating Creating Shared Value (CSV) and highlight inclusivity in how we measure, support and produce social value to ensure gender parity in pay or increase the number of women in leadership.