Latest news with #Barometer
Campaign ME
14-07-2025
- Business
- Campaign ME
Don't just tap into culture – help people make it
Everyone's talking about culture. Brands want to 'tap into it.' Agencies want to 'leverage it.' Strategies want to 'ride its waves.' But let's pause. Culture isn't a trend, a hashtag, or a limited-edition sneaker drop. It's not something brands tap into – it's something people live, struggle with, reclaim, and redefine every day. And here's the truth: brands don't shape culture – people do. But the smartest brands? They create space, tools, and platforms for people to shape culture with them. Cultural relevance = brand trust The 2025 Edelman Trust Barometer Special Report: Brand Trust, From We to Me, highlights how cultural alignment plays a growing role in driving trust. For example: 73 per cent of people say their trust in a brand rises when it authentically reflects today's culture; only 27 per cent reward brands that ignore culture and focus solely on product. of people say their trust in a brand rises when it authentically reflects today's culture; only reward brands that ignore culture and focus solely on product. Trust now sits shoulder‑to‑shoulder with price and quality as a buying driver. as a buying driver. Home‑grown brands enjoy an average 15‑point trust advantage over foreign competitors, underscoring the power of local cultural credibility. These fresh insights confirm what grassroots creators have signaled for years: culture is no longer a backdrop – it's the arena where trust is fought for and earned. From cultural reactor to cultural enabler Brands don't shape culture – people do. The smartest brands create space, tools, and platforms so people can shape culture with them. The 2025 Edelman Trust data shows that consumers now expect this partnership. If cultural alignment boosts trust by 73 per cent, enabling co creation isn't optional – it's table stakes. The opportunity for brands? Stop trying to be the face of culture. Start being the hands that help build it. Think of culture as a set of creative actions, not an image to display: A filmmaker in Dubai screens her story in a warehouse turned cinema at Alserkal Avenue. A designer in Jeddah turns recycled fabric into a fashion line. A graffiti artist in Riyadh transforms blank walls into social commentary. These are human movements, not brand moments. When brands fund, collaborate, or offer platforms, they move from cultural spectators to cultural partners – and earn the trust uplift proven in the Barometer. Make culture by understanding Middle East signals At Alserkal Avenue in Dubai, expanded artist residencies and micro-grants let creators redesign gallery spaces – showing how handing over creative control can help build authenticity, a key driver for 73 per cent of consumers. Anghami's 'Studio Next' programme in Lebanon gives emerging musicians free recording time and AI-driven promotion – a move that reinforces the home-grown trust advantage and elevates local creator visibility. The Giving Movement in the UAE has open-sourced design sketches, inviting customers to remix limited drops – converting passive buyers into co-authors and tapping into the demand for personal relevance. Three moves for brands that want to make culture Fund creation, not just consumption Sponsor creative labs, digital residencies, or youth collectives – and publish their work in your channels. Let people make, not just see. This shifts perception from advertiser to patron, a role 80 per cent of people still want business to play. Turn every brand surface into a platform Re‑imagine your showroom, app, or pack as a living canvas. Let real people remix visuals, stories, even pricing models. If AI search engines are the new shelf, your earned reputation must be rich with creator stories to surface high. Celebrate the brave, not just the cool Highlight voices pushing boundaries – especially those from under‑represented regions. In a grievance‑laden world, bravery signals empathy and commitment, both precursors to trust. In the past, brands tried to write the cultural script. Today, your role is publisher, patron, platform, provoker, partner. This isn't about ceding control; it's about earning relevance – and the trust dividend that follows. So stop asking, 'How do we reflect culture?' and start asking, 'Who are we giving the pen to?' Because in this new era, the brands that matter won't be those chasing culture. They'll be the ones helping people make it – and earning their trust along the way. By Prabs Iyer, Head of Strategy and Planning, Edelman Middle East.
Business Standard
27-06-2025
- Business
- Business Standard
India Tops Global Confidence at 93%, Yet Job Satisfaction Trails at 65% says ManpowerGroup Talent Barometer Report 2025
VMPL New Delhi [India], June 27: ManpowerGroup today released its Global Talent Barometer 2025, Volume 1, a robust new tool offering unparalleled insights into workforce sentiment across 19 countries, including India. The results, based on responses gathered from over 1,000 workers across India between March 14 and April 11, 2025, reveals a complex landscape of employee well-being, job satisfaction, and confidence in the rapidly evolving world of work. The overall Global Talent Barometer score of 79% was derived from three key indices: Well-Being (79%), Job Satisfaction (65%), and Confidence (93%). Workers in India report the highest levels of skills and confidence, with 93% expressing confidence in their abilities to perform their jobs; however, this confidence isn't fully translating into job satisfaction or loyalty, with only 65% satisfied in their roles. "India's workforce is brimming with potential - 93% of workers feel confident in their skills, and 97% are comfortable with the latest technologies, including AI, said Sandeep Gulati, Managing Director, ManpowerGroup India and Middle East. Yet, this confidence isn't translating into satisfaction, with job satisfaction lingering at just 65% and daily stress levels at 50%. The disconnect is clear: development, growth, and well-being can't be afterthoughts. If we want to retain talent and unlock performance, we must treat career development as a strategic priority - not a perk. The future of work in India will be shaped by how we empower people, not just how we adopt technology." Workforce Snapshot: Confidence is High, But So Is Stress With an overall score of 79%, the Barometer reflects a workforce in transition. While 93% of Indian workers find their work meaningful and aligned with their values, job satisfaction remains low at 65%, and only 54% feel secure in their roles over the next six months. Despite strong confidence in skills and tech readiness, including AI, stress levels are high--60% report daily stress, with frontline workers (81%) and Gen Z (66%) most affected. INDIA KEY FINDINGS Well-Being: The Stress-Retention Connection While 93% of workers find their work meaningful, 60% still face moderate to high daily stress. Blue-collar workers (100%) and middle managers (95%) report the strongest sense of purpose. Gen Z experiences the highest stress (66%) and lowest support (87%), while essential frontline workers remain the most stressed (81%) with poor work-life balance. Despite this, values alignment between frontline staff and leadership remains strong, with only a small gap (100% vs. 95%). This disconnect helps explain why confident workers are leaving. Meaningful work can't offset burnout - especially when growth is limited, and support is lacking. Job Satisfaction: Stuck in the Middle Gen Z reports the lowest job satisfaction at 29%, with Millennial women scoring even lower at 21%. Job insecurity looms large, with 75% of blue-collar workers fearing job loss in the next six months. Most managers (81%) cite restructuring, economic instability, and AI as top career threats--yet 89% of employees trust their managers to support them. Job satisfaction also ties to location: workers onsite without choice (48%) are less likely to leave, suggesting they feel stuck, while more satisfied remote workers (25%) are likelier to move on, using flexibility to their advantage. Frontline workers face pressure from all sides except Job security. 81% of managers fear job loss within the next six months due to economic instability, restructuring and AI disruption with 40% citing these forces as their top career concern. At the same time, 89% of employees trust leadership, creating tension for those tasked with developing others while navigating their own uncertainty. Confidence: Development as Trust Currency India leads globally in workforce confidence at 93%, fueled by high confidence in skills (97%) and access to the latest tech (94%). Career support remains strong, with both men (90%) and women (89%) reporting equal growth opportunities. Hybrid workers show the highest career confidence (94%), supported by internal mobility. Among industries, Energy & Utilities top the chart with 100% confidence in career opportunities and skills. The data shows a clear correlation between development investment and retention. Workers who report having career development opportunities show 91% confidence and those with clear advancement paths report 89% confidence. Global Workforce Snapshot The latest Barometer, based on responses from over 13,700 workers across 19 countries, shows overall engagement at 68%, up 1 point from last year. While 82% find their work meaningful and overall confidence has risen to 76%, job satisfaction has dipped to 62%, revealing a gap between skills and workplace experience. Job security concerns are growing, with only 65% feeling secure for the next six months--down 6 points. Stress remains high, especially among middle managers (82%) and Gen Z (56%). The Bottom Line: Invest in People or Pay the Price With turnover now costing an average of $18,591 per employee and 65% satisfied and only 38% unlikely to leave voluntarily, the confidence-satisfaction divide is more than a morale issue - it's a business imperative. Companies that fail to invest in their people risk losing them to competitors who do. The Global Talent Barometer has introduced new metrics, including the Well-Being Index, Job Satisfaction Index, and Confidence Index, providing a holistic view of workforce sentiment globally. These innovative indices offer employers unprecedented tools to measure and understand employee sentiment, enabling more effective strategies for talent management and workplace improvement. To view the complete results of the Global Talent Barometer 2025, Volume 1 - India Report and Key Findings, visit: (ADVERTORIAL DISCLAIMER: The above press release has been provided by VMPL. ANI will not be responsible in any way for the content of the same)
IOL News
14-06-2025
- Business
- IOL News
Point of view: understanding the financial habits of South Africa's youth
Explore how South Africa's youth, aged 18 to 35, are navigating their financial journeys amidst economic pressures, balancing essential expenses with aspirations, and embracing digital financial tools. The financial landscape for young South Africans is rapidly evolving, shaped by economic pressures, shifting priorities, and a growing reliance on digital financial tools. The Youth Barometer, which harnesses data from Standard Bank's Personal and Private Banking and Liberty, offers a revealing snapshot of how South Africans aged 18 to 35 are navigating their financial journeys—balancing essential expenses with discretionary spending, financing their first assets, supporting their families, and planning for their long-term futures. The inaugural Youth Barometer was launched this week in Rosebank. According to the head of youth and mass market segments at Standard Bank, Tshiamo Molanda, these insights are more than data points; they are a call to action. "They challenge us to design solutions that are relevant, inclusive, and forward-looking. Solutions that not only respond to where young South Africans are now but also anticipate where they aspire to go. Because when we understand youth better, we can partner with them more meaningfully, enabling them to grow as we grow," she says. But where are young South Africans today, financially? The Barometer's findings provide answers. Data from three million youth customers reveals a shifting pattern in spending habits. Young South Africans aged 18–24 allocate the highest proportion of their income to essential expenses (58%), followed by those aged 25–29 at 53%. Only the 30–35 group shows an even split between essentials and discretionary spending—a trend mirrored among those over 35, likely due to higher earnings reducing the strain of covering necessities. However, younger generations spend proportionately less than their elders on insurance, loans, transport, and savings, while prioritising categories such as clothing, groceries, dining out, entertainment, digital connectivity, and self-care. Meanwhile, spending on education, healthcare, holidays, utilities, and family support remains fairly consistent across all age groups. The data reveals that while the digital economy is expanding, cash withdrawals remain a common habit for youth aged 18 to 24, making it harder to track their exact spending patterns. Still, the data that remains within banking systems points to top spending categories such as digital connectivity, groceries, and fast food. Interestingly, despite a decline in clothing spending from 2021 to 2024, younger customers still allocate more income to clothing than older youth, frequently shopping at brands like Mr Price, Pep, Ackermans, Sportscene, Pick n Pay Clothing, Shein, H&M, Cotton On, and Markham. Luxury brands also feature strongly, with spending patterns reflecting preferences for Farfetch, Louis Vuitton, Timberland, Steve Madden, Piccadilly, G-Star Raw, and Hugo Boss. 'This tells us that younger age groups have a higher brand affinity to luxury brands, because while we see some of this behaviour among older age bands, more reasonably priced brands feature among older youth,' says Shené Mothilal, solution owner for Digital Money Manager. Young adults aged 18–24 allocate the highest proportion of their income to groceries among under-35s, alongside the highest spend on takeouts—indicating that while older customers increasingly cook at home, younger customers prefer a balance between eating in and dining out. Among 25–29s, spending remains focused on essentials such as groceries, digital connectivity, and clothing. However, insurance and loan repayments begin rising, suggesting that many in this age group are establishing financial stability and working towards formal credit histories. Meanwhile, those aged 30–35 start exhibiting spending behaviours akin to over-35s, allocating more of their income to insurance, loans, and healthcare. With incomes rising due to career advancement, their spending shifts away from essentials such as groceries, clothing, and digital connectivity. This trend is compounded by demographic factors—many are not yet supporting children, with South Africa's median age for first-time mothers now sitting at 28.3 years. In a climate where the cost of living continues to rise and incomes remain under pressure, savings aren't optional—they're essential. To address this, Standard Bank provides tailored guidance for different age groups: 18–24: Start small, but start now. Redirecting just R50 to R100 a month from takeouts, self-care, or entertainment into an emergency fund can create momentum. Using financial tools like Standard Bank's Digital Money Manager to track spending habits can help build consistency before scaling up savings contributions. 25–29: Rebalance discretionary splurges. This group is showing increasing financial maturity through higher contributions toward insurance and loans. However, they still rank second in clothing and takeout spend, suggesting an opportunity to fine-tune their budgets further. 30–35: Leverage career gains to build a cushion. With a more balanced split between essentials and discretionary spending, this group is well-positioned to accelerate their savings toward property, education, and retirement. Redirecting even a small portion of entertainment or takeout spending into interest-bearing financial products could significantly bolster long-term security. The data reveals that despite making up nearly 60% of South Africa's population, those under 35 account for just 17% of the country's outstanding credit value. Their credit portfolios consist largely of unsecured products such as retail accounts, personal loans, and entry-level credit cards, unlike older generations, who have broader access to secured credit lines. Once credit becomes available to them, young South Africans tend to use it extensively. For example, the average credit limit for 18–24-year-olds is approximately R20,000, with utilisation rates above 70%, suggesting many rely on credit for both necessities and lifestyle expenses. Additionally, youth in this age bracket make more credit card payments per month than any other segment, averaging three payments per month. Encouragingly, youth under 35 are showing a strong and growing interest in property ownership, despite broader affordability concerns and rising living costs, the data shows. Approximately 40% of all new home loan enquiries at Standard Bank from January 2023 to April 2025 have come from this demographic, demonstrating a clear ambition to secure long-term financial assets. Similarly, insights from Standard Bank's Vehicle and Asset Finance division indicate that youth aged 18–35 remain a vital segment in the car finance ecosystem, accounting for just under 40% of vehicle finance customers. However, limited incomes shape their decisions—from car brands to deposit sizes and repayment structures. * Maleke is the editor of Personal Finance. PERSONAL FINANCE
Indian Express
05-06-2025
- Business
- Indian Express
India Inc falling short on net-zero targets, warns BRSR 2025 report
On World Environment Day, the latest edition of the BRSR Barometer has sounded an alarm on the state of corporate sustainability in India. Despite modest progress, the report reveals that Indian companies are falling short on critical sustainability metrics, particularly in renewable energy adoption and value chain emissions reporting. Jointly released by ECube, StepChange, and EarthInherited, the BRSR Barometer 2025 analyses data from over 800 listed Indian companies across 12 sectors, collectively generating over ₹8 trillion in annual revenue. The findings are expected to influence regulatory development and the report has been presented to SEBI Executive Director Pramod Rao. According to Ankit Jain, Co-founder and CEO of StepChange, the Barometer 'highlights critical data and performance gaps that are vital if we are to mobilise the trillions of rupees needed for the nation's net-zero transition'. Harish HV, Founder and MD of ECube, added that the report serves as a 'mirror' for India Inc's evolving ESG (Environmental, Social, and Governance) disclosures, enabling firms to benchmark themselves against peers. 📌 Scope 3 emissions largely undisclosed: Fewer than 25% of companies, on a median sector basis, quantify their indirect emissions (Scope 3), despite upcoming mandates on value-chain reporting. 📌 Limited renewable energy uptake: Median renewable energy use across sectors remains below 10%, indicating slow progress on green energy transition. The pharmaceutical sector stands out with 92% renewable adoption. 📌 Growing water and waste pressures: High-risk sectors such as Textiles (407 kilolitres per crore revenue) and Chemicals face increasing stress from water usage and hazardous waste generation. 📌 Inadequate social reporting: While female workforce participation has edged up in sectors such as light manufacturing (23%), broader social indicators such as health and safety reporting, training, and grievance redressal remain insufficiently covered. The BRSR Barometer is positioned as a strategic tool for companies, investors, and policymakers. By benchmarking ESG performance and identifying disclosure gaps, it enables Indian businesses to move beyond compliance and towards a competitive sustainability advantage. The full BRSR Barometer report is available for download via the StepChange and EarthInherited websites.
The Mainichi
01-06-2025
- Politics
- The Mainichi
Global Perspective: Overcoming 'crisis of trust' vital as hostility, division deepen
By Izumi Nakamitsu, U.N. Under-Secretary-General Amid growing concerns worldwide about democracy in crisis, the findings of the 2025 Edelman Trust Barometer survey were released in January during the World Economic Forum Annual Meeting in Davos, Switzerland. Celebrating its 25th anniversary this year, the survey -- conducted annually by public relations firm Edelman Inc. in the United States -- measures public trust in governments, corporations, media, and nongovernmental organizations across the world. The survey's inception dates back to 1999, when large-scale demonstrations against globalization erupted in Seattle during the third World Trade Organization (WTO) ministerial meeting. The protests marked a historic watershed for civil society organizations and NGOs, amplifying their international decision-making. Initially designed to assess trust levels between governments, corporations and NGOs, the first results showed that NGOs were the most trusted globally. Since then, the world has experienced tectonic shifts: the financial crisis of 2008, the rise of populism from around 2016, the COVID-19 pandemic and the Russian invasion of Ukraine. Each of these crises has further shaken global stability. The deep anger of have-nots This year's Barometer, subtitled "Trust and the Crisis of Grievance," paints a stark picture: Trust in organizations in general, including governments and media outlets, continues to decline, with grievances especially high among low-income groups. Economic uncertainty, job insecurity and inequality -- exacerbated by globalization, recession, and accelerating rapid technological change -- are fanning resentment and grievances. And the gap between high- and low-income groups is widening regarding their trust in government and other organizations. One of the report's most shocking findings: An average of 40% of people in the world and 35% in Japan view "hostile activism" as a valid means to drive change. Among adults aged 18-34, support for hostile activism accounts for 53% globally and 43% in Japan. Hostile activism includes online attacks, intentionally spreading disinformation, threats or manifestations of violence, and damaging public or private property. In fact, with rising online hostility in Japan, and events such as the Capitol riots in the U.S. in January 2021, the report warns that hostile activism is not rare anymore. It is becoming a phenomenon that can happen at any time. Widespread pessimism about the future The survey reveals that less than 1 in 5 people in many developed countries believe that "the next generation will be better off compared to today." In Japan, only 14% hold this view. The 2023-2024 United Nations Development Programme Human Development Report finds that 7 out of 10 people feel they have little influence on their government's decisions. The sense of hopelessness for the future, paired with distrust in democratic political processes, is fueling vicious cycles of further disengagement in the political system. A "zero-sum" mindset -- where people assume that gains for the opposing group means losses for themselves -- coupled with misinformation and disinformation abounding on social networking sites further intensifies hostility and division among people. Populist resentment against the perceived economic elites stems from a reality where changes in the economic and industrial structures due to economic globalization benefit only a limited number of rich people, while their negative consequences remain largely unaddressed. Growing inequality and disparity erode social structures such as the family and community, which are key sources of people's sense of belonging. The current crisis of trust can no longer be framed by the traditional political axis of the right and the left. Instead, solutions must consider the state of the society, the role of politics and policies regarding international cooperation -- especially amid geopolitical paradigm shifts -- and technological innovation that is advancing at a tremendous pace. Domestic divisions and political polarization are directly interlinked with international cooperation and trust. "International cooperation" isn't limited to humanitarian and developmental assistance from developed to developing countries. It now extends to tackling a wide range of challenges vital to the stability and prosperity of the developed countries: responding to climate change, regulating artificial intelligence, and enhancing cooperation and norm promotion in security. Failing to address the sources of instability in developing countries could trigger further confusion and large-scale population movements, exacerbating international instability. As such, disengaging from international cooperation is ultimately not beneficial to the national interests of any country in the world today. The U.N. Sustainable Development Goals motto, "Leave no one behind," was adopted by the General Assembly in 2015, rooted in ethical and moral considerations based on international solidarity. The idea for humanity to prosper together is still an important principle, but now has taken a strategic dimension, as the survey reveals: Responding to popular grievances and restoring trust in political organizations has become critical to preventing large-scale destabilization of our global society. The UN's unconventional call to action In his September 2021 report titled "Our Common Agenda," United Nations Secretary-General Antonio Guterres emphasized the need to rebuild trust by renewing the "social contract" -- the agreement between governments and their citizens that underpins legitimacy in governance and is binding for the stakeholders. He urged global leaders to listen to the voices of citizens and work together to envision the future. The secretary-general's stance was unusual, as the world body normally avoids commenting on the internal affairs of member states in its reports, with the exception of major human rights violations. However, rebuilding trust can be perceived as an issue directly affecting world peace, given the big picture of global destabilization related to a crisis rooted in trust deficits in domestic political institutions fueled by people's grievances. Unfortunately, there is no quick fix. Governments, businesses, the media, NGOs, and international organizations from all sectors -- including the U.N. itself -- need to commit to and collaborate on concrete efforts to rebuild trust. We must be held accountable when we fail to perform the functions the people expect, and work hard to reform ourselves. Domestic organizations must listen to the voices of citizens, engage in sincere dialogue, and work together to find a breakthrough. Responses such as, "We would like to withhold an answer to your question," as is often heard in political arenas in Japan and elsewhere, should be confined to the past. In an era of great change, rebuilding trust at all levels is the key to a better future.
