The world’s leaders are gathering next week in Egypt for the 2022 United Nations Climate Change Conference, or COP27, hoping to galvanize the global community around climate change. But as new Edelman Trust Institute research shows, there are significant trust-related barriers to overcome. To succeed in the decade ahead, we need to move global institutions from reporting to rallying, to move beyond the inside game of annual ESG reports to an outside game that excites stakeholders about the possibility of economic growth with sustainability.
Our second annual Trust Barometer Special Report: Trust and Climate Change, a global survey of 14,000 people in 14 countries, finds that Business, normally the most trusted institution in the world, lags badly on sustainability. There is a public perception of promises made but not kept and CEOs are among the least trusted climate spokespeople. Government is more trusted than Business to do what is right in addressing climate change, based on unlimited financial resources and regulatory authority, but is hamstrung by the majority-held belief that politics, not science is driving climate policy. The consumer is on the sidelines, paralyzed by confusing data, concerned about a joyless future, and more convinced that current climate change solutions are positively impacting society than individuals.
Here are the key findings from the 2022 Edelman Trust Barometer Special Report: Trust and Climate Change:
This special report on Trust and Climate is a wake-up call for Business to press beyond the reporting of CSR numbers and ESG commitments toward rallying stakeholders. It is on Business to fill the information gap for consumers desperate for data they can trust. It is on Business to create effective regulation with Government that accelerates the transition to a low- and ultimately no-carbon economy, at a cost acceptable to society and the planet. It is on Business to use its marketing muscle to enable cultural change and empower employees with resources and knowledge to support this transition. It is on CEOs to stand up to elected officials attempting to gain votes by politicizing ESG with the false equivalence of jobs versus climate.
A year ago, at COP 26 in Glasgow, Scotland, Business took the bold step of a trillion-dollar fund to finance change. This year we need a similar commitment to wake the sleeping giant, the consumer, to believe they can make a difference and to show them the way.
Richard Edelman is CEO.
If there is one number that caught my attention from the 2022 Edelman Special Report: Trust and Climate Change, it’s this: Almost half of people aged 18 to 34 think that adopting a sustainable lifestyle will mean giving up just about everything pleasurable about their lives.
Oddly enough, this is good news. At least in a sense. Because it prompts us to reframe the climate narrative from one of sacrifice and guilt to one of hope and opportunity.
A positive narrative — when it is backed by tangible, meaningful actions aligned with a credible pathway to net-zero — can be an important motivator. A positive narrative does not diminish the scale and seriousness of the problem. A positive narrative should be very clear about the size of the challenge, the barriers that need to be overcome, the sense of urgency needed to address it, and the solutions being implemented to solve it.
Businesses can help shape a positive narrative, creating a way of talking about transitions that emphasizes potential rather than costs. NGOs and governments can help shape a positive narrative by promoting a positive vision of a secure net-zero future: green jobs, healthy cities, new opportunities. And individuals can share stories with friends and families about how positive lifestyles changes can create joy and happiness.
In short, a positive narrative is about solutions. Solutions that help unlock a positive spirit of transformation. A spirit that drives and delivers accelerated action.
And there are some good reasons to be positive.
Not too long ago, the level of global ambition and action had us on a path to well over 3°C of warming by the end of the century. Today, while still nowhere near the 1.5°C that climate scientists say is needed, current policies point to a 2.8°C temperature rise. Implementation of current pledges could reduce this to a 2.4°C. This is by no means a win but is positive progress. Positive narratives have the power to encourage policymakers to continue to be bold and maintain and accelerate this momentum.
In our report, we see that not only is government more trusted than business to do what is right in addressing climate change, a finding that bucks the trend of trust in institutions to do what is right in general, but the public is calling for more leadership from government, not just at a central level, but more locally, too. When looking at what drives trust in government to address climate change, if government is seen as performing well on one or more of the following — balancing climate action with the country’s energy needs, getting business to reduce emissions, coordinating with local governments on climate solutions, and subsidizing innovation — there is an increased likelihood of at least 6.7% that people will trust government to address climate change.
For the second year in a row, our climate report finds scientists and climate experts to be the most trusted spokespeople when it comes to climate change, with heads of NGOs also trusted. We can infer this is largely due to their ability to specify precisely what problems we’re facing, like the risks associated with negative climate tipping points — critical thresholds that, when crossed, lead to large and often irreversible changes in the climate. In addition to continuing to report and comment on such risks, perhaps it’s time for more scientists and NGOs to begin promoting positive, solution-based tipping points as well.
Businesses are investing in solutions at greater speed and scale than ever before. And while change may feel slow and limited today, when the right combination of affordability, accessibility, and desirability are achieved, positive change and transformation can occur at speed and scale. When we looked at what levers drive the biggest increase in likelihood to trust business to address climate change, educating people on how to reduce their own climate impact came out on top. When business does this well, people are 5.6% more likely to trust it to do what is right in addressing climate change. This has a stronger impact on trust than if businesses do well on adopting science-based climate targets (4.5% more likely to trust) or ensuring suppliers reduce their climate impact (4.3% more likely to trust). All this supports an argument that business should no longer talk about their role operating in society but rather their role working with society.
Globally, our research shows, most people see climate change solutions as having an impact on the collective good but not necessarily on their individual wellbeing. Connecting climate actions to day-to-day lives and personal experiences is essential. For example, people can continue to enjoy activities such as eating out and enjoying a good meal, traveling, and wearing fashionable clothes — we need to change the mindset that such activities can still be enjoyed, using different sources of protein, energy, and clothing.
Simply put: If about half of young people think living sustainably will mean giving up life’s pleasures, then there’s a big opportunity for business to show the opposite, providing ways to combine going green and enjoying yourself. To not miss the opportunity with this massive cohort of younger millennials and Gen Z, climate action needs a rebrand.
With everything going on in the world today, one could be forgiven for giving more weight to negative information than to positive information. Unfortunately, this approach may lead to accelerating outcomes that lead to greater temperature rise, rather than less.
In conversations with friends and peers in the climate community, we repeatedly comment that what we saw in terms of the growth of positive news during COVID 19 could be a prelude to what might be possible for climate communications. Indeed, 59% of people — in effect 6 in 10 — say there is not enough reporting in the media about solutions to climate change. Media should not underestimate the audience for positive news, and the role it could play.
So, if there is one thing I took away from this year’s report – it’s that all stakeholders, in particular businesses, can lead with hope. To excite stakeholders about the opportunities that a more sustainable, equitable and climate science-aligned present and future can exist. Using the power of their actions and communications to build markets, engage consumers, shift policy, and facilitate the rapid growth of sustainable products, services, and lifecycles. For business, showing that sustainability can be joyful could be a great way to engage more customers to be part of the solution, especially younger generations.
Robert Casamento is Global Climate Chair.
In discussing the new 2022 Edelman Trust Barometer Special Report: Trust and Climate Change with my colleagues, we kept coming back to the same question: What does this data mean for our clients, many of whom are businesses and brands?
The message is clear: Business must step up to close its trust deficit. Historically, our research shows that in general, business is the most trusted institution to do what is right. Yet on climate, business trails NGOs and government, and is 9 points less trusted than it is to do what is right in general. Almost two in three people (64%) globally say companies are doing mediocre or worse at keeping their climate commitments. If business can close these gaps, then it has the potential to inspire significant change at scale.
People are more worried about climate change today than ever — a remarkable finding given the range of concerns facing our world, from food shortages, inflation and a looming recession due to the ongoing war in Ukraine. And these worries are becoming entrenched, with 57% of people globally saying there has been little to no progress made in the fight against climate change.
To rebuild trust in their ability to combat climate change, businesses should approach the challenge as a joint endeavor between themselves and individuals — providing the information, inspiration, and infrastructure to make green decisions easier and not at great personal cost.
Here are three key steps every business should be considering: take action, educate, and inspire with solutions.
It’s critical to get your own house in order. When business is seen as doing well on adopting science-based climate targets and ensuring suppliers reduce their climate impact, it is 4.5% and 4.3%, respectively, more likely to be trusted to address climate change. And innovation remains essential: When business is seen doing well on investing in climate-friendly products and technologies, it is 4.1% more likely to be trusted to address climate change. Our respondents cite a lack of institutional support — be it better insulation in homes or more accessible bike lanes — as one of the biggest barriers to having the more climate-friendly lifestyle they want, so use the power of your organization to make more carbon-friendly lifestyles and choices easier for individuals.
When business is seen as doing well on educating people on how to reduce their own carbon impact, it is 5.6% more likely to be trusted to address climate change. This makes sense when you consider that across the board, there is a significant information gap on climate change. Sixty percent of respondents globally say it is too difficult to find trustworthy information about climate change (a 6-point increase from last year) and almost one in two say it is nearly impossible to find information about climate change they can understand (45% — a 5-point increase from last year). Businesses should educate their employees and their customers about what exactly is at stake and how they can make a difference.
People are not only craving information, but they want solutions: 59% say there is not enough reporting in the media about solutions to climate change (4-point increase year-over-year). And 40% of people globally believe that reducing their personal carbon footprint would translate to a life devoid of joy. Business has the unique potential to combat these fears by leading with tangible solutions and using the power of their brands and platforms to inspire people to adopt more carbon friendly behaviors, products, and lifestyle choices. Let’s double down on the message that climate-friendly action isn’t a tradeoff to personal joy but additive: It’s healthier for your environment, your community, and your own life.
The time is now for business — alongside other institutions — to rally individuals to drive positive change on a larger scale. This will only happen if business earns people’s trust and thereby the right to lead through action. We know business has tremendous potential to innovate, adapt, and inspire change. This makes me hopeful that if we act now, business can meet the moment and lead on climate before it is too late. The world is depending on us to do so.
Helga Ying is Global Chair of Purpose.
My father Daniel Edelman was a World War II veteran who transitioned successfully from military to civilian life to establish Edelman as a global communications agency. As we honor our veterans tomorrow, I have a much deeper appreciation of his military service after participating in the week-long Joint Civilian Orientation Conference (JCOC) in late October. Established in 1948, it is the U.S. Defense Department’s oldest public liaison program that enables American business and community leaders to participate in an immersive experience with their military.
Over five days, our delegation of 39 business, academic and community leaders spent time with the Space Force, Army, Air Force, Navy, Coast Guard and Marines. Each branch organized distinctive activities, including briefings from senior military leaders, hands-on activities, and meals with service members, among other opportunities.
Some highlights:
While each of these activities proved impressive — contributing to my increased respect and appreciation for our military — the most meaningful aspect of my week was my conversations with our men and women in uniform. During my meals with them, I sought to understand how the military produces great leaders like my father and so many others. I asked what leadership means to them, and several themes emerged: commitment to mission, problem-solving, initiative, empathy, and trusting your team. These are important lessons we all could use in today’s world. I thank the Department of Defense for providing this once-in-a-lifetime experience. It generated a deeper sense of appreciation and respect for our military. And while I already was an advocate for veteran and military spouse employment, I commit to redoubling my efforts. Less than one percent of Americans serve in the military, but they provide us the liberty and freedom to live the lives we do.
Having experienced firsthand the military branches in action and talked to our men and women in uniform, I am even more inspired to do what I can to support them once they transition from the military. I better understand the strong foundation my father received in the military to establish Edelman. As with my father, I anticipate that today’s military personnel will be tomorrow’s leaders building a brighter future for us in whatever careers they pursue.
John Edelman is Managing Director, Global Engagement Corporate Responsibility and executive sponsor of Edelman’s employee group, Forward, focused on fostering a veteran-friendly workplace and community.
Many are looking for an alternative to Twitter and are considering Mastodon, an open-source social network that was founded in 2016. There are now well over one million users, up from 381,000+ active users less than two weeks ago. Mastodon is a federation, or a collection of independently operated servers referred to as the fediverse. This is a decentralized approach to social media. As Joanna Stern wrote today in The Wall Street Journal, “Thousands of smaller networks or servers take on the task of onboarding users, setting the rules and making sure things run smoothly.” Mastodon “elders” have been helping newcomers understand and adjust to, not only the technology, but also, to the culture.
I spoke with tech insiders and Edelman’s digital experts for some insights on Mastodon. They shed light on the possibilities, risks and challenges of both the platform and decentralized social media broadly. Here are their thoughts:
Jonathan Haidt wrote eloquently in The Atlantic, “Three forces collectively bind successful democracies. Social capital (extensive social networks with high levels of trust), strong institutions and shared stories. Social media has weakened all three…It is not just the waste of time in magnifying and weaponizing the frivolous. It is the continual chipping away of trust.”
The conversation, early community and promise of Mastodon feels akin to the early emergence of Twitter and other social networks, when the potential of connection and conversation was an inspiring call to participation rather than a cause for concern. First mover brands with strong foundations in digital, social and community should contribute authentically and optimistically to Mastodon and other decentralized social media platforms to build back trust, eliminate hate speech and create safe spaces for both brands and users alike. Business has an important role to play, not just in the fabric of society, but in the fabric of social media.
Richard Edelman is CEO.
In August of 2022, we launched our Brands in the Verse: Platforms, Users & Opportunities report which provided a detailed look into all things Metaverse, including brand opportunities, platform overviews, audience profile, and brand use cases.
Since then, companies have continued to activate across the Metaverse and adjacent spaces, including the Alo Sanctuary in Roblox, Fidelity’s activation in Decentraland, and Ralph Lauren’s partnership with Fortnite.
Users remain excited about the opportunities that the Metaverse presents for self-expression, creativity, and connection.
Senior and C-Suite executives also see significant opportunities across virtual worlds and web3 technology. According to Bright Data, 70% of C-suite executives are either planning a metaverse strategy or already have begun implementation. Another study reported that 71% of executives believe that the Metaverse will have a positive impact on their organizations.
At Edelman, we believe the Metaverse is a white space opportunity for senior executives to directly engage their stakeholders– whether employees, partners, or customers. According to the 2022 Edelman Trust Barometer, 74% expect CEOs to inform and shape conversations and policy debates on technology and automation; this will increasingly include virtual worlds, technologies, and web3 platforms that underpin the Metaverse.
In our latest report “Execs in the Verse” we explore a full spectrum of opportunities for thought leadership and executive engagement across the Metaverse and Web3. This spectrum ranges from relatively low investment opportunities to signal that the executive or company is tracking Metaverse developments to higher investment opportunities for an executive to personally engage in their brand’s Metaverse activations.

In this report, you’ll understand what the Metaverse might have in store for executives, including:
We offer various workshops and opportunities for companies to immerse themselves in the Metaverse, including platform demos, immersion sessions, design-thinking workshops, and the development of Metaverse strategy. When working with executive teams, we marry our digital growth expertise and long-history of digital innovation with Edelman’s leadership position in C-suite counsel, executive trust and thought leadership.
Matt Collette is Managing Director, Global Digital Growth.
Marcia Newbert is the Executive Vice President of Corporate Digital in the U.S.
Web Summit, first and foremost, is a behemoth. If you’re not familiar with the world’s largest innovation conference, it’s just that. 70,000 people descend on the Altice Arena in Lisbon, Portugal, and the conference’s five custom-built pavilions in search of investors, the latest advancements in technology, and new ideas to take back to their teams across the globe.
Despite its name, it’s not really a Web summit, it’s not even a tech summit. Web Summit is a playbook for how to do business today and how to be at the forefront of what’s next. As such, I walked away with one glaring takeaway: the urgency for change (of any kind) has become penultimate.
No matter what stage or speaker stood before you in blue and purple discotheque lighting, one couldn’t help but sense an undercurrent of urgency. On the Creatiff stage there were desperate pleas for purpose, on the PandaConf stage (the cheeky, irreverent name for the marketing stage), assurance that AI was friend, not foe, and on the Corporate Innovation stage, 15-year-olds doing their darndest to convince the audience to abandon the status quo and do things differently. It was surprising to encounter so much genuine altruism at a gathering typically lauded for its platform to pitch and self-promote.
The theme of the week was stark, as it was simple: Don’t Get Left Behind. While it’s humanly impossible to make it to every session (25+ tracks with 16 sessions/day over 3 days), these were the three most impactful “to-dos” I walked away with:
The power of Gen Z is well covered territory at Edelman. We’ve spent the last year researching this generation’s spending power, and influence over all other generations, and came to Web Summit to showcase what it’s really like to have Gen Z in the C-Suite. In June, we appointed the world’s first ZEO, Harris Reed, to run our Gen Z Lab, a consortium of 150+ Gen Z employees from around the globe to advise clients on engaging their generation authentically.
A proponent for change, Harris told Edelman’s Global Chief Brand Officer Jackie Cooper during the “Here Come the ZEOs” session that brands need to embrace Gen Z, or they’re going to miss the boat, “we are the generation that wants change now.” Jackie acknowledged that in her day-to-day conversations some brands and marketers are still hesitant to engage this generation for fear of being canceled; when asked about this, Harris said that those “assumptions are the problem.”
According to Harris, it’s about asking questions, “The conversation around cancel culture is no longer productive.” Instead he believes that companies should be looking to their Gen Z employees to help keep them accountable, in order to prevent future backlash. In his words, “You can’t get canceled if you’re working with the individuals that you’re creating change for.”
Anyone that’s been to a conference in the last 5 years has heard the word “purpose”. It’s the buzzword du jour, with each utterance becoming more and more passé. At Web Summit, one agency took to the stage to make the case that because of its ubiquity “purpose” had become too fluffy, and performance-minded businesses’ have turned their nose up at it. In its place, they offered Positive Impact.
I applaud the change in nomenclature — it’s hardcore and feels much more tangible (and measurable) than purpose. I was, however, struck by their suggested mode of delivery. An automated tool that translates client briefs into brand purpose strategies. The client is asking for an idea that will increase sales of its sports retail business. Here are four potential strategies that trojan-horse brand purpose into the scope based on pre-selected categories. The audience was rapidly taking notes and photographing the speaker’s slides.
To me, this example demonstrates how desperate our industry is to affect change. We understand our important role in the equation to push clients to do more, to be better. For some though, Purpose hasn’t been convincing enough and as we head into a recession, will become a harder sell. So, we’re taking any means necessary, rebranding purpose as impact, leveraging cutting-edge technology, spending hundreds of thousands of dollars, trojan-horsing purpose into sales strategies, whatever it takes to get brands on board.
Brian Collins, the founder of the brand experience design company of the same name, came to Web Summit to evangelize “unintentionality”. On stage he theorized, “The opposite of courage is conformity, and our intentions have led us toward convention.” Thus he advised practicing “unintentionality”.
To illustrate this point, the audience was asked to draw two portraits of the person sitting next to us. The first one, with our dominant hand. The second upside down, with our non-dominant hand, and without lifting the pen from the page. Everyone in the audience had more heart for the second drawing, seemingly because (according to Collins) we were released from our expectations to perform. His was a commentary on the standard process yielding the standard result. If its drastic change we desire, it’s likely mere “intentions” won’t get us there. Shake up the process, do things upside down without your dominant hand and see what it yields.
The urgency for change, for a different way is apparent, but even with AI, it's no less daunting. Here’s my advice: start small. Pick one project to experiment with, one project in collaboration with your Gen Z employees, one project where positive impact is the sole KPI, one project to try a different process. Document everything. Share what you learn, and with any luck, you’ll get permission to do it again.
Kelsey Rohwer is Senior Vice President, Global Brand Marketing.