Sustainability in HR must now deliver on its promise
Sustainability has moved from aspiration to expectation.
But while many organisations are talking the talk, fewer are truly walking it—especially when it comes to HR.
More than half of employers now say they’ve embedded sustainability into their HR strategy. Yet 57% admit they’re unprepared for upcoming CSRD compliance. And while three in four describe sustainability as a core value, one in ten openly acknowledge the risk of ESG-washing within their own organisation.
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“Sustainability should not be a side initiative. It needs to be embedded across the entire HR lifecycle—from recruitment and onboarding to leadership development and exit processes. That’s the only way it becomes real and effective.”
— Lesley Hellebuyck, Head of Internal Control & Compliance, SD Worx
Right now, the most common “sustainable HR” efforts are rooted in the familiar:
Supporting employee wellbeing, enabling flexible work, and maintaining ethical governance. These are important. But they’re not new. And for many employees, they’re now seen as baseline expectations, not differentiators.
“Too many organisations try to do everything at once and end up with diluted impact,” Lesley adds.
What does sustainable HR look like in practice?
Promoting employee well-being, work-life balance, and positive working conditions
Supporting personal growth and career development to meet talent needs and ensure long-term success.
Supporting remote and flexible working options
Fostering diversity, equity, and inclusion (DEI)
Reducing the environmental impact of HR operations (e.g., paperless processes, green office policies, green data centres)
Upholding transparent and accountable leadership practices, ensuring compliance and ethical standards
Supporting older employees (e.g., tailored career planning, flexible retirement options)
Implementing fair and transparent compensation practices
Offering sustainability training and awareness programs for employees
Establishing sustainable recruitment practices (e.g., minimising travel, using virtual interviews)
“Less is more. Focus on the few areas where your organisation can truly make a difference, and measure it.”
— Lesley Hellebuyck, Head of Internal Control & Compliance, SD Worx
Jan Laurijssen, meanwhile, reframes sustainability in HR as sustainable employability — ensuring employees can do meaningful, healthy work throughout their careers.
That means designing roles that evolve, supporting transitions, and taking a long-term view on workforce planning. As he puts it, “Sustainability isn’t just about ESG compliance. It’s about designing work so people can keep contributing — not just for their employer’s sake, but for society’s too.”
When it comes to CSRD compliance, both Lesley and Jan agree: don’t hit pause. “Even with regulatory delays, companies should be building strong data foundations now, especially on pay equity, working conditions, and diversity.”
“Transparency and dialogue are what make sustainability feel real.”
— Jan Laurijssen, Senior HR Researcher, SD Worx
Authentic engagement is also essential.
That means internal communication, not just polished reports, while making sustainability visible at team level.
“If you want employees to care, don’t just publish a report once a year. Show them how their work connects to the bigger picture,” says Jan.
The pressure to perform sustainably is real, but so is the opportunity. In a labour market where values drive loyalty, sustainability is more than a metric. It’s a magnet. And in the years ahead, it may become a defining advantage for employers bold enough to back their words with visible, measurable action.
Putting sustainable HR into practice
Too often, sustainability in HR is treated like a standalone initiative. But if it doesn’t shape the full employee lifecycle — from how we hire and develop people to how we reward and offboard them — it won’t stick. It needs to be fully integrated into HR strategy to have a lasting impact.
That doesn’t mean tackling everything at once. Sustainability is broad, and trying to cover all angles leads to fragmentation. The smarter approach is to focus on a few material priorities that truly matter to your business and people. Define what those are, build a roadmap, and commit to regular, transparent updates.
The pressure to deliver is only increasing. Regulators, investors, and employees are all paying attention — and HR is right in the middle of it. It’s not just about compliance, it’s about credibility. That means backing up your sustainability story with real data, meaningful change, and culture-level integration.”
Lesley Hellebuyck,
Head of Internal Control & Compliance, SD Worx