Aligning Organizational Culture to Achieve Sustainability Goals: Renee Henze

In this latest installment of The Leadership Insider series, we explore how companies can align their organizational culture with sustainability goals—not just as an ethical imperative but as a strategic business advantage. Sustainability is no longer a standalone initiative; it must be embedded into every aspect of a company’s innovation, operations, and long-term growth strategy.

Margaret Jaouadi spoke with Renee Henze, IFF’s Chief Sustainability Officer, to discuss this approach. IFF is featured in TIME Magazine’s World’s Most Sustainable Companies of 2024. With a career spanning business management, marketing, and sustainability-driven innovation, Renee’s journey reflects how sustainability can become an integral part of an organization’s DNA. From her early work in sustainable aquaculture and bio-based textiles to leading the team driving IFF’s Innovation for Sustainability (I4S) framework, she shares insights on overcoming challenges, driving cultural change, and ensuring sustainability is suitable for business and society.

In our conversation, Renee discusses the key strategies, tools, and leadership approaches that help IFF navigate the complex sustainability landscape. She highlights the importance of customer-driven sustainability, regulatory shifts, and the power of scientific innovation in shaping the future. As organizations face increasing pressure—from consumers, governments, and stakeholders—embedding sustainability into corporate culture is no longer optional; it’s good for business and necessary for long-term success.

Margaret Jaouadi
Could you share how did you find your way into sustainability?

Renee Henze
I didn’t follow a straight path into sustainability—it was more about one opportunity leading to another. Like many careers, doors opened, and I walked through them, discovering what I loved. My first real step into sustainability was about 12 years ago.

Before joining IFF, I spent 17 years at DuPont. In 2021, DuPont Health and Biosciences, a group of biotechnology businesses, merged with IFF. Many of us from that group transitioned to IFF, and that’s how I ended up here.

One of the most exciting businesses I worked on at DuPont was a joint venture with salmon farmers in Chile. As a business manager and global marketing lead, I helped market sustainably raised salmon. DuPont produced an omega-3 supplement for salmon feed, and we partnered with farmers to promote responsible aquaculture. That was the first time my passion for sustainability, nature, and the environment aligned with my professional work. At that moment, I knew—I never wanted to work in a business that wasn’t focused on sustainability.

I spent several more years in sustainability-driven businesses, including bio-based textiles. I worked in the textile industry for six years, partnering with global apparel brands to develop more sustainable fabrics and clothing. Later, at IFF, I spent a year and a half in our Home & Personal Care business, working with bio-based enzymes for laundry detergent, dishwashing, skincare, and hair care—natural, sustainable solutions for everyday products.

I’ve worked in business management, marketing, and commercial development. When IFF’s Chief Sustainability Officer role opened, it felt like the natural next step. IFF was at an inflection point, shifting from an internal focus on sustainability to embedding it across all business units. It was using innovation to help customers achieve their sustainability goals. My background—blending business and sustainability—aligned perfectly with this new direction, making it an exciting transition for me and the company.

Margaret Jaouadi
What are organizations’ most significant challenges when aligning their culture with sustainability goals?

Renee Henze
There are always challenges, especially for businesses balancing financial considerations with sustainability goals. Cost is a key factor—what will it take to implement sustainable practices?

Aligning business strategy with sustainability strategy is another hurdle. Supply chain complexity adds to the challenge. In many cases, some suppliers have limited awareness of sustainability practices. It’s not a negative, just a reality. Bringing them to world-class standards from a basic or zero level takes time and effort.
These are some of the biggest challenges that large organizations like ours face.

Margaret Jaouadi
What tools, frameworks, or strategies have you found most effective for introducing or reinforcing sustainability as a core value?

Renee Henze
At IFF, I feel fortunate that most of our supply chains are rooted in agriculture and natural ingredients. Sustainability isn’t just a priority—it’s essential for our success, suppliers, and customers.

One of our key tools is I4S—Innovation for Sustainability. This unique process embeds sustainability thinking into every innovation stage and R&D. It scores sustainability value propositions for new products, ensuring they meet our commitments.

Our goal is that by 2030, 100% of new product launches will have a sustainability value proposition alongside other key performance indicators. With I4S, sustainability is considered from the start—before a scientist even begins development—alongside performance and financial metrics, often in collaboration with customers.

Margaret Jaouadi
How do you address resistance to change when shifting an organization or culture towards sustainability, and what strategies have successfully overcome these challenges?

Renee Henze
Resistance to change often comes when people don’t see themselves in the vision or the success that change will bring. That’s why for-profit companies must create a clear sustainability vision and tie it directly to business strategy and growth.

At IFF, our customers are leading CPG brands and some of the most forward-thinking companies in sustainability. Their drive for sustainability isn’t just a priority—it’s a direct ask of us as an ingredient supplier. Connecting sustainability to customer success and business growth clarifies the case and drives cultural change.

Building successful strategies means creating strong business cases that show sustainability’s direct and indirect impact on revenue, volume growth, customer loyalty, and long-term commitment. At the same time, robust, holistic programs must address societal, customer, and consumer needs.

Sustainability must be good for business, but it must also be good for society and communities to be truly meaningful. When customer demands drive sustainability initiatives, it becomes essential for IFF to align with them. We must demonstrate our commitment and actively support these goals to secure a sustainable future.

Margaret Jaouadi
How do you measure the success of aligning culture with sustainability goals, and what key performance indicators or metrics are the most effective in tracking progress?

Renee Henze
Each business unit has a sustainability leader and its sustainability strategy, all closely tied to customer and business needs. These individual strategies roll up into IFF’s overall sustainability strategy and KPIs.

My team’s KPIs are driven by what each business unit prioritizes, always aligning with what makes our customers more successful. Whether a customer’s sustainability needs are compliance-driven or tied to a competitive advantage from our innovations, our goal is to support them.

Many of our customers now include sustainability in their annual supplier scorecards. Their level of engagement with us increasingly depends on how well we meet their sustainability expectations. When our customers succeed, we succeed.

Margaret Jaouadi
How can leaders effectively engage and align every employee, from top management to frontline workers, around the shared commitment to sustainability? Can you share examples of those leadership initiatives that have been effective in your organization?

Renee Henze
Sustainability at IFF starts at the top. Our CEO and executive team understand its business value and actively drive sustainability expectations across all our business units.

Our supply chains are deeply connected to the planet, nature, and people. Sustainability is core to our business, brand identity, and innovations—embedded in everything we do.

We have a robust Innovation for Sustainability (I4S) process, a dedicated, responsible sourcing team, and a human rights team that works across our supply chain to uphold these values. Our data-driven life cycle analysis (LCA) capabilities are among the best. This approach allows us to assess a product’s footprint, identify stress points, and collaborate with customers to improve sustainability through science and data-driven decisions.

Margaret Jaouadi
Looking ahead, what the future holds for sustainability? Like recent headlines about DEI, do you think it will falter, or is it here to stay?

Renee Henze
Consumers increasingly expect products that avoid harm and actively benefit the planet, nature, and people. Younger generations, in particular, care about traceability and responsible practices. While some consumers may remain indifferent, more and more will demand sustainability, driving businesses to see its competitive advantage.

Regulatory pressure is also rising. In Europe, compliance frameworks like CSRD are becoming more stringent, setting higher standards that companies must meet.

Looking ahead, science—especially bioscience—offers game-changing innovations that can drive sustainability forward. There’s so much happening in this space, and while some areas may need to pause, sustainability isn’t going away.

At IFF, we embrace a diverse, inclusive workforce because we see its business value.

Margaret Jaouadi
Thank you so much, Renee, for taking us behind the scenes at IFF. With your approach, I have every confidence in a sustainable future.

For a confidential chat about how Pacific International can assist you with your Talent Acquisitions and Diversity challenges in the Industrial and Chemical Manufacturing sector, please contact Sahar Akhtar or one of our Executive Search Consultants specialising in your sector.