Sustainability—Gamechanger for HR Work

Sustainability shapes the future of work. Demographic change, disruption, diversity, and digitalization are known challenges for companies. Decarbonization is added as the fifth “D”. Sustainability is coming onto the agenda of operational HR work. The three letters ESG (Environment, Social, Governance) lead to implementation projects in companies. Legal regulations are increasing, and regulatory density is intensifying. The range extends from supply chain laws to the upcoming social taxonomy. Products and production methods are critically questioned by customers. Eco-toxic products can no longer be maintained. The third force acts through financial instruments. Only sustainable companies have a corresponding rating, and analysts not only question financial performance, they also critically examine the company’s sustainability efforts. The fourth pressure point comes from the world of work: staff and the applicant market are asking for answers about the employer’s stance on sustainability. This also applies to the HR sector and HR work. Sustainability and HR are usually only relevant if they were already embedded in the company’s DNA, such as in eco-companies or start-ups. An industrial company in the energy sector, transport companies, the automotive industry, and mechanical engineering face entirely different challenges. These products and production processes must also become ecologically compatible. This is a demanding change process. Solemn resolutions of sustainability goals, in which one describes oneself in prose as a virtue hero, will no longer suffice. Instead, companies must meet clear ESG guidelines and criteria and provide verifiable facts. This requires an attitude to lead to action.