Позитивные изменения. Том 4, №1 (2024). Positive changes. Volume 4, Issue 1 (2024)

Speaking of environmental impact, he B4SI model incorporates environmental enhancements resulting from backing environmental projects, along with positive shifts in behavior towards ecological concerns and sustainable consumption. During focus group sessions, participants unanimously emphasized the CC’s role in hosting environmental activities, mainly aimed at altering people’s ecological behaviors, encompassing waste segregation, recycling, item reutilization, etc.

To quantify the project’s environmental footprint, the model should indicate the proportion of environmental initiatives within the CC’s overall event portfolio. Additionally, specifying the number of such events and the allocated budgetary share would be beneficial.

The impact of the CC project on business, as per the B4SI model, is assessed across the “employees” and “business as a whole” dimensions:

Assessing the broader business impact of the CC project entailed a thorough examination of data acquired from focus groups and interviews. Noteworthy positive transformations include:

• Human Resources Development: An increase in employee loyalty among those engaged in the CC project, rendering stores more appealing as workplaces;

• Enhanced Stakeholder Relations/

Perception: Insights from store directors and staff during focus groups indicate increased loyalty and favorable sentiments among store guests. They now perceive Pyaterochka not merely as a seller of essential goods but also as a socially conscientious entity invested in community welfare;

• Business Advancement: Focus group participants report an uptick in NPS (Net Promoter Score) and foot traffic in stores attributable to the CC initiative.

As the CC model proliferates, it is possible that additional favorable business outcomes will emerge over time.

INVOLVEMENT OF DIRECTORS AND STAFF IN CC INITIATIVES

It’s crucial to also look into the evolving dynamics experienced by store directors and staff in connection with the CC project.

The level of motivation exhibited by directors and staff to participate in the project serves as a pivotal factor shaping the initiative’s success and efficacy at individual stores.

Director involvement in CC events varies from minimal to maximal engagement. Minimal engagement means authorizing project activities without active participation, whereas maximal engagement involves directors managing project initiatives, actively organizing events during and outside regular hours (often on weekends and evenings), and rallying store employees.

In isolated cases, focus group participants highlighted instances where store directors not only failed to support project implementation but also impeded the CM’s work. This is due to the fact that sometimes store directors were not motivated to participate in the project, since they did not have full information about the project in general, its goals and objectives, features and benefits of implementation, and most importantly about the project now being an integral part of the Pyaterochka operations, and not just some kind of an outside initiative. Consequently, a strategic decision was made to enlist stores in the project only at the behest of their staff, accompanied by comprehensive training for directors and staff, facilitating knowledge exchange and the dissemination of best practices from the CC.

At its core, the project is based on voluntary participation, driven by individuals’ independent desire to partake. Our objective lies in identifying key project stakeholders — individuals poised not only to participate actively but also to champion and instigate events among employees, partners, and store guests.

Employee involvement in the project can range from the oversight of a dedicated project administrator responsible for event coordination to the full engagement of the entire staff. The latter actively contributes ideas, assists in event preparation and execution, aids in CC promotion and guest outreach, contributes to store aesthetics, and participates in employee competitions, sometimes bringing their children to events.

This diversity of project activities empowers employees to explore avenues beyond their usual duties, showcasing their talents, creativity, compassion, and altruism. It is an opportunity for personal fulfillment, enabling some to make long-held aspirations a reality. In numerous instances, store directors noted that heightened employee engagement in events provided for better team cohesion.