In this month's Creating Change, we explore the mission and vision behind "People and Planet First," a growing movement prioritising social and environmental sustainability in business. Hina West is the Director of Global Impact (as part of the SEWF team), making her an instrumental figure in this global initiative. In this interview, she discusses the challenges and triumphs of fostering purpose-driven enterprises, the complexities of collaboration, and the hope for a transformative global shift.

Q: Hina, thank you for joining us. Can you explain how the mission of "People and Planet First" aligns with today’s pressing social and environmental challenges? 

Hina:

Thank you! It’s exciting to discuss this with you. "People and Planet First" focuses on enterprises that legitimately prioritise societal and environmental well-being over private profit. This is not just a slogan but a guiding principle in addressing interconnected crises—climate change, inequality, and systemic economic challenges.

Our approach evolved from a prior concept called the SEWF Verified Badge. While well-intentioned, it didn’t resonate globally. While familiar to some, the term "social enterprise" remains niche and sometimes misunderstood. So, we expanded our scope to include cooperatives, fair trade organisations, and purpose-led businesses—essentially any organisation with a DNA rooted in making a positive impact. From my time at organisations like Oxfam, WWF, and the International Rescue Committee (IRC), I realised you can’t address social issues without considering environmental ones—and vice versa. For example, tackling poverty while neglecting climate impacts undermines long-term progress. Our movement seeks to holistically empower businesses to tackle these intertwined challenges, fostering systemic change. 

"People and Planet First" is more than a movement—it’s a vision for systemic transformation."

Q: Your work emphasises accountability for institutions. What strategies have proven most effective in driving policy change and corporate responsibility in these areas?

Hina: That’s a core focus, and it’s both exciting and daunting. While I’ve only been with the team for about five months, "People and Planet First" benefits from a much larger collective history. We’ve built a network of over 50 formalised partners (160+ in pipeline), representing nearly 1,000 verified enterprises across 130 countries. This scale allows us to influence both local and global policy. 
 

One specific initiative I’d like to highlight is the Rural Enterprise Manifesto. Developed with the Australian Centre for Rural Entrepreneurship, this project addresses the unique challenges of rural social enterprises. These businesses are often marginalised, yet they play a critical role in their communities, from retaining young talent in local communities to driving sustainability. 
 
To create the manifesto, we engaged 100 organisations across 37 countries to identify actionable solutions. With eight targeted recommendations, we’re now working to bring these ideas to governments and international bodies. It’s a great example of how collective action can amplify marginalised voices and push for structural change. 

People and Planet First Verified: Rangsutra was started in 2006 to create sustainable livelihoods and global market linkages for highly skilled rural artisans in India.

Q: How has the movement resonated across regions? Are there notable differences in how people respond globally?

Hina: Absolutely. Even within the UK, there are stark differences between regions. Globally, the variation is even more pronounced. Our strategy involves balancing universal principles with localised adaptation. Take our recent "People and Planet First Week." We tailored sessions across three major time zones—Asia and Oceania, Europe and Africa, and the Americas—to reflect regional priorities. In the Americas, for instance, we included a Spanish-speaking breakout session to enhance inclusivity. 

In regions like Africa, the challenge often lies in transitioning impact enterprises from the informal to the formal economy. Many governments lack a legal definition for social enterprises, which complicates efforts to support them. We’re actively working with policymakers to bridge these gaps, focusing on tools like social procurement to drive systemic change. Ultimately, we rely heavily on insights from our local partners, adapting our approaches 
to ensure relevance. It’s about creating frameworks that are flexible yet impactful.

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Q: Reflecting on the recent "People and Planet First Week," what were the highlights, and what’s next for the event?

Hina: The week was a resounding success, thanks to the collective effort of our team and partners. Our goals were to create awareness, celebrate our progress, and generate momentum—and we achieved all three. One of the most inspiring moments for me was seeing how organically the movement grew during the week. Social media lit up with participants tagging #PeopleAndPlanetFirst and sparking conversations we hadn’t anticipated. It underscored the potential for decentralised, community-driven advocacy.  Looking ahead, we’re already planning next year’s event.

We want to deepen our grassroots engagement, providing even more tools for partners to drive local impact. Additionally, we’re refining our messaging to target specific audiences—consumers, enterprises, governments, and advocacy groups. Tailoring our approach will allow us to  maximise our impact across these diverse stakeholders. 

Ferme Hallier produces fair trade, organic food on their 33-hectare farm in Senegal and contributes to the development of the village of Sipane and the Serer people in the Diobass valley. 

Q: Engaging younger generations is vital for sustaining social change. How are you 
involving them in shaping this movement?

Hina: Engaging youth is both a challenge and an opportunity. On one hand, they face immense pressures—economic, social, and environmental. On the other, they’re more aware, empowered, and, frankly, angrier than previous generations. That anger can be a powerful catalyst for change. To ensure their voices are heard, we have a Youth Advisory Group comprising young leaders from around the world. They provide invaluable guidance on our strategies and even have representation on our board. This generational bridge ensures that our 
initiatives resonate with and are shaped by younger audiences. 

Moving forward, we aim to amplify their influence even further. We’re exploring more disruptive and bold ways to leverage their energy and perspectives. For example, a lot of our work focuses on consumer power—encouraging businesses to integrate purpose-driven practices into their supply chains to meet rising demand from ethically conscious youth.

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Q: If People and Planet First achieves its mission, what does the world look like in 10 to 20 years?

Hina: I imagine a world where purpose-driven businesses dominate the market—not as exceptions but as the norm. These enterprises would operate on a level playing field with conventional businesses, supported by an ecosystem that values equity, regeneration, and sustainability. 
Collaboration would replace competition as the primary mode of interaction among purpose-led organisations. Instead of fragmented efforts, we’d see a cohesive, unitedfront tackling the planet’s biggest challenges. On a personal level, I hope that 20 years from now, we can look back and see measurable progress—tangible proof that we’ve shifted the needle on social and environmental outcomes. That’s what drives me every day. 

 
As our conversation with Hina wrapped, it was clear that "People and Planet First" is more than a movement—it’s a vision for systemic transformation. With its emphasis on collaboration, adaptability, and accountability, the initiative is paving the way for a future where businesses truly prioritise people and the planet. As Hina highlighted, the journey is just beginning but the opportunities are endless.'

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