Expectations around sustainability are evolving quickly. As investors, customers, employees, and regulators seek clarity and progress, the language used to articulate our sustainability programs, goals, and results has become more complex.
The challenge we are navigating is this: How do[DA1] we tell a story that is clear and credible, while also differentiated? And do so while still reflecting what’s happening inside our businesses.
Truthfully, this is not just about good storytelling. It is about how we clearly reflect and represent sustainability as a business value driver, and how we connect that to strategy, operations, and decision-making within our organizations.
THE BUSINESS BENEFIT OF TRUST
Why is focusing and simplifying your story so important? The last PwC Trust Survey found that “Nine in 10 business executives say their company has taken action to reduce its impact on the environment,” but “The data shows gaps between stakeholder expectations for transparency and the current level of company disclosures.” Certainly, companies have the opportunity to communicate more proactively and candidly about their sustainability actions and decisions.
One of today’s biggest gaps between sustainability ambition and execution stems from the overuse of generic frameworks, which leads to many companies blurring distinctiveness. Everything gets labeled “sustainability,” and in the process, they lose differentiation.
“The core problem is that organizations often try to say everything, rather than focusing on what truly matters to their business. This results in broad, unfocused narratives that are difficult to execute and even harder to prove,” Kate Olsen, EVP and North America lead for social impact and sustainability at Weber Shandwick, shared with me as we prepared to speak on a sustainability panel together. “Companies create more impact when they concentrate on the areas that genuinely drive their operations and long-term value.”
The more effective approach is to tell a cohesive, grounded story that is clearly tied to real business drivers. Not every sustainability issue needs to be central. Select and emphasize the issues that matter the most to your key stakeholders, back those stories up with plans and actions, and explain your progress in simple terms.
A BUSINESS VALUE DRIVER
Every good story starts with a why. In business, the actions need to support the company’s purpose and business model. Sustainability is increasingly showing up as a real business value driver when it is fully integrated into core operations and companies begin seeing a tangible return on investment through efficiency and growth. On the efficiency side, efforts like reducing energy use, water consumption, and waste translate directly into lower operating costs. At the same time, sustainability can unlock growth by enabling new revenue streams, services, and circular business models.
Faith Taylor, chief sustainability officer at Kyndryl, recently shared during that same panel discussion, “Real value comes when sustainability is embedded into how the business actually runs. It’s not easy, but that’s precisely where the payoff lies.”
Faith brings up a valuable point in that many organizations are experiencing a “back to basics” moment by focusing on the issues most material to their businesses. They are making commitments they can authentically deliver on, rather than focusing on broad or disconnected promises.
BACK TO BASICS
We have found that to be evident in practice at James Hardie, which manufactures exterior home and outdoor living solutions. Following our 2025 acquisition of The AZEK Company, we had to bring together two established sustainability strategies, two sets of targets, and two narratives. Our goal is simpler storytelling.
The story becomes more focused and meaningful as we operationalize sustainability efforts. For example, increasing the use of recycled materials such as plastic bags, laundry bottles, and old vinyl siding at AZEK is more than an environmental initiative. It reduces input costs while also lowering emissions, demonstrating how sustainability and financial performance can reinforce each other. James Hardie also has meaningful targets to minimize waste and reduce waste disposed in its operations. Telling both stories simultaneously adds value and drives clarity. Also, by merging the best of what each company is doing while ultimately prioritizing the benefits of our collective actions, we strengthen the impact and the story behind it.
To do something similar in your organization, I encourage you to get back to basics, especially if merging strategies and storytelling:
- Focus: Fewer, more credible commitments
- Differentiate: Tell a story that reflects your business
- Simplify: Don’t overcomplicate the language
In the end, the organizations that communicate sustainability most effectively will have the clearest connection between ambition and action. As expectations continue rising, sustainability communications must move beyond polished messaging and become a true reflection of how to build long-term resilience.
Amanda Cimaglia is vice president of global sustainability at James Hardie.
