From joining the Grain team in the autumn of 2020 until today, the evolution in thinking about what it means to ‘make businesses more sustainable’ has been rapid and far-reaching. With the key milestone date of 2030 fast approaching, this Thought highlights some of the key changes in thinking from the past five years and explores what the next five may bring.
Where were we in 2020?
Within the World Economic Forum’s Global Risk Report for 2020, the top five risks in terms of likelihood were all deemed to be environmental, with three risks also making the top five for impact. Societal or governance risks were secondary. Conversations with clients about what sustainability meant to them locally in their organisation usually reflected this ranking and were anchored in the concept of single materiality. Organisations primarily considered how environmental factors might impact their financial performance, rather than the reciprocal effects of their actions on the environment and society. Their responses were frequently reactive, driven by regulatory pressure or reputational risk rather than a desire for genuine transformation, characterised by pledges — rather than action — to reduce carbon footprints, invest in renewable energy, or manage their waste more effectively. Nature was viewed as a resource to be managed in order to maintain business continuity and mitigate risks.
Despite diversity and inclusion initiatives gaining importance, together with a growing focus on employee wellbeing, many organisations treated social responsibility as an add-on, rather than an integrated business strategy. Governance practices, particularly supply chain management, were coming under increasing scrutiny, leading to calls for greater transparency and accountability.
The current managerial cohort typically viewed sustainability through the lens of risk management and compliance, while Millennials and Gen Z saw it as a moral imperative and a driver of innovation.
What’s changed and where are we heading?
Fast forward to 2025 where global thinking about sustainability is heavily influenced by the twin experiences of the Covid-19 pandemic and war in Europe. The World Economic Forum’s Global Risk Report for 2025 reflects this with only one of the top five risks for the short term (two years) being environmental. However, their long-term (term years) view shows environmental risks occupying four of the top five spots, confirming that short-term shocks to the social and economic status quo, however catastrophic, must not divert our attention from the bigger picture. Action on the environment is no longer optional. Forward-looking organisations have realised the competitive advantage of embracing net zero targets and investing in nature-based solutions. By leveraging advanced technologies such as AI and blockchain, they can reduce their environmental impact, improve supply chain transparency and enhance their governance processes.
The concept of double materiality has emerged and is rapidly becoming the standard for assessment. This dual perspective recognises not only the risks and costs that an organisation faces from external environmental, social, and economic/political/technological changes, but also the impact and contribution to those changes made by the organisation itself.
Effective management of waste, encouraged by ever tighter regulation, is a given. Circular economy models — which design products and systems that eliminate waste altogether — are gaining traction as the economic benefits become increasingly apparent. Promoting reuse and repair also supports a shift back toward localised rather than global supply chains, a useful risk mitigator in a less stable world.
Social issues have moved to the fore, with employee mental health, pay equity, and community engagement becoming central to corporate strategy. The Covid pandemic accelerated this process, highlighting the interconnectedness of employee wellbeing, social justice, and business resilience. This shift was accompanied by a growing awareness of our relationship with nature. Organisations and individuals started to acknowledge the intrinsic value of ecosystems, understanding that economic prosperity and wellbeing are deeply intertwined with environmental health.
Governance processes have also evolved. Scrutiny from investors, regulators, and the public has intensified, demanding more rigorous and transparent reporting although much remains to be done around mandatory ESG disclosure and international legislative alignment.
Additionally, as organisations become increasingly digitised and data driven, effective management and mitigation of cyber-related risks has become a top priority for ensuring sustainable operations. The ongoing disruption at Jaguar Land Rover highlights the susceptibility of complex organisations to such attacks.
As Millennials enter leadership roles, they are driving purpose-led strategies, supported by Gen Z entering the workforce and consumer markets. This cohort, characterised by a willingness for activism blended with technological fluency is pushing for greater authenticity, action, and systemic change via social media and grassroots mobilisation. The contrasting approach of retiring Boomer management, often championing risk mitigation and regulatory compliance while focusing on steady progress and stability, creates a healthy tension that is accelerating the pace and scope of sustainability transformation across business sectors.
What will 2030 look like and what should my organisation be doing to prepare?
By 2030, we will see a fundamental transformation in thinking about organisational sustainability as mainstream. Double materiality assessments will be the minimum standard, embedded in reporting standards and decision-making frameworks.
Circularity by design will be widely adopted, minimising waste and reducing the requirement for the environmentally destructive extraction of natural resources.
Businesses and communities will understand and embrace their relationship with natural systems, recognising that environmental and economic stability depend on thriving ecosystems.
The challenge is clear: we must move from incremental progress to transformative action, ensuring that environmental, economic, and personal wellbeing are tangible outcomes for all. This requires us all to be more adaptable, collaborative, and to focus relentlessly on impact.
If you would like to discuss what this means for your business, and the pace of change you would like to adopt, please do get in touch.
