Populism, Cadbury, Russia, Insurance & Journeys

Populism and sustainability??

What does populism mean for sustainability? And how should progressive businesses and the sustainability movement respond? These are big questions, and while we at Good Business definitely don’t have any easy answers, it is something we have started to think about a lot this new year. With recent polls suggesting Reform in touching distance from Labour, it’s become clear this is very much a UK, as well as a global issue. And as if to hammer the point home, next week Trump will be inaugurated. On the guest list for the ceremony? A who’s who of the global populist far right – from Farage, to Meloni, to Milei to Orban, and many more.?

If there was ever any doubt that this was relevant to the world of corporate sustainability, the first few weeks of the year have made it strikingly clear that businesses are facing in to the new world order. Perhaps most striking was Meta’s surprise move last week to abandon its fact checking program and disband its EDI division. Hot on the tails of that came this week’s announcement that the Net Zero Now Asset Manager’s Alliance, a flagship coalition aimed at aligning the asset management industry with global climate goals, is suspending its activity, citing ‘recent developments in the U.S. and different regulatory and client expectations in investors’ respective jurisdictions’ as the cause. It comes days after BlackRock, the world’s biggest investor, left.??

To us, this all signals that grappling with the complexities of the interplay between sustainability and populism is fast becoming an imperative. It’s not something we can or should ignore.??

Our view has always been that sustainability works when it delivers business advantage. The case for going further and faster than others on social and environmental issues only holds when it is a creator of long-term value and brand equity. This view hasn’t changed. But the calculus around what this means in practice has.?

In the coming weeks, we will be sharing some lines of thought about the potential response, but we hope this can become a collective discussion, and would love to hear your thoughts, views, ideas and concerns about all aspects of the challenge. Please get in touch.?

Sweet memories??

Chocolate and dementia are not typically discussed together. So, how can a chocolate brand communicate a meaningful message about the condition??

Enter Cadbury UK , who has partnered with Alzheimer's Research UK, and which has launched a new advert, ‘Memory’, as part of the long-running Generosity series. The ad focuses on a daughter whose father with dementia doesn’t recognise her. She gives him a Whole Nut bar, as she has done for years, only to discover he has always hated the flavour but kept it a secret for her happiness.??

Brands often face the challenge of developing authentic partnerships. Cadbury’s advert is a brilliant example of purpose-led advertising.??

First, the campaign continues Cadbury’s mission to inspire acts of kindness while showcasing how gifting chocolate can forge meaningful connections. Staying true its purpose and values, even for sensitive issues, gives Cadbury legitimacy to explore these topics. Cadbury partnered with dementia specialists to ensure the tone felt right.?

Second, it finds those relatable “nuggets” of real life. Chris Birch, Creative Director of the advert says, ‘I suppose everyone’s got one of those stories, right? Where someone’s told a little white lie about something.’? Focusing on human stories creates a connection with the audience, reflecting the message in our own lives.???

In any successful partnership, there must be mutual benefits. For Alzheimer’s UK, Cadbury’s support aims to continue raising awareness and encourage conversations about dementia, alongside additional financial support.?

Cadbury’s business is also feeling the rewards. The Generosity campaign has reportedly attracted 40 million new customers and added $1.4 billion retail sales value. Brand sentiment has also improved.???

Cadbury’s heartfelt approach teaches us to build campaigns around core purposes and tell stories rooted in human truths that connect with the audience.?

Time to act?

Almost three years ago, when Russia first invaded Ukraine, we shared some reflections on the power of clear, principled communication during crises. Back then, we urged businesses to step up, take action, and be transparent about their stance on Russia. We were reluctant, then, to suggest that all businesses should divest immediately – in particular, those providing essential services such as food, banking and personal care products to the Russian people where the decision-making matrix was ?more complex, and we didn’t believe that the case for divesting was clear cut in all cases.?

Fast forward to today: the war drags on, and it’s time to reevaluate. Sir Richard Branson’s latest opinion piece makes a compelling case for urgency, calling on businesses to fully withdraw from Russia. We agree. Companies have had plenty of time to cut ties with Russia in a sensitive way, and for Russian businesses to fill any gaps for the population.??

When the invasion began, many assumed it would be a short-lived conflict. Few imagined it stretching into years. But as the weeks have turned into months and then years, doing nothing ceases to be a viable option. Businesses must adjust their strategies to align with their values.??

One of the most fundamental principles of responsible business is to do no harm. To date, 1,000 companies have publicly and voluntarily curtailed operations in Russia beyond the bare minimum required by sanctions. Yet, some businesses continue to operate there undeterred. Companies still active in Russia have paid a staggering $41.6 billion in taxes since 2022, representing a third of the military budget.?

So, if your business is still operating in Russia, we think it’s gone time to ask why. Responsible leadership means making tough calls—and making them now.??

Insuring the Uninsurable?

The wildfires burning across Los Angeles County, are a horribly stark reminder that the role of insurers in a warming world is becoming increasingly complex. Even before these fires, homeowners in fire-prone areas like Pacific Palisades and Altadena were facing a harsh reality: their insurance policies weren’t being renewed. Rising risks and costs have led insurers to pull out of these markets, leaving thousands without the coverage they thought they could rely on. Now is the time to get climate ready. Insurers like Aviva and, who we worked with to develop their Climate-Ready Index, have recognized the interconnected challenges of the climate crisis and the pivotal role the insurance industry is poised to play in driving adaptation.?

The financial fallout is staggering. Damage estimates range from $135 -$150 billion, with officials cautioning it could become the most expensive disaster in U.S. history once all the losses are tallied. For those unable to obtain private insurance, many have turned to California’s FAIR Plan. This state-backed last resort option now covers 452,000 policies, more than double the number it did four years ago. As the cost of damage soars into the billions, as of last week the programme had just $377 million available to pay claims.??

The challenge isn’t limited to California. Globally, natural disasters caused $320 billion in damages in 2024, a third higher than the previous year. With 2024 also claiming the title of the hottest year on record, it’s clear that climate change is pushing us into uncharted territory. The planet has now surpassed 1.5 degrees Celsius of warming above preindustrial levels, a threshold once seen as a critical limit and the effects are being seen everywhere.?

Insurers are businesses, and like most businesses, they won’t operate where they can’t make money. The rising cost of climate-related disasters is making it harder for insurers to stay in high-risk markets. This withdrawal, in turn, places the burden on governments and individuals.??

As we struggle to afford the rising costs of climate change, climate adaptation is needed more than ever. By fostering collaboration between insurers, governments, urban planners, property developers, and individuals, we can better prepare for the risks ahead. Sharing and using climate risk information can guide smarter decisions, whether it’s designing more resilient cities, choosing better locations for crops, or planning for natural disaster recovery. The changing role of insurers in this landscape isn’t just about stepping back from risk but finding a way adapt to the realities of a warming world.?

Free car!?

Sorry, no… car-free, not free car. Want to be rewarded for going to top attractions without a car?? Good Journey is a non-profit organisation set up to reduce the number of cars on the road, offering rewards for getting places by train, bus, foot or bike. Rewards range from money off (up to ￡50!) to a free hot drink and locations are across Great Britain. Good Journey also recommends “car-free adventures” around Great Britain.??

While we don’t want to make anyone feel bad about driving to a domestic holiday location, as there are definitely less planet friendly ways to travel, it is good to consider the alternatives. Around 60% of indirect emissions from attractions are from visitors’ cars, Good Journey claim. Encouraging visitors to arrive more sustainably can help attractions to meet their carbon targets. Not only this, but 22% of UK households (including many Good Businessers) do not have cars, so we are fully on board with Good Journey’s work to increase travel options across Great Britain!?

If anyone wants to know this Friday 5 writer’s travel plans for the summer, they involve getting the train from Euston to Windermere, claiming 10% off a trip to the Windermere Jetty Museum and then spending a week exploring the surrounding areas using a 7-day Stagecoach ticket. Thanks, Good Journey!??