Funded by
French Development Agency, Fondation de France, Région Auvergne-Rhônes-Alpes and Monegasque Cooperation
Background
Initially conceived as methodological, technical, or strategic support from Groupe URD for the ecological transition of an international solidarity organization, this work ultimately took the form of a critical review. It quickly became clear that the NGO People in Need, selected through the call for expressions of interest, was already well advanced in designing and implementing its greening agenda. Seizing the opportunity to better understand – and better showcase – PIN’s work, particularly within the French-speaking sphere, Groupe URD therefore adjusted the original objective.
PIN initiated its greening approach organically, driven by individual initiatives led by committed staff members. These early efforts gradually led to the establishment of a genuine organizational architecture: the adoption of an environmental policy as early as 2019; the development of mandatory standards (MES); the growing integration of environmental screenings in projects; the creation of dedicated focal-point positions; and targeted financial investments. This structuring took place in continuous dialogue with developments in the humanitarian sector – particularly donor requirements and the strengthening of climate and environmental standards. This dual movement, both internal and external, enabled PIN to consolidate an approach that is now robust and visible.
Feedbacks from the review
The effects of this greening approach are already tangible. In operations, PIN has invested in cleaner energy systems, improved waste management, and strengthened responsible procurement practices. In its programmes, the organization increasingly integrates ecosystems and environmental risks into project design. But the most striking evolution may lie in the cultural changes observed: the adoption of eco-friendly behaviours, the spread of new ecological awareness, and a growing ownership of environmental issues by teams. These subtle transformations, situated at the intersection of professional and personal practices, form the most durable foundation of the ecological transition.
The analysis shows that PIN has embraced a clear-eyed pragmatism, prioritizing feasible and impactful actions over maximalist rhetoric or unattainable goals. The organization recognizes that certain contexts – marked by insecurity, lack of infrastructure, or financial constraints – make the strict application of some environmental measures impossible. It therefore adapts, values relevant efforts, accepts limitations, and avoids turning tools into ends in themselves. This stance strengthens the credibility of the approach, enabling the deployment of a realistic ecological transition rooted in humanitarian constraints and attentive to staff capacities.
Beyond tools and standards, it is the people working in the field who make this transition possible. Environmental focal points play a key role, as do motivated teams, committed managers, and of course headquarters advisors – the true conductors of this transition. The effort thus relies on patient change-management work, drawing on pedagogy, encouragement, spaces for exchange, and collective intelligence. This human dimension is all the more important given that PIN, like any other NGOs, faces a structural challenge: maintaining dedicated human resources in a context of significant budgetary pressure. The long-term success of the greening approach will depend largely on the ability to secure the positions and the time allocated to environmental issues.
Photo: Alexei Demidov / Unsplash
While the trajectory is strong, several major challenges still need to be addressed:
- Ensuring the sustainability of dedicated human resources, particularly in field settings;
- Strengthening institutional support, especially during project design;
- Improving internal articulation: operations/programmes, mitigation/adaptation, and linkages between departments;
- Deepening the understanding of environmental issues through sector-specific training, more complex analyses (life cycles, trade-offs, ethical dilemmas), and regular spaces for discussion;
- Participating more actively in collective sector initiatives in order to contribute to structural solutions (sustainable procurement, waste management, transport).
It bears repeating that there is no single pathway to greening: each organisation must move forward in light of its history, culture, and institutional, economic, and social environment, conditions that must be respected for the transition to take hold. Given the scale and complexity of the challenges, no idea or avenue should be dismissed. PIN’s experience undoubtedly provides inspiration, but this report does not present it as a normative model. Rather, it offers one interpretation, among many possible, of a greening dynamic in progress, a journey that, like any change, is built step by step.
Carried out by
Aline Hubert
Researcher, evaluator, and trainer – ‘Environment’ expert (since 2021)