The fear of failure is killing sustainability

Sustainability reports stood apart from Annual Reports and financial statements, deliberately bending corporate communication rules. They proudly showcased ambitious targets and transformative visions, inviting stakeholders into the workshopping of meaningful change.

That golden era has vanished, replaced by a landscape of burdensome sustainability legislation, the threat of crippling fines, and the court of public opinion brandishing you as a ‘greenwasher’, or worse, a ‘greenhusher.’

Sustainability teams are paralysed by fear

Today’s sustainability leaders are facing a different reality: one of of uncertainty brought on by the increasingly complex legislative landscape and worsened by the political landscape.

Sustainability teams are feeling bruised by the barrage of legislation. Although most would agree that the wave of greenwashing was not helpful for progress, the current extreme of legislation and audit requirements, hoping to create certain and credible sustainability strategies, has instead caused the opposite.

The landscape is also impacting the boardroom, with some beginning to question whether sustainability is ‘worth it’ in the face of the increased third-party costs for compliance.

For some it feels like a trap, a no-win scenario where both action and inaction have consequences.

But this isn’t what corporate sustainability was supposed to be.

Innovation versus risk

Remember when companies leveraged sustainability as an innovation centre? When sustainability leadership meant taking calculated risks that could transform industries?

Companies are now so scared of failing, or being perceived to fail, it has become increasingly tempting to backtrack and not try at all. BP has recently reset their climate goals, focusing instead on a 2050 net zero ambition, rescinding their 2030 goals.

Through this fear, sustainability is losing its ambitions to push boundaries and challenge the status quo.

Reclaiming sustainability’s spirit

We do need regulation and guardrails within sustainability to ensure truthful claims, but we need the fearlessness of sustainability teams to be resurrected.

Companies are now facing a huge opportunity: to again stand above the parapet in the face of risk and be true leaders of change in the face of uncertainty.

The most impactful and long-lasting sustainability strategies are rooted in simplicity. Think of the Unilever Sustainable Living Plan, launched in 2010, and which has become a timeless and iconic strategy, known for bold targets that are closely linked to the business’s operations.

These strategies are relevant to the business’s impact areas and focus on key areas where they can drive change. They strike the right balance of ambition, relevance and realism.

Simplicity is key

In this overcrowded, overcomplex sustainability landscape, simplicity cuts through. Sustainability must return to its foundational principles. The ultimate mission remains unchanged, reducing our impact on planet and people.

Understanding clearly who your stakeholders are and what they expect from you is the core to any solid sustainability strategy. Marrying that with ambitious goals that your business can leverage to drive change is the key your own super strategy.

Get in touch

If you’d like to discuss this, or any other subject, please get in touch with Richard Costa, Consultancy Director, at richardc@gather.london

We’d love to know what you think.