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Aire Global Case Study


CSR-A and Authentic Purpose worked together to help deliver solutions to their client to ‘...open their eyes to the full breadth and benefits of a socially responsible agenda...’.
Aire Global.


CSR-A were approached by Aire Global (AG) following their Silver CSR accreditation to help them find a new way of working. AG wanted to use the opportunities provided by the accreditation to create something ‘everyone is proud of’.

AG recognised that this process would require their entire team to have ‘greater clarity around what social responsibility is through consultation’ and by ‘working to expand our understanding and giving us the opportunity to choose which areas of social responsibility we consider to be most important’. AG were seeking ‘alignment through inspiring motivation and ownership’ and ‘an aligned team who understands the part they play and desired increased ownership across all employees to drive our social responsibility related initiatives’. Ultimately, we were asked to facilitate ‘alignment through inspiring motivation and ownership’ and ‘the profile of social responsibility raised at all levels within the business’.

Authentic Purpose devised 6 weekly sessions to engage, enable, educate and evidence. We scoped and designed a new approach that allowed staff to find their voices around social responsibility issues by defining appropriate questions to increase the engagement (past surveys had achieved a maximum 30% response rate).

 We approached this by using truly authentic language in our initial communications. Statements and questions such as ‘we would like to get over 30% response’, ‘ It would be great to get some new ideas’, ‘as we enter a new way of working’, ‘this is an opportunity to do something you are proud of’.

We sent out a short anonymous survey requesting responses. The survey was followed by an open discussion panel with all AG team members to continue the conversation and share the results from the survey. During this conversation we began to explore our priorities and identify social responsibility ‘champions’. The discussion was extremely useful for defining the attitudes of all team members and gave us a true snapshot of these.

‘this has opened our eyes to the full breadth and benefits of a socially responsible agenda and we have taken our heads out of the sand’.

‘We are coming to realise the enormity of the challenge of creating an environment in which the team can confidently and fully engage with the socially responsible agenda.’

It also allowed AG to recognise the desire from the team to be seen as a company with a difference through the expression of their social responsibility initiatives and the realisation that this will require investment and direction to achieve the level of engagement desired. It identified the requirement to approach the AG senior management team to communicate the outcomes and benefits of the partnership experience and the opportunity to onboard our support to maintain and further develop the momentum that had been achieved.

Resulting alignment and increased profile for social responsibility issues was impressive. Staff engagement increased to 70% from an initial 30% meaning over two thirds of the team participated.  When asked, 63% of attendees said they would be social responsibility ‘champions’. A further 93% of respondents said that the company’s commitment to making a change through social responsibility ‘mattered’ to them. Discussions around diversity and inclusion highlighted the importance of the company’s global reputation in adopting cultural differences.

Conclusions from the 6-week program were, that there is a strong desire to embed the social
responsibility culture throughout AG and a desire to define the strategy and roadmap to move things forwards.