Ok, so the headline might be a bit reductive, and those in leadership understand why sustainability matters.
But if we want to accelerate sustainability progress and make it a competitive advantage, we must acknowledge that the way we communicate it isn't helping. It’s about much more than policies and reports; we need to bring clarity and tell a story to engage and move things forward.
Sustainability in business drives trust, opens access to finance, sharpens your employer brand, and boosts performance. It’s a virtuous cycle. But what’s often missing is alignment… what does sustainability mean for our organisation? Where do we begin? And how do we get people on board?
Mind the gap: intent vs. impact
People are wise to greenwashing. It’s clear that broad, generic messages no longer cut through.
A Mintel report coined the term “eco-specificity” to describe the move from vague claims to tailored, tangible actions.
There’s a gap between intent and impact. Salesforce and GlobeScan found that while 93% of leaders say sustainability is critical, only 37% believe it’s well-integrated in their operations.
What can marketing teach sustainability?
Some interesting research from Bain & Company points to four enablers of effective sustainability strategy:
Make a bold, public commitment;
Ensure the CEO leads from the front;
Build a clear business case; and
Align processes and incentives to reshape behaviour.
These are all things that marketing can really help move the needle on. Marketers are closest to the audiences, whether they’re customers, employees or stakeholders. They understand the importance of identity, clarity, and emotion in driving change.
Maybe what sustainability needs is its own “4Ps” model. Where marketing has Product, Price, Promotion and Place, let me suggest:
People – focused on encouraging positive behaviours internally and externally.
Product – reimagining operations, services and products.
Promotion – focused on communicating with clarity, honesty and creativity.
Programmes – building the structures and initiatives to deliver on our commitments.
Cutting through with clarity
In a noisy world, marketers get the power of a value proposition; a simple, honest articulation of what we offer and why it matters. So why not ask: what is our sustainability value proposition? What’s driving us? Who are we doing this for? What outcomes are we working toward and how do we deliver them?
Some innovators are already showing us how...
Cisco has committed $100 million over 10 years to climate innovation. CEO Chuck Robbins is particularly vocal and they have a Chief Sustainability Officer driving their strategy. The Cisco sustainability storytelling is exemplary, it’s worth checking out its Purpose Report and “Timeline of Impact.”
Closer to home, McLaughlin & Harvey has embedded sustainability in its refreshed brand strategy. It has backed its approach with a social value team and delivered highly visible public initiatives from YouMatter Communities to site-level climate action.
AIB is another great example. Sustainability isn’t a side project; it’s a core pillar of its business with CEO Colin Hunt leading from the front. It offers a range of green financial products, supports businesses on their sustainability journey and shares ESG progress regularly and transparently. Its mindset is clear; sustainability isn’t just about “doing good”, it makes for good business.
The takeaway
So, what do we do now?
We step back, take stock, and ask, “how will our brand live in the future we’re trying to create?”
Let’s challenge our assumptions, involve our people, and welcome outside perspectives.
Then we equip our leadership and marketers to tell the story; not just of where we are, but where we want to go, being bold in our ambitions and statements, but open and honest in our progress.
Ultimately, sustainability needs a story. And as someone once said, leadership is the art of inspiring others to make that story come true.
