Sustainability, once considered a niche interest or a peripheral activity, has now become a core concern for societies, governments, and particularly for businesses. Climate change, resource scarcity, environmental degradation, and social inequality all require solutions that go beyond the traditional models of industrial growth. In this shifting landscape, businesses are increasingly being called upon to act, not only for their bottom line but also for the collective good.
Mary Draves, former Chief Sustainability Officer at Dow, is among the most vocal advocates for a comprehensive, people-centered approach to corporate sustainability. Her message is clear: sustainability is not the responsibility of a select few. Instead, it is a shared commitment that should be embedded in the very fabric of how organizations function. This view marks a significant shift from older models that positioned sustainability as a matter solely for regulators, scientists, or environmental nonprofits.
The transformation is not only necessary—it is inevitable. Today’s customers, employees, investors, and community stakeholders expect companies to engage responsibly with their environment and society. They are demanding action, transparency, and accountability. What Mary Draves brings to this conversation is a deep understanding that for corporate sustainability efforts to be successful, every individual must play a role, from the boardroom to the break room.
Personal Roots and Professional Leadership
Mary Draves’ insights into sustainability are deeply rooted in her upbringing. Raised on a row crop farm, she experienced sustainable practices as part of daily life. Her family grew their food, recycled by habit rather than regulation, and engaged in community-based trade. At the time, there was no formal vocabulary to describe these behaviors—they were simply necessary and practical. But these experiences laid the foundation for a lifelong passion and understanding of environmental stewardship.
Fast forward to her leadership at Dow, a global materials science company with a strong history of environmental work. At Dow, Draves was responsible for translating sustainability strategies into action, working with a wide range of teams to ensure that sustainability was not just a stated value but an operational reality. Her role required navigating the complexities of a multinational corporation while keeping sustainability as a central focus of decision-making.
In her words, sustainability is not an isolated initiative but a philosophy that should be embedded in how a company is governed, how it compensates employees, how it interacts with communities, and how it develops its products. This holistic view reframes sustainability from being a standalone department to being a shared enterprise-wide responsibility. It must be woven into every aspect of corporate life.
The Power of Individual Action Within Organizations
A key theme in Draves’ approach is that every employee has a part to play. It is not enough for a corporation to establish high-level sustainability goals; those objectives must be translated into meaningful tasks that employees can take ownership of. This process of translation—from aspiration to execution—is critical for ensuring long-term success.
Many sustainability strategies fail because they stop at the policy or vision stage. While well-crafted mission statements and sustainability reports are important, they do not, in themselves, lead to measurable change. Draves argues that real transformation only occurs when each employee, regardless of their role or seniority, understands how their work contributes to the organization’s broader goals.
This means giving people the knowledge and tools to act. Whether it’s understanding the importance of reducing waste, learning about circular economy practices, or being able to explain how carbon emissions are tracked, each piece of knowledge helps individuals become agents of change. When employees understand the ‘why’ behind a sustainability goal, they are far more likely to engage in the ‘how.’
The Role of Leadership in Driving Cultural Change
Leadership plays a pivotal role in this cultural shift. In Draves’ view, it is the responsibility of senior leaders to set the tone from the top. This means clearly articulating the company’s intentions, providing adequate resources, and embedding sustainability into performance evaluations and business strategies.
A company cannot simply announce a carbon neutrality target and expect the rest of the organization to deliver without guidance. Employees need context, training, and clear communication to understand what is expected of them. Without this leadership, even the most well-meaning sustainability efforts can falter.
Moreover, leaders must also be transparent and accountable. They need to demonstrate that sustainability is not a marketing tool but a core value that informs everyday business decisions. When leadership fails to embody sustainability values in their actions, it sends a message that the topic is not truly a priority. On the other hand, when leaders walk the talk—by allocating funding, supporting employee-led initiatives, and being honest about challenges—they cultivate trust and motivation across the organization.
This approach is not just good ethics—it is good business. Numerous studies have shown that companies with strong sustainability cultures enjoy higher employee engagement, stronger brand loyalty, and greater resilience in times of crisis. By making sustainability a shared value, leadership can unlock the full potential of its workforce.
Educating and Equipping the Workforce
Draves highlights that education and communication are essential tools in the sustainability toolbox. She shares a compelling example of a furniture company she advised, which had developed an innovative circularity program. The program involved taking used office furniture from clients, refurbishing it, and then redeploying it to meet new needs, reducing waste and preserving resources in the process.
While the program itself was well-designed and highly sustainable, the company encountered a problem: employees didn’t understand it. Many staff members were unfamiliar with the concept of circularity and were therefore unable to explain the program’s benefits to customers. Without internal buy-in and understanding, the initiative struggled to gain momentum.
The turning point came when the company invested in educating its employees. By offering clear explanations and real-world examples of how circularity worked, they transformed confusion into enthusiasm. Employees became ambassadors of the program. They could now articulatetheirs environmental and financial value, which led to increased client interest and ultimately, business growth.
This story underscores a broader truth: no sustainability program can succeed without communication. Technical knowledge, industry jargon, and abstract goals must be made accessible to everyone in the organization. This requires not just training sessions, but storytelling, dialogue, and the creation of spaces where people can ask questions and share ideas. It’s about turning sustainability from a policy into a shared language and practice.
Building a Culture of Collective Action
Another vital point that Draves makes is that sustainability must be viewed as a collective endeavor. She challenges the widespread belief that sustainability is someone else’s responsibility—perhaps the domain of government agencies, environmental nonprofits, or corporate specialists. Instead, she frames sustainability as something that belongs to all of us. And within companies, this means that every individual must own a piece of the mission.
Small actions, when multiplied across an organization, can lead to big impacts. Whether it’s choosing more sustainable materials in a design process, switching off equipment at the end of the day, or simply advocating for green policies in internal meetings, each behavior contributes to a larger shift. These small acts also have symbolic value: they demonstrate that sustainability is part of the culture, not just a campaign.
Moreover, when people work together toward a common goal, it builds morale, strengthens teamwork, and fosters a sense of purpose. These are critical components of a healthy organizational culture. People want to feel that their work matters, and contributing to sustainability goals provides a clear, meaningful way to create value.
Draves encourages companies to recognize and celebrate these contributions. Recognition doesn’t always require monetary rewards—sometimes, a public acknowledgment, a platform to share ideas, or the opportunity to lead a green initiative is enough. The key is to make people feel seen and appreciated for their efforts.
Connecting Business Strategy to Environmental Realities
Draves brings a unique strength to the conversation by highlighting the interdependence between business and nature. Drawing on her background in both agriculture and corporate leadership, she explains that successful businesses don’t just operate in a vacuum. They are deeply connected to natural systems—whether through the raw materials they use, the ecosystems they affect, or the communities they serve.
Ignoring this interdependence can be disastrous. Environmental degradation, climate instability, and resource scarcity can all disrupt supply chains, increase costs, and undermine a company’s social license to operate. In contrast, businesses that respect and work with natural systems can find opportunities for innovation, resilience, and long-term profitability.
This is not a call for idealism but for strategic realism. As environmental risks increase, so do the expectations of regulators, investors, and customers. Companies that take proactive steps to align their operations with environmental realities will be better positioned to navigate uncertainty and thrive in a changing world.
For Draves, sustainability is not about choosing between business and nature—it’s about recognizing that the two are fundamentally linked. The most enduring companies will be those that internalize this connection and build it into their operating model.
A Call to Action for Organizations and Individuals
As sustainability continues to grow in urgency and complexity, Mary Draves offers a clear and actionable perspective: start from the top, engage every individual, and treat sustainability as an integral part of business operations, not an afterthought. Her emphasis on shared responsibility reminds us that real change is possible when everyone contributes.
The challenge is not small. Translating large sustainability goals into individual behaviors requires effort, resources, and persistence. But the payoff is significant: a more resilient business, a more engaged workforce, and a greater positive impact on the world.
Establishing a Practical Framework for Sustainability
As the conversation around sustainability grows more complex and urgent, organizations are increasingly asking: How do we move from ambition to action? Setting goals is only the beginning. The greater challenge lies in aligning those goals with real behaviors, measurable outcomes, and systems of accountability. Mary Draves addresses this challenge through a structured, yet accessible, framework she calls the Say, Do, Prove model.
This model serves as a guide for organizations looking to implement sustainability in a way that is both meaningful and measurable. At its core, the model focuses on three phases: Say—where goals are articulated; Do—where those goals are operationalized; and Prove—where evidence is gathered to validate impact. Together, these phases ensure that sustainability commitments are more than just statements—they become verifiable actions with real-world consequences.
The strength of this model lies in its simplicity and scalability. Whether a global enterprise or a small regional business, any organization can apply this structure to improve transparency, enhance credibility, and build a culture of integrity around its sustainability efforts. The model also empowers employees by giving them a clear roadmap of how their roles tie into broader sustainability objectives.
Say: Defining and Communicating the Commitment
The first phase of the model, “Say,” involves setting clear and meaningful sustainability goals. This is not just about creating ambitious statements for press releases or annual reports. It is about making deliberate choices that reflect the company’s values, stakeholder expectations, and understanding of environmental and social responsibilities.
Mary Draves emphasizes the importance of intentionality at this stage. Goals should be based on thorough assessments of a company’s operations, its environmental footprint, and its societal impact. Rather than adopting generic industry targets, organizations should identify the specific areas where they can make the greatest difference. This could involve reducing carbon emissions, improving water efficiency, investing in local communities, or increasing transparency in the supply chain.
Equally important is how these goals are communicated. Leadership must ensure that the messaging is clear, consistent, and repeated across multiple channels. Employees at every level should be aware of the company’s sustainability goals, why they matter, and how those goals align with the company’s broader strategy. This communication must be ongoing, not a one-time announcement. It must be reinforced in team meetings, internal newsletters, town halls, and performance reviews.
Another key element of the “Say” phase is stakeholder engagement. Companies should not set goals in isolation. Draves encourages organizations to consult with internal and external stakeholders—including employees, customers, investors, and community members—to ensure that goals are relevant and credible. This collaborative approach fosters trust and provides valuable insights into the expectations and priorities of different groups.
Ultimately, the “Say” phase is about making a public promise. But that promise must be backed by intention, alignment, and a roadmap for action. A hollow commitment can damage a company’s reputation. A thoughtful, well-communicated one can become the foundation for long-term trust and credibility.
Do: Translating Goals into Meaningful Action
Once goals are established and communicated, the next step is to act on them. This is where many organizations falter. Good intentions do not automatically lead to effective outcomes. The “Do” phase of the model is about operationalizing sustainability—embedding it into day-to-day business practices, decisions, and employee responsibilities.
Draves notes that this phase requires alignment across departments and functions. Sustainability cannot reside solely in the ESG or environmental affairs team. It must be integrated into procurement, manufacturing, logistics, finance, marketing, and human resources. Every function has a role to play and must be held accountable for its contribution to the overall goals.
For example, a procurement team might need to revise its supplier evaluation criteria to include environmental performance. The manufacturing department may be tasked with improving energy efficiency or waste management. The human resources team can develop training programs that help employees understand sustainability principles. Each department’s actions should be aligned with the overarching goals set in the “Say” phase.
One of the most powerful tools for driving this alignment is a strong system of incentives. Draves advocates for linking sustainability objectives to performance reviews, bonuses, and promotions. When employees see that sustainability is not just encouraged but expected—and rewarded—they are more likely to take ownership. This sends a clear message that sustainability is not peripheral to the business; it is central to success.
Organizations must also provide the tools and training necessary to support these efforts. Employees cannot be expected to act if they do not understand what is required or how to do it. This might involve workshops on energy efficiency, guides on sustainable product design, or sessions on corporate governance and ethical sourcing. The goal is to build capacity throughout the organization so that every employee feels equipped and empowered to contribute.
Perhaps most importantly, the “Do” phase requires ongoing leadership involvement. Leaders must model the behaviors they expect to see. If executives are not making decisions with sustainability in mind, it sends a conflicting message. Leaders who consistently consider environmental and social impacts in their strategic planning and operations help to embed sustainability into the company’s DNA.
Prove: Demonstrating Progress Through Evidence
The third phase of the model—“Prove”—is what sets leading organizations apart. Setting goals and taking action are important, but unless those actions are tracked and verified, they lack credibility. Draves makes it clear that proof is not just about self-reporting. It is about collecting data, analyzing outcomes, and validating claims through independent verification.
Proving that sustainability goals have been achieved involves several layers. First, companies must have systems in place to measure progress accurately. This might include greenhouse gas accounting systems, waste tracking, diversity and inclusion audits, or supplier compliance evaluations. Whatever the metric, it needs to be measured consistently and transparently.
Second, the data must be analyzed and reported. Draves stresses the importance of being honest and clear about what the data shows. Not all goals will be met on the first attempt. Sometimes progress is slower than expected, or challenges arise. That is okay—what matters is the willingness to report those challenges, learn from them, and adjust the strategy accordingly. Transparency builds trust, even when the results are imperfect.
Third, external validation is essential. Independent audits, third-party certifications, and alignment with international reporting frameworks such as the Global Reporting Initiative (GRI) or the Sustainability Accounting Standards Board (SASB) help to verify that the organization is not simply marking its homework. Independent validation gives stakeholders confidence that the company’s claims are real and that its actions are making a measurable difference.
By proving progress, organizations also enable internal learning. Data can reveal which strategies are most effective, where improvements are needed, and how different parts of the organization are contributing. This feedback loop is essential for continuous improvement and long-term impact.
Proving also creates stories—real examples of success that can inspire others and reinforce the culture of sustainability. Draves believes that storytelling, grounded in data, is one of the most effective ways to sustain momentum and deepen engagement. When employees and stakeholders see concrete evidence that their efforts are making a difference, it fuels motivation and commitment.
Building Accountability and Trust Across the Organization
Accountability is a recurring theme in Draves’ approach. Without accountability, sustainability risks becoming performative—a box to check rather than a mission to fulfill. The Say, Do, Prove model inherently builds accountability into the process by requiring organizations to not only state their intentions but also act on them and demonstrate results.
This accountability is not just upward, toward regulators or investors. It is lateral and downward as well. Employees hold each other accountable. Teams are responsible for shared metrics. Stakeholders—both internal and external—can evaluate the company’s performance based on transparent data.
This creates a culture of integrity. Employees begin to trust that sustainability is not a temporary initiative but a core part of the organization’s identity. Stakeholders, in turn, are more likely to engage and invest. Customers are more loyal. Communities are more supportive. Investors see reduced risk and increased potential for long-term value creation.
Draves emphasizes that this kind of trust must be earned and maintained. It cannot be taken for granted. It must be renewed through consistent, transparent action over time, and at every level of the organization.
Adapting the Model for Different Industries and Scales
One of the strengths of the Say, Do, Prove model is its flexibility. While the principles are universal, the application can vary significantly depending on the industry, size, and maturity of the organization.
For example, a large manufacturing company might focus its efforts on emissions reduction, water usage, and supply chain transparency. In contrast, a financial services firm might prioritize ethical lending practices, inclusive hiring, and responsible investment strategies. A small business might start with energy conservation, waste reduction, and local community engagement.
Draves encourages each organization to adapt the model in a way that makes sense for its specific context. The goal is not uniformity but alignment. Every company should identify the most material issues for its operations and stakeholders and then apply the Say, Do, Prove model to those priorities.
This adaptive approach ensures that sustainability is not a one-size-fits-all program but a strategic process that evolves as the organization grows. It also encourages innovation. Teams are empowered to find creative ways to achieve their goals, often uncovering new opportunities for efficiency, differentiation, and impact.
From Promise to Proof
The Say, Do, Prove model is more than a framework—it is a mindset. It challenges organizations to align their words with their actions and to back those actions with evidence. It reminds leaders and employees alike that sustainability is not a destination but a journey that requires clarity, commitment, and credibility.
Mary Draves’ model provides a roadmap for that journey. It helps organizations move beyond symbolic gestures to meaningful change. It builds trust—internally and externally—and creates a culture of integrity that can sustain long-term success.
The Human Element in Corporate Sustainability
While corporate sustainability strategies often begin with leadership vision and structural frameworks, the true success of these initiatives depends on the people who bring them to life. Employees are not just recipients of corporate policy—they are the drivers of cultural and operational change. As Mary Draves emphasizes, every person within a company has a role to play. When sustainability becomes a shared effort rather than a top-down directive, companies are far more likely to meet their goals and create a lasting impact.
There is a common misconception that sustainability is the responsibility of a specialized team or a particular department. In reality, sustainability must be a distributed responsibility. Every department, and every individual within those departments, touches sustainability in some form—through the materials they use, the processes they design, the vendors they choose, or the customers they serve. Recognizing this interconnectedness is the first step toward mobilizing a workforce that is committed, informed, and empowered to act.
To build a sustainable organization, companies must move beyond awareness and engagement toward ownership. Employees must not only understand what sustainability means in the context of their roles, but also feel personally connected to the outcomes. This connection is what transforms passive support into active participation.
Building Employee Awareness and Understanding
The foundation of employee participation in sustainability lies in education. People cannot act on what they do not understand. Organizations must therefore invest in programs that increase sustainability literacy, helping employees grasp key environmental, social, and governance (ESG) issues and how these issues relate to the company’s operations.
Mary Draves points out that education must be ongoing and multi-layered. One-time training sessions or introductory workshops are rarely sufficient. Instead, companies should develop a continuous learning approach that includes formal training, peer-to-peer learning, internal campaigns, and access to resources like case studies or practical guides.
The content of this education should go beyond definitions. It should provide context, explain relevance, and give real-world examples. For instance, rather than simply explaining what circularity means, show employees how it applies to their work. If someone works in product design, they need to know how material choices affect recyclability. If someone is in procurement, they need to understand how supplier practices influence the company’s carbon footprint. The more relevant the content, the more likely it is to inspire meaningful engagement.
In addition to technical knowledge, employees also need clarity around the company’s goals and expectations. What is the organization trying to achieve? What timelines and metrics are in place? How will success be measured? When employees can see the big picture—and their place within it—they are more likely to act with intention and purpose.
Turning Employees into Sustainability Champions
Some employees will naturally gravitate toward sustainability and look for ways to contribute. These individuals are valuable allies in the transformation process. Companies should identify, support, and empower these internal advocates—often referred to as “sustainability champions”—to help drive change from within.
Sustainability champions are not necessarily those with formal authority. They can be entry-level employees, supervisors, engineers, salespeople, or administrative staff. What they share is a passion for sustainability and a willingness to take initiative. They are the ones who ask questions, propose improvements, and inspire their colleagues to think differently.
To maximize the potential of these champions, organizations should provide them with platforms to share their ideas, lead initiatives, and influence decision-making. This might involve creating sustainability working groups, innovation labs, or employee resource networks. By giving champions a voice and recognizing their efforts, companies signal that sustainability is not just a policy—it is a priority.
Mary Draves emphasizes that leadership should create the conditions for these champions to thrive. This includes removing bureaucratic barriers, providing access to data or budgets, and recognizing successes publicly. When employees see that their efforts lead to real results—and that those results are valued—they are more likely to continue pushing for change.
Moreover, the presence of active champions can influence the broader workforce. Peer influence is a powerful motivator. When employees see their colleagues taking initiative and being recognized for it, they are more likely to join in. Over time, this creates a multiplier effect, where a few committed individuals inspire many others to act.
Embedding Sustainability into Job Roles and Functions
To move from participation to integration, sustainability must be embedded into the fabric of everyday work. This means aligning job roles, processes, and performance indicators with the company’s environmental and social goals. It is not enough to ask employees to be supportive in theory; they must be equipped and expected to act in practice.
Start by examining the core responsibilities of different roles. How does a marketing manager contribute to sustainability? How about an IT analyst, a plant operator, or a customer service representative? Each of these roles has specific opportunities to advance sustainability, whether through responsible messaging, energy-efficient systems, operational improvements, or customer engagement.
Organizations should collaborate with department heads and team leads to identify these touchpoints and build them into job descriptions and objectives. For example, a facilities manager might be evaluated based on energy consumption metrics, while a human resources team could be tasked with improving diversity and inclusion outcomes.
When sustainability is formally linked to individual performance expectations, it becomes part of the organizational DNA. Employees are no longer acting on personal interest alone—they are fulfilling a professional responsibility. This alignment strengthens accountability and sends a clear message that sustainability is not a side project, but a shared mandate.
In addition, companies should provide tools and systems that make sustainable choices the default. For instance, procurement systems can prioritize preferred vendors with strong environmental records. Digital platforms can track progress against sustainability KPIs. Even office layouts and supply ordering systems can be configured to minimize waste and energy use. The easier it is for employees to act sustainably, the more consistent and widespread their participation will be.
Creating a Culture of Inclusion and Collaboration
One of the most important yet often overlooked aspects of sustainability is inclusion. A truly sustainable organization must be inclusive in both its culture and its practices. This means not only addressing diversity and equity in hiring, promotion, and leadership, but also ensuring that all voices are heard and valued in the sustainability conversation.
Mary Draves highlights that inclusive cultures are better positioned to tackle sustainability challenges because they benefit from diverse perspectives and experiences. Environmental and social issues are complex, and solutions often require creativity, empathy, and cross-functional thinking. When employees feel respected and included, they are more likely to share ideas, raise concerns, and collaborate on solutions.
Companies can foster inclusion by creating safe spaces for dialogue, encouraging feedback from all levels, and actively seeking out underrepresented voices. This might include holding listening sessions, offering mentorship programs, or using anonymous surveys to gather input. The goal is to make sure that every employee feels seen, heard, and capable of making a difference.
Collaboration is another key ingredient. Sustainability challenges do not respect departmental boundaries. Solving them often requires cross-functional teamwork. For example, reducing packaging waste might involve collaboration between design, logistics, marketing, and supplier relations. A successful diversity initiative could require input from HR, leadership, communications, and employee networks.
To encourage collaboration, companies can set shared goals that require interdepartmental cooperation. They can host sustainability hackathons, team competitions, or cross-functional working groups. These efforts help break down silos and create a sense of unity around a common purpose. They also foster innovation by bringing together people with different skill sets and perspectives.
Empowering Employees with Data and Feedback
To sustain engagement, employees need to see the impact of their actions. Data is a powerful motivator when used appropriately. It shows progress, highlights areas of improvement, and validates effort. Without feedback, even the most committed employees may begin to feel that their work is invisible or ineffective.
Organizations should therefore make sustainability data accessible and relevant. Dashboards, progress reports, infographics, and storytelling platforms can all help bring data to life. For example, a company might display its energy savings in common areas, show progress toward zero waste in internal newsletters, or highlight employee-led initiatives that reduced emissions or improved community impact.
Draves stresses that this data must be transparent and easy to understand. Avoid jargon and focus on outcomes that matter to employees and stakeholders alike. Where possible, tie data back to individual or team contributions. If a team’s initiative saved thousands of gallons of water or diverted tons of waste from landfills, make that visible. People want to know that their work is making a difference.
Feedback is also essential. Celebrate successes and recognize individual contributions. Share lessons learned from failed initiatives so that others can avoid similar pitfalls. Create opportunities for reflection and discussion. The more interactive and responsive the feedback loop, the more resilient and adaptive the organization becomes.
Sustaining Engagement Through Purpose and Recognition
One of the most powerful motivators for human behavior is purpose. When people feel that their work is aligned with their values and is contributing to something meaningful, they are more engaged, productive, and fulfilled. Sustainability provides a unique opportunity to connect personal purpose with professional action.
Employees today—especially younger generations—are increasingly seeking employers whose values reflect their own. They want to work for companies that are making a positive difference in the world. When organizations position sustainability as a core part of their mission, they not only attract top talent but also inspire existing employees to give their best.
Mary Draves encourages companies to tap into this desire for purpose by making sustainability personal. Share stories of how corporate initiatives are helping real people and real communities. Highlight the environmental impact in relatable terms. Instead of saying “we reduced emissions by 10 percent,” say “we avoided the carbon equivalent of taking 500 cars off the road for a year.” Stories stick. Numbers become meaningful when they are connected to people.
Recognition is another important tool. People want to feel appreciated. Publicly recognizing sustainability efforts—whether through awards, internal features, or leadership shout-outs—reinforces desired behaviors and boosts morale. Recognition should be inclusive, accessible, and tied to real contributions. Even small gestures, like a thank-you note or a team celebration, can have a lasting impact.
People Make Sustainability Possible
At the heart of every successful sustainability initiative is a committed, informed, and empowered workforce. Leadership may set the direction, but it is employees who bring that vision to life. By investing in education, embedding sustainability into roles, encouraging collaboration, and creating a culture of recognition and inclusion, organizations can unleash the full potential of their people.
Mary Draves reminds us that sustainability is not a solo venture. It is a collective journey that requires the participation of every individual. When employees are given the tools, knowledge, and support to contribute, they become champions of change, helping to build not only a more sustainable company but also a more sustainable world.
From Initiative to Imperative: Embedding Sustainability in Corporate Strategy
The landscape of corporate responsibility has shifted dramatically over the past decade. What once may have been considered a public relations effort or an act of goodwill is now seen as a core element of competitive strategy. Increasingly, businesses are expected not only to create value for shareholders but to serve the broader needs of society and the planet. Sustainability has moved from the margins to the mainstream, and for good reason.
Mary Draves has spent much of her career helping leaders understand that sustainability is not separate from profitability. On the contrary, it is central to it. Businesses operate within ecosystems—economic, social, and environmental—and when those ecosystems are healthy, businesses thrive. Ignoring sustainability risksunderminesg long-term growth, ddamagesbrand equity, and invitesregulatory or market backlash. Integrating sustainability into strategy is no longer optional—it is essential.
This shift requires more than adopting green initiatives or publishing corporate responsibility reports. It requires building sustainability into the core of business planning, investment decisions, and governance structures. Companies must ask how their products, services, and operations create or reduce value over time, not just financially, but environmentally and socially as well. Sustainability must become a lens through which every major decision is evaluated.
Connecting Sustainability to Core Business Objectives
One of the most effective ways to integrate sustainability into business strategy is to align it with the company’s core objectives. Instead of treating sustainability as a separate set of goals, organizations can embed environmental and social considerations into their existing strategic framework.
This begins with asking fundamental questions: How does sustainability reduce risk? How does it drive innovation? How does it attract talent, open new markets, or improve efficiency? By connecting sustainability to value creation, companies can align their environmental and social goals with financial performance.
For example, reducing energy use can lower operational costs. Designing products with circularity in mind can open new revenue streams and reduce material dependency. Investing in community development can improve supply chain resilience. Increasing diversity in leadership can enhance decision-making and brand relevance. These are not separate from business performance—they are part of it.
Mary Draves advocates for a mindset where sustainability is viewed not as a cost center, but as a source of strategic advantage. Companies that lead on sustainability are often better prepared for emerging regulations, shifting consumer expectations, and resource constraints. They build trust, earn loyalty, and position themselves as forward-thinking and resilient. When sustainability is seen as a driver of opportunity, it gains the attention and investment it deserves.
Governance and Accountability: Building Structures That Endure
To ensure sustainability becomes part of the business strategy, organizations must also establish the governance structures necessary to support it. This includes assigning responsibility, embedding accountability mechanisms, and integrating sustainability into decision-making at the highest levels.
Boards of directors play a critical role in this process. They must be equipped to oversee sustainability risks and opportunities with the same rigor they apply to financial oversight. This requires regular reporting, performance metrics, and strategic briefings on ESG issues. Many leading companies now have dedicated sustainability or ESG committees at the board level, reflecting the importance of these issues to long-term success.
At the executive level, sustainability should be included in key performance indicators (KPIs) and incentive structures. When senior leaders are held accountable for sustainability outcomes—just as they are for revenue or market share—it reinforces the message that these issues are mission-critical. Mary Draves has repeatedly emphasized the importance of tying sustainability to performance reviews, compensation, and business planning cycles. These are the levers that create behavior change and drive results.
Operationally, companies should establish cross-functional teams or sustainability councils that bring together representatives from different departments. These groups can coordinate efforts, share insights, and ensure alignment across business units. They also create space for innovation, as diverse perspectives can lead to more creative and comprehensive solutions.
Finally, transparency is essential. Companies must report regularly on their sustainability performance—not only to investors, but to employees, customers, and communities. These reports should include goals, progress, challenges, and improvement plans. Third-party audits, certifications, and alignment with international frameworks lend credibility and help stakeholders assess performance objectively.
Strategic Planning for a Sustainable Tomorrow
True integration of sustainability into business strategy requires companies to take a long-term view. This means looking beyond quarterly earnings and considering the implications of their actions over five, ten, or even twenty years. Climate change, resource scarcity, demographic shifts, and technological disruption all demand a forward-looking approach.
Strategic planning processes should incorporate scenario analysis, risk assessments, and sustainability forecasting. For instance, how might rising carbon costs affect supply chain operations? What happens if customer demand shifts sharply toward zero-waste products? How can investments in nature-based solutions or renewable energy improve resilience and create new value?
Mary Draves encourages organizations to engage in these questions not just as an academic exercise, but as a core part of risk management and growth strategy. Companies that build sustainability into their planning processes are better positioned to anticipate changes, respond quickly, and lead their industries into the future.
This kind of planning also involves setting long-term goals and developing roadmaps to achieve them. Whether it’s achieving net-zero emissions, becoming water positive, or eliminating single-use plastics, these goals should be bold yet achievable, rooted in science, and supported by clear action plans. Regular updates and checkpoints keep progress on track and allow for adaptation as conditions change.
Importantly, long-term planning must also include investments in people and culture. Building a sustainable business requires a workforce that is informed, engaged, and aligned with the company’s mission. Leadership development, succession planning, and employee engagement programs should all reflect sustainability values and priorities.
Measuring Success in More Than One Dimension
As companies evolve their approach to sustainability, they must also evolve how they measure success. Traditional financial metrics, while still essential, are no longer sufficient to capture the full impact of business decisions. Companies must develop multi-dimensional performance systems that account for environmental, social, and governance outcomes alongside economic performance.
This means tracking and reporting on key ESG indicators such as greenhouse gas emissions, energy use, water consumption, employee engagement, diversity and inclusion, ethical sourcing, and community impact. These metrics should be standardized, comparable, and aligned with global frameworks wherever possible.
Mary Draves argues that measurement must also be meaningful. Numbers should tell a story—not just about what was done, but why it matters. For instance, reporting that emissions were reduced by 15 percent is useful, but explaining that the reduction was equivalent to removing thousands of vehicles from the road creates greater understanding and relevance.
Integrated reporting is a growing trend among leading companies. This approach combines financial and non-financial data into a single narrative, helping stakeholders see the full picture of a company’s performance and strategy. It reflects the reality that sustainability and profitability are not separate—they are intertwined.
Success should also be measured by stakeholder trust. Are customers more loyal? Are investors more confident? Are employees more engaged and proud to work for the organization? These intangible outcomes are powerful indicators of sustainability leadership and often lead to tangible business benefits.
Creating Lasting Value Through Purpose-Driven Leadership
Ultimately, the integration of sustainability into business strategy is about more than metrics and processes—it is about purpose. Companies with a clear sense of purpose are more likely to earn the trust of their stakeholders, attract and retain top talent, and create long-term value for both society and shareholders.
Purpose-driven leadership is essential to making sustainability stick. Leaders must model the values they wish to see, make courageous decisions, and be willing to challenge the status quo. They must ask not only what is profitable, but what is right, and then have the conviction to act on the answer.
Mary Draves speaks passionately about the importance of leadership in setting the tone. When leaders are visibly committed to sustainability—not just in their words, but in their actions—they create the conditions for others to follow. They foster a culture of accountability, curiosity, and collaboration. They inspire people to bring their values to work and to believe that their contributions matter.
This kind of leadership is not always easy. It requires balancing short-term pressures with long-term goals, navigating complex trade-offs, and staying resilient in the face of setbacks. But it is essential. In an era defined by rapid change, uncertainty, and global challenges, the companies that will endure are those led by people who can unite strategy with sustainability, profits with purpose.
Final Thoughts
The journey to integrate sustainability into business strategy is complex, but it is also rewarding. It demands that companies think differently, act boldly, and lead with intention. It requires systems, structures, and measurement—but also values, purpose, and people.
Mary Draves offers a clear and compelling roadmap. Start by setting meaningful goals. Build a culture of ownership and engagement. Empower individuals at every level. Create frameworks like Say, Do, Prove to drive transparency and accountability. And embed sustainability into the heart of your business strategy—because it is not a side project, but a defining element of long-term success.
Sustainability is not a trend. It is a transformation. It is not a responsibility for a few—it is a role for everyone. When companies embrace this mindset, they do more than meet expectations. They help shape a future where business, society, and the natural world thrive together.