Pushing on open doors

The planet is going to survive; the question is whether people can live on the planet,” says Ākina CEO Nicola Nation.

The Ākina Foundation has been working towards the development of sustainable social enterprise and climate initiatives for almost two decades. But as corporate businesses are now in a race to take action, the question becomes: is it too late?

“In hindsight, yes, because there is always more we could have done more quickly,” Nation says. “But we are where we are, and it’s imperative to do this now.”

What gives her hope is that she no longer has to explain why we need to care about this issue. “It feels much more like sustainability and caring about the environment is not just the responsibility of a tree hugger in an organisation, or one lefty green-voting person. This has become much more mainstream and elevated. So we are pushing on open doors with organisations that are asking the hard questions.”

The Ākina Foundation, formerly known as the Hikurangi Foundation, was established in 2008. Set up by the Tindall Foundation and the Todd Foundation, it underwent a rebrand in 2014. Nine years on, the not-for-profit has transitioned from a pure climate impact focus to addressing systems and structures around social and environmental initiatives based on the international model of social enterprise.

Ākina works with a range of organisations that are motivated to do more for people and the planet. The foundation publishes an annual impact report, highlighting key impact areas of Ākina’s work, including climate action, reduced inequalities, decent work, and good health and wellbeing.

“When we talk about impact, what is the positive, social and environmental change that comes about because of an activity or an action?” asks Nation.

With ESG reporting high on the board agenda, it is integral for companies to action strategies that enable their survival. And now, with the devastating impacts of climate change and extreme weather events, the matter is urgent.

The impacts of climate change are wide reaching and will encompass everything from social equality, access to food, warm housing, and access to education.

In 2022, the foundation became Chapter Zero’s impact partner to advocate and set goals for behaviour change at the director and board level. In addressing the issues, it will require not only heavy-duty thinking around board tables, but strategic action through socially and environmentally led decision making.

So, what would some of the positive changes or outcomes look like for boards?

According to Nation, we would see an increased focus on climate issues; separate climate change committees being established; boards taking responsibility and owning the issue; action plans and targets being put in place, including mitigation and adaptation strategies; and the allocation of funding and changes being reflected through reporting.

“And that’s not just because it is mandated to the top 200 listed companies in New Zealand, but because organisations and directors believe that it’s the right thing to do,” she says.

For those organisations struggling to get their head around reporting, Nation reinforces, “Don’t let perfect get in the way of good”. She says reporting can include a combination of quantitative and qualitative data to see what is happening and where the changes need to be made. Telling the story behind the changes also allows people to connect with the issue – and its positive outcomes.

“A combination of data alongside interviews with people will help to lift the stories by talking about the positive impact on someone’s life,” Nation says.

Solving ESG issues and the associated reporting will require tailored individual strategies for each organisation based on their size and outputs. But one thing is certain, organisations are feeling the heat and some are under more pressure than others to get it right.

“Air New Zealand and Fonterra are two of New Zealand’s biggest companies with the largest carbon footprints and they are working hard to understand what they can do to retain their social licence to operate through being good corporate citizens,” she says. “[That means] understanding and measuring their social and environmental impact, while contributing to New Zealand’s economy and staying alive as businesses.”