Sustainability powers organisational success at Johnson Controls

Are you ready to position your organisation as a sustainability leader, like Johnson Controls? A pioneer in smart building technology and sustainability, Johnson Controls demonstrates how aligning business objectives with environmental responsibility can drive both operational performance and employee engagement.

Speaking with HRM Asia, Diane Poo, Head of HR for South-East Asia at Johnson Controls, shared insights on how the organisation’s sustainability efforts have impacted workplace culture, fostering a sense of pride and collaboration among employees. Her comments came in response to Deloitte’s three-part series, Asia-Pacific Mandatory Sustainability Reporting, which highlights the growing importance of sustainability reporting across the region and the crucial role CFOs play in ensuring compliance while driving business value through sustainable practices.

“Sustainability initiatives are increasingly recognised as vital components of organisational success, particularly at Johnson Controls,” said Poo. “Our commitment to sustainability has positively influenced employee engagement and workplace culture in several ways. First, employees feel a sense of pride in working for an organisation that prioritise environmental responsibility. This pride fosters a deeper emotional connection to the organisation, resulting in enhanced job satisfaction and motivation.”

One of the key benefits of Johnson Controls’ sustainability focus is its impact on employee empowerment. According to Poo, the organisation’s sustainability programmes have created a collaborative atmosphere where employees feel encouraged to contribute to the organisation’s environmental goals. This, in turn, has fostered a culture of innovation and ownership.

The Deloitte report highlighted similar themes, noting that organisations with a strong focus on sustainability and people engagement see significant benefits, including improved talent attraction and employee retention. Organisations with visible sustainability efforts are twice as likely to have highly engaged employees, which strengthens overall business resilience.

Sustainability at Johnson Controls goes beyond surface-level commitments, extending into the organisation’s core decision-making processes, Poo highlighted. “By aligning talent acquisition, training, and performance evaluation with sustainability objectives, HR can ensure that these values permeate every level of the organisation. For instance, developing training programmes that emphasise sustainable practices can equip employees with the knowledge and skills they need to contribute effectively.”

This approach not only supports the organisation’s sustainability goals but also addresses skills gaps identified in Deloitte’s report. With 60% of organisations uncertain about the resources required to meet new sustainability reporting obligations, the ability to upskill employees in sustainability is becoming increasingly important.

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While the benefits of sustainability initiatives are clear, Poo acknowledged that there are challenges in integrating these practices across an organisation, particularly when it comes to resistance to change and the need for consistent communication. However, she views these challenges as opportunities for HR to lead by example and build a culture of shared responsibility.

“Overcoming these barriers presents an opportunity for HR to lead by example, fostering an environment where sustainability is viewed as a shared responsibility rather than a top-down mandate,” she concluded. “By leveraging these opportunities, we can create a culture that not only enhances employee engagement but also positions Johnson Controls as a leader in sustainability, ultimately driving both our mission and bottom line forward.”