“We only have optimism, because the alternative is inaction. The world is changing whether we choose to be part of it or not. The question is, how do we ensure that no one is left behind?"

As the world faces an urgent need for climate action, the role of youth engagement in sustainability has never been more critical. Young professionals are not just the leaders of tomorrow—they are actively shaping today’s corporate sustainability strategies. However, while companies recognise the importance of ESG (Environmental, Social, and Governance) commitments, many struggle to integrate the social dimension into their decarbonisation efforts. Ensuring that the transition to a greener economy is equitable and inclusive is at the heart of what Avery Johnstone does.

Avery is a manager in KPMG’s Global Decarbonization Hub, focusing on Just Transition, youth engagement, and global policy. She also leads KPMG’s Leaders 2050 programme, a global initiative across 40+ countries designed to empower young professionals working in climate, ESG, and energy transition. Beyond KPMG, Avery serves on the board of directors for Youth Climate Lab and actively collaborates with global youth-driven climate finance initiatives.

In this conversation, Avery discusses the importance of Just Transition—ensuring that the move to a low-carbon economy is equitable and inclusive. She also highlights the critical role of young professionals in shaping corporate sustainability and provides insights into how businesses can accelerate their decarbonisation strategies in an era of regulatory uncertainty and evolving stakeholder expectations.

From Health Policy to Climate Action

Avery’s journey into climate sustainability was far from conventional. She studied health policy at Queen’s University in Canada, focusing on women’s access to healthcare and reproductive rights. Her early work with UNICEF and the Guyanese Ministry of Education in Georgetown, Guyana, introduced her to the intersection of gender, resource extraction, and climate justice.

“I was researching gender-based violence and access to education, but what kept emerging was the community’s relationship with resource extraction. In 2019, ExxonMobil started offshore drilling in Guyana, and I saw first-hand how economic growth didn’t necessarily translate to community well-being,” Avery explains. “It made me realise that climate change is not just an environmental issue—it’s a human rights issue.”

Following this experience, she worked with the New York Times’ climate desk, supporting COP convenings and international climate policy discussions. This led to a transition into corporate sustainability consulting, eventually bringing her to KPMG, where she now helps global clients navigate the complexities of climate action and decarbonisation.

Defining a Just Transition

The term Just Transition refers to the shift from a fossil-fuel-based economy to a renewable, circular economy in a way that minimises social disruption and maximises opportunities for all—especially historically marginalised communities.

“Everyone is talking about net-zero, but we rarely ask: Who is at risk? Just Transition is about ensuring that workers, communities, and underserved groups are not left behind in the global decarbonisation process,” Avery explains.

She points to the disparity in access to climate finance, education, and workforce development, which often prevents communities from benefiting from the energy transition. “If we don’t address these gaps, we risk deepening inequality rather than solving it.”

How Businesses Can Accelerate Climate Action

Avery acknowledges that while many companies have committed to net-zero goals, the path forward remains unclear. She offers five key strategies for businesses looking to accelerate decarbonisation and social sustainability:

1. Start with Data and Disclosure

“Many companies don’t fully understand their baseline emissions or social impact, which makes it difficult to take meaningful action. Improving data quality and reporting is an essential first step.”

Regulations around climate disclosures and ESG reporting are tightening, pushing businesses to be more transparent about their emissions and sustainability commitments. Companies that proactively invest in data accuracy and compliance will be better positioned for long-term success.

2. Prioritize Young Talent and Internal Engagement

Avery is passionate about the role of young professionals in corporate sustainability, emphasising that they bring fresh ideas, urgency, and an intrinsic understanding of climate challenges. Young people feel the urgency of climate change, but they don’t always feel they have the power to act. Businesses should actively engage their younger workforce in sustainability strategy, she says. “We can't keep talking conceptually about needing X billion dollars by 2030, by 2050, by whatever arbitrary date you want to pick. The people who are going to have that decision-making power by 2030, by 2050, are the young people in your organisation.”

Through Leaders 2050, Avery has worked to create a platform for young professionals to engage in peer learning, sustainability leadership, and corporate decision-making. “Companies don’t need to look outside for expertise. Ask your young employees what they think. They already have solutions.”

3. Integrate Just Transition into Corporate Strategy

Many companies focus solely on carbon reduction without considering social impacts. Avery urges businesses to integrate social equity into their decarbonisation plans, including reskilling and upskilling programmes for workers transitioning out of fossil fuel jobs, investing in climate justice initiatives that benefit low-income and frontline communities, and embedding social impact metrics into ESG strategies to ensure sustainability efforts benefit both people and the planet.

4. Address Greenwashing Concerns Head-On

With increasing scrutiny around greenwashing, many companies are hesitant to make ambitious sustainability claims for fear of backlash. However, Avery believes that transparency and accountability are key.

“We’re seeing companies roll back climate commitments due to fear of regulatory risk. But the real risk is inaction,” she says. “It’s better to be honest about where you are and commit to progress than to overpromise and underdeliver.”

5. Leverage Multilateral Partnerships for Greater Impact

Avery acknowledges that corporate sustainability can’t be solved in isolation. Collaboration with governments, NGOs, and international frameworks like COP, UN General Assembly, and sector-specific alliances is critical for scaling impact.

“Multilateral forums like COP are flawed, but necessary. They create consensus, set global standards, and drive accountability,” she says. “But businesses shouldn’t wait for political agreements. The private sector must lead with action.”

Final Thought: Choosing Optimism in the Face of Uncertainty

For those who doubt the possibility of meaningful change, Avery has a direct message:

“Look around. The world is changing. You can either be part of the transition or get left behind.”

She emphasises that despite the challenges, optimism is not optional—it’s essential. “The world is messy, complex, and uncertain, but we have to keep moving forward. We only have optimism, because the alternative is inaction.”

As Avery continues her work at KPMG and beyond, her leadership serves as a testament to the power of young professionals, corporate engagement, and inclusive climate action in shaping a more equitable and sustainable future.

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This is part of our ChangeLeaders interview series with impact leaders sharing their journeys, learnings, and lessons. If you are a ChangeLeader we should interview, please email us at info@wemakechange.org.

Interview & Article: James Sancto & Laura De Alba