Fireside Chats

March is B Corp month, and one of B Lab Portugal's initiatives to celebrate it was to hold a different kind of meeting for the B Corp community. The B2B meeting, which took place on March 12, 2024 at Impact Hub - Penha, in Lisbon, was attended by several B Corp companies and a special guest: Nuno Gaspar de Oliveira, from NBI - Natural Business Intelligence, who spoke about "from the business-as-usual economy to the natural/ecological economy".

‍Defining “diversity and inclusion” is a Herculean task when it comes to reaching consensus. But destiny mixes with the path, and in the path there is a shared will: to build something bigger and better.

The factors for attracting and retaining talent are increasingly diverse and go beyond salary. One thing in common? Personalisation.

‍Described for the first time in the US, the phenomenon of the great resignation is characterised by mass layoffs. Leveraging development, promoting internal mobility in organisations and preventing someone from being left behind are some of the strategies recommended by experts.

Finland announced that it is preparing a law that allows citizens access to the salaries of their co-workers whenever they suspect discrimination. Transparency, also applied to salaries, is a tendency to reduce inequalities: in which stage are we in Portugal?

The definition is vast, experts assure. Emotional salary is defined by how employees feel motivated and involved with the organisation and describes much more than the remuneration paid by each company to its people as a reward for their work. Gym classes, yoga classes, a comfortable office, remote work budget, team activities or informal get-togethers are often drivers of better involvement of people with organisations, creating a culture of cooperation and collaboration that raises the emotional salary every month.

Salary is no longer the only condition for attracting and retaining talent in companies. Monthly remuneration is insufficient to keep talent motivated and involved and it is more and more complemented by personalised offers, adapted to each person and each phase of their lives.

Tested in several countries around the world, the four-day work week has aroused curiosity and even involvement of companies in Portugal. Among the biggest challenges of its implementation is the need to work more and more in an asynchronous way while maintaining a cohesive and collaborative business culture.