IMHO: B Corp Certification: why directors should care about building accountability into governance

When Wilderness Motorhomes began in 2004, our vision was simple: help people explore Aotearoa with confidence and care, grounded in values that put people and place first.

Twenty years later, achieving B Corporation certification has reinforced what I believe is now central to modern governance: directors must ensure accountability to all stakeholders, not just shareholders. Our journey has reshaped how we think about long-term value, risk and purpose, and has clarified the role directors play in building organisations that endure.

At the heart of certification is a legal requirement. B Corp standards compel businesses to amend their governance documents so directors must consider the impact of decisions on guests, employees, communities and the environment. We updated our constitution in 2024 to reflect this. For some boards, that may feel like constraint. For me, it provides clarity. It formalises what responsible directors should already be doing and protects that commitment through changes in ownership, leadership and market conditions.

This governance shift was just one part of a rigorous two-year assessment. To certify, a business must achieve at least 80 points on the B Impact Assessment, which evaluates governance, workers, community, environment and customer impact. We scored 82.6. More revealing than the final score was the insight the assessment provided. It highlighted where we were performing strongly, where informal practices needed structure, and where long-held aspirations lacked the framework to progress. That framework is what B Corp provides: a disciplined, repeatable way to turn intent into action.

Directors are accustomed to financial reporting and compliance obligations. B Corp applies similar rigour to social and environmental performance. Recertification every three years demands improvement, not maintenance, which keeps pace with rising stakeholder expectations. It also reinforces a culture where measurement becomes part of everyday decision-making. I now see our team routinely asking how projects could be delivered more sustainably. That shift in mindset came from the accountability the assessment created.

Our industry’s biggest challenge is not subtle. Motorhome rental still relies on fossil fuels, and there are currently no commercially viable EV or hybrid motorhomes suited to our business model or New Zealand conditions. The board had to wrestle with that reality while still setting ambitious climate targets. 

We aligned our goals with the Science Based Targets initiative, committing to a 42 per cent reduction in scope 1 and 2 emissions by 2030. We also focused on areas within our control: extending vehicle life through refurbishment, reducing waste, strengthening staff wellbeing, and encouraging meaningful travel behaviours among customers. These decisions required deliberate governance conversations about trade-offs, investment and long-term strategy.

From a director’s perspective, the benefits of certification extend well beyond sustainability. The assessment surfaces operational risks before they escalate. It strengthens culture by giving teams a shared language for improvement. It offers independent verification for customers who want more than promises. And it connects us to a global community of B Corps willing to share what they have learned. 

When we were starting out, Kiwibank generously spent an hour with our team explaining their own journey, which we are committed to paying forward.

The work required to certify was intensive and involved external consultants. But this work would have been unavoidable as stakeholder expectations evolve. B Corp simply provided the roadmap and sequence, helping the board allocate effort to what mattered most.

For directors considering this path, my advice is practical. Begin with the free B Impact Assessment. It is confidential and provides valuable benchmarking. If your score suggests certification is feasible, allow 18–24 months. Speak with other B Corps early; the conversations alone will sharpen board discussions. Above all, approach the process with honesty. This is not about perfection. It is about knowing your true impact, setting commitments that matter and reporting progress transparently. The framework offers structure, but the board provides the commitment.

For family businesses, the benefits are even more pronounced. Embedding stakeholder governance in our constitution protects mission through generational transitions. It ensures future leaders inherit not only a business but a set of obligations that reflect who we are and what we stand for.

Business can and should be a force for good. B Corp certification gives directors the tools and accountability mechanisms to make that real. The road ahead will bring challenges, but Wilderness Motorhomes is navigating it with eyes open and governance aligned with our values. For directors wondering whether this journey is right for their organisation, the essential question is no longer whether to embrace stakeholder governance – but whether you intend to lead that shift or follow it.