Toward a Decarbonized Society: Using the Learning Tool "Day Tree" to Promote Individual "Behavioral Change" (Part 2)

Decarbonization has become a critical challenge for companies to tackle, both to achieve a sustainable society and to remain a "company chosen" by customers and stakeholders. However, some companies may hesitate for various reasons, such as "lack of knowledge or know-how" or "large-scale reforms being difficult due to the effort and cost involved."

For such companies, the learning tool "Day Tree" developed by Dentsu Inc. International Information Services, Inc. (ISID) serves as a first step toward decarbonization. Following Part 1, we spoke with ISID's Takashi Fujiki and Kentaro Kobayashi about customer feedback on "Day Tree" and future prospects.

Day Tree as a catalyst for change

Q. What has been the response from companies that have actually implemented "Day Tree"?

Kobayashi: When we asked users whether their awareness or actions regarding decarbonization had changed, about half or more responded that it had led to behavioral or awareness shifts.

Digging deeper, we heard comments like, "It was hard to keep taking action individually, but sharing on Day Tree's internal SNS became a catalyst for changing my mindset." Many also noted that sharing with others made them realize, "This action is also a decarbonization effort." For example, actions like "ensuring I receive deliveries promptly to avoid redeliveries," "eating locally sourced food," or "using public transportation instead of my private car" – these are things people were doing without special awareness. Realizing that even these small, everyday actions contribute is important. Over time, this can spark interest, leading people to start thinking, "How does this action fit into the decarbonization perspective?" in their daily lives. That should lead to behavioral change.

Of course, it's still in beta, so there are areas needing improvement, including the UI. We sincerely take all feedback to heart and plan to update the service to make it better. With the official release scheduled for fiscal year 2023, we aim to enhance not only the SNS features but also the educational content section before then.

Q. In the first part, we heard that "Day Tree" was originally developed to meet the needs of non-manufacturing companies. How has the actual response been from such companies?

Kobayashi: Initially, we hypothesized that non-manufacturing companies might respond particularly well. While they certainly have shown interest, what surprised us was the positive reaction from manufacturing companies too. Many manufacturing companies are already implementing basic decarbonization measures, such as installing energy-efficient equipment in factories or reusing materials. Consequently, quite a few companies are looking for the next step to take. Therefore, we aim to enhance the precision of our service so it can meet diverse needs across all industries.

Leveraging "Behavioral Change" Outcomes for Corporate Branding

Q. Beyond "Day Tree," what other SDGs initiatives is ISID currently pursuing?

Fujiki: While we intend to continue our decarbonization efforts, we also have projects related to "ESG management" underway. Personally, I'm also focusing on "biodiversity."

While there are various approaches to solving these social issues, we aim to develop solutions while emphasizing "ISID's unique approach," such as leveraging AI and prioritizing UI/UX. This "Day Tree" is also distinctive as an experiential learning tool, and I believe it has become a product that truly reflects ISID's character.

Kobayashi: That's right. Additionally, I consider collaboration with solutions within the Dentsu Group to be a crucial factor. While our company excels in systems, the Dentsu Group includes members who specialize in areas like promotion or communication. By effectively collaborating, we aim to achieve greater breadth and impact.

Q. Finally, could you share your future goals and outlook?

Fujiki: I believe it's crucial not just to implement solutions for our clients, but also to clearly communicate the meaning behind them and the social responsibilities they fulfill. Specifically, it would be ideal to develop ways to utilize this as corporate branding, such as compiling the results obtained through services like "Day Tree" into content and having them published in IR reports. Effectively communicating employee actions could also help enhance the company's reputation.

Kobayashi: I believe the element of how a company contributes to the global environment and society will become increasingly important for enhancing corporate value. To give a slightly extreme example, perhaps we'll even see an era where employees' awareness and commitment to social issues become linked to their performance evaluations.

Fujiki: While "Day Tree" is a tool specialized for decarbonization actions, it might be good to have something that visualizes employees' "positive actions" across a broader range of themes. Seeing that they are doing good things for society could boost their confidence and increase their motivation.

Some may imagine that tackling social issues as a company requires major challenges like overhauling fundamental systems or launching new ventures. However, small daily actions might gradually shift employee awareness and behavior, ultimately transforming the entire company. When your company engages in sustainable actions, including decarbonization, why not incorporate this perspective?