Purpose and profit can absolutely go hand in hand. Some of the latest conversations from the INSIGHTS podcast series sp…
Purpose and profit can absolutely go hand in hand. Some of the latest conversations from the INSIGHTS podcast series sparked great reflections on this idea, and I wanted to explore it further.
The strongest examples of corporate responsibility today show that doing good for society and creating value for the business are not competing agendas when the work is structured, measured, and sustained over time.
IKEA reduced paint drying time for some kitchen fronts from 45 minutes to 1 minute, while cutting paint waste by 20%, reducing CO₂ emissions by 30%, and saving 20 tons of paint annually in one production line.
Natura reduced absolute carbon emissions by 10.2% in 2025 and reached 29% post-consumer recycled content in packaging, exceeding its 25% target one year ahead of schedule.
Kantar’s 2026 Consumer-Led Sustainability Brand Ranking, based on 18,000 consumers across 12 markets and 2,100 brands, reinforces that sustainable brand growth depends on being meaningful, credible and relevant. It also highlights how fragile trust has become after repeated greenwashing scandals.
That is the real shift. Social impact is no longer judged only by what companies publish in annual reports. It is also shaped by what consumers learn on social media, what they hear from others, and what communities can actually see.
There is also an internal effect that deserves more attention. Research published in Frontiers in Psychology found that employees in companies with corporate volunteering programs reported higher engagement, more energy, stronger dedication, and greater perceptions of autonomy and support from coworkers and supervisors.
Reputation is being built in public. Credibility is being tested by consumers. Culture is being reinforced from the inside by employees who choose to give their own time.
But we still need more proof points on the board.
More examples that help leaders strengthen the vision that doing good for society and doing good for the company can absolutely coexist when purpose is translated into structure, discipline, partnerships and measurable impact.
Sources: Inter IKEA Group; Natura Investor Relations; Kantar; Frontiers in Psychology.