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Ipsos Almanac 2025
Our reflections on the key events, trends and surprises of 2024 and what this means for the year to come - it's the Ipsos Almanac 2025.
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UK workers seek new digital skills amidst the buzz of AI
People in the UK aren’t just exploring the topic of Artificial Intelligence online – they’re also thinking about how this technology will impact their working lives, resulting in 53% of UK office workers wanting to learn new skills.
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Only half of UK workers have received learning opportunities at work, 1 in 2 have not learned about AI
The latest Ipsos research on learning in the workplace shows that half of UK workers have not been given opportunities to develop in their job. At a time when AI is beginning to rapidly alter many job roles, the study also reveals that more than 1 in 2 UK workers have not had the opportunity to learn about using AI at work.
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Ipsos Update – May 2024
Earth, plastics, politics … Ipsos Update explores the latest and research & thinking on key topics from Ipsos teams around the world.
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Ipsos Update – April 2024
Global happiness, gender equality, ESG… Ipsos Update explores the latest research & thinking on key topics from Ipsos teams around the world.
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Building reputation in 2023: the link between corporate reputation and business efficiency
Drawing on new data from our latest 24-country Global Reputation Monitor, this paper explores the relationship between a good reputation and better business efficiency.
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ESG Council Report 2023
Established in 2023, the Ipsos ESG Council brings together senior level executives with responsibility for sustainability and the development of ESG best practice from some of the most respected corporations in the world.
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Chief Value Creator? The changing role of the Chief Sustainability Officer (CSO)
Here we explore the changing role of the CSO and what this tells us about how organisations are responding to the challenges of ESG and sustainability.
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What is Driving Change: The role of stakeholder management
While the concepts that sit behind ESG are certainly not new - and have been at the centre of corporate strategy for decades - the growth and formalisation of ESG as an explicit mission have been catalysts for change. The impacts of this change are far reaching including how companies define, prioritise and manage their stakeholders. This is demonstrated by the rise of stakeholder capitalism, the notion that businesses no longer exist to create profit for shareholders/owners, but instead have a responsibility to create value for a much broader set of stakeholders.
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Building An Integrated ESG Strategy
When it comes to creating an end-to-end strategic shift in the alignment of ESG with commercial objectives, business leaders have many considerations to take into account. How to ensure ESG feeds into the business planning and value creation process? Do the ESG commitments truly deliver on the ‘North Star’ that is corporate purpose. What are the expectations of stakeholders (both inside and outside the organisation), and how do you balance competing priorities and expectations? How do you ensure the goals you set are ambitious and impactful, and that your reporting addresses the needs of double materiality (financial and ESG data)?