It’s a people issue

Founder of Futureful, Izzy Fenwick argues for action right now towards our responsibility for the planet and corporate sustainability.

Every single one of us has the same finite currency: time. Our lives are built on a non-renewable ‘budget’ of 8,760 hours each year, a resource as irreplaceable as the natural world itself. We spend most of that time working and sleeping.

If we translate that time into money, the ‘investment’ we make into work is enormous, it’s likely the biggest contribution we’ll ever make to society. And so, it’s also the biggest ethical decision of our lives. Do we want to invest that time and money into doing good or into doing harm?

Every day, every meeting, every initiative is either driving progress toward a sustainable future or, quietly, adding to the problem. If we need everyone to think differently about how they show up in the world of work, who better to lead that charge than HR and people leaders?

This isn’t just a sustainability issue; it’s a people issue. Companies that create innovative, purpose-led cultures that genuinely care are the ones capable of transitioning and empowering to seek sustainable alternatives in every aspect, whether in marketing, sales, production or maintenance. No corner of a business is exempt from caring about the environment.

The urgency for transformation has never been clearer. Globally, 2023 witnessed a recordbreaking number of extreme weather events. In the United States alone, there were 23 separate billion-dollar disasters between January and August surpassing any previous record. These events resulted in 253 fatalities and caused $57.6 billion in damages. Such ‘once-in-a-century’ events are becoming alarmingly common worldwide, affecting millions of lives and disrupting economies.

New Zealand is not immune to these changes. Recordbreaking rainfall in 2023 led to devastating floods, loss of life and severe infrastructure damage. These events are expected to become more frequent and intense as the climate continues to change.

Environmental sustainability is no longer an abstract issue; it’s as real and urgent as a business’s financial sustainability.

Some may argue that New Zealand’s small size means our actions have little effect on the global stage. But this view overlooks how small nations can collectively make a significant impact. Countries whose individual emissions are each 1 per cent or less of the global total collectively contribute nearly one-third of global emissions. In fact, around half of global emissions come from nations that account for less than 3 per cent each of annual world emissions.

For too long, the weight of this responsibility has been placed on sustainability teams or, in many cases, a single manager. These experts are analysing environmental data, tracking emissions and crafting strategies to reduce a company’s carbon footprint. Their expertise lies in understanding and reporting on sustainability not in building a culture that embeds these values across the workforce.

HR practitioners and leaders, on the other hand, are the experts in culture. They drive values into the little nooks and crannies of a business. The sooner we recognise that sustainability teams are there to measure, report and recommend solutions, the sooner HR can step in to mobilise and embed these principles across the entire organisation.

By integrating sustainability into culture, recruitment, training and even performance reviews, HR professionals can create a workforce that is not just aware of environmental impacts but actively engaged in reducing them.

No industry, no company, no individual is exempt from the impacts of climate change. And yet, organisations too often treat sustainability as a side task rather than embedding it into the cultural DNA of the workplace.

HR professionals must change that. Imagine the power of a culture where sustainability isn’t just an external goal but a core measure of success for every person and team.

Every meeting we sit in, every role we fill, every decision we make in our workplaces either protects or jeopardises their future.

This isn’t just good for the planet; it’s good for business, too. In a world where 83 per cent of employees would be more loyal to a company that helps them contribute to social and environmental issues, redefining your work culture can also reduce turnover and increase productivity. When employees are involved in sustainability efforts, they report higher morale and job satisfaction.

Imagine the impact if every employee saw sustainability as part of their job description. We’re not talking about token gestures; this is about giving every employee – from interns to chief executives – the knowledge and autonomy to make meaningful environmental choices in their work.

This approach is no longer just an ambitious vision; it’s a rapidly growing trend. In the past two years, the number of S&P 500 companies tying climaterelated metrics to executive compensation has more than doubled, and the Russell 3000 is following an almost identical path, proving the pressures driving these changes are universal.

With companies increasingly incorporating ‘green’ KPIs into performance reviews – rewarding employees for actions like reducing waste, conserving resources and innovating around sustainable practices – sustainability becomes embedded in the organisation’s core values, not just a line in the annual report.

The future of our planet depends not only on top-down policy changes or the passion of a few but on a collective shift led by people with the power to shape culture: HR leaders. We are past the point where sustainability can be a distant ideal. The stakes are simply too high, and the responsibility too great.

For HR leaders, this isn’t just about following a trend; it’s about taking the reins of a movement that could define history. This is about the lives of our children and grandchildren. Every meeting we sit in, every role we fill, every decision we make in our workplaces either protects or jeopardises their future. What kind of world do we want them to inherit?

The question isn’t whether we can make a difference it’s whether we will. Because if every HR leader commits, this movement will have unstoppable momentum. Let’s be the generation that didn’t just talk about change but led it, with the urgency and courage that this moment demands.

Izzy Fenwick is the founder of Futureful, New Zealand’s first values-led and skills-based recruitment platform. Futureful is on a mission to help futureproof organisations and mainstream corporate responsibility through radical transparency. Izzy also serves on the Board of The Aotearoa Circle, an organisation that brings together public and private sector leaders to pursue sustainable prosperity and reverse the decline of New Zealand’s natural resources. Through her unwavering commitment to sustainability, Izzy continues to shape a future where the values of environmental stewardship, intergenerational collaboration and sustainable business practices thrive.