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Opposite tactics can work in tandem
Undercover investigations and public stunts are perhaps what Peta is best known for, but since the late 1980s, it’s had a robust corporate accountability arm, quietly working behind the scenes to secure commitments to phase out animal-derived products. One of its leading tactics is shareholder activism, says Brainard. The organization currently owns stock in more than 65 publicly traded companies across food, fashion, pharmaceuticals, and other industries, but it also acts on behalf of independent shareholders in an even wider pool of companies. “Shareholder meetings are one of the few places where CEOs have to answer questions publicly,” Brainard says. “When Peta asks a question, it also serves to educate other investors and executives in the room. Even one share gives us the right to speak directly to leadership and raise issues that affect animals’ lives.”
Shareholder pressure from Peta has helped move the dial many times, Brainard continues. Among others, H&M agreed to stop sourcing new down, Gap and Farfetch dropped angora, and Frasers Group banned fur. In many cases, it works best when Peta representatives counter public perceptions of the organization. “We raise these issues in a straightforward way, laying out the facts and implications, and helping investors to see the full picture,” she says. “When Peta shows up to shareholder meetings, we disarm executives and board members because we are professional and dispel some of the myths associated with the organization. We push for change in the most professional way we can.”
Public pressure helps land the point
Shareholder activism can force executives to answer questions about animal rights, but public pressure is still critical to push those executives to act, says Brainard. “Public pressure through campaigns and demonstrations and celebrities and celebrity support gets attention,” she says. “Consumers appreciate transparency, and shareholders don’t want their investments tied to practices the public considers unacceptable.”
This can take many forms. In September 2023, Sabato De Sarno made his debut as then-creative director of Gucci. Sascha Camilli, PR projects manager for Peta, stormed the runway to protest the brand’s use of wild animal skins. The show was selected for its visibility, Camilli explains. “Actions like this come after sustained, behind-the-scenes engagement. It comes after evidence is shared, after appeals are made, after companies are given every opportunity to change. When they refuse, we escalate. Being on the catwalk ensures that the company, as well as buyers, journalists and fashionistas, are confronted with our message,” she says. “When that happens, it often drives dialogue and sparks change.”
The challenge for organizations like Peta is that shock value only goes so far, especially when the format is repeated consistently, and the people watching are more acclimatized to stunts than ever. “People might roll their eyes at the momentary interruption, but they still talk about it, and that’s the point,” Camilli adds. “If anything, the heightened visibility of disruptive protests in recent years has made people more curious about the motivations behind them — and for animals, that’s a good thing.”
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