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There’s ever-growing consumer concern around the way personal information is handled off the back of Australia’s high-profile data breaches at Optus, Medibank and Latitude as well as AI use, says former privacy and now information Commissioner, Angelene Falk – and brands should be worried. Prevention is better than cure when it comes to meeting consumer demands and forthcoming privacy legislative change, and Falk is urging businesses to ensure data breach plans are not gathering dust but are operationally ready. Where businesses also need to do better is around the human intersection with systems and information, Falk says. That’s especially the case with more AI on its way, consuming more and more data sets, often without the ethics of human oversight, from all edges of the internet.  

Faced with under-industry average ecommerce sales, a desire to win back lapsed customers, along with ambitions to increase replenishment and frequency rates, luxury beauty brand posterchild, Aesop, has embarked on a digital and martech strategic plan and personalisation journey. Now owned by industry giant L’Oreal, plans are underway to discover which tech stacks and capabilities can be leveraged to further Aesop’s omnichannel customer experience quest. Through all of it, Aesop’s digital strategy leader Richard Lindmark is only too well aware of the need to obtain zero and first-party data to drive its personalisation and experience ambitions. And that means putting customer trust before everything else.

Medibank’s four-day working week trial has slashed sick and carers leave across frontline teams by two-thirds. Unilever’s NZ pilot saw work stress decrease by 33 per cent, work/life conflict fall by 67 per cent and meetings reduce by 3.5 hours per week. House of Brand is successfully recruiting talent and seeing energy levels rise thanks to its 100 per cent pay, 80 per cent time, 100 per cent approach. Inventium’s ‘gift of the fifth’ combined with efficiency training saw financial goals achieved two months early and gave workers a new sense of empowerment. The concept of a four-day working week is one of a swathe of evolving work models gaining popularity. But how does it work? Can staff really deliver the same volume of work to the same standard in less time? Do you just end up working a compressed work week? Can you still win and service clients? And is this a model that cuts the mustard long term? We speak to four companies trialling or well-entrenched in a four-day working week to find out.

Ahead of International Women’s Day (IWD), government pay gap data shows media, marketing, agency and tech industries are some way off gender equality. Release of the WGEA figures has women resetting their position on “lacklustre” programs designed to support fellow females in the workforce, but that aren’t in reality delivering. The accountability WGEA provides also has women in leadership questioning company policies that should be helping empower women, such as flexible work, as well as those that could hinder – they see promotion through meritocracy as one. Senior female leaders from Innocean, EssenceMediacom, Amaysim and Rackspace fear IWD is increasingly a tokenistic gesture instead of what is really required: Discussion – and action – that drives demonstrable change.