DOCSLIB.ORG

Changing Expectations and the Future of Work Insights from the Pandemic to Create a Better Work Experience January 2021

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Changing Expectations and the Future of Work Insights from the Pandemic to Create a Better Work Experience January 2021 Steelcase Global Report Changing Expectations and the Future of Work Insights from the pandemic to create a better work experience January 2021 About the Study Steelcase Global Reports study work, workers and Key findings covered the workplace. They explore important issues facing in this report include: leading organizations today to uncover key insights 4 Working From Home that can help improve the work experience. Around the World Benefits and Challenges Since the onset of the pandemic, Steelcase has conducted ongoing research to help organizations 12 The First Wave of understand its impact on their people and business. Workplace Change The Hybrid Future A science-based and data-driven approach uncovers new perspectives about how and where people 19 Changing Employee want to work going forward. Expectations Five Critical Elements This issue shares the synthesis of eight primary studies designed to measure how the COVID-19 33 Four Macro Shifts pandemic will change the future of work. The Organizations Need quantitative and qualitative studies deployed to Address methodologies based in the social sciences and were conducted in multiple countries, including over 32,000 cumulative participants. Steelcase is committed to continuing research to understand what’s next and share what we’re learning to help make work better. To receive future issues of the Steelcase Global Report, visit: steelcase.com/subscribe. Steelcase Global Report 2 Learning From What People Have Been Through The extended duration and reach of the global pandemic have changed fundamental patterns in our lives, accelerating existing trends and revealing new unmet needs. How we shop, entertain, travel and As the pandemic stretched on, learn are different, and the same is it became apparent that working true for the way people work. As the from home is not a one-size-fits-all pandemic began, people who could experience for people, nor is there work from home suddenly found a single ideal solution for each themselves in the middle of a massive organization. There are, however, global experiment, uncovering new key themes and patterns that have insights about what people need — emerged from which organizations and will expect — to do their best can learn and develop new work. Whether they are still at home workplace strategies that meet or have returned to the office, people the changing needs and demands have learned from what they’ve of their employees. been through and are looking to their Organizations around the world organizations to create a substantially face dramatically different better work experience than what circumstances depending on the they had before the pandemic. state of the pandemic, their locations, Working from home during industries, cultures and many other the pandemic enabled many variables. Resilience is critical to organizations to sustain business all of them, and leading organizations operations — some prospering and are looking to this moment as an others struggling — which led to early opportunity to challenge assumptions speculation that it might become the and reset the way they work so new default position and that office they can emerge from the crisis real estate would be significantly stronger, with employees who are reduced, or even eliminated. energized and engaged. Steelcase Global Report 3 Working From Home Around the World The experience of working from home has varied dramatically based on many factors, including geography, industry, job type and job level. The quality of people’s home work space, their caregiving responsibilities, their ability to block out distractions, their individual work styles and their perspective in general have all impacted how they've felt and performed. People who live and work in urban areas, usually with smaller or even shared living spaces, have had different experiences from people in suburban or rural areas. Overall, in every country, people who were dissatisfied working from home struggled more than others. Organizations can learn from what researchers have discovered about working from home to improve the work experience moving forward. Steelcase Global Report 4 Work From Home The Key Benefits and Challenges of Working From Home People’s experience working from home is deeply personal and as diverse as individuals themselves. How people perceive the benefits and challenges of working from home varies significantly, yet the data reveal some consistent issues around the world and patterns that emerge in different countries. 8 of 10 10 of 10 No Commute: Benefit Isolation: Challenge Not commuting to the office is almost Everyone everywhere struggles universally the main thing people like with a feeling of isolation while about working from home. Eight out working from home. In fact, of 10 countries rank the lack of a isolation ranks the highest among commute as the top benefit, and it participants in all 10 countries as was a close second in China. Only the leading factor that worsened India ranked it significantly lower. One during mandatory work-from-home participant summarized the sentiment orders. It was especially high in of many by saying, “I’m not wasting Australia, Mexico and Spain — 45 minutes in a commute. I can go for countries that rate isolation twice a run in the morning and then quickly as worse than any other factors. get right into work.” Ironically, the Despite all the efficiency-based thing most people like the best arguments for embracing a about working from home was not heavy work-from-home strategy, related to their company’s workplace, people are social animals and do but simply to how long or difficult not thrive when they feel alone. it is to get there. Loneliness was a growing issue The notion that commuting is before the pandemic, and this has essentially wasted time is important only accelerated over time. Virtual for organizations to understand as meetings can’t replicate the same they consider their long-term real level of connection people feel estate strategies and flexible work when they are together. policies. It is equally important to note that some degree of commute can be helpful as it can act as a temporal threshold between work life and home life. Steelcase Global Report Work From Home Engagement and The level of dissatisfaction with Productivity: Benefit working from home may explain the All 10 countries and Challenge seemingly contradictory messages that the experience is both better report drops in Engagement and productivity are and worse for engagement and other key issues, but they are not productivity. On average, 41% of engagement as straightforward. In seven of the workers globally are not satisfied and productivity 10 countries studied, engagement with their situation, which means is among the top five things that they are more likely to experience when people are deteriorate while working from drops in both areas. home. Productivity rates in the top dissatisfied with five as well for every country (with There are a variety of factors the exception of Mexico which that influence whether people their work-from- rated it sixth). feel productive and satisfied working from home. For example, home experience. Yet, participants also rank their Steelcase researchers find that, In most cases, ability to focus and be productive when working from home, common at home in the top five things that office furnishings, specifically an engagement and have improved (with the exception ergonomic chair, actually help of Canada, which ranks it sixth). increase productivity — but only productivity drop Can both be true? Can employees 24% of individual contributors in the more significantly find working from home both more US have one. This look at the role of and less productive? furniture and productivity suggests when work-from- The divided responses reinforce that physical discomfort can be a home frequency the notion that working from distraction, taking its toll on people’s home is a different experience for ability to focus. The bottom line: it increases. everyone and productivity levels is important people have a place are impacted by how people feel. that is distraction-free, where they Steelcase researchers found a can focus, regardless of whether distinct correlation between people’s they are at home or the office. satisfaction with their work-from- Speed of decision-making, clarity home situation and their engagement, around responsibilities, and work- as well as productivity. Both life balance also suffer as people engagement and productivity drop work from home. All of these are in all countries when people aren’t interconnected with the issues of satisfied, and it usually declines engagement and productivity. If further when people have to work employees feel decisions happen from home more frequently. more slowly, are unclear about their work, and have to work longer to accomplish the same amount of work or less, the results can be reduced productivity and less commitment to the organization. Steelcase Global Report 6 Work From Home Benefits and Australia Challenges of Working Benefit Challenge From Home by Country 1 No Commute 1 Sense of Isolation 2 No Office Distractions 2 Productivity People told us the three things they liked most and what got 3 Ability to Focus + Be Productive 3 Engagement significantly or moderately worse while working from home. Canada Benefit Challenge 1 No Commute 1 Sense of Isolation 2 No Office Distractions 2 Clarity of Responsibilities 3 Better Work-life Balance 3 Engagement China Benefit Challenge 1 Ability
Load more

Recommended publications
  • Global Compact Communication on Progress Steelcase SA 2009 COP 2 2009 Corporate Responsability Report
    Global Compact Communication On Progress Steelcase SA 2009 COP 2 2009 Corporate Responsability Report Connecting: Planet / People / Profit 3 Contents 00 / Balance & Connection Introduction 02 About Steelcase Inc. 03 01 / Planet Introduction 04 The Science of Sustainable Products 05 Pooling Research in Europe 06 Thinking Outside the Box (About the Box) 07 The Way to LEED 08 Going Greenware 09 Wood Wins 10 Seedlings of Change 11 Pulling Energy from Air 12 Less to Landfills 13 Measuring Up 14 Global Environmental Metrics 15 02 / People Introduction 18 Learning, Sharing, Advancing 19 Safe Plants in Europe 20 Creating Better Habitats 21 03 / Profit Introduction 22 Lessons Learned 23 Moving Forward 24 Forward-Looking Statements 25 4 00 / Balance & Connection Introduction / We’re all in this together. Business is a human experience that’s fun- damentally about providing solutions and doing right by people. For a long time, that’s been our touchstone at Steelcase—a standard that’s defined us and guided us. Our legacy reaches back now almost 100 years to 1912 when our company began. The business world has become more complex, yet we rediscover every day that the simple truth of our touchstone remains solid and true. People, planet and profit. Connected together in a global economy, they’re the spectrum of sustainability— for Steelcase as a business, for the many communities we call home, and for the world that belongs to all of us. More than ever, connecting the pieces is an effort that you expect of us and we expect of ourselves. Where there’s work to be done, we accept the challenge and the responsibility.
    [Show full text]
  • STEELCASE INC. (Exact Name of Registrant As Specified in Its Charter) Michigan 38-0819050 (State of Incorporation) (IRS Employer Identification Number)
    SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 10-K/A AMENDMENT NO. 3 È ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OFTHE SECURITIES EXCHANGE ACT OF1934 For the fiscal year ended February 23, 2001 Commission File Number 1-13873 STEELCASE INC. (Exact name of registrant as specified in its charter) Michigan 38-0819050 (State of incorporation) (IRS employer identification number) 901 44th Street, 49508 Grand Rapids, Michigan (Zip Code) (Address of principal executive offices) (616) 247-2710 (Registrant’s telephone number) Securities registered pursuant to Section 12(b) of the Act: Name of each exchange Title of each class on which registered Class A Common Stock New York Stock Exchange Securities registered pursuant to 12(g) of the Act: None Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes È No ‘ Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. ‘ As of May 1, 2001, the registrant had outstanding 32,635,033 shares of Class A Common Stock and 114,916,271 shares of Class B Common Stock.
    [Show full text]
  • Managing Supply Chain Greenhouse Gas Emissions Lessons Learned for the Road Ahead December 2010
    Managing Supply Chain Greenhouse Gas Emissions Lessons LearneD for the roaD aheaD December 2010 United States Environmental Protection Agency Contents Emerging Trends in Managing Supply Chain GHG Emissions ..................................................................................... 4 � Why Do Companies Want Suppliers to Manage GHG Emissions? ............................................................................... 6 � Building Internal Support for Engaging Suppliers ......................................................................................................... 8 � Engaging Suppliers ...................................................................................................................................................... 10 � Examples of Corporate Supply Chain Programs .......................................................................................................... 15 � The Road Ahead ........................................................................................................................................................... 18 � Appendix A: Resources ................................................................................................................................................ 21 � Appendix B: Companies Interviewed ........................................................................................................................... 23 � Appendix C: Interview Questions...............................................................................................................................
    [Show full text]
  • Carbon Emissions MANAGEMENT PLAN
    Carbon Emissions MANAGEMENT PLAN Prepared for SWACO February 2020 prepared by Contents Section 1.0 Introduction .........................................................1 A Changing Climate . .. 1 SWACO’s Commitment . 2 Using this Plan . 2 Section 2.0 Carbon Footprint Evaluation .......................................3 Footprint Definition . 3 Methodology . 3 Monitoring . 4 Section 3.0 Benchmarking ..............................................5 Section 4.0 Goal Setting ..............................................6 Methodology . 6 Organization-wide Goal . 6 Section 5.0 Implementing .........................................7 Landfill Gas Emissions Management . 7 Vehicle and Equipment Fuel Management . 8 Building Energy Management . 8 Waste Management . 8 Section 6.0 Future Considerations ............................9 Appendices Appendix A: Benchmarking Assessment . 11 Appendix B: Carbon Management Strategic Initiatives Matrix . 15 Appendix C: Strategic Initiative Decision Trees . 17 Photo Caption LIST OF ACRONYMS CH4 GWP SBTI Methane Global Warming Science-Based Potential Target Initiative CO2 IPCC SWACO Carbon Dioxide Intergovernmental Solid Waste Authority Panel on Climate of Central Ohio Control CO2e N2O Carbon Dioxide Nitrous Oxide Equivalent Introduction SECTION 1.0 Introduction A CHANGING CLIMATE In the atmosphere, carbon dioxide (CO2), methane above 1.5°C (2.7°F) will result in increasingly significant (CH4), nitrous oxide (N2O), and certain fluorinated impacts of climate change. To limit the increase to gases, collectively referred
    [Show full text]
  • Americas Limited Lifetime Warranty
    PAGE 1 of 2 Effective 10/15/2018 Updated 08/16/2021 STEELCASE LIMITED LIFETIME WARRANTY For Americas YOU CAN DEPEND ON US. OUR PRODUCTS. OUR SERVICES. OUR PEOPLE. Steelcase Inc. (“Steelcase”) warrants that Steelcase®, Coalesse®, and Turnstone® brand products (collectively, “Steelcase Branded Products”) are free from defects in materials and workmanship for the life of the product, except as set forth below. This warranty applies to Steelcase Branded Products delivered in Americas: United States, Canada, Mexico, Latin America and the Caribbean. The warranty is valid from the date of delivery, regardless of shift usage to the original End User and is non-transferable. Steelcase will repair or replace with comparable product, at its option and free of charge (for materials and components) any product, part or component which fails under normal use. If repair or replacement is not commercially practicable, Steelcase will provide a refund or credit for the affected product. End User means the final purchaser acquiring a product from Steelcase or a Steelcase Authorized Reseller for the purchaser’s own use and not for resale, remarketing or distribution. EXCEPTIONS TO THE LIFETIME COVERAGE SYSTEMS, STORAGE, DESKS, TABLES AND BENCHING BOARDS AND EASELS 12 years 12 years Airtouch®, Bivi®, Elective Elements®, Mackinac™, Migration™, Migration SE, Ology™, Verb™ teaching lectern and plastic components Solo, Flex board clips, mechanisms, lighting fixtures, Convey™ door hinges, drawer 5 years slides, casters and adjustable brackets, Coalesse steel legs, steel bases, and door hinges; Exponents® painted MDF components, OttimaEco Bench, Implicit®, and Premium tackboards and whiteboards, Work Tents VolumArt 3 years Answer® markerboard surfaces, Flex, Groupwork®, Bivi® and Pivot markerboards, 5 years Clipper™, Coalesse Exponents™ markerboard surfaces.
    [Show full text]
  • STEELCASE LIMITED CONSUMER WARRANTY for Americas
    PAGE 1 of 2 Effective 9/24/2013 Updated 6/16/2014 STEELCASE LIMITED CONSUMER WARRANTY for Americas YOU CAN DEPEND ON US. OUR PRODUCTS. OUR SERVICES. OUR PEOPLE. Steelcase Inc. (“Steelcase”) warrants that Steelcase®, Turnstone®, Nurture®, and Details® brand products are free from defects in materials and workmanship for the life of the product, except as set forth below. This warranty is valid from the date of delivery, regardless of shift usage, and covers the original purchaser for products delivered in the Americas: United States, Canada, Mexico, Latin America and the Caribbean. EXCEPTIONS SYSTEMS AND STORAGE SOLUTIONS BOARDS AND EASELS 12 years 5 years Modular Power, Post and Beam textile Premium and Contractor Series Tackboards In-fills, casters and glides, lighting fixtures 3 years 5 years Huddleboard™, Answer® markerboard surfaces Architectural doors, office systems doors, Nurture® overbed tables, height adjustable mechanisms, articulating and adjustable arms, lighting power DETAILS® supplies, ballasts and LED lighting components 12 years 3 years Keyboard mechanisms, flat panel monitor arms, lighting fixtures Personal caddy pad 5 years Height AdjusTable mechanisms, lighting power supplies, ballasts and SEATING LED lighting components, launch pad power components, and urethane 12 years edge treatments Mechanisms, pneumatic cylinders, arm caps, foam, casters and glides, 3 years Max Stacker®, Max Stacker® II, Domino, wood frame side chairs, tablet Executive office tools, palm rests, Kybun®, Power Pincher®, Walkstation arms, Node™ personal
    [Show full text]
  • Issue 69 EN.Pdf
    ABOUT THIS ISSUE More than ever, organizations are looking to teams Although it provides a wealth of content compared to solve the challenges of doing business in a world to other technologies, video can also exacerbate that’s more interconnected and complicated the tensions of presence disparity—i.e., when the each day. The stakes keep getting higher, and experience of teammates who are participating innovation is no longer the exclusive purview of remotely is disadvantaged compared to those market leaders. For any business, innovation is working side-by-side. essential and it requires teamwork. Often misunderstood or overlooked, the destruc- To bring in diverse perspectives and speed tive impact of presence disparity is substantial. outcomes, many teams are now made up of It can slow progress, aggravate mistrust and people distributed throughout the world. Because deflate engagement. When that happens, ROI on seeing each other in real time carries so many the technology is overwhelmingly negative. advantages, they are turning to video for day-to- day collaboration. Through research, Steelcase has gained a deep understanding of presence disparity. We’ve trans- lated our insights into hardworking workplace solutions that fuse physical and virtual experiences to amplify the performance of individuals, teams and entire enterprises. Content Features Exploring workplace research, insights and trends 360.steelcase.com Publisher + Executive JOIN THE CONVERSATION Editor Gale Moutrey Connect with Steelcase via social Editor media and let us know what Chris Congdon you’re thinking. Or email us at Managing Editor [email protected] Stav Kontis Creative Director Erin Ellison 26 Q&A with Ray Oldenburg 110 Making Way for Making in Education Art Direction + Design You’ve heard the term “third place” The fast-growing maker movement is Plural countless times and probably used third adding a new twist to concepts about Design places —coffee shops, libraries and active, hands-on learning.
    [Show full text]
  • The Privacy Crisis the PRIVACY CRISIS Taking a Toll on Employee Engagement Steelcase About This Issue
    ISSUE 68 The Quiet Ones Taking Care of the Too Much Noise! Exploring workplace Best-selling author Susan Cain on Caregivers The importance of designing research, insights and workspaces for introverts Privacy solutions for healthcare for ears trends 360.steelcase.com Issue 68 The Privacy Crisis THE PRIVACY CRISIS Taking a Toll on Employee Engagement Steelcase About this Issue No organization can succeed if its workforce isn’t a select few. As work has become quicker paced engaged. And yet the signals are stronger than and more demanding, workers’ unmet needs for ever that far too many high-potential employees privacy have escalated. Lack of privacy is most are chronically disengaged at work—unmotivated, employees’ number-one complaint about their unproductive and overly stressed, with little workplaces, and the imbalance has now reached capacity to think creatively, collaborate success- crisis proportions. fully and generate the innovative solutions that By researching the privacy crisis globally, Steelcase organizations desire. researchers have identified the various types of Usually, the problem isn’t that the wrong people privacy experiences that workers are seeking. were hired. Instead, the problem is that workers We’ve then applied these insights to create concepts aren’t getting enough of an ingredient that’s for how privacy can be achieved through workplace essential to the formula for engagement: occasional design in order to amplify the performance of indi- privacy. Most workplaces today are designed to viduals, teams and entire enterprises. provide collaboration for many and privacy for only Content Features Departments 7 ​Power of Place 94 Flipping the Classroom 4 Trends 360 Yes, it’s now possible for people to work al- Same space, different results: how one high Exploring workplace 59 Sustainability Spotlight most anywhere there’s a power outlet.
    [Show full text]
  • Said Kent County Administrator Wayman Britt
    TABLE OF CONTENTS 4 Gateways for Growth Steering Committee 5 Introduction 6 New Americans’ Top 5 Priorities 7 The Plan 13 Engaged Communities 16 Maximize The Economic Potential Of New Americans 19 Improve New Americans’ Educational Outcomes 23 Provide Equitable Access To Services 28 Ensure All Kent County Residents Are And Feel Safe 31 Additional Considerations GATEWAYS FOR GROWTH STEERING COMMITTEE TASK FORCE African Collaborative Network Bethany Christian Services Calvin Center for Social Research Cascade Engineering City of Grand Rapids City of Kentwood City of Wyoming City of Wyoming Police Fifth Third Bank Global Michigan Grand Rapids Chamber Patti Caudill Guillermo Cisneros Omar Cuevas Elvira Kovachevich Grand Rapids Asian-Pacific Festival Diversity & Inclusion Executive Director VP of Sales and Marketing Welcome Plan Project Grand Rapids Community College Manager West Michigan Hispanic Grand Rapids Chamber Coordinator Grand Rapids Community Foundation City of Grand Rapids Chamber of Commerce Samaritas Grand Rapids Public Schools Hispanic Center of Western Michigan Kent County Kent County Health Department Kent County Sheriff Kent District Library Kent Intermediate School District Kentwood Public Schools Literacy Center of West Michigan Marvin Law Office Michigan Immigrant Rights Center Refugee Education Center Samaritas Spectrum Health Steelcase Lori Latham Joel Lautenbach Stacy Stout The Right Place Public Relations Executive Director of Director of Equity & Treetops Collective Director Development Engagement Vietnamese Community Kent County Samaritas City of Grand Rapids Warner Norcross + Judd LLP Welcoming Michigan West Michigan Asian American Association West Michigan Hispanic Chamber of Commerce CREATING A WELCOMING AND INCLUSIVE ENVIRONMENT FOR NEW AMERICANS IN KENT COUNTY We know how important a broadly diverse population is for the success of our state.
    [Show full text]
  • Mike Wagner Named VP & General Manager of Kimball Office
    10.21.13 GIVING VOICE TO THOSE WHO CREATE WORKPLACE DESIGN & FURNISHINGS Mike Wagner Named VP & General Manager of Kimball Office It’s been a long wait, but the company has come up with an amazing catch, hiring and appointing Mike Wagner to the posi- tion of Vice President, General Manager for Kimball Office. Mr. Wagner will assume responsibility for the entire Kimball Office organization. He is just the kind of visionary and veteran con- tract furniture executive that Kimball Office needs for its break- through. FULL STORY ON PAGE 3… Steelcase Toronto Showroom To call the space a showroom, implying a static display of at- tractive office furniture, doesn’t do justice to the more ambitious mandate implied in the name of the space: WorkLife Toronto. The Steelcase launch-party invitation describes this as a place that “brings technology and the future of the workplace to the forefront with its expansive digital and virtual experiences.” FULL STORY ON PAGE 5… Blurred Lines: Configura’s User Conference Explores Designers’ Changing Roles Configura opened its sold-out sixth annual CET Designer User Conference, Oct. 9-10, dancing to Robin Thicke’s “Blurred Lines” – with far less provocative lyrics and, well, choreography – but the song proved prophetic. At many dealerships, the work of the interior designer is merging with that of the salesperson. FULL STORY ON PAGE 14… CITED: Project Focus | RIT – Francis Cauffman “WE CANNOT solve OUR PROBLEMS WITH Great interior design, of necessity, goes hand-in-hand with ap- THE SAME THINKING propriate architecture, that is architecture that is informed by the WE USED WHEN WE interior purposes.
    [Show full text]
  • Position Specification Kent County, Michigan Overview
    Position Specification Role Specifics Position County Administrator/Controller (CEO) Company Kent County, Michigan Location Grand Rapids, Michigan Reporting Relationship Board of Commissioners Website https://www.accesskent.com/ Kent County, Michigan Overview Located between Chicago and Detroit, Kent County is the fourth largest county in Michigan with a growing community of approximately 662,000 diverse residents. Kent County is West Michigan's economic and manufacturing center. The county seat is in Grand Rapids. Kent County is the home of the Frederik Meijer Gardens, a significant cultural landmark of the Midwest. The Gerald R. Ford International Airport is the county's primary location for regional and international airline traffic. At its core is the thriving and vibrant city of Grand Rapids, the second largest city in the state. With a strong business climate and exceptionally high quality of life, it is no surprise businesses and talent are flocking to the region. For over 20 years, Kent County has obtained a Triple-A credit rating from S&P Global Ratings and Moody’s Investor Service ranking the county among the top 3 percent of counties nationwide. As the hub of the West Michigan region, Kent County is home to more than 130 international companies, as well as four of Forbes Largest Private Companies. The county is home to the global headquarters of industry leaders like Amway, Steelcase, BISSELL, Wolverine Worldwide, and more. Kent County is one of the fastest growing counties in the state as realized by the county’s population increasing by 3.9% since 2015, growing by 25,031. Kent County, part of the Grand Rapids – Kentwood Metropolitan Statistical Area, is expected to increase in population by 2.7% between 2020 and 2025.
    [Show full text]
  • The 2013 Steelcase Corporate Sustainability Report Steelcase Corporate Sustainability Report
    THE 2013 STEELCASE CORPORATE SUSTAINABILITY REPORT STEELCASE CORPORATE SUSTAINABILITY REPORT Clarity of vision. It’s often what makes the difference between good intentions and creating sustainable change. At Steelcase, our sustainability vision is clear: to bring lasting value to our customers, employees, shareholders, partners, communities and the environment. Ambitious, yet fully achievable, we aim to strengthen the economic, social and environmental systems that sustain us all. We aim to strengthen the economic, social and environmental systems that sustain us all. These goals are intricately entwined, providing us with an unwavering sense of purpose, a touchstone to guide our decisions and a benchmark against which to measure our progress. In the coming years, sustainability will become even more integrated into our business, as we redefine fitness in the context of increasing global demands and new performance horizons. Achieving this vision is no small task, but it’s one that humbles and inspires us as we evolve our sustainable enterprise. 2 STEELCASE CORPORATE SUSTAINABILITY REPORT Contents Welcome from the CEO 04 Vision Paired with Action 05 Targets and Performance 06 07 Customers 15 Partners 20 Communities 24 Employees 31 Environment 41 Ourselves 3 STEELCASE CORPORATE SUSTAINABILITY REPORT Welcome from the CEO Sustainability today is at a crossroads. Companies like ours, who aspire to lead the way, are expanding their efforts beyond environmental impacts into meeting global social needs. Our environmental efforts are far from complete but we’ve made dramatic progress and At its heart, sustainability is about people. And so is we’re well on our way to reaching our ambitious goals.
    [Show full text]