Abstarct: Today, organizations are forced to adopt sustainable approaches to survive and grow in a competitive environment, and Green Human Resource Management (GHRM) has been proposed as one of the most strategic tools for creating an environmentally friendly culture and promoting organizational sustainability. Despite the increasing importance of this concept, its practical implementation still faces numerous obstacles that are rooted in structural, behavioral, and strategic factors. The present study aimed to identify and prioritize obstacles to implementing Green Human Resources in Iraqi organizations in order to provide a quantitative analytical frxamework to pave the way for more informed decision-making by managers and human resource professionals. This study is applied in terms of purpose and descxriptive-survey with a mixed approach (qualitative-quantitative) in terms of method. In the qualitative stage, using a systematic literature review and expert opinion, key obstacles to implementing GHRM were identified. Then, using the fuzzy Delphi technique, these barriers were screened and finally 10 main barriers were confirmed, which are: (1) lack of commitment and support from top management, (2) weak green organizational culture and value system, (3) difficulty in measuring the effectiveness of green actions, (4) lack of strategic integration between green strategy and organizational structure/processes, (5) challenges in recruiting and selecting employees with environmental competencies, (6) insufficient employee participation in green initiatives, (7) lack of effective reward and recognition system for green behaviors, (8) negative employee attitudes and beliefs towards sustainability, (9) lack of competencies and knowledge necessary to perform green tasks, and (10) lack of internal and external motivations for environmentally responsible behavior. Next, to determine the importance of each of these barriers, the Basic Criteria Multi-Criteria Decision Making (BCM) method was used. This method, introduced by Haseli and Sheikh (2020), relies on pairwise comparisons baxsed on a reference criterion, while reducing the number of comparisons, and provides higher consistency than traditional methods such as AHP and BWM. In this study, the sixth criterion (employee participation) was selected as the baxse criterion, and after receiving the opinions of experts, the baxse comparison vector was formed and the linear optimization problem was solved. The weighting results showed that, respectively, “lack of senior management commitment” with a weight of 0.21, “weak green organizational culture” with a weight of 0.18, and “lack of strategic integration” with a weight of 0.14 are the most important barriers to implementing green human resources in the organizations under study. In contrast, “lack of internal and external motivation” and “lack of competencies” were identified as the least important barriers with weights of 0.03 and 0.04, respectively. After weighting, a new technique called “Lost Opportunity baxsed on Distance in Polar Space” (OPLO-POCOD) was used to prioritize organizations baxsed on their exposure to these obstacles. This technique, first presented by Sheikh and Sanafi (2024), operates on the concept of lost opportunity and determines the relative success rate of the options by calculating the distance of each option from the desired state (best value) in polar coordinates. For this purpose, an initial decision matrix was formed baxsed on data collected from 6 industrial organizations in Iraq. Then, the lost opportunity matrix (OPL) was calculated and, by combining it with the initial decision matrix, ordered pairs were created for each option-criteria. Using the Euclidean distance relations in polar space and applying the weights obtained from BCM, a weighted distance matrix was formed and finally the degree of lost opportunity (DOL) and percentage of opportunity acquired (POA) indices were calculated for each organization. The findings from the OPLO-POCOD technique showed that the first organization (a1) with a DOL of 0.0839 and a POA of 0.9161 had the lowest missed opportunity and thus had the best situation in terms of implementing green human resources. The second organization (a2) with a DOL of 0.3125 and a POA of 0.6875 ranked second. The third to sixth organizations with DOLs of 0.3715, 0.3954, 0.3975, and 0.4393 respectively ranked next. Also, prioritizing the criteria using this technique showed that the criteria of “lack of strategic integration,” “recruitment and selection challenges,” and “weak organizational culture” had the highest contribution to creating missed opportunities, which is consistent with the results from BCM. The results of this study, while emphasizing the vital role of senior management and organizational culture in the success of green programs, show that multi-criteria decision-making methods, especially the combination of BCM and OPLO-POCOD, can be effective tools for quantitatively analyzing barriers and evaluating the performance of organizations on the path to sustainability. baxsed on the findings, it is suggested that organizations take practical steps to reduce barriers by strengthening commitment, developing integrated green strategies, and improving human resource recruitment and retention systems, and increase employee participation by creating monitoring and reward mechanisms. This study is also methodologically innovative because, for the first time in the field of green human resource management, it has used the combination of the basic criterion method and the distance technique in polar space, and it can be a model for future research in the field of assessing barriers and prioritizing sustainable actions in different industries.