I was fascinated to read a New Zealand Herald story on the MÄori asset base, though it wasn’t the financial part that hit me. What was more significant were the principles behind MÄori businesses.
About 15 years ago, when chatting to a woman representing a MÄori winery, I said that she had an amazing opportunity to show that MÄori were far ahead of the game when it came to corporate social responsibility, something that was close to my heart with my work for Medinge Group. Itās interesting to see that that impression I had in the mid-2000s wasnāt wrong, and is now backed up by Dr Maree Roche of Waikato University.
She identifies five values behind MÄori leadership, which blends their needs to support marginalized communities, kaupapa, and contemporary influences.
The values are:
whakaiti (humility): the leader enables others but doesnāt take credit themselves;
ko tau rourou and manaakitanga (altruism): ensuring the well-being of others and the generosity of spirit;
whanaungatanga (others): collectivism and relationships with past, present and future generations;
tÄria te wÄ and kaitiakitanga (long-term thinking and guardianship);
tikanga MÄori (cultural authenticity).
Youāll recognize a lot of the same words used in much of Medingeās work on humanistic branding: the need for serving communities; to consider far more than the immediate quarter (āfinance is brokenā); and being authentic.
MÄori may find themselves better equipped with their newer organizations to weave in a message about CSR, considering the successful ones already practise it for their own people. Translating that in an export market, for instance, to serving a cause that is of concern to that market, should be comparatively easier than for a company so entrenched in delivering quarterly results to shareholders. Promoting ties between tangata whenua and the export market could be of interest, especially in Asia where many of the same ideas about family, whÄnau and community are shared. They are in an advantageous position and those of us in New Zealand would be foolish to ignore it.
Interesting to get this perspective on āBig Techā from The Guardian, on how itās become tempting to blame the big Silicon Valley players for some of the problems we have today. The angle Moira Weigel takes is that there needs to be more democracy in the system, where workers need to unite and respecting those who shape the technologies that are being used.
I want to add a few far simpler thoughts.
At the turn of the century, our branding profession was under assault from No Logo and others, showing that certain brands were not what they were cracked up to be. Medinge Group was formed in part because we, as practitioners, saw nothing wrong with branding per se, and that the tools could be used for good. Not everyone was Enron or Nike. There are Patagonia and Dilmah. That led to the original brand manifesto, on what branding should accomplish. (I was generously given credit for authoring this at one point, but I was simply the person who put the thoughts of my colleagues into eight points. In fact, we collectively gathered our ideas into eight groups, so I canāt even take credit for the fact there are eight points.)
In 2017, we may look at Ćberās sexism or Facebookās willingness to accept and distribute malware-laden ads, and charge tech with damaging the fabric of society. Those who dislike President Trump in the US want someone to blame, and Facebookās and Googleās contributions to their election in 2016 are a matter of record. But itās not that online advertising is a bad thing. Or that social media are bad things. The issue is that the players arenāt socially responsible: none of them exist for any other purpose than to make their owners and shareholders rich, and the odd concession to not doing evil doesnāt really make up for the list of misdeeds that these firms add to. Many of them have been recorded over the years on this very blog. Much of what we have been working toward at Medinge is showing that socially responsible organizations actually do better, because they find accord with their consumers, who want to do business or engage with those who share their values; and, as Nicholas Ind has been showing in his latest book, Branding Inside Out, these players are more harmonious internally. In the case of Stella McCartney, sticking to socially responsible values earns her brand a premiumāand sheās one of the wealthiest fashion designers in the world.
I just canāt see some of the big tech players acting the same way. Google doesnāt pay much tax, for instance, and the misuse of Adwords aside, there are allegations that it hasnāt done enough to combat child exploitation and it has not been a fair player when it comes to rewarding and acknowledging media outlets that break the news, instead siding with corporate media. Google may have open-source projects out there, but its behaviour is old-school corporatism these days, a far cry from its first five years when even I would have said they were one of the good guys.
Facebookās problems are too numerous to list, though I attempted to do so here, but it can be summed up as: a company that will do nothing unless it faces embarrassment from enough people in a position of power. Weāve seen it tolerate kiddie porn and sexual harassment, giving both a āpassā when reported.
Yet, for all that they make, it would be reasonable to expect that they put more people on the job in places where it mattered. The notion that three volunteers monitor complaints of child exploitation videos at YouTube is ridiculous but, for anyone who has complained about removing offensive content online, instantly believable; why there were not more is open to question. Anyone who has ventured on to a Google forum to complain about a Google product will also know that inaction is the norm there, unless you happen to get to someone senior and caring enough. Similarly, increasing resources toward monitoring advertising, and ensuring that complaints are properly dealt with would be helpful.
Googleās failure to remove content mills from its News is contributing to āfake newsā, yet its method of combatting that appears to be taking people away from legitimate media and ranking corporate players more highly.
None of these are the actions of companies that want to do right by netizens.
As Weigel notes, thereās a cost to abandoning Facebook and Google. But equally there are opportunities if these firms cannot provide the sort of moral, socially responsible leadership modern audiences demand. In my opinion, they do not actually command brand loyaltyāa key ingredient of brand equityāif true alternatives existed. Duck Duck Go might only have a fraction of the traffic Google gets in search, but despite a good mission its results arenāt always as good, and its search index is smaller. But we probably should look to it as a real alternative to search, knowing that our support can help it grow and attract more investment. There is room for a rival to Google News that allows legitimate media and takes reports of fake news sites more seriously. If social media are democratizingāand there are signs that they are, certainly with some of the writings by Doc Searls and Richard MacManusāthen there is room for people to form their own social networks that are decentralized, and where we hold the keys to our identity, able to take them wherever we please (Hubzilla is a prime example; you can read more about its protocol here). The internet can be a place which serves society.
It might all come back to education; in fact, we might even say Confucius was right. If youāre smart enough, youāll see a positive resource and decide that it would not be in the best interests of society to debase it. Civility and respect should be the order of the day. If these tools hadnāt been used by the privileged few to line their pockets at the expense of the manyāor, for that matter, the democratic processes of their nationsāwouldnāt we be in a better place? They capitalized on divisions in society (and even deepened them), when there is far more for all of us to gain if we looked to unity. Why should we allow the concentration of power (and wealth) to rest at the top of tech’s food chain? Right now, all I see of Google and Facebookās brands are faceless, impersonal and detached giants, with no human accountability, humming on algorithms that are broken, and in Facebookās case, potentially having databases that have been built on so much, that it doesnāt function properly any more. Yet they could have been so much more to society.
Not possible to unseat such big players? We might have thought once that Altavista would remain the world’s biggest website; who knew Google would topple it in such a short time? But closer to home, and speaking for myself, I see The Spinoff and Newsroom as two news media brands that engender far greater trust than Fairfax’s Stuff or The New Zealand Herald. I am more likely to click on a link on Twitter if I see it is to one of the newer sites. They, too, have challenged the status quo in a short space of time, something which I didn’t believe would be possible a decade ago when a couple of people proposed that I create a locally owned alternative.
We donāt say email is bad because there is spam. We accept that the good outweighs the bad and, for the most part, we have succeeded in building filters that get rid of the unwanted. We donāt say the web is bad because it has allowed piracy or pornography; its legitimate uses far outweigh its shady ones. But we should be supporting, or trying to find, new ways to advertise, innovate and network (socially or otherwise). Right now, Iām willing to bet that the next big thing (and it might not even be one player, but a multitude of individuals working in unison) is one where its values are so clear and transparent that they inspire us to live our full potential. I remain an optimist when it comes to human potential, if we set our sights on making something better.
For the second time in two months, I found myself announcing to the members of Medinge Group another passing: that of my good friend Tim Kitchin.
Tim passed away over the weekend, and leaves behind three kids.
I always admired Timās point of view, his depth of thinking, and his generosity of spirit.
I remember Tim taking notes at my first Medinge meeting in 2002: he drew mind maps. None of this line-by-line stuff. And they worked tremendously well for him.
His brain had a capacity to process arguments and get to the core incredibly quickly, from where he could form a robust analysis of the issues.
But never at any point did Tim use this massive intellect to debase or humour anyone. He used it to better any situation with a reasoned and restrained approach.
Whenever he commented, he did so profoundly. Tim could get across in very few words some complex arguments, or at least open the door to your own thinking and analysis.
In 2003, Tim was one of the authors of Beyond Branding, with a chapter on sustainability (āBrand Sustainability: Itās about Life ā¦ or Deathā). Note the year: he was writing about sustainability before some of todayās experts began thinking about it. Prior to that he had co-authored Managing Corporate Reputations (2001).
He wrote a chapter summary for Beyond Branding, which began, āImagine the life of the earth as a single day. In the last 400th of a second of that day we have directly altered 47% of the earthās land area in the name of commerce and agriculture, but even so, 900 million people are still malnourished, 1.2 billion lack clean water and 2 billion have no access to sanitation.
āWe cannot take it for granted that governments will suddenly acquire the clarity[,] insight and commonality of belief to see a process of renovation to its end. Unless we accept our joint and several liability for this future and begin to address the sustainability of all human systems, we stand little chance of tackling the most complex system of allāour symbiosis with spaceship earth ā¦ destination unknown ā¦ arrival time yet to be announced.
āAgainst this apocalyptic backdrop, how does a 60 year-old global CEO promise a bright future and possibly a pension to his 16 year-old apprentice, or any future at all to the ten year-old enslaved employees of his suppliersā?
āHow does he create a sustainable future for his organisation and those to whom it has made explicit or implicit promises? He must start by building a sustainable brand.ā
You can see the sort of thinking Tim exhibited in the above, and as I got older the more I realized how ahead of the curve he was. The problems that he writes about remain pressing, and his solutions remain relevant. Presented in language we can all understand, they introduce complex models, much like his mind maps.
He had a real love of his work and a belief that organizations could be humanistic and help others.
He certainly lived this belief. Tim was with us at Medinge till the end of 2014, and went on to other projects, including directing Copper, a digital fund-raising and marketing agency. He was also helpful to a Kiwi friend of mine who arrived in the UK in 2016āTim was generous to a fault.
With the world in such confusing turmoil, Tim still sought solutions to make sense of it all and posted to social media regularly.
And despite whatever he was going through himself, he had a real and constant love for his children.
Tim had an enduring spirituality and he believed in an afterlife, so if heās right, Iāll catch up with him at some stage. By then hopefully weāll have made a little bit more sense of this planet. As with Thomas, who passed away in December (in Timās words, āHorrid news to end a horrid yearā), Iāll miss him heaps and the world will be far poorer without him.
PS.: I have the details of Tim’s service and burial from a mutual friend, Peter Massey.
As I guessed, it will be at All Saints’ Church in Biddenden (TN27 8AJ). The date and time are Thursday, February 2 at 2 p.m.
There will be a reception afterwards at the Bull in Benenden (TN17 4DE).
Nearest train stations are Headcorn and Staplehurst on the line from Charing Cross, Waterloo East and London Bridge. Local taxi firm MTC is on +44 1622 890-003.
Peter has offered help with travel and accommodation (via Facebook) so I can relay messages if need be. He has posted on Tim’s Facebook wall if any of you are connected there.āJY
Tonight, I had the sad and solemn duty to announce publicly the passing of my friend Thomas Gad.
Iām still waiting for someone to come out and tell me that I have been severely pranked.
Thomas was the founder of what we now call Medinge Group. After working for 17 years at Grey Advertising as an international creative director, Thomas set up Brandflight, a leading branding consultancy HQed in Stockholm. He authored 4-D Branding, Managing Brand Me (with his wife, Annette Rosencreutz), and, most recently, Customer Experience Branding.
In 2000, Thomas seized on an idea: why not gather a bunch of leading brand practitioners at Annetteās familyās villa at Medinge, three hours west of Stockholm, for a bit of R&R, where they could all discuss ideas around the profession?
Nicholas Ind was one of the people at that first meeting. In a statement tonight, Nick wrote, āI first met Thomas when I was working in Stockholm in 2000āhe invited me to join him at Medinge in the Swedish countryside to talk about branding. So began a professional and personal relationship that was truly fulfilling. Thomas, and his wife Annette, hosted the annual meetings we had at his house every summer after that with unrivalled generosity. My strongest recollection of those days is not the debates we had or flying with Thomas in his sea plane (even though those are also memorable), but Thomas and Annette sitting at the dinner table in the evenings singing songs, telling jokes and bringing everyone together. Thomas was exceptional in the way he made everyone feel welcome and valued in the groupāhe will be deeply missed.ā
I came on the scene in 2002, invited by Chris Macrae. The event had become international the year before. Thomas and Annette made me feel incredibly at home at Medinge, and we had an incredibly productive meeting. He had taught me to sing ‘Helan gĆ„r’, for no Swedish gathering is complete without a drinking song.
At the same meeting, I met Ian Ryder, who wrote, āAs a founding member, and now Honorary Life Member, of Medinge Group I couldn’t possibly let such a sad announcement pass without observation. Thomas was a really bright, intellectually and socially, human being who I first met at the inaugural pre-Medinge group meeting in Amsterdam sixteen years ago. Little did we know then that our band of open-minded, globally experienced brand experts would develop into a superb think-tank based out of Thomas’s home in Medinge, Sweden.
āFor many years he and his lovely wife, Annette, hosted with a big heart, the annual gathering at which he played fabulous host to those of us who made it there. A larger-than-life, clever and successful professional, Thomas will be sorely missed by all those lucky enough to have known him.’
By the end of the summer 2002 meeting we had some principles around branding, the idea for a book (which became Beyond Branding), and a desire to formalize ourselves into an organization. The meeting at Medinge would soon become the Medinge Group (the definite article was part of our original name), and we had come to represent brands with a conscience: the idea that brands could do good, and that business could be humane and humanistic. This came about in an environment of real change: Enron, which had been given awards for supposedly doing good, had been exposed as fraudulent; there was a generation of media-savvy young people who could see through the BS and were voting and buying based on causes they supported; and inequality was on the rise, something that the late Economist editor, Norman Macrae (Chrisās Dad) even then called humankindās most pressing concern. If everything is a product of its time, then that was true of us; and the issues that we care about the most are still with us, and changes to the way we do business are needed more now than ever.
This is Thomasās legacy: Medinge Group is an incorporated company with far more members worldwide, holding two meetings per annum: the annual summer retreat in Sweden, and a public event every spring, with the next in Sevilla. The public events, and the Brands with a Conscience awards held in the 2000s, came about during Stanley Mossās time as CEO. Stanley wrote this morning, āThomas brought his vision and resources to the foundation of Medinge, and served as a critical voice in the international movement for humanistic brands.ā We continue today to spread that vision.
We have now been robbed far too early of two of our talents: Colin Morley, in the 7-7 bombings in London in 2005; and, now, Thomas, taken by cancer at age 65. My thoughts go to Annette and to the entire family.
I was asked by my Alma Mater, Victoria University of Wellington, to give a 90-minute lecture on leadership last week to students visiting New Zealand from Peking University and the Guangdong University of Foreign Studies. (My half-serious suggestion that I spoke Cantonese and the three students from Guangdong who understood could translate to Mandarin to the rest of their classmates was turned down.) The above was the second slide, and the four main points I wanted to get across. When I posted this on Facebook and Instagram, it got quite a few likes, so I’m sharing it more publicly here.
They were a personal look at my style of leadership and what drove my career over the last quarter-century or so.
The first one was more down to luck and necessity than my being a great visionary who foresaw virtual firms and how we could be brought together through online communications. The second, however, is probably down to a number of factors, though one must also evaluate the risk of taking those steps.
The third and fourth, however, should be things we can all accomplish, by finding causes close to our hearts.
One student asked about the fourth, because she noted that there were circumstances where dissent might land one in trouble. (You may think I was taking a dig at China there, but I suspect Edward Snowden might have a thing or two to say about that.) I gave her the example of a person who had a criminal record for a minor matter because he had fallen in with the wrong crowd, and had repaid his debt to society. Did he deserve a leg up because you knew he was a good person? Now, what if that person wanted to go for a particular job? Even if the glass ceiling isn’t shattered, you can still put cracks in it if you believe he’s the best person for it. Help him out: give him feedback on his CV, offer him advice, help rehearse a job interview.
What if it was someone who wanted to go to a good school but his parents couldn’t afford it? Would you write a letter of endorsement and put your weight behind his application for a scholarshipābecause you knew he would make the most of that opportunity?
My apologies for the use of the masculine pronoun but the above are based on real-world examples.
We all have something to offer the next person, and those opportunities to help others will always arise.
[Cross-posted] Summer Rayne Oakes and Benita Singh’s Cartier award-winning venture, Source4Style, which helps designers source sustainable fabric through a well designed, transparent website, launches its second version today. Lucire has the low-down in the main part of the site, and this story forms part of some of our next 2012 print and other non-web editions.
We believe this will revolutionize the way the business of fashion is conducted. Think about it: consumers demand sustainability and the trend has no signs of stopping. Yet, according to Singh, suppliers are spending up to 43 per cent of their marketing budgets just on trade shows. āItās a huge up-front time and ļ¬nancial commitment with no guarantee of a return,ā she says. On the other end of the scale, Cornell University research shows that designers are spending up to 85 per cent of their time visiting those same shows, going through online directories, or wading through sample folders.
Source4Style uses the internet to bridge the divide, and has obvious positive implications for smaller suppliers, who are on a level playing field with the big names. Some of these suppliers are in third-world countries, so it’s not hard to see the financial benefit that Source4Style can have for them and their communities.
It’s in line with the ideas in Simon Anholt’s Brand New Justice, where Anholt posited that good brands helped third-world communities find greater profits and margins. Source4Style doesn’t quite give these companies brands per se, but through the site, it allows them to be the equal of businesses that are operating in the first world, and levels the playing field.
It is the solidity behind this venture that sees us devote two web pages and the cover to it. We encourage readers to take a look, as this may well be the moment when fashion changes for goodāin more than one sense of the word.
International think-tank announces seventh annual Brands with a Conscience awards
The Medinge Group (www.medinge.org), an international think-tank on branding and business, today releases its seventh annual Brands with a Conscience list. In the Groupās opinion, these diverse organizations show that it is possible for brands to succeed as they contribute to the betterment of society by sustainable, socially responsible and humanistic behaviour.
In announcing the winners, Stanley Moss, CEO of the Medinge Group said, āThis yearās awards indicate that principles of compassionate branding are being applied globally, by businesses large and small, across categories from finance to retail to energy, in established and emerging economies, in new markets. Today, brands with conscience can work to build bridges of understanding between nations and societies.ā
Ian Ryder, a founding director of the Medinge Group commented, āWinning a BWAC award is more than public recognitionāit is a clear statement of your organizationās values, one of the most powerful competitive differentiators in existence!ā
The international collective of brand practitioners meets annually in August at a secluded location outside Stockholm, Sweden, and collaborate on the list, judging nominees on principles of humanity and ethics, rather than financial worth. The Brands with a Conscience list is shaped around criteria including evidence of the human implications of the brand and considering whether the brand takes risks in line with its beliefs. Evaluations are made based on reputation, self-representation, history, direct experience, contacts with individuals within the organizations, media and analysts and an assessment of the expressed values of sustainability.
Three years ago the group added a unique category commendation, the Colin Morley Award, recognizing exceptional achievement by an individual or NGO. Mr Morley, a member of the Medinge Group, died in the London Underground bombings on July 7, 2005. The award commemorates his visionary work in humanistic branding.
For 2010, the group has singled out the following organizations as Brands with a Conscience:
Alibaba Group/China
Co-op Bank/UK
Marks & Spencer/UK
Merci/France
Pictet et Cie./Switzerland
SAP/Germany
Selco Solar Pvt. Ltd./India
The Colin Morley Award is given to:
Muna Abu Sulayman/Saudi Arabia
Detailed descriptions and web links follow:
Alibaba Group www.alibaba.com
A young Asian brand built on the idea that it must exist as an experience to elevate their own or other peopleās level of happiness. Jack Ma founded Alibaba in his cramped apartment with 17 colleagues. A decade later, Alibaba Group is the largest ecommerce company in China, with 15,000 employees and more than 100 million users. It also has a B2B unit with a community of more than 42 million registered users from more than 240 countries and regions. This year Alibaba will unveil partnership plans for Grameen China, a project to significantly increase access to micro-credit for poverty alleviation in Sichuan and Inner Mongolia. (Medinge named Grameen Telecom a Brand with a Conscience in 2005, and its parent Grameen Bank was awarded a Nobel Prize in 2008.) Employing the Grameen Bank microcredit model, the group hopes to impact more than 72,000 lives in its first five years.
Ava Hakim, IBM exec and member of the Medinge Group, remarked that Alibaba is a business ābuilt on trust, one which respects intellectual property rights and will remove sites which infringe upon the rights of others.ā She also was impressed by the six core values named, which they have successfully applied to their business.
Co-op Bank www.co-operativebank.co.uk/servlet/Satellite/1193206375355,CFSweb/Page/Bank
The Co-op, founded in 1872, from its origins has focused on serving local communities. Today the Co-op is the only UK clearing bank to publish an ethical statement. Medinge director Patrick Harris lauded the brand, noting that āsince 1992 Co-op has been building its ethical stance by asking its membership to vote on issues such as animal welfare, human rights and ecological impact.ā It claims to have turned away over Ā£900 million in loans to businesses not in keeping with the Co-op Ethical Policy. The commitment to improve their food businessā ethical and environmental performance is in line with expectations arrived at in consultation with 100,000 members. Co-Op was double-nominated this year, for both its banking and food businesses.
Marks & Spencer plana.marksandspencer.com
In her nomination, Medinge director Erika Uffindell emphasized the focused approach to climate change, waste and sustainability that Marks & Spencer have adopted. With their Plan A campaign, the company established 100 commitments to achieve in five years, clear targets for their business, actionable by people across the group. Uffindell finds the brand very accessible and involving: they have engaged 17,231 customers in making pledges to support climate change and a commitment to sustainability.
Merci www.merci-merci.com
Merci is a 1500 mĀ² shop for fashion and home furniture based in Paris, France. All sales profits are destined for women and children in Madagascar. The store sells new or artist-reworked donated goods and has had a huge impact. Some goods are sent directly to Madagascar. Merciās website is especially minimal and modest, yet effectively states the storeās mission. In his nomination, Medingeās Philippe Mihailovich expressed the hope that Merciās actions influence others to follow.
Pictet et Cie. www.pictet.com
This Swiss-based private bank started in 1805. Medinge director Nicholas Ind cited two significant aspects of the brand.
First, its focus on sustainable development and the redirection of funds in this direction by encouraging the maximum investment in sustainable areas for a given risk: the bankās management of a water fund, launched in 2000, which has become the worldās largest of its kind, with over ā¬4 billion in assets; and a Clean Energy fund. The second aspect is the Prix Pictetāthe worldās first international prize dedicated to photography and sustainabilityāmandated to encourage the use and power of photography to communicate vital messages to a global audience. This yearās theme is Earth.
SAP www.sap.com/about/SAP-sustainability
Today, many B2Bs are silently doing a fantastic job to adapt to our global challenges. Medingeās chairman Thomas Gad nominated Germanyās SAP, a software company whom he admires because āthey actually help other companies to create usable metrics in their CSR and sustainability.ā Over the past 10 years, SAP has been recognized by the Dow Jones Sustainability Index for upholding ethical, environmental, social, and governance values in products and services.
Selco Solar Pvt. Ltd. www.selco-india.com/index.html
Medinge CEO Stanley Moss described Selco as an interesting small business, 14 years old, who supply solar power solutions, mostly in the Indian states of Tamil Nadu and Karnataka. They rely on microfinance loans, employ 140 people, and have done around 100,000 installations of small to large size. They are partially funded by Grameen. Moss was impressed by their cradle-to-grave attitude about product, longevity in the marketplace after a tough start-up, good work on the individual level, private ownership, and the understanding of need for innovation.
The 2010 Colin Morley Award to Muna Abu Sulayman helwa.maktoob.com/%D9%86%D8%B3%D8%A7%D8%A1_%D8%AA%D8%AD%D8%AA_%D8%A7%D9%84%D8%A3%D8%B6%D9%88%D8%A7%D8%A1-%D9%85%D9%82%D8%A7%D9%843966-%D9%85%D9%86%D9%89_%D8%A3%D8%A8%D9%88_%D8%B3%D9%84%D9%8A%D9%85%D8%A7%D9%86.htm
Simon Nicholls, a member of Medinge, nominated Muna Abu Sulayman, who receives 2010ās Colin Morley Award, for excellence by an individual or NGO, acknowledging their contribution to the betterment of society through sustainable, socially responsible and humanistic behaviour. In giving this award, the Medinge Group recognizes Munaās outstanding work in educational development, poverty alleviation and strategic philanthropy; as Executive Director of the Alwaleed Bin Talal Foundation, developing and implementing operations for humanitarian assistance across the globe; her role as the first woman in Saudi Arabia to be appointed by the United Nations Development Programme as a Goodwill Ambassador; and for exceptional reporting as co-host on popular MBC-TV social programme Kalam Nawaem, in particular her advocacy of rights for women. As a public and media personality, she speaks about issues relating to Arab society, media, building bridges of understanding between east and west. Since 1997, Ms Abu Sulayman has served as lecturer on American literature at King Saud University in Saudi Arabia. She frequently appears as a panelist at the Davos World Economic Forum, Jewish Economic Forum, C-100 of the World Economic Forum, Brookings Institute Conferences and other venues.
Patrick Harris, a Medinge director, added, āIn the list of 2010 Brands with a Conscience winners, we can see a clear focus on commerce and finance. This is no accident. Instead, this is a sign of the worldās markets responding to the need for responsible and inter-generational business activities.ā
Regarding his nomination of Co-op Bank, Harris said, āThe UKās Co-operative Bank is a prime example of a highly principled business within a traditional competitive landscape. The Co-op are being recognized by Medinge for their values-led business focus and for the impact that they bring to a beleaguered sector.ā
Jack Yan, a director of Medinge said, āAgain, the Medinge Groupās international influence has resulted in a global list of winners, all of which practise our ideals of humanistic branding. Iām thrilled weāve recognized our first Chinese and Saudi Arabian winners this year.
āIn particular, Selco Solar of India shows a commitment to green energy that is very poignant in the 2010s. Just because fuel prices have dropped from their 2008 highs does not mean that the energy crisis is over, a fact the Medinge Group recognizes.ā
Medinge Group member Ava Maria Hakim commented, āThe message to the worldāand Alibabaās 100 million usersāis that Chinaās Alibaba Group has set a global brand and business benchmark that goes beyond corporate social responsibility to building an integrity-based business driven by long-term vision. Alibaba Group is a Brand with a Conscience of the future.
Erika Uffindell, a director of Medinge, commented, āMarks & Spencer is a great example of an organization living by its beliefs. M&S has been recognized by Medinge for creating the innovative Plan Aāan initiative that involves customers and partners in their ambition to help combat climate change and reduce waste. Plan A focuses on five key areas: climate change, waste, sustainable raw materials, health and being a flair partner. Marks & Spencerās ability to involve their stakeholders in such a simple and accessible way has been reflected in their significant achievements to date.ā
Nicholas Ind, a founding director of Medinge stated, āThis year, the Medinge Groupās Brands with a Conscience awards shows impressive diversity and reflects the commitment that brand owners are demonstrating around the globe to building organizations that meet the needs of all parts of society. The 2010 winners come from the UK, China, India, Switzerland, Germany, France and Saudi Arabia.ā
Special thanks to Medingeās 2010 BWAC nominating committee
Paulina Borsook
Thomas Gad
Ava Hakim
Patrick Harris
Pierre dāHuy
Nicholas Ind
Philippe Mihailovich
Sergei Mitrofanov
Stanley Moss, chairman
Simon Nicholls
Anette Rosencreutz
Erika Uffindell
Jack Yan
For the second time in two months, I found myself announcing to the members of 
