RADIO GAGA…

To address how we can maximise audio effectiveness in future campaigns for our clients, Bauer Media displayed radio’s true potential in building trust and audience loyalty. The radio landscape is expanding and lends itself to the shift towards digital devices. As a staggering 43 million people tune in weekly, DAB, digital audio and smart speakers appear to be the go-to devices where consumers access digital radio content. With multiple touchpoints for reaching listeners, it is vital that we are aware of the advertising options available to brands.

Whilst we know that audio is impactful, measuring it is crucial to its success. Radio offers brands a platform that can boost mental availability, driving through-the-funnel metrics. It goes beyond brand awareness to amplify share of voice. Integrating radio into campaigns can not only enhance perception and consideration, but also brand equity, giving brands a significant competitive advantage. Beyond brand, Radio has its role to play in driving revenue, propelling conversions and purchases. Incorporating radio into campaigns has shown a remarkable 42% increase in driving profits.

So how can brands weave their commercial messaging through radio ads? Luckily for us Radioworks was able to provide us with useful insights into how brands can accelerate their growth. Audio’s real attraction include two important green flags: love and trust. Due to this, audio partnerships are able to drive brand uplift whilst intertwining messages into poignant moments. Back in Q4 2022, Mind ran a partnership with talkSPORT encouraging listeners to break away from the mental health taboo. Whilst this campaign most likely shocked listeners, Mind positioned itself in a way to access a new audience at just the right time, during a major tournament and in the lead up to the festive period.

Whilst sticking to what we know can be tempting, stepping out of comfort zones and away from traditional advertising can really pay off with figures showing that partnerships can be up to two times more effective than traditional advertising, with 43% uplift when partnerships are live.

ANSWERS & APPROACHES

It Is clear that podcast listening is soaring, so how can brands make the most of this? Acast assured us that there is a podcast advertising format fit for every purpose, whether that be direct audio adverts to drive awareness and reach, host read sponsorships or minutes of creative branded segments.

It is a joy to hear that brands’ questions can be answered with a variety of ad options. Advertising options on Spotify can not only be determined between screenless and lean in moments, but streaming intelligence can dictate whether audio or video ads should be served, meaning those active on their phone screen will be displayed with video content, whilst those who are purely listening will hear an audio based ad. Brands’ messaging can be hyper targeted, whether a beauty brand wants to sponsor a ‘good vibes’ playlist or a Charity brand opts for a Video Sponsored Session approach where listeners are gifted 30 minutes of uninterrupted listening in exchange for an attentive video view of the charity’s core message.

Ultimately, we know that radio works, but it’s about thinking innovatively about the best possible approaches for our clients and prospects. It goes without saying, audio is on the up and with it being a constant go to for the majority of us in our day-to-day routines, there are ample opportunities for brands to get their ads to the ears of the right listeners.

Q. Tell us about what Mail Metro Media is doing currently that relates to ESG & sustainability and how you’re involved

A. Dom:
We take all areas of ESG really seriously and that’s not just for commercial reasons. A lot of change has happened over the last six years. It’s not a tick box exercise, which is shown through the variety of initiatives and projects we are actively driving as a business.

Personally, I have a real passion for supporting people within the workforce. Not to dwell on this, but for me it became particularly apparent during the pandemic seeing people who have been affected by Covid and the impact this had on well-being and mental health. If we don’t have a healthy team who are mentally and emotionally supported, they won’t work functionally in their commercial roles. We offer our people lots of benefits to support this; from an onsite free gym, personal trainers, mental health first aiders and nutritionists to an onsite GP and counsellors. We also use our journalists’ content to provide advice and tips for staff across all sorts of issues from finances to insurance.

Corporately, what I feel most proud of over the years that I’ve been at Mail Metro Media, is our charity, “Mail Force”, which has galvanised our readers and supporters to tackle some of the big issues of recent years. Mail Force has a big voice in the marketplace and has raised over £25m in cash and equipment for PPE and Computers for Kids, £15m for computers for kids in schools and £12m towards the Ukraine refugee crisis. We also match our people’s fundraising for their personal charities outside of work which I think is great.

Ryan:
Last year we worked with KPMG to audit our greenhouse gas emissions and produce up a high-level roadmap to highlight possible scenarios of reduction. In that process we realised that actually we need to reset our carbon emissions, not because they were wrong but because it made us aware of lots of things we hadn’t accounted for. With KPMG’s assistance, we have embarked on a reset submission for the whole of our consumer media division gaining support from the board level to the teams and people submitting the data. We are hopeful that once we have a new view of our foundation, we can work on a robust, practical and accurate plan. We are really happy about the work we are doing, it’s a journey and it’s important to be transparent about that. Being such a large company, we must make sure something like this is done thoroughly.

An example of a tangible change we have made regarding a carbon saving initiative is switching off programmatic infrastructure when we are running direct takeovers and direct sponsored content. Switching off head of bidding is a smart solution by the programmatic team to make processes more efficient, reduce carbon and improve ad load and user experience.

We have lots more plans for the future which will really help us shift the needle on emissions… so watch this space.

Q. Do you think advertisers should be planning media investment with ESG goals in mind? Is it something people are asking for?

A. Dom:
There are more people bringing this up, but it’s clear who’s just ticking a box. Positively, many more advertisers and clients are leaning in to being more collaborative with us. It varies who this push is coming from between both agency and client, but there is very positive behaviour happening.

Ryan:
Most agency holding groups have sent questionnaires in some guise or form to ask ESG questions. In meetings, clients always want to hear about things you’re doing. Last year sustainability was the big one, rather than ESG in its full guise. Everyone was focused on carbon and asking how to reduce carbon in campaigns, to which I provocatively liked to challenge – that if you look at attention metrics, sometimes buying more high impact formats can drive more attention, driving more impact per impression and resulting in less wastage. Overall, it should be about being more strategic about what story you’re trying to tell.

We’ve seen quite a mix in terms of which ESG strands are focused on in briefs. For example, recently we have had briefs that are focused on diversity planning which we can get stuck into using our partnership with Diversity Standards Collective, allowing us to use diversity focus groups within different communities to help with brief responses. Yet we’ve had other briefs that are more focused on sustainability which can be influenced somewhat by the media partners they are working with such as Sky or Channel 4 who had a heavy sustainability focus. But I would say that the briefs often don’t ask about a broader ESG question set. The challenge we find is that we want to respond in the most comprehensive way. It takes a lot of work to pull together everything you are working on collectively from an ESG perspective without it sounding like shopping list of the things you’ve done.

Dom:
Ryan has been working on tying all these different parts together; from HR, DE&I, CSR, ESG, Sustainability and collating it into something with the same overarching goal. People used to say “this is the year for…” enter buzzword! But it shouldn’t be “this is the year” anymore. That must go! Otherwise, it comes across that these topics have not been important previously or that they’re not important next year. It should be about an evolution and continual progress across all key initiatives.

Ryan:
Mail Metro Media reaches 35m people across the country from various walks of life and one thing we have strived for on the ESG front is knowing what consumers think. This is why we have commissioned large scale studies and research such as The Diversity Factor (focused on 6 different communities) and Shades of Green (focused on sustainability within 11 different categories) because when you’re talking about sustainability in the abstract and carbon audits, we are forgetting that we are in the business of communications and advertising. We’re also about how you try to convince consumers to change behaviour or the products they are buying. We have put time and effort into these research pieces so we can educate our team to understand their audiences better, make campaigns more activational and help clients plan better.

Q. Are advertisers and their agencies leaning forward on this topic collaboratively?

Dom:
A. Sky has done a great job at championing the environment and it stands out to me as a progressive company that’s leading the way. I watch out for Sky and admire what it does, what it stands for. Channel 4 does a lot in the diversity space and offers opportunities for clients to get involved and Daily Mail has always been about “Keep Britain Tidy.”

Ryan:
The retail sector seems to be paving the way on ESG. Tesco is doing really clever activations including its recent work around Ramadan, with a digital OOH screen that adapted to the evening getting darker. These clever campaign ideas really showcase how the brands are trying to be more inclusive in their concepts. I also think hospitality and food is a really palatable way of connecting with consumers on these types of issues. People love to try different foods and it always brings families and friends together from many walks of life.

It’s interesting that younger companies have ESG built into their identity, whereas established businesses have to focus more on transitioning and pivoting their business. I’d say it is probably easier for service companies to migrate themselves into these areas, particularly when they have a young workforce who tend to be more diverse.

Dom:
That’s why with all the steering groups we have across the business, it’s the grads, the apprentices, interns and work placement students who are leading the agenda. It’s important that we have people in positions such as “Head of EDI” who can support people in the business to drive forward the initiatives that they are passionate about.

Q. Who is inspiring you or innovating in this area at the moment?

A. Ryan:
I think the Advertising Association has really stepped up on both the AdNetZero supporter scheme and also on the All In Census. It is providing really useful information and creating places where people in the industry can meet other like-minded people who are grappling with the same issues and discuss cross-collaboration across creative agencies, media agencies and media owners. It is stepping up to make real policy change across the industry and the people who run the organisation are really passionate about it.

Q. What do you think key players in the industry might be focused on in 2024 with regards to an ESG agenda?

A. Dom:
More briefs from clients and agencies are asking about ESG, ED&I, talent, sustainability and carbon footprint (particularly from what we’re seeing at Mail Metro Media). Agencies will be under pressure from clients leaning into ESG who will in turn put media owners and publishers under pressure to deliver these things. Clients are particularly interested in knowing about our carbon footprint and who the partners and suppliers are that we work with.

Ryan:
I hope people start to align some of these metrics, because if you just start looking at carbon emissions in silo, you’re not really going to help the client have better returns, you’re just going to cut some of your carbon. However, many agencies are starting to align carbon emissions with econometrics or attention, proving that if you optimise to outcomes it can drive better returns as well as be more carbon efficient. It’s about justifying the creative or campaign idea with business objectives in mind, even if it doesn’t look perfect and it of course isn’t zero emissions. It’s about finding the right blend between ESG and performance: there’s no one size fits all.

Q. If you were King(s) for the day, what ESG policy would you decree?!

A. Dom:
Make all employers give staff two-to-three extra days of holiday for volunteering work in the areas we need the most help such as hospitals, schools or the police.

Ryan:
I don’t know if all organisations have this, but we have a matched funding scheme. I would like companies at all levels to give their staff extra towards the things that mean so much to them. That’s when you really drive grass roots activation.

Why TV still matters 

Whilst we find ourselves in an era where streaming services and digital content are hugely prevalent, TV continues to hold its own. Ben Frow, Content Chief, Paramount reminded us that linear is still loved. Despite the rise of on-demand platforms, linear TV remains significant with traditional television networks such as Channel 5 still experiencing weighty viewership numbers. It’s enlightening to know that TV is still able to break through the noise and withstand the ever-evolving media landscape, but we need to remain adaptable to changing viewer habits.

So how can we remain successful within this field? We must ensure we are knowledgeable in the two main areas. Knowing a brand’s audience and its competitors. When people say the customer is always right, the same approach goes to audience views and motivation. We may not always agree with their views, but we have to ensure that we always bear the audience in mind. There are small adaptations that can really capture audiences, for example being explicitly specific by putting a geography such as “Yorkshire” in a programme title will no doubt result in viewers from Yorkshire tuning in. 

Frow underscored the power of live TV in developing collective experiences, an element that can be said to be lacking in streaming services. This collective engagement remains a unique strength of linear TV, enhancing the impact of advertising and fostering brand association with compelling content.

Engagement through emotion  

In the constantly changing landscape of media consumption Tom Sherwood, Product Lead, Google reminded us why we are drawn to our TV screens. He outlined the four key continuing needs: stimulate & entertain, do & learn, connect to others and self-identity & growth. Keeping these needs in mind can help content creators and advertisers craft more engaging experiences.  

Panellists reminded us how TV is often viewed as being a channel with a real pulse. It provides an opportunity for brands to place themselves in moments of emotional engagement, not all mediums can reach viewers in the comfort of their own living rooms. TV allows consumers to resonate with content as visual information is easier to digest, the reaction and conversations that followed ITV’s Mr Bates vs The Post Office is a prime example of how programmes have the ability to capture attention and make viewers lean in.  

Brands that associate themselves with regular, consistent TV content can see the effects of positive reinforcement, tapping into viewers routine habits as they tune in to channels at specific times. TV not only enables brands to intertwine their messaging into specific programmes, but also enables them to meet viewers on the platforms that they want to consume, whether that be considered browsing(consciously) or instinctively watching content that appears on feeds (unconsciously).   

Marketing Insight: how Direct Line took on price comparison sites 

In 2013, Direct Line’s position in the market was faltering. With the increasing dominance of price comparison sites, its ‘come to us direct’ approach wasn’t having the same pull. One effect of price comparison sites on the insurance market was that they were forcing a race to the bottom. Price alone was driving consumer behaviour and brand loyalty was hard to build. 

Understanding that joining the race to becoming the lowest priced insurer wouldn’t turn around its decline in revenue, Direct Line decided to focus on brand, instilling a new brand direction across every element of its business. The brand understood that consumers don’t spend their days dreaming about the events when they have to call up their insurers. In fact, they turn to insurers in a moment of need when they just want their problem to be fixed. With this marketing insight in mind, Direct Line decided to reinvent itself as ‘The Fixer’ brand. 

Media Innovation: introducing Winston Wolf’s ‘The Fixer’ 

Working with creative agency, Saatchi & Saatchi, Direct Line looked to the ultimate Fixer, Pulp Fiction’s Winston Wolf, to sell its new ‘We’re on it’ brand proposition to consumers. The campaign launched in a 30-second TV spot opening with the line, “I’m Winston Wolf, I fix problems”, with Harvey Keitel’s character shown fixing a range of customers’ insurance problems. When it launched, Direct Line Group’s then marketing director, Mark Evans, commented to Campaign Magazine, “The idea of being a ‘fixer’ is a re-frame of the role of insurance. Rather than believing that we can ‘protect’ our customers, we simply want to make their problems disappear with as little hassle as possible.” The TV ad was supported by activity across geo-synchronised OOH, mobile & radio, direct mail and social media.  

This fixer mentality wasn’t just about the external advertising campaign, but about a real step change in how the business operated internally and for its customers. Direct Line decided to go nation-wide with its #DirectFix campaign, using social listening to hear the gripes of the nation and fix their everyday problems. Evans told the story of one Direct Line staffer who, “picked up a tweet from a customer complaining he couldn’t watch a boxing match because his television hadn’t arrived. He drove home got his own television and delivered it to the customer.”  

That same year, the UK was hit by devastating floods with Carlisle being one of the worst hit areas. Direct Line diverted its team and delivered over 100 #DirectFix boxes containing everything from portable phone chargers to treats for children to those customers affected by the floods.

Accelerating Growth: what lessons can we learn? 

In the year following the launch of its ‘We’re on it’ positioning and Fixer campaign, according to Hall & Partners 2016 Ad and Brand Tracker, Direct Line became the most distinctive brand in the market. It was also voted the most empathetic company on Twitter by the Harvard Business Review. Most importantly, by January 2015 Direct Line had halted five consecutive years of decline and reversed the business’s overall revenue, a year ahead of target. 

In today’s economic climate, the results of Direct Line’s Fixer campaign are a worthy reminder that consumers will pay a premium for the things they care about. It also highlights the important role the marketing team can play in making a step change across a business. By fostering a culture where innovation is reality, not just empty words, Evans said that the marketing team, “gained stature with our CEO and we certainly have a bigger share of voice across the company.” 

Q. Tell me about what Happy Hour are doing currently that relates to ESG and sustainability and your involvement in this.

A. Throughout my life I have felt strongly about environmental, social issues and injustices. I come from a family of social workers and dare I say, hippies, who care immensely about sustainability (both out of need and responsibility) and about fairness for all. This foundation seeped into all aspects of my life and career which developed into an attachment to ESG within the workplace.

At Happy Hour, I spearhead our sustainability initiatives, processes and practices (e.g. paperless office, switching to reusable cups and flasks, refillable hand soap bottles, swapping paper for cotton towels, working with our cleaners to use 100% eco-friendly products, hiring electric vans for shoots and more). I also organised a work placement for five Bristol students to gain experience in the notoriously hard to break-into TV industry. I am always striving for improvements and updates to business practices and accountability, community engagement and diversity & inclusion. And I am committed to staying informed and taking steps towards addressing ESG issues, through both work and personal actions.

Outside of work, I am always trying to reduce my family’s carbon footprint. I shop in our local refill grocery store, use cloth nappies for our baby, don’t eat meat and last year we upgraded to an electric car which has been incredible.

As an SME, Happy Hour has the unique opportunity to engage all co-workers in the development and continual refinement of our ESG strategy and principles.

Our workplace culture is ‘earth-first’, and we’re proud that over 85% of our employees either cycle, walk, use public transport or drive an electric vehicle to work. We have also introduced other initiatives to reduce our environmental footprint, such as:

• Using 100% renewable energy suppliers
• Promoting a paperless office (we’re almost there!)
• Creating and implementing a sustainability-focused shoot guidelines policy which leads with the five ‘Rs’ – Refuse, Reduce, Reuse, Repurpose and Recycle. This is especially important as, when it comes to shooting, elements like props, sets, lighting, catering transport etc. can contribute hugely to landfill waste and carbon emissions
• Building relationships and switching contracts to local businesses that have certifiable green credentials
• Actively involving and training staff with organisations such as AdGreen, Albert, Green Alliance, Giki Zero. Here’s a little more info on these businesses:

AdGreen: Its purpose is to motivate the advertising industry to reduce the negative environmental impacts of production and enable the community to measure and understand waste and carbon emissions.

Albert: Is the home of environmental sustainability for the screen industries – to share, learn and act on our impact, including free, bespoke training days to everyone in the TV and film industries.

Green Alliance: Is an independent think tank and charity focused on ambitious leadership for the environment. Since 1979, it has been working with the most influential leaders in business, NGOs and politics to accelerate political action and create transformative policy for a green and prosperous UK.

Giki Zero: Is a B Corp and United Nations Race To Zero Accelerator for employee engagement, led by sustainability professionals and supported by climate experts, on a mission to help people cut carbon.

Q. Do you think advertisers/ clients should be planning media investment with ESG goals in mind?

A. Absolutely. Consumers value brands that demonstrate a commitment to environmental and social responsibility. Advertisers and clients should consider ESG factors in their media planning to not only contribute to sustainability but also to appeal to a conscientious consumer base. By doing this, they can not only make a positive environmental impact but also enhance their brand reputation.

Q. Are advertisers/clients and their agencies leaning forward on this topic collaboratively?

A. Yes, we’ve seen a noticeable shift towards collaborative efforts between advertisers and agencies in addressing ESG issues. Many clients now see the value in aligning their brands with sustainability goals and agencies are proactively incorporating ESG considerations into their strategies. This collaboration is fostering a more responsible and ethical approach to advertising, creating a win-win situation for brands, agencies, production companies and consumers alike. This almost always plays a part in the pitch/tender process and can start as early as the RFI, with clients wanting to make sure that their supply chain is supporting them in achieving their ESG goals.

Q. Who is inspiring you or innovating in this area at the moment?

A. From a creative point of view, we’ve recently seen a couple of genius, hard hitting ads which went out in the run up to COP28.

The first by Lucky Generals really makes us think about our individual carbon footprints when it comes to pensions and how/where they’re invested. The ad uses actress Olivia Coleman to deliver a satirical message about the damage that obliviously investing into pension funds is having on the environment, cleverly using humour and emotion to deliver hard hitting messages.

Check out the ad here

The second is by 4Creative, developed to promote Channel 4’s Climate Change Season and question the damage being done by those at the top. It pokes fun at those stereotypes in power who aren’t taking climate change seriously, asking are they doing enough to reduce their “carbon skid mark”. It certainly raises a few eyebrows and gets you thinking!

Check out the ad here

Q. If you were King/Queen for the day, what ESG policy would you decree?!

A. That all able-bodied, employed adults do compulsory water-ways clean-ups, once a week, for three hours. Whether rivers, ponds, seas or oceans, wherever is local to them. This time would be within working hours and would be classed as a minimum ‘donation’ from each employer to the climate emergency.

Q. Tell me about what WeAre8 is doing currently that relates to ESG and sustainability.

A. Our whole business is built with ESG in mind. Sue Fennessy, our inspirational Founder and CEO, wanted to address the negative societal and environmental impacts social media and digital advertising has created across the world, all whilst offering brands a more effective, transparent and waste free ad model.

At the heart of our ecosystem is our hate free social app.  WeAre8’s first-in-market verification process enables us to eliminate hateful and harmful content giving our citizens a premium, elevated and inspiring feed that leaves them feeling positive.  When people choose to watch ads on WeAre8, 60% of every £1 or $1 that comes into our business is given back to people, charities and the planet.

Our ad model is a far more sustainable choice for brands.  Because people consciously and intentionally choose to watch each and every ad, we are able to completely eliminate e-waste.  WeAre8 also invests in climate solutions, in partnership with Ecologi, helping projects in the world’s hardest hit areas every time an ad is viewed.

Q. In terms of your advertising portfolio, it must be a no brainer for Charities but are you finding that the big corporates are also very interested, or others in-between?

A. Yes – it’s a real mix. We’ve worked with some of the world’s biggest brands over the past couple of years including Unilever, McDonalds, Nike, Nestle, Mars, eBay, Mondelez, Heineken, Audi. It is great that so many brands are focused on improving their ESG impact and spending their budget somewhere more meaningful. The important thing that we always remind brands and agencies is that with WeAre8, you don’t need to compromise on performance to make positive impact. With every campaign on the app brands will get 67X more attention than on Instagram and can expect to see CTR’s of around 5%.

We should be a BAU partner and all of the positive impact that happens behind the scenes supports brands in delivering against the corporate ESG goals.

Q. Are advertisers and agencies leaning forward on this area collaboratively, do you think one is pushing more than the other?

A. Some (brilliant) clients really lean in and others are driven by their agency. There’s a lot of positive intent across the industry, but we all do need to come together more to force the change we want and need to see.

Everyone – clients, agencies and media owners can and absolutely should be doing more and pushing each other.  Progress over perfection.

We should also be sharing and celebrating new innovations, best practice and brilliant people more.

Q. Are there any brands you see implementing a robust strategy in this space and if so, what are they doing?

A. One client that we work with who really stands out for me is giffgaff. There is an amazing team over there who are deeply committed to collaborating, learning and improving. More generally, brands such as Vinted, eBay, Backmarket are inspiring others through their concepts and are important in driving change and the circular economy.

Q. Outside of the brands themselves, are there any other people/partners/companies who are inspiring you?

A. Scope 3 is excellent. It works tirelessly to help agencies and brands make better media choices – offering new tools and services to improve the industry.

I also want to shout out to someone in my team at WeAre8, Jess Stead. Jess is still fairly early on in her career, but she is deeply committed to her own knowledge and how she can do her bit to contribute towards positive ESG change within her work. She does a lot of it off her own back. We need people like this coming through.

Q. What do you think will be the focus of the industry in 2024 with regards to an ESG agenda?

A. Reducing and eliminating fraud and e-waste is critical. The internet is now worse for the environment than air travel. Brands and agencies should all be focusing attention on how they do more with less. From a wider ESG perspective also mental health, kindness and supporting each other is key for brands to consider. Not just how we show up, but where we show up. We need to think about how we can make media as an industry healthier for humanity.

There’s lots of positive things happening already which gives me hope.  We just need much more of it.

Q. If you were Queen for the day what ESG policy would you decree?

A. More than one (sorry)…

1. Enforce the criminalisation of hateful and harmful content
2. More reward and recognition for the businesses and people doing the best work in the sustainability space. We should make them all feel like absolute heroes so future generations are inspired to take a cleaner, greener more planet friendly path.

We were excited to launch Real Techniques ‘Our Tools. Your Way’ campaign this week.

As reported by Campaign, the launch saw an OOH stunt light up iconic London landmarks with a call to arms to ‘#MakeYourStatement’ and settle long-standing makeup debates across the social beauty community while celebrating individuality and creative beauty styles.  

The launch had influencer support, with Izzie Rogers taking to Oxford Street to talk all things beauty with healthy debates and sharing Real Techniques’ make-up tool samples.  

Real Techniques media will go beyond OOH, with activity running across TikTok, Instagram and YouTube until mid-March, with various bursts throughout the year. The campaign showcases that Real Techniques has the makeup tools for whatever look you want to achieve, whoever you are. 

Wendy Chung, Senior Account Executive

Its fair to say that MI’ers are keen to step under the spotlight, our Senior Account Executive Wendy Chung is up next to give us the inside scoop on how she got into the industry and what she loves about agency life.  

Q. Tell me about what Talon is doing currently that relates to ESG and sustainability and how you’re involved

A. I am Talon’s Group Sustainability Manager, which is a new role for the company. I lead on the development and execution of our internal sustainability strategy. Day-to-day, this involves developing new processes and policies, upskilling our teams and working with our suppliers. I also get involved externally through industry working groups and holding discussions with various stakeholders across different agencies and media owners.

Q. Do you think advertisers should be planning media investment with ESG goals in mind?

A. Definitely – given clients are consumer facing they have probably (and hopefully) already started considering sustainability and have set strategic goals. Sustainability extends into all facets of the business, including media, so we are seeing more pressure mounting on marketing functions to help their business achieve sustainability goals. If marketing teams aren’t already facing this pressure, it’s only a matter of when – as agencies we therefore must be cognisant of what to expect.

Q. Are advertisers and their agencies leaning forward on this topic collaboratively?

A. I have been surprised how far behind the industry is in sustainability generally, but progress is happening. So far, the collaboration happening seems to be being pushed by the clients themselves, Giffgaff for example has been pushing its agency to think creatively about its media planning and buying in support of its ‘Up To Good’ strategy which is awesome. I would however love to see agencies take a leading role in these conversations. Adland has climate tunnel vision at the moment, but sustainability encompasses a much broader set of topics so it’s important that we start collaborating on the bigger picture.

Q. Are there companies you feel have already demonstrated a robust strategy in this space and if so, what are they doing?

A. Yes, I have seen a few companies asking the right questions which is the best place to start. They want to know where their media is being placed, by who and using what materials. I’m seeing carbon reduction tabled as a lever in planning more and more often, but whilst it may be a consideration in planning, other key levers like price are still dominating the conversation.

Q. Who is inspiring you or innovating in this area at the moment?

A. I have really enjoyed seeing what Not On The High Street did for its recent Christmas campaign – not only is its messaging consistent with positive consumer behaviour change (Don’t Gift Landfill) but the billboard has also used materials in production that were donated to people experiencing homelessness through Crisis. It’s this ultimate combination of considering both messaging and waste that make this space so exciting, it’s exactly what the world needs more of.