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RBC Susty Dialogue Series: Edition IV

RBC Susty Dialogue Series IV: Event Report

1. INTRODUCTION

All paths converged at the Baraza Media Lab on November 6th, 2024, where the fourth edition of the “Susty Dialogue Series” unfolded in spirited fashion. Hosted by Responsible Business Consulting, the evening tackled a topic at the heart of sustainable development: “Social Sustainability – People Matter.” It was a night of lively discourse, fresh ideas, and a shared commitment to the essential role of people and communities in business sustainability.

The event opened with Susan Njoroge setting the stage, as she emphasised the “5 Ps” essential to sustainable development: People, Partnership, Peace, Prosperity, and Planet. Her words reminded everyone why sustainable business is about so much more than profits—it’s about creating real value for society. She spoke of the “Pact for the Future” made by 193 world leaders at the UN General Assembly, underscoring a united vision for a thriving planet that puts humanity’s well-being at the core. “It’s about economy, society, and biosphere,” she said, “and each one depends on the other.”

The event unfolded with about 40 participants present, representing different sectors from large companies, SMEs, multinational corporations to grassroots NGOs, government, and academia gathered to share strategies, insights, and hopes for a socially responsible future. The program featured dynamic panel discussions, thought-provoking breakouts, and an open Q&A segment that encouraged diverse voices and perspectives. Attendees delved into questions like, “How can we prioritise people in business?” and “What are we doing to build equitable communities?” This approach ensured that everyone; from corporate leaders to local changemakers—had a space to contribute their experiences and ideas.

Central to the evening was the “Guiding Question”: How do businesses become champions for people and communities? This question sparked conversations around employee well-being, equitable wages, fair labour practices, and local community engagement. The panellists offered actionable insights, and the breakout sessions allowed for deeper dives into specific challenges and creative solutions. Ideas flowed freely, from reimagining workplace policies to redefining success through a community-centred lens.

As the evening drew to a close, it became clear that the “Susty Dialogue Series” has established itself as a beacon of thought leadership and collaboration in the sustainability space. This edition’s emphasis on people-centred sustainability left attendees inspired to champion social responsibility in their own spheres. In a world that is constantly evolving, one thing was certain: the journey toward sustainable, people-first business practices had gained new momentum, driven by the collective will to build a brighter, more inclusive future.

2. PANEL CONVERSATION

Panellists:

Moderator: Susan Njoroge, MD Responsible Business Consulting, Senior Associate – CISL

Qs: What are the foundations of social sustainability?

One of the panellists stated that social sustainability is essentially a measure of how well our communities are thriving and how secure we feel within them. It’s not just about looking at isolated individuals or short-term outcomes but about taking a broad, collective view of community well-being. They posed questions like whether people are safe and secure in their neighbourhoods, if their basic needs are being met, and whether they feel empowered to express themselves. Social sustainability, they said, means creating an environment where communities as a whole can flourish. 

The panellist explained that in their organisation, these questions are taken seriously, with tools developed to help businesses assess their social and environmental impacts from multiple angles. When evaluating a company’s social responsibility, five critical areas are examined: the environment, customers, community, employees, and governance practices. By assessing these elements, businesses are encouraged not just to deliver profits but also to foster trust, accountability, and positive influence within their ecosystems. 

They further elaborated that their approach is holistic, with approximately 80% of their assessment focusing specifically on social responsibility. This process is not a simple checkbox exercise but a thorough evaluation challenging businesses to make a real difference in the lives of those they serve. They emphasised that a socially responsible CEO should see these five areas as interconnected pieces of a larger puzzle, all essential to building sustainable communities. Neglecting any one area while prioritising others, they said, would fail to drive meaningful, lasting change.

Qs: When it comes to a company, what should be considered essential for social sustainability? What are the touch points within the organisation?

Another panellist emphasised that social sustainability is so much more than just looking at a balance sheet, but for many organisations, that’s still where they start and stop. True social sustainability means examining every layer of impact a company has on its people, communities, and the planet. It’s a full-scope assessment that includes all those who interact with the company; from those in the highest executive roles to those in the supporting roles along the supply chain:

Qs: What would be guidelines or documents that really define how social responsibility should be addressed?

One of the panellists mentioned that when it comes to promoting social responsibility, certain global guidelines set the foundation for ethical and fair practices. One of the most essential frameworks is the UN Guiding Principles, which provide a structured approach to supporting social responsibility in businesses. This guideline rests on three pillars:

In addition to the UN framework, the IFC (International Finance Corporation) Guidelines provide a specific set of standards, especially relevant for companies seeking financial support. The IFC’s guidelines are structured around three key pillars, similar to the UN’s, and extend into specific standards that companies must follow. There are eight primary standards here, covering essential areas like:

For any business today, adopting these guidelines isn’t optional—it’s necessary. Companies of all sizes and industries are increasingly held to these principles, which help them operate responsibly, attract ethical financing, and promote a culture of respect and justice in the workplace.

Qs: IFC financing is becoming a big deal, not just for large companies but for medium and small enterprises, especially as labour practices face increasing scrutiny. Why is that? What would it take for companies of different sizes and industries to get it right? 

One of the panellists stated that consumer awareness is rising rapidly, both locally and globally. They noted that consumers increasingly expect companies to trace every step of their processes, particularly in supporting ethical practices, making this a critical aspect for businesses to address. They explained that certified businesses, in particular, must commit to measuring and managing their impact, as vague claims are no longer sufficient for consumers who now demand proof of action and accountability. The panellist emphasised that this expectation extends to ensuring suppliers meet high standards as well, with particular pressure on African subsidiaries. They pointed out that many African suppliers serve markets abroad, which often necessitates compliance with stringent regulations, especially those set by the EU.

In the past two years, there’s been a heightened awareness about sustainability, and this shift means companies must be even more transparent. Social media amplifies this awareness; platforms like TikTok and X make it easy to expose poor practices, and the global audience can see and share information quickly. This puts companies on a larger stage where they must demonstrate that they are meeting fair wage standards, but minimum wage is not enough, and they should be aiming for a living wage. Companies also need to prove that they are not using forced or child labour.

As a certified company, it’s critical to ensure that standards truly meet better standards for people, because simply having certification isn’t enough if it doesn’t represent actual ethical practices. The expectation for responsible action is building across industries, especially for multinationals, and this will continue. Every company has to weigh whether their actions create a positive or negative impact. The world is watching, and only those companies that keep their standards high will maintain trust in today’s market.

Qs: Human Resources (HR) is often referred to as the custodian function of any organisation, responsible for fostering the well-being of its people and aligning their potential with business goals. How effective is HR in fulfilling this critical role, and what factors should it prioritise to ensure success?

One of the speakers remarked that the role of HR often feels akin to guiding a family, sometimes encountering resistance but always focused on fostering growth and unlocking potential. They highlighted how HR has evolved significantly over time, shifting from administrative functions to becoming a strategic partner that adds value to both individuals and the organisation. The speaker further noted that, as the profession continues to mature, there is a growing push to formalise it. Recent proposals in Parliament aim to regulate who can practise HR, emphasising the demanding nature of the role. This initiative underscores the need for resilience and a proactive approach to thrive in the ever-changing workplace environment.

An effective HR function requires competence, personal characteristics, and principles. It’s not enough to simply follow policies. HR must show real integrity, often standing up to a CEO or leadership when actions don’t align with company values. Some may just act as snitches, always looking for negative things, but effective HR professionals bring a balanced perspective, supporting both employee welfare and organisational goals.

To be effective, HR should be:

In HR, it’s about bringing out the best, and that means creating an environment where both people and the organisation can grow.

The challenge with HR over the last few years is that support mechanisms haven’t evolved at the same pace as emerging workplace issues. While most organisations have made strides in areas like maternity leave and basic employee welfare, new concerns are rising faster than HR can adapt. For instance, discussions around menopause are still largely taboo in many workplaces, and mental health, which is now a critical issue, often goes under addressed. These concerns go beyond just fulfilling social responsibility; they require HR to be proactive and innovative in developing frameworks that support employees’ holistic well-being. Mental health is no longer just an afterthought, but a central aspect of HR’s role in creating a supportive and inclusive environment for all employees. As the workplace evolves, HR must be prepared to tackle these issues with sensitivity, openness, and comprehensive support systems.

Qs: How does social sustainability apply in the lens of the customer? What do consumers want?  

A panel member observed that it’s really about understanding what consumers are looking for beyond just the product itself. First and foremost, they want quality. Consumers expect products that meet their needs and uphold the brand promise. Over the last few years, affordability has become just as important. In an uncertain economy, people are looking for products that offer value, but also maintain the standards they expect from trusted brands.

However, it’s not just about providing what people need today. It’s about addressing the bigger picture; things like responsible marketing, especially when it comes to sensitive areas such as marketing to children. Social sustainability means being mindful of how brands engage with their audience and ensuring that messaging is ethical and positive. It’s about creating a lasting impression, something that will make consumers remember the brand in a good way. This goes hand-in-hand with continuous reassurance through consistent delivery on the brand’s promises.

Consumers, however, are not just passive buyers; they are also part of the broader ecosystem; employees, suppliers, and partners. How brands employ people and the benefits they offer play a big role in their sustainability. In today’s market, customers want to see that the companies they support are taking care of their people, providing fair wages, and supporting social causes. All these factors contribute to the overall perception of a brand, and consumers are increasingly looking for companies that align with their own values. Social sustainability, therefore, is not just a business strategy, it’s a commitment to the people behind the brand and the people who buy it.

Qs: “Leaders lead communities, not just profits.” How do you define community, and what does it mean for businesses today?

A panellist stated that community in the context of business is about the broader ecosystem your business operates within. It’s not just about the consumers you serve, but also how you engage with the local area where you source materials, hire employees, and create opportunities. Community, in this sense, refers to the positive impact your business has on the people around you. For instance, one of the things we look at in our assessments is diversity; both in leadership and in suppliers. Are you creating opportunities for people from diverse backgrounds? In terms of sourcing, how much of what you need is coming from local suppliers versus external sources? A business that truly supports its community looks at these factors and works to create jobs and opportunities in areas that need them most.

Take the example of working in a region like Canada where there may be a more difficult economic environment. If your business operates in that region, do you make an effort to hire locally, even though it might be easier to look for talent from cities like Nairobi? Supporting the local workforce means prioritising local hiring and sourcing where possible, instead of always looking elsewhere. Ultimately, community is about the impact your business has through its operations, whether it’s through creating jobs, sourcing locally, or building a diverse and inclusive leadership. The key is understanding your role and how your business can positively shape the community where it operates.

Question from the audience:

Qs: Given the tough times many employers are facing, especially with rising healthcare costs, it feels as though employers are being pushed to the edge. Are there resources available to help employers navigate this, or does it feel like you need to run another compliance business?

One of the panellists explained that in their organisation, they evaluate whether businesses are truly good employers. They shared that they offer tools designed to assess organisations holistically, focusing on governance, employees, and other key operational areas. These tools help businesses identify existing gaps, enabling them to understand where to start and what to prioritise for improvement. The panellist noted that while some gaps may be easy to address with simple adjustments, others might require more long-term and resource-intensive solutions. They emphasised that the tools are free and available online, allowing businesses to start making improvements even before seeking certification.

“These resources help you pinpoint where your organisation stands, so you can create a roadmap to improve, especially in areas like employee well-being or environmental responsibility. For example, some businesses excel in employee relations but may not be doing as well on the environmental front. Our tools can help you identify these gaps and decide on short- and long-term goals. Ultimately, businesses still need to focus on making money, but by using our tools, you can ensure that your strategy is aligned with both your business goals and the impact you want to create. We also provide examples of companies that have implemented commendable practices, so you can learn and adapt strategies that work for your specific situation.”

Qs: What are some of the challenges businesses face when transitioning into new frameworks or guidelines, especially around social responsibility?

One of the panellists highlighted that a significant challenge businesses face when transitioning to new frameworks or guidelines, especially around social responsibility, is acceptance—both from leadership and employees. They explained that these frameworks often require shifts in perspective and operations, which can be difficult to adjust to initially.  As an example, they mentioned Kenya’s requirement for businesses with at least 30 employees to have a written HR policy manual. Implementing such changes, they noted, can feel daunting at first. Drawing an analogy, they compared this resistance to the hesitation many people felt when new technologies like WhatsApp were introduced. Over time, however, even the most reluctant individuals, like their 73-year-old mother, embraced it. Similarly, adopting new frameworks requires a willingness to adapt thinking and practices for long-term success.

The key is to assess your current strengths and understand where gaps exist. When an auditor reviews your processes, they want to see the actions you’ve taken to support these changes. However, one common issue is the lack of engagement from key stakeholders who should be supporting the transition.

It’s interesting because both employers and employees are often frustrated by these changes. It can be harder to manage employee expectations, and shareholders may be reluctant to invest in long-term social responsibility efforts. Many companies treat social responsibility as something to check off once a year, but that’s not enough. True social responsibility requires ongoing, long-term commitment, not just a one-day event. Businesses need to think long-term and truly integrate these frameworks into their culture and operations.

Qs: Sustainability is often seen as something only big companies can afford to practise, but do we as Kenyans truly take care of people and treat them decently, even in our households? Are we doing enough when it comes to fair pay, leave, health, and other basic rights? If not, why?

Addressing the question, one of the panellists highlighted the reality that organised sectors are small compared to the larger unemployed population, and the societal need is much greater. They emphasised that we must take care of each other, noting that there is often an underestimation of the power individuals and communities have in pooling resources together. As an example, the panellist pointed out that when buying bananas in the market, people sometimes bargain hard for just a few shillings, forgetting that the seller has likely faced many challenges to bring those bananas to market. They noted that even a small amount, like 10 bob, can make a significant difference to the vendor. The key, they stressed, is being considerate and fair, understanding the hardships others may be facing. While acknowledging that corporations may engage in social responsibility efforts, the panellist remarked that these actions are often insufficient or not fully aligned with deeper sustainability goals.

One of the participants pointed out that it’s important to ask ourselves, how can we judge corporations if we’re not even treating our own families fairly or sustainably? The responsibility starts at the most basic level; from our households. If we can’t practise fairness and sustainability within our homes, how can we expect larger organisations or society to do the same? It’s about reflecting on our personal actions and how we can begin making a difference from where it all begins.

3. REFLECTIONS FROM THE PANEL DISCUSSION

Susan:

Indeed, today’s discussion has underscored the growing importance of integrating social responsibility into business practices. With increasing public and legal scrutiny, businesses must now ensure that social responsibility is deeply embedded in their strategies. It’s clear that corporate accountability is not just a trend but a necessity for a more equitable future.

I have engaged the panellists to share three key questions, and these will be the focus of our group discussions. The first question addresses how businesses can integrate social responsibility amid growing scrutiny. The second explores actions MSMEs can take to protect and value people within their business ecosystems. Finally, we will delve into how businesses can effectively engage young people in decision-making and strategy-setting.

The panellists have highlighted the importance of businesses, regardless of size, taking proactive steps to align their actions with the values of the communities they serve. As we move into our group discussions, let’s focus on actionable steps to address these challenges.  Together, we can pave the way for a more responsible and inclusive business future. 

4. BREAKOUTS PLENARY FEEDBACK SESSIONS

Group 1: How can businesses integrate social responsibility deeply enough in the face of increasing public and legal scrutiny (and of course for an equitable future)?

1. Showcase Impact Through Storytelling and Numbers

It’s important to communicate both the hard numbers and the personal stories behind your social responsibility efforts. Numbers demonstrate scale, but stories connect emotionally. Combining both helps illustrate the genuine impact a business is making.

2. Avoid Greenwashing – Be Authentic

Businesses should avoid pretending to be more sustainable or socially responsible than they truly are. Instead, they should create an authentic, transparent culture where employees actively participate in the process. This sincerity helps ensure the social responsibility efforts resonate with consumers and stakeholders.

3. Focus on Employee-Centred Value

Integrating social responsibility within the company’s culture isn’t only about external impact. A business should also focus on securing the livelihoods of its employees, creating shared value that benefits both the company and its workforce. This ensures internal buy-in and aligns employees with the company’s mission.

4. Prioritise Relevant Projects for Communities

Avoid “cherry-picking” trendy projects that may not align with community needs. Businesses should instead invest in projects that are meaningful to the local population. This ensures that corporate social responsibility (CSR) efforts are relevant, useful, and have a lasting positive effect on the communities they serve.

5. Embed Social Responsibility in Business Strategy

Social responsibility should be deeply embedded in the core strategy of the company, not treated as a secondary initiative. When CSR is an integral part of the strategy, it ensures that the business’s actions are aligned with its long-term goals for both financial success and positive societal impact.

6. Ensure Transparency in Reporting

Transparency is crucial in building trust. Reports should be clear, digestible, and easy to understand for all stakeholders. Avoid jargon and ensure that the impacts and principles being reported are accurate, verifiable, and comparable, which can further demonstrate the company’s commitment to responsible practices.

7. Honesty in All Efforts

Being honest about the company’s initiatives, challenges, and progress is key. Rather than over-promising, companies should be straightforward about what has been achieved and what is still a work in progress. This honesty fosters long-term trust with stakeholders.

8. Invest in Capacity Building and Training

To ensure employees are well-equipped to contribute to CSR efforts, businesses should invest in capacity building and training. This empowers staff to take ownership of social responsibility projects, deepening their engagement and impact.

9. Obtain Third-Party Certification (e.g., B-Corp)

Businesses can seek external validation of their social responsibility efforts by obtaining certifications like B-Corp. These certifications show that a company meets high standards of social and environmental performance, accountability, and transparency, offering external validation for their efforts.

10. Involve All Stakeholders in the Process

Effective social responsibility strategies require the input of all stakeholders, from employees to community members. This inclusive approach ensures that all perspectives are considered and that the efforts made are truly impactful for everyone involved.

11. Adopt Sustainable Practices Across Operations

Sustainability should be a guiding principle throughout the entire business, from operations to partnerships. Adopting environmentally responsible practices such as recycling, waste management, and decarbonization, alongside creating green operations, contributes to a company’s long-term positive impact on the environment.

12. Focus on Education, Awareness, and Behavior Change

Education is key to shifting the culture around sustainability and social responsibility. Companies should invest in raising awareness about climate change, waste management, and sustainable practices, both internally and externally. This can include activities like tree planting, environmental education, and engaging partners in joint awareness campaigns.

13. Use Digital Platforms for Internal Engagement

Digital platforms can be a powerful tool for engaging employees and stakeholders in real-time. These platforms can streamline communication, provide updates on CSR initiatives, and track progress, creating a transparent and participatory environment where employees feel more involved in the company’s mission.

14. Inclusive and Transparent Reporting on Stakeholder Impacts

Reporting on the impacts to stakeholders should not be one-size-fits-all. The company should ensure that reports are tailored to different audiences, summarising key information in a clear and accessible format. This encourages greater trust and understanding from all stakeholders.

Group 2: What actions can MSME businesses take to protect, respect, value the people in their business and their business partners e.g. suppliers, clients?

1. Create Clear and Fair Regulations or Policies

It’s essential for MSMEs to establish fair policies that guide all interactions. Fairness should be at the core, from how customers are treated in line to ensuring everyone is given equal attention and respect. This approach builds trust with both employees and clients.

2. Promote Professionalism, Especially in Family-Based Businesses

Many MSMEs are family-run, which can lead to personal dynamics interfering with business operations. Emphasising professionalism helps in reducing conflicts and fosters a respectful, smooth working environment, leading to better relationships with clients and partners.

3. Invest in Research and Education

For MSMEs, research is often overlooked, but it’s a powerful tool for growth. Understanding market needs and customer behaviours, as well as staying ahead with proper education, helps businesses cater to their clientele effectively and make informed decisions.

4. Develop Good Feedback Mechanisms

A robust feedback system ensures that businesses understand customer satisfaction levels and areas for improvement. It’s important for MSMEs to create accessible spaces for customers to provide feedback, fostering continuous improvement and stronger relationships.

5. Celebrate Milestones and Reward Good Practices

Recognizing and rewarding good practices, such as excellent customer service, builds morale and encourages employees to continue giving their best. Celebrations, whether big or small, reinforce positive behaviour and customer satisfaction.

6. Embrace Cultural Diversity and Heritage

Respecting and embracing cultural differences helps MSMEs connect with diverse communities and foster inclusivity. Businesses should adapt their services to meet the cultural needs of their customers, ensuring a more personalised and respectful approach.

7. Develop Emotional Intelligence and Soft Skills

Customer service is not just about delivering a product but creating an experience. Businesses should invest in developing emotional intelligence and soft skills in their employees. This improves customer interactions, addressing their needs with empathy and professionalism.

8. Ensure Transparency in Products and Services

Transparency is vital, especially in production processes and product offerings. Being open about how products are made or sourced builds trust and reassures customers that they are receiving quality and ethical goods or services.

9. Implement Appraisals for Performance

Just as businesses may penalise poor performance, they should also reward those who perform well. Performance appraisals that celebrate and incentivize high-performing employees and businesses help promote a culture of excellence.

10. Enhance Trust Through Fair Practices

Trust can be easily lost if unfair practices occur. For example, ensuring that no one is charged differently based on nationality or social status is key to establishing a trustworthy business. Customers and employees are more likely to stay loyal to a business that consistently treats them fairly.

11. Cater to Customer Market Needs

Understanding the specific needs of your customer base and tailoring products or services accordingly is essential. Listening to customers and responding to their desires ensures businesses stay relevant and competitive.

12. Promote Professionalism in All Interactions

Treating everyone with professionalism—whether employees, clients, or suppliers—is fundamental. Businesses should ensure that all team members, regardless of their role or relationship to the company, adhere to the same high standards of professionalism.

13. Reward and Recognize Good Customer Care

Customer service is often the face of the business. Celebrating employees who go above and beyond to help customers fosters a positive work environment and ensures the business delivers top-tier service.

14. Leverage Tax Incentives for Good Business Practices

MSMEs can take advantage of tax leverage programs that reward businesses for practising good CSR. These incentives can help businesses reinvest in their operations, staff, or community, creating a cycle of growth and responsibility.

15. Introduce the Concept of Fairness in Pricing

Fairness in pricing, such as ensuring customers are not charged unfairly based on their purchasing power, helps businesses maintain a positive reputation. It also ensures that pricing remains transparent and equitable.

Group 3: How can businesses engage with young people to include them in strategy setting and decision-making? 

1. Be Vocal About What’s Needed

Businesses should openly communicate what’s required and allow young people to be part of the decision-making and strategic discussions. This ensures that youth perspectives are integrated into the process.

2. Create a Culture of Generational Inclusion 

Encourage a two-way exchange of knowledge, where younger and older generations learn from each other. By combining the energy and fresh ideas of the youth with the wisdom of the older generations, businesses can create a balanced, thriving environment.

3. Involve Young People in Leadership Roles 

Don’t just involve young people in the implementation of decisions—let them take the lead on initiatives. Giving them real leadership responsibility empowers them and fosters ownership.

4. Reverse Mentorship 

Encourage reverse mentorship, where young people teach older generations about current trends, technologies, or biases. This builds mutual respect and encourages growth in both directions.

5. Foster Corporate Youth Partnerships 

Form strategic partnerships with youth-focused organisations to actively engage young people in business operations and decision-making. This creates a bridge between the corporate world and the younger generation, allowing for impactful collaborations.

6. Policy and Cultural Change 

Cultivate a workplace culture that’s rooted in inclusive policies. A change in policy can spark cultural transformation, ensuring that the environment is conducive to youth participation.

7. Research and Impact Reporting 

Engage in research to understand what young people need and what they can contribute. Impact reporting should reflect the contributions and influence of youth, helping businesses track their involvement in decision-making.

8. Create Spaces for Youth to Share Ideas 

Set-up safe, open spaces where young people can voice their ideas and concerns. Encouraging dialogue will help businesses align with the needs and aspirations of the younger generation.

9. Appoint Youth Ambassadors Within the Business 

Assign young people as ambassadors to represent their peers and engage in key business discussions. This ensures youth are visibly present and active within the company’s decision-making process.

10. Provide Training and Mentorship Opportunities 

Offer mentorship programs where young people can learn from experienced leaders while also teaching older generations about their experiences and needs. It’s a win-win for both groups!

11. Focus on Feedback and Communication 

Maintain strong channels for communication and feedback, where young people can contribute their thoughts, voice concerns, and suggest improvements. This ensures that youth are heard and respected in business settings.

12. Ensure Fairness in Leadership and Decision-Making 

Be fair in including young people at decision-making tables. Youth should have equal opportunities to be part of important business discussions and influence key outcomes.

13. Engage in Relevant Policy Discussions 

Keep young people informed and involved in policy changes that affect them. An example of this was how Kenyan youths engaged in discussions around the Finance Bill 2024 to ensure they had a say in decisions that impact their future.

KEY TAKEAWAYS FROM THE ‘RBC SUSTY DIALOGUE SERIES’ EVENT IV

One participant pointed out that “social sustainability is not just for big businesses; we all have a role to play in implementing and ensuring people are treated with equity and fairness in business and society.” This sentiment was echoed throughout the discussions, emphasising that even small businesses must embrace social responsibility, as it’s essential to their growth and innovation.

Another key point that emerged was the importance of HR in integrating sustainability into its policies. As one attendee mentioned, “HR is playing catch-up” in this regard, stressing the need for businesses to embed social sustainability in their structures to keep pace with rising consumer awareness and expectations. Alongside this, the rising interest in sustainability among young people was highlighted, with one participant noting, “the increasing interest in sustainability among young people is amazing,” showing that younger generations are eager to lead in this area.

1. Social Sustainability is a Collective Responsibility

Social sustainability goes beyond individual actions; it encompasses the well-being of entire communities. Businesses must assess their impact not only on profits but also on their employees and the local community, fostering an environment where everyone feels secure and empowered.

2. The Importance of Holistic Assessment

Companies should conduct comprehensive evaluations of their operations, focusing on environmental, social, and governance (ESG) criteria. By analysing their impacts across various domains—employees, customers, and the community—businesses can create meaningful and sustainable contributions, rather than just ticking boxes for compliance.

3. Need for Cultural Shift in HR Practices

Human Resources must evolve to focus on promoting a healthy culture that values employees’ rights, well-being, and career development. Effective HR practices are critical for integrating social responsibility into business operations, ensuring that policies not only meet regulatory standards but also foster an inclusive and engaged workforce.

4. Transparency and Authenticity in Corporate Communication

To foster trust, companies must communicate their sustainability efforts transparently and authentically. This entails honesty about their challenges and progress, steering clear of practices such as greenwashing, which can damage credibility and stakeholder trust.

5. Consumer Demand for Ethical Practices

Growing consumer awareness means that companies must now demonstrate ethical practices throughout their supply chains, including fair wages and safe working conditions. Consumers are increasingly willing to align their purchasing decisions with brands that reflect their values, placing pressure on businesses to improve their social responsibility frameworks.

6. Engaging the Younger Generation in Business Activities

Incorporating young voices in decision-making processes can spark innovation and ensure that businesses remain relevant to emerging market needs. Companies should create opportunities for youth participation, fostering mentorship and a culture of inclusivity within their organisations.

7. Embedding CSR into Core Business Strategies

Corporate Social Responsibility (CSR) should not be an ancillary function; it should be woven into the core mission and values of the business. This strategic integration ensures that social responsibility efforts are sustained and meaningful, aligning corporate goals with community impact.

8. The Role of Stakeholders in Social Responsibility

Successful social sustainability initiatives require engaging all stakeholders—from employees to community members. Inclusive approaches help ensure that CSR practices are relevant and effective, addressing the real needs and aspirations of those impacted by the business.

9. Reflection on Individual and Collective Responsibility

The event concluded with the reminder that social sustainability starts at the individual level and extends to households and communities. Each person’s actions contribute to a larger societal framework; therefore, it is vital to cultivate fairness and respect in all interactions, paving the way for more extensive change within larger organisations and society.

As we concluded our dialogue, it became clear that the focus on people is something we all deeply care about. In a world where finance often takes centre stage, it was refreshing to shift the conversation to what truly matters; the people who make it all possible. In Kenya, many of us are feeling the weight of current challenges, and it served as a stark reminder: if our people are not well, how can we expect our planet, and our businesses, to thrive? This topic was not just important; it was essential, and we must continue to prioritise it in every conversation, strategy, and action we take moving forward.

Everyone has a role to play when it comes to social sustainability. It’s not about whether the role is big or small, but about how we each define our contribution. By working together and aligning our efforts, we made meaningful progress. But we also recognised that social sustainability is not the sole responsibility of one department or one group of people. It’s a shared responsibility that affects everyone. Consider the consequences of not speaking up or ignoring the well-being of others; we’ve seen companies lose employees or face public backlash because they failed to treat people with the respect and dignity they deserve. Neglecting to offer fair contracts or not addressing workplace harassment can lead to a loss of trust, productivity, and ultimately, talent.

Feedback from the attendees underscored the event’s relevance in highlighting the importance of social sustainability in business practices. Participants shared actionable insights on fostering equity, fairness, and people-centred approaches across businesses of all sizes. Many attendees praised the breakout sessions, which explored engaging young people in decision-making, fostering cultural inclusivity, and embedding sustainability into organisational strategies. The discussions also emphasised the pivotal role of HR in integrating sustainability into policies and the shared responsibility of all stakeholders in fostering well-being within communities. 

Some attendees were notably inspired by the key messages. One remarked, “Social sustainability is not just for big business; we all have a role to play in ensuring people are treated with equity and fairness in business and society.” Another reflected on the individual aspect, stating, “Social sustainability is in the little things we are already doing. It’s about being a better human.” A third attendee highlighted the shift in business focus, saying, “Putting people back at the centre of business, as people make business and are businesses.” These voices captured the collective resolve to drive meaningful, people-centred sustainability in every sphere.

As a token of appreciation, Susan gifted the speakers copies of ‘The Imperative of Utu/Ubuntu in Africana Scholarship’ by Micere Githae Mugo, a reflection of the essence of ‘UTU’—the spirit of Ubuntu, which translates to ‘I am because we are.’ This spirit should guide our efforts, ensuring that social sustainability remains at the heart of every business and community we build. Let’s keep the conversation going, take action, and create a future where everyone thrives, together.

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