In an age where deepening inequality, nature loss and climate change threaten the fabric of our societies, businesses (of all sizes) can no longer afford to treat sustainability as a side project. The world and life around us is shifting, fast, and businesses are being called upon to do more than make profits. They must become part of the solution.
Welcome to the era of sustainability strategy and integration, where action is not only desirable, it’s essential.
Why sustainability, why now?
From the World Economic Forum's Global Risks Report to Africa’s economic outlook and in boardrooms across the continent and worldwide, a consistent message is emerging: the future hinges on how well we manage our environmental, social and governance (ESG) responsibilities. Sustainability is no longer a "nice-to-have” but a "must-do".
This is being driven by regulations, stakeholders, investors and an increasingly conscious younger workforce; businesses are being held accountable in unprecedented ways. Customers demand transparency, employees want purpose and better communities, and investors are aligning capital with impact.
Yet, amid rising expectations, many companies find themselves still wondering where to begin, and even asking, why should companies take sustainability seriously? The answer, because it pays.
Sustainability action can cut costs, mitigate risks, unlock revenue and market opportunities, and build enduring brand value. But more than that, it addresses existential threats and responds to the societal call for responsible business conduct.
Think of it this way: Will bad things happen if we don’t do it? Is it a financially rewarding thing to do? Is it simply the right thing to do? For a growing number of businesses, the answer to all three is a resounding "yes".
A journey of integration
Sustainability integration doesn’t happen overnight. It progresses through stages, each deepening a company’s commitment and alignment with sustainable principles. Here is one way to look at the sustainability journey of an existing company:
- Pre-compliance – The business operates reactively, addressing only the most immediate or visible risks without a broader sustainability agenda.
- Compliance – The company begins to meet legal and regulatory requirements on environmental and social matters, often driven by external pressure.
- Beyond compliance – The business shifts from obligation to opportunity, proactively managing ESG risks and identifying areas for improvement or innovation.
- Integrated strategy – Sustainability is no longer a siloed initiative; it becomes embedded in business strategy, influencing decisions across departments.
- Purpose and values – The organisation operates with a clear sense of purpose, using sustainability as a core principle guiding culture, leadership, partnerships and innovation.
Importantly, each stage calls for increasing levels of awareness, investment, transparency and leadership.
Frameworks and tools – Guiding lights for the journey
To navigate the complex sustainability landscape, businesses can rely on tried-and-tested frameworks and tools that provide structure, comparability, and credibility. Here are key frameworks and tools that are used to integrate responsible business practices and strengthen corporate strategic direction:
- The Sustainable Development Goals (SDGs) – A universal blueprint of 17 goals to address the world’s most pressing social, environmental, and economic challenges.
- The Global Compact Principles – Ten principles covering human rights, labour, environment, and anti-corruption to guide responsible business conduct.
- Global Reporting Initiative (GRI) – A widely used framework for sustainability reporting, helping organisations communicate their ESG impacts clearly and consistently.
- B Corp Certification – A certification for companies that meet high standards of verified social and environmental performance, accountability, and transparency.
- SDG Action Manager – A digital tool that helps companies assess and improve their contribution to the SDGs.
- IFRS S1 and S2 by International Sustainability Standards Board (ISSB) – New global standards for sustainability-related financial disclosures (S1), focusing on enterprise value and climate-related risks (S2).
These frameworks and tools are not checklists—they are lenses through which companies can view their operations, engage stakeholders and make informed decisions. It is essential that organisations choose the framework most aligned with their business sector and goals while staying open to evolving standards and regulations at national and global levels.
Sustainability strategy – Eight useful steps explained
Developing a sustainability strategy is a deliberate, strategic and adaptive process. The most important consideration is that it is best done ‘learning by doing’. Here are 8 useful steps on how to approach developing a sustainability strategy:
- Determine your current stage in the sustainability journey
Begin by assessing where your business sits on the integration journey—this will shape your next steps and highlight areas of focus. - Establish the business case for action
Define the “why”. Consider risks, costs, market expectations and value creation. Link sustainability to financial performance, resilience and long-term viability. - Choose a sustainability framework that guides vision and execution
Select a framework that aligns with your industry and ambition. This ensures your strategy is grounded in recognised principles and can be effectively benchmarked. - Conduct an impact assessment to understand risks and opportunities
Analyse your environmental and social footprint, stakeholder expectations, supply chain issues and future trends. This assessment should be data-driven and stakeholder-informed. - Identify metrics and indicators to track progress
Define clear, relevant KPIs for your sustainability goals—this includes both lagging (results) and leading (effort) indicators. - Develop an implementation strategy and prioritise projects
Outline what actions you’ll take, who will lead them, the resources needed, timelines, and how to scale impact over time. - Build internal structures and systems to support integration
Set up governance mechanisms, assign roles and responsibilities, embed sustainability in performance management systems, and ensure leadership buy-in. - Communicate, train, and report openly and consistently
Engage employees and external stakeholders through honest reporting, storytelling, and capacity-building initiatives to sustain momentum.
Together, these steps can help you create a living strategy that evolves with your business and context. Remember, embedding sustainability into an organisation is a journey.
The power of reporting – The delicate balance towards leading with integrity
Sustainability reporting is more than compliance—it's about credibility.
Done well, reporting reflects integrity, tracks progress and strengthens trust with stakeholders. It’s where strategy becomes visible and measurable. Reports should highlight progress, acknowledge setbacks and outline next steps.
Insights from KPMG’s global sustainability survey, clearly show that companies nationally, regionally and globally are being assessed on how well they back up their sustainability stories.
Companies that report transparently—like those featured in—Globescan’s Sustainability Leaders’ Survey enjoy enhanced reputation and stakeholder confidence. In contrast, vague or misleading disclosures risk serious reputational and legal consequences.
Sustainability reporting is where your strategy meets the world, and tells the story of whether your business is responsible, credible or not. It is how stakeholders know you are serious (or not).
Done right, reporting enhances credibility, inspires innovation, and strengthens stakeholder trust. Done poorly, it risks greenwashing, financial or legal repercussions and reputational damage.
Sustainability is visionary leadership
Companies like Patagonia, Unilever and Safaricom are evidence that sustainability can be both a business advantage and leadership opportunity. Their journey’s reflect the power of purpose-led leadership and strategic integration. While not perfect, these companies have made concerted efforts to:
- Embed sustainability in their core decision-making processes
- Innovate products and services that solve social and environmental problems
- Invest in community resilience and inclusive growth
- Consistently communicate and measure their progress
Their experiences underscore the competitive advantage of being a leader—not a follower—in the sustainability space. But it is also important to note that sustainability leadership is more than just a strategy, it’s a cultural shift. It requires intentional leadership, a systems-thinking mind-set, and operational excellence.
The path to sustainable business is not linear or easy, but it is necessary. In today’s dynamic world, sustainability is not a tick-box exercise. It is a leadership imperative. Those who choose to ignore it risk becoming irrelevant; those who embrace it position themselves for long-term success and meaningful impact. So the question is no longer whether to act, but are you actually willing to lead?
If you and your organisation are yet to begin your sustainability journey, there is no time like the present!
- Start where you are. You don’t need to have everything perfect to begin.
- Focus on materiality. Identify and act on the sustainability issues most relevant to your business and stakeholders.
- Foster collaboration. Engage employees, suppliers, communities, and customers in co-creating solutions.
- Embrace transparency. Openness builds trust—and trust builds resilience.
- Rethink your business purpose.
In the complex and evolving world and countries we are all a part of, what we do today will determine the future; and the future will reward the businesses that can think systemically, act ethically, and lead courageously. Because sustainability isn’t just the right thing to do, it’s the smart thing to do.
