Reframing sustainability: The commercial context

Sustainability is frequently framed around UK policy, ambitious targets, reporting requirements and compliance obligations.

And net zero is viewed as a technical, emissions-focussed challenge, owned by sustainability teams rather than a strategic priority shared across whole organisations.

In conversation with sustainability leaders in the IGD Food Systems Change Leader Forum in September, it was clear that sustainability and net zero are critical, yet can feel unmotivating, costly and burdensome for commercial leaders with shorter-term goals.

There is disconnect between ambitions in these businesses sustainability functions, and the practical understanding and skills in commercial teams needed to embed sustainability into every-day business decision making.

As a result, businesses are struggling to implement the deep changes needed to hit longer-term sustainability goals on their own, and with additional market pressures and uncertain financial times, many organisations have scaled back their sustainability ambitions as they are not presented as commercial priorities.

Reframing sustainability for the commercial context

So how can sustainability and net zero be reframed for food businesses, from compliance and short-term commercial thinking, to being a strategic lever for good growth and long-term resilience for businesses and the wider food system?

“Delaying action by ten years could mean UK debt could be 23% of GDP higher in 2050, doubling the fiscal cost of achieving net zero and not capitalising on economies of scale”

Rather than treating sustainability as a compliance checklist, there is opportunity to position sustainability and net zero targets as strategic levers that deliver real value. For example:  

• Economic efficiency through resource optimisation and efficiencies

• Market advantage by meeting customer and investor demand for sustainable products and business

• Resilience in the face of regulatory, supply chain, and environmental disruption

The fifth annual climate survey by Boston Consulting Group (BCG) and CO2 AI showed 82% of companies captured economic benefits from decarbonisation.

What is needed to get there?

Sustainability leaders will need to reframe net-zero plans in commercial and financial terms, and demanding collaboration and whole-company efforts.

Culturally - food businesses must ensure visible leadership commitment from executives and board-level sponsors, supporting the work of sustainability and commercial teams to embed sustainability into everyday decisions.

Strategically -  sustainability leaders will need to build clear business cases that link climate action to value creation and returns. Shifting the view of sustainability and net zero from risk management, to a driver of innovation, efficiency, and long-term competitiveness will be critical to make sustainability a core part of commercial planning and discussions.

Practically -  delivering real impact requires tools, partnerships, and skill-building across whole organisations and supply chains. Training commercial teams on these sustainability principles and opportunities presented by the net zero transition will be key.

In summary, sustainability and net zero are not just compliance requirements and nice-to-have ambitions. They are essential drivers of transformation. Business as usual is not viable for the long term, and commercial teams who embrace the shift to sustainability will lead the way unlocking new efficiencies, good growth, and resilience for their business and the food system.