In pursuit of a bigger purpose

The drive to help Canadians during this crisis shows how businesses must continue to serve the greater good post-pandemic, Joe Natale and Lisa Kimmel write.

We are reminded daily of how the pandemic is reshaping the relationships and the trust that connect us as Canadians. It is clear that the expectations that we — individual Canadians, government and business — have of ourselves and each other through this crisis, and into the “new normal,” will be very different.

The findings of a just-released special edition of the Edelman Trust Barometer highlight how Canadians’ views on the roles of government and business have changed markedly since the pandemic began; Edelman last presented its Trust Barometer findings in mid-February (and that survey was in field in October/November 2019). This special Trust Barometer found that trust in both government and business — as well as the media — were at record highs in Canada in late April.

Telecommunications saw one of the largest jumps in trust (19 points, to 71 per cent from 52 per cent), as more and more Canadians relied on this critical industry to keep them connected to family, working from home, learning outside the classroom, and informed and entertained.

This jump in trust is remarkable. What’s behind it? Recognition that Canadians are relying on the industry, its network and its technology more than ever right now.

That said, building trust, and maintaining it, requires more than a network. There is a direct relationship between acting with purpose and trust, particularly during a crisis. The pandemic has forced business to look at its role in society through a different lens and offer meaningful help to Canadians in new ways.

The approach that Rogers and the telecommunications industry have taken during COVID-19 is proof positive of this. At Rogers, overage charges were suspended on home internet plans to support those who were suddenly more dependent on this service for work and learning. We are making sure no one in financial difficulty gets disconnected and left isolated during this health crisis. Free channels offered to keep families entertained. And waiving roaming fees, so those who were stuck overseas can stay in touch with those safe at home.

But business — across all sectors — needs to do more. With corporate citizenship in the post-COVID world, yesterday’s ceiling is today’s new floor.

Part of the rise of trust in the telecommunications industry is attributable to our partnerships with community. At Rogers, that includes donating a record number of devices to hospitals, women’s shelters and families in need, donating free plans to students and donating meals to fill bare shelves with food. There are many examples like this right across our industry.

This new relationship shows us that Canadians need more from business going forward. They expect the leaders of big business to think bigger, to consider a bigger purpose. This includes working together as competitors to find common solutions. It means retooling operations to provide essential products to help in the fight against COVID. It means innovating to produce products and services that meet the needs of Canadians now. And it means harnessing our assets to help the collective good.

As CEOs, it is up to us to lead this charge. We must commit to working in partnership with government, community groups, industry peers and fellow business leaders as we all rebound, recover, and rebuild our nation together.

According to the Trust Barometer, Canada ranks second of the 11 countries surveyed in believing the pandemic will “lead to valuable innovations and changes for the better in how we live, work and treat each other.”

That is the bar Canadians have set for us as CEOs. We need to take the lessons learned from this pandemic and rethink how we connect our nation and what corporate responsibility means, for our business, our customers, our shareholders and our country.

With that in mind, we ask of our fellow Canadian CEOs — are you with us?