Taking a stand in the era of stakeholder capitalism

More than ever, organisational change will be a driving force for positive environmental, societal and economic improvement. We encourage all (corporate) leaders to acknowledge and model positive leadership to all their stakeholders in real life: in the policies they make, the tone they set, in the rules they break, in the progress for people and planet they initiate and drive. And then ensure that they use powerful tools such as LinkedIn to proliferate their leadership to all stakeholders. This index aims to give us indicators and an overview of the virtual and physical real life positive impact of C-level communication.

Strong discrepancies in which performance can be found between the three countries of our ranking, with France leading the pack, far in front of Germany (2nd) and the UK (3rd).
One could assume that the significant difference in average index score across the three markets could be heavily driven by factoring in the Positive Influence Score. When we isolate that score, Germany significantly reduces the gap with France and the UK remains in third. A possible and simple conclusion could be that German and British C-level leaders are simply under-communicating their achievements and underinvesting in their Linkedin accounts compared to their French counterparts.
Female C-levels are under-represented across the ranking, regardless of countries or sectors.
The JIN Positive Influence Index demonstrates an imbalance in the representation of female and male leaders in the companies analysed. Very few women represent these companies online. While this is clearly not an "online issue" but a broader one, the JPII makes the lack of female representation particularly visible. However, the represented female leaders reach a higher total score on average than their male counterparts, fueled mainly by a higher Positive Influence Score. We hope for a more balanced participation of male and female leaders in the future and predict a positive evolution in the foreseeable future as positive influence grows in relevance in business discussions. #TheFutureIsFemale
On average, C-level of natively green companies score higher than transitioning companies but suffer from a lack of overall visibility.
Green companies by default should score higher on the Positive Influence Score. While that holds true, and while on average natively green companies score higher both in Total Score and Positive Influence Score, only five of their C-levels make the top 20 of the Index. This is mainly due to the fact that they have not yet developed the critically relevant reach (visibility and engagement) for their LinkedIn profiles, in all likelihood preventing them from truly influencing debates. Considering that "positive influence" topics are generating growing interest in the public, natively green companies should increase efforts to garner broad support for their mission. As an immediate win, content partnerships between transforming companies and natively green companies could drive growth in both community size and engagement for both parties.
Size matters, content matters - there is not one single indicator that outweighs all others.
JIN's Positive Influence Index attempts to quantify and qualify digital leadership by assessing communication performance through a green-sustainable lens. It may be tempting to assert straight away that a good C-level performance is always the result of a communication plan that integrates key socio-environmental considerations at its core, however, we have to be nuanced and avoid fast conclusions: In this index, there are several examples that show that it is possible for C-levels to generate strong engagement and communication impact without having to dedicate a substantial part of their editorial lines to green topics.

Likewise, exclusively green and sustainability-aware editorial lines do not automatically translate into good performance, as several examples in our index prove. Community size is a key aspect of impact on social media, and must not be overlooked. Digital communication is one thing; socio-environmental awareness is another. Both have their own codes that need to be understood, adapted and mastered in order to generate visible performance. It is at the intersection of both digital communication and socio-environmental awareness that C-levels need to find their spot in.

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