In an exclusive Interaction with APAC Media and CXO Media, Bhasker Bhandary, Senior Director – Human Resources, Acer India, explains how Acer is weaving sustainability into its HR strategies by championing eco-conscious workplaces and integrating green HR initiatives across the employee lifecycle. From energy-efficient offices to environmentally responsible onboarding, Acer is aligning people practices with planet-positive goals.
How has Acer’s HR department integrated sustainability principles into its core policies and practices, and what strategic frameworks guide these efforts?
At Acer India, our HR policies are aligned with the company’s global sustainability vision and guided by our Earthion mission, which brings together employees and partners to drive eco-friendly innovations. We have integrated sustainability into our employee code of conduct, wellness programs, workplace ethics, and vendor engagement practices. Our strategic framework focuses on the triple bottom line—People, Planet, and Profit—ensuring that our human capital strategy supports long-term ecological responsibility and business sustainability.
What specific actions has Acer taken to make its workplaces more eco-friendly, and how does HR collaborate with other departments (e.g., facilities, IT) to implement these changes?
We have taken several steps to green our workplaces—from installing energy-efficient lighting, e-waste management and motion sensors to adopting paperless workflows and encouraging sustainable commuting options. The HR department works closely with facilities and IT to implement these actions. For instance, we have reduced physical paperwork by digitising key HR functions, and collaborated with facilities to design open, well-ventilated, and energy-optimised workspaces. Additionally, we promote hybrid work policies, which reduce carbon emissions linked to employee commutes.
How does Acer incorporate environmental awareness and sustainability education into employee learning and development programs?
Sustainability is embedded into our onboarding and continuous learning modules. We regularly conduct internal campaigns, webinars, and knowledge-sharing sessions around climate change, e-waste management, and green practices. Through our learning platform, we have launched microlearning modules on sustainable living, responsible energy usage, and the role of employees in driving the company’s environmental goals. We believe awareness is the first step towards action.
To what extent has Acer integrated sustainability goals into employee performance metrics, KPIs, or recognition and reward systems?
While core KPIs remain role-specific, we have introduced sustainability-linked objectives for relevant functions, especially in operations, facilities, and procurement. Our reward program recognises employees who proactively contribute to environmental initiatives, whether it’s reducing office waste or leading community clean-up drives. These efforts are acknowledged through internal awards, leadership appreciation, and are visible in corporate communications. We also encourage employees to be involved in the community development program in their overall KPIs.
How does Acer measure the success and ROI of its green HR initiatives, and what metrics are used to track progress over time?
We use both quantitative and qualitative metrics to evaluate green HR initiatives. Our Project Humanity mission covers tracking & reduction in paper usage, energy consumption per employee, participation rates in sustainability training, and employee feedback scores. ROI is also assessed by correlating eco-initiatives with improved employee engagement, brand perception, and operational savings. Tools like our internal HR dashboard help monitor these KPIs year-on-year. All these activities are monitored through the Earth Mission app.
What challenges has Acer encountered in rolling out sustainable HR practices across regions, and how has the company adapted its approach to local contexts?
One key challenge is infrastructure disparity and varying regulatory environments across different regions. For instance, some locations may lack robust recycling facilities or access to green-certified vendors. To address this, we localise our approach—partnering with regional NGOs, customising communication to align with local cultures, and adapting initiatives to suit city-specific environmental concerns. The guiding principle is global consistency with local relevance.
How does Acer involve employees in shaping and supporting its green HR strategy through feedback loops, green teams, or employee-led initiatives?
Employee involvement is central to our strategy. We run periodic Green Pulse surveys to gather insights and suggestions, and these directly inform our sustainability roadmaps. We have also set up volunteer-led green teams in key offices that champion initiatives like tree plantations, zero-waste weeks, and energy audits. Our HR function acts as an enabler, providing the platform, resources, and recognition for these employee-driven actions.
What future sustainability goals does Acer’s HR department aim to achieve in the next 3–5 years?
Looking ahead, we aim to fully transition to a paperless HR ecosystem, expand our employee-led sustainability networks pan-India, and enhance climate-related training for all levels of the organisation. We also plan to integrate environmental impact as a regular component of annual appraisals for specific roles, and partner with green startups to co-create impact-driven programs. Ultimately, we envision every Acer employee being not just a brand ambassador, but a planet ambassador.
Sugandh Bahl Vij
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