As ESG faces criticism and AI reshapes work, organisations that invest in employee well-being, growth, and purpose are the ones built to last.
Mention the word sustainability, and most people will nod. Many have also heard of ESG—Environmental, Social, and Governance—a term introduced by the UN in 2004 to encourage responsible business. Lately, ESG has come under fire. Criticism around greenwashing, confusing metrics, and excessive reporting, not to mention political shifts, has led some to declare it “dead.”
Yet now, as AI transforms roles, automates tasks, and reshapes work itself, focusing on the human side of sustainability is more important than ever. In a rapidly changing world, organisations that value their people—investing in growth, well-being, and meaningful work—are the ones most likely to endure.
People Matter
Traditionally, terms like Human Resources or Human Capital have been used to describe the workforce. Personally, I’ve always found this frustrating (see my article in the Huffington Post, How Human Are Your Resources?) — too often, employees are treated like fast fashion: resources to be used and discarded.
It is therefore refreshing to witness that care for employees is being formalised in corporate language. PwC frames this under the concept of a Sustainable Workforce, highlighting the intersection of employee engagement, empowerment, corporate responsibility, and the ethical treatment of people across the value chain. Deloitte uses the term Human Sustainability, highlighting the importance of creating workplaces where people can grow, find meaning, and thrive.
Using the frameworks of PwC and Deloitte as inspiration, here are key areas to reflect on:
Some companies have used recent political shifts, including the change in the US Trump administration in early 2025, as an excuse to do the bare minimum on ESG—or to step back entirely.
Johannes Smits, Partner at PwC Switzerland responsible for Sustainable Workforce, observes that legislation itself focuses heavily on environmental reporting because it is easier to measure, which often leaves the social aspect underemphasized. In his words,
“…the difficulty of responding to the 'E' puts the 'S' on the back burner.”
Nevertheless, while ESG regulation can feel cumbersome—particularly for smaller organisations already doing the right thing—it is essential for holding accountable companies that consistently put profit over people.
Regardless of the era, organisations that genuinely care about their workers have always made the effort—even before legislation required it. Cadbury’s chocolate factory offers a powerful example.
In 19th century England, when many suffered under harsh conditions, George Cadbury built Bournvillevillage, where workers had houses with gardens, access to green spaces, and clean air. Within the factory, working conditions were progressive: shorter hours, better lighting and ventilation, clean water and sanitation. Workers had paid holidays, and access to medical and dental care.
Cadbury also invested in education, offering apprenticeships, libraries, and pathways for internal promotion. Long before the welfare state, he even introduced pension schemes, sick pay, hardship funds, and sports clubs. None of this was mandated—it was driven by values.
The result? Loyalty, low turnover, strong performance, and a workforce that truly thrived.
The ESG framework is necessary to hold organisations accountable. Yet, true leadership means embedding sustainability for people into the core strategy — not just ticking a box.
Passionate about sustainability and with a career spanning commodities, venture capital, coaching, and education, my mission is to use my deep listening skills, open mindedness and critical analysis to guide individuals and organizations toward meaningful, sustainable growth aligned with their core values. As a catalyst and communicator I inspire people, teams, and businesses to reach their full potential by forging connections between people, ideas, and cultures.
