The investment by public and private organizations in climate management initiatives goes far beyond merely complying with institutional guidelines and legal requirements related to human resource management. The aim is to drive actions that facilitate the achievement of value-added goals, both in terms of organizational performance and the fostering of a healthy work environment conducive to individual and collective well-being. To achieve these objectives, specific climate management strategies must be implemented, grounded in robust theoretical and conceptual frameworks that support the path forward. To illustrate a possible approach, this chapter presents a fictional account of a public company, referred to as RTS, where the adopted practices and policies appear to be neither recognized nor well-received. Based on this case, possible intervention strategies are discussed, drawing on theoretical contributions from the scientific literature to justify the proposed actions and expected outcomes, while identifying both the stakeholders involved and the actions to be undertaken.