WESSA Phase 1 report to HHCT_28.10.2021

• Find a backer to help launch a national Environmental Heroes campaign – “ working together for the environment we want ”, with regalia, theme songs and broad exposure (see Figure 11) • Forge stronger alliances and trust with corporates and other environmental NGOs who are keen to collaborate with and form synergies with WESSA o Other NGOs want WESSA to succeed and see its unique value in mobilizing society as advocates for climate change awareness and mitigation, combatting biodiversity loss and land degradation, environmental policy change, youth empowerment for environmental citizenship, capacity development and awareness raising o Consider forming new alliances, e.g. joining the Consortium of African Funds for the Environment CAFÉ - https://www.cafeconsortium.org/members/ Strategies • Differentiate WESSA as a leader in inclusive conservation and environmentalism • The identity and personality of WESSA should be distinguishable as ‘the One-WESSA family’ o A trusted brand; WESSA must outline its distinguishable value for employees and loyal supporters and customers o Brand and culture alignment create competitive advantage in everything from recruiting and retention to productivity and profits o Living and sharing the WESSA story to build brand affinity is crucial o WESSA people need to clearly understand and support not only what the company does (strategy, brand, mission, vision), but how they contribute through shared values, behaviours, and competencies. Brand WESSA as living proof of Caring for the Earth. This necessitates a systems approach through: § Living the WESSA values (people’s narratives). § Internal (executives and employees) embodiment of values. § Resilient leadership to nurture and connect with the emotional and affinity systems after disruptive events in WESSSA § Refresh and update corporate values as part of Brand WESSA and culture strategy § Teamwork, partnerships and fireside chats to enhance ownership and culture alignment § Brainstorm sessions to create a corporate culture that is on-brand and on- strategy § A positive One WESSA culture and strategy (innovation, security, happiness and fun, low staff turnover, choice employer, etc.) will have knock-on effects on Brand WESSA o When employees and volunteers demonstrate brand-building behaviors they build trust in the brand o WESSA must create visionary, authentic, and meaningful narratives and memes, to connect all to the brand 7.6 Identity, brand and culture 7.6.1 Opportunity: Strengthen and sharpen WESSA’s identity, brand and culture

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