During December 2025 and January 2026, the Western Cape was ravaged by multiple wildfires that, in some cases, burnt for days on end. News reports carried image after image of landscapes swallowed by red flames and grey smoke. In the foreground, brave men and women battled to contain the destruction – working to protect people, animals, vegetation and buildings.
Those images underline a simple truth: in moments of crisis, firefighters run towards danger while others run away in search of safety. Their work is physically demanding, emotionally draining and morally grounded in service to others.
It made me wonder what might be possible if more employees and leaders embraced the qualities firefighters embody. In many ways, firefighters offer a powerful framework for ethical business practice. At a time when public trust, sustainability and social responsibility are increasingly non-negotiable, organisations can learn a great deal from the values that firefighters live out every day.
Service before self
At the heart of firefighting lies an unwavering commitment to service. Firefighters do not define success through personal gain, but through lives protected and communities made safer. Ethical organisations operate in much the same way: they centre stakeholders such as customers, employees, communities and the environment in decision-making.
This does not mean abandoning profitability. Rather, it means recognising that long-term success depends on creating genuine value for others. Organisations that prioritise service over short-term gain cultivate trust, loyalty and resilience.
Courage and moral responsibility
Firefighters are defined by courage – not only physical bravery, but moral courage. They must make high-stakes decisions under pressure, often with incomplete information, and accept responsibility for the consequences.
Ethical organisations require the same backbone. Leaders must be willing to make principled choices even when they are costly or unpopular, rejecting corruption, confronting harmful practices and speaking honestly with stakeholders. This kind of ethical courage separates organisations that merely comply with rules from those that truly earn trust and respect.
Discipline and accountability
Firefighting depends on discipline. Protocols, safety checks and chains of command exist for good reason, as lives depend on them. Just as importantly, firefighters are accountable for their actions and continuously learn from mistakes to reduce future harm and increase effectiveness.
Ethical organisations thrive on similar discipline. Strong governance structures, transparent and timely reporting and clear ethical standards help prevent misconduct. Accountability ensures that when errors occur, as they inevitably will, organisations respond with honesty, corrective action and a genuine commitment to improvement, rather than denial or blame-shifting.
Teamwork and mutual trust
No firefighter works alone. Success depends on trust, communication and a shared sense of responsibility. Each person understands their role and depends on others to perform theirs.
Ethical organisations benefit from the same culture of teamwork. When employees feel respected and trusted, they are more likely to act ethically, raise concerns and collaborate effectively. Mutual trust reduces destructive internal competition, which is often a breeding ground for unethical behaviour, and instead supports collective success.
Preparedness and continuous learning
Firefighters train constantly. They rehearse scenarios they hope will never happen because preparation saves lives when the unexpected becomes reality.
Ethical organisations adopt a similar mindset by investing in education, risk assessment and long-term planning. This includes training employees in ethical decision-making, anticipating social and environmental impacts and adapting to changing regulations, codes and societal expectations. Preparedness enables organisations to respond responsibly to crises, whether financial, environmental or reputational, instead of reacting defensively or irresponsibly.
Resilience under pressure
Firefighters operate in extreme conditions: heat, smoke, uncertainty and emotional strain. Their resilience allows them to perform effectively without losing focus or compassion.
Organisations face pressure too, from markets, competitors, shareholders and economic downturns. Resilient organisations resist the temptation to cut ethical corners when times are hard. Instead, they uphold their values precisely when it is most difficult, understanding that integrity during adversity strengthens credibility and long-term sustainability.
Empathy and human-centred action
Firefighters encounter people on some of the worst days of their lives. Empathy matters – not as sentimentality, but as a guide to humane action.
Ethical organisations also recognise the human impact of their decisions. This means considering employee wellbeing, customer safety and community consequences, rather than viewing people as mere numbers or headcount. Empathy drives fair labour practices, honest marketing and responsible innovation, ensuring progress does not come at the expense of dignity or safety.
Leadership through example
In firefighting, leadership is proven through action. Senior firefighters model calmness, discipline and ethical conduct, setting the tone for the entire team.
Ethical leadership works the same way. Codes of ethics and mission statements matter, but they carry little weight if leaders do not embody them. When executives demonstrate integrity, transparency and respect, ethical behaviour becomes part of the organisation’s culture and not something imposed from above.
Firefighters represent an ethical ideal in action: disciplined service, courage under pressure, teamwork and compassion when it matters most. When organisations adopt these characteristics, ethics stops being a compliance exercise and becomes a lived practice.
By serving stakeholders, acting with courage, remaining accountable and leading with empathy, ethical organisations, like firefighters, protect what truly matters and earn the trust of the communities and stakeholders they exist to serve. DM
Dr Liezl Groenewald is the chief executive officer of The Ethics Institute and is a co-founding director of The Whistleblower House.