Today, diversity and an inclusive culture are integral pillars of ESG strategies, directly aligning with the Sustainable Development Goals outlined in the 2030 Agenda — a global plan adopted in 2015 by all UN member states, aimed at building a more just, inclusive, and safe world for everyone. The 2030 Agenda envisions a world where sustainable development, equality, and solidarity become shared goals for governments, businesses, and societies. Its implementation, however, requires not just declarations but, above all, concrete actions.
In terms of supporting and achieving social sustainable development goals at the organizational level, HR (People and Culture) departments play an important, if not key, role. HR is not only the guardian of organizational values but also the designer of a culture that empowers every employee — regardless of age, background, identity, or way of working — and creates value from human differences. Often, especially in smaller organizations, HR is also responsible for developing and implementing programs that impact local communities.
Diversity and inclusiveness – the foundations of a responsible strategy
DE&I [diversity, equity & inclusion] is not an end in itself, but a way to build healthier, more resilient, and more innovative organizations. When a team consists of individuals with diverse experiences, perspectives, backgrounds, or generations, its capacity for adaptation, learning, and creating new solutions increases. ?
An inclusive culture is a “space” where every employee feels a real sense of belonging and influence, regardless of whether they represent the majority or a minority. In the context of ESG, this means investing in people — in their equality, development, and psychological safety. That is why it is so important for strategies to also consider aspects such as neurodiversity, which recognizes and supports different cognitive styles, or intergenerational solidarity, based on mutual respect, collaboration, and the integration of diverse experiences, perspectives, and skills across generations.
HR as a force for transformation: how the HR department supports sustainable development goals
Modern HR is not just an operational function but a key player in implementing ESG strategies. It is HR that shapes the framework of organizational culture, supports the entire employee lifecycle, and builds a work environment that is fair, open, and development-oriented, while simultaneously achieving business goals.
In the area of recruitment and hiring, HR is responsible for implementing inclusive processes — from the language used in job descriptions and postings, to eliminating unconscious biases in the selection process, and ensuring accessibility, thereby providing equal opportunities for all candidates. In the area of employee development, HR manages the delivery of training programs that not only enhance the skills of employees and leaders but also support conscious diversity management. Employees learn to recognize and respond to microaggressions and collaborate effectively in diverse teams, while leaders develop competencies in inclusive leadership that takes into account cognitive, cultural, and intergenerational differences. HR’s role also includes ensuring fair and transparent career paths, objective evaluation processes, and equal opportunities for promotions.
An important aspect is also supporting the organization in adapting to changing regulations, such as the EU Pay Transparency Directive, which will come into effect in Poland next year (June 7, 2026) and aims to reduce the gender pay gap. People and Culture departments are already working closely with legal and finance teams to design or adjust compensation systems in line with the Directive’s requirements, ensuring transparency, fairness, and compliance with gender equality standards.
The above HR activities within the ESG strategy have a direct impact on achieving the Sustainable Development Goals set by the UN. These are not general aspirations — they are concrete points that can be linked to personnel policies, organizational culture, and diversity management.
Here are a few examples showing how HR activities support specific SDGs:
„Nie zostawiaj nikogo w tyle”
One of the key elements of the 2030 Agenda is the principle of “Leave no one behind,” which reflects the belief that sustainable development must include everyone, without exception. It is a call to pay special attention to individuals and groups who are often overlooked, marginalized, or excluded within various social or organizational systems — due to age, background, gender, disability, or different ways of functioning. HR activities — from recruitment, through training, to equality and accessibility policies — thus become concrete tools for implementing this principle at the organizational level and demonstrate that social responsibility starts with people.
ESG – a necessity, a source of competitive advantage, or a response to the challenges of the modern world?
Companies that treat diversity and inclusion as an integral part of their strategy not only attract talent more effectively and increase employee engagement but also build their reputation as employers of choice. HR activities in this area directly contribute to organizational resilience, competitive advantage, and long-term success. ESG reporting increasingly also affects access to financing, partnerships, and the trust of clients and investors.
However, there are opposing views. Many business representatives have pointed out that reporting obligations are too complex, difficult to understand, and challenging to implement, especially for small and medium-sized enterprises. Some have also noted that adapting to new standards, including those arising from the CSRD Directive, requires significant financial and operational resources, which could, in the long term, weaken the competitiveness of European companies globally.
In response to these concerns, the European Union introduced the so-called Omnibus package, aimed at simplifying and making reporting obligations more flexible, particularly for small and medium-sized enterprises. Proposals in the package include, among other things, postponing implementation deadlines, simplified reporting formats, and significantly reducing the number of entities subject to reporting requirements. This is a step toward a more sustainable approach to reporting — one that maintains its purpose without overburdening companies.
While the Omnibus package has provided relief to many business owners, in practice it may also mean that many companies no longer see ESG as a priority for their organizations. But is that justified?
The latest 2025 Global Risks Report by the World Economic Forum clearly shows that we are living in a time of rising geopolitical tensions, deepening social polarization, a crisis of trust, and the erosion of shared values. Among the top risks for the next two years, social phenomena dominate: disinformation, inequalities, unequal access to work and education, as well as technological risks related to the unintended consequences of artificial intelligence development.
In such a world, organizational ESG activities cannot be limited to reporting — they must actively counteract growing social divisions, foster integration, and help build bridges. The role of HR as a creator of organizational culture takes on a strategic dimension here. Today, HR has both a unique opportunity and a responsibility to strengthen trust, enhance psychological safety, promote equality, and prevent exclusion.
When polarization and inequalities are identified in the report as some of the greatest global social risks, any efforts to mitigate them should also be a key organizational priority. Supporting diversity in all its dimensions, fostering a dialogue-based culture, practicing inclusive communication, and implementing fair pay and HR policies are not only best practices but also a tangible response to the risks that already threaten us.
Diversity and an inclusive culture are no longer “soft” initiatives or “nice-to-have” elements; they are the hard foundations of a sustainable development strategy — a strategy that enables organizations to respond to global challenges, address risks, seize opportunities, and create value and competitive advantage. Achieving this requires conscious leadership and consistency. The HR function is the driving force behind this change, connecting people with goals and values with daily practices, supporting the development of positive habits, and thus becoming the architect of a responsible organizational culture.
W tym artykule: