Hannes manages: Climate neutrality

These ST meetings are new. Since the regular meetings on Monday mornings did not seem to be sufficient for some time, this format was introduced in addition. Because there is simply too much talking, or because requests to speak are no longer based on importance but on "everything has been said, but not yet by everyone", topics are strategically outsourced. This has been dubbed topic outsourcing, and such a pretty label has the advantage that the whole construct can be marketed even better internally and externally.

Climate neutrality is part of this

After all, what management calls a meeting specifically to address the issue of a shortage of skilled workers, for example? The press jumps on it. Today's ST meeting is about climate neutrality.

After all the meeting participants have installed themselves (in the past, people sat down; today, they look for power rails), they get started. The goal is clear: the company wants to become climate-neutral. Hannes asks why they want to do this. "You have to do it today, it's good for the climate," they say, while secretly thinking, "It's good for the image!

Hannes has long since understood that the word "politics" is part of the company's policy, after all, and it's probably customary to use one trick or another to make things look good, at least on the outside. So the first part belongs to the IT manager. He presents the software used to calculate the company's CO2 emissions. The system uses fashionable red bars to show what all is clouding the greenhouse balance these days. One is somewhat perplexed. On the right-hand side, the IT specialist shows blue bars in a PowerPoint animation - and these are supposed to represent the company's planned countermeasures over the next five years.

Somewhat resigned

"That's never enough," is the unanimous feedback from the participants. "And it doesn't have to be," emphasizes the boss. Because compensation is the keyword of the day. The head of finance should now open his coffers and clarify how much of the budget can be taken away from further training, for example, in order to release certificates for compensation. The head of HR then says that this is undoubtedly a marketing measure and that the budget should be siphoned off there.

So once again we are where we always are: with the budget. You want to "have", but nobody wants to "pay". The compromise: You take a little from each department and cover yourself with certificates. For air miles, for car miles, for fuel. And for fast food, you can even order it directly from the burger supplier. He does both: sells beef and certificates over the same counter. That's exemplary practicality, especially since he gives a volume discount and special discount for an order for the next three years.

The only drawback: It's still not enough. Now the discussions are starting to go round in circles. From "then we still have to buy certificates abroad" to the impossible "maybe we still have to look where we produce less CO2".

The idea

Then suddenly, out of nowhere, comes the idea from the head of purchasing. "We buy forest in the neighboring country! He had seen that a larger amount of square meters was available there at a very reasonable price from an inheritance from a noble family. This area neutralizes CO2 and that counts as compensation according to the new green standards.

The enthusiasm is great. Because then, when it comes to the budget, everyone really participates. The topic is also the salvation for the training department to finally be able to offer the tree coaching. One now has one's own forest, can hug trees there as if they were one's own colleagues ...

Author

Stefan Häseli is a communications trainer, keynote speaker, moderator and author of several books. He runs a training company in eastern Switzerland.