In an ever-changing environment such as the post-pandemic one, no one can remain unaffected. Recently, we are all witnesses of tectonic changes in various industries and industries in the region. Jobwith the ecological transition and the resulting need for strategic transformation and the cultivation of a culture of human well-being, high on the list of corporate priorities.

If the above is successful, enterprises they will not only generate significant financial benefits for themselves, but will also see a positive impact on their employees by contributing to society as a whole,” says Johan Schmitz, PwC Switzerland Partner specializing in Diversity, Inclusion and Equity and Head of Global work with personnel and sustainable development in the entire region of Europe, the Middle East and Asia.

“As governments and organizations move towards a zero-impact economy, this process can create huge opportunities and, if not implemented properly, result in huge environmental, social and economic costs. However, this transition is not exclusively environmental and organizations are encouraged to consider human sustainability in their decisions.

– It is clear that the transition to a zero footprint economy is accompanied by significant rearrangements and transformations at the level of human resources and society. Especially in the labor market, we are seeing the creation of new jobs and the elimination of old ones. As with any transition process, participants will only be genuinely interested in it if they understand the significant benefits of the proposed solution. Only with the development of a culture of sustainable development in all links of the business value chain will it be possible to speak of a successful pair transition in the economy. These connections include employees, partners, suppliers and local communities, and the responsible attitude of all influences the achievement of sustainable goals.

“It is a combination of people, investment in the development of new skills in the workforce and corporate corporate responsibility, based on the principles of ethical and equal treatment of people at all stages of their working life, providing them with equal access to opportunities. At the same time, companies must combine the above with their business objectives to better respond to the needs of all parties involved, as well as manage business risk.

The main pillars of this culture are the involvement of all stakeholders in this process, so that they, on the one hand, understand the specific goal, and, on the other hand, receive the tools and incentives to achieve it. At the same time, at the heart of this strategy is the provision of goals related not simply to diversity, but mainly to equality and inclusion. In addition, the strict observance of labor rights, concern for the health and safety of workers, the inclusion of vulnerable groups in employment and equal pay for the same work are particularly important pillars of the success of this strategy.

– In order to achieve the goal of sustainability for its employees as well, the company must first define an appropriate strategy, having previously studied the current situation and setting specific, measurable transition goals for the coming years. All of this needs to be recorded and communicated in an understandable way to all employees, promoting transparency, which in itself can be a lever to accelerate the necessary changes.

Subsequently, the strategic transformation must be implemented in such a way that it does not consist only of limited or superficial decisions, but in a significant increase in the role of human resources both within the company and in the external environment, while ensuring the participation of all. change in this process. Finally, it is especially important to communicate specific goals and link them to the broader strategy and corporate priorities.

– To create value on a long-term level, we are following a plan that integrates ESG criteria into our employee well-being plan.

In particular, the first step concerns understanding the direct relationship of human resource goals to the company’s strategy and priorities. Secondly, with a change in culture that will ensure sustainability towards equal treatment, respect for rights and meaningful inclusion. The third step concerns the alignment of the goals of the sustainable development strategy with all European and national commitments related to equal pay and the reduction of the pay gap, rights and equality in the workplace.

The fourth one is involving the employees themselves in the development and implementation of the strategy so that they feel part of the upcoming changes, and the fifth step is related to the development of procedures for interdepartmental interaction and the adoption of corporate governance procedures to implement the above. Finally, the sixth step is to focus on how to measure the target reputation and time horizon set for each change, combining long-term financial success with the sustainability of human resources.