How Companies Can Turn Sustainability into A Business Purpose
Debbie Morrison • November 2, 2022

Which would you rather buy, biodegradable soap that saves oil-covered ducklings or another brand that just smells like an overripe grapefruit?

Now, we suspect you might lean towards the one that saves ducklings. And here’s why that is.


As consumers, many of us are becoming more aware of our purchasing decisions’ environmental and social impact. We’re increasingly looking for brands that align with our values. In fact, 61% of Australians say that companies’ sustainability actions influence whether they buy the product or not.


This trend presents both a challenge and an opportunity for companies. On the one hand, there is a risk of losing customers if your brand is perceived as unsustainable. But on the other hand, there is a huge opportunity to create new and loyal customers by making sustainability a core part of your business purpose.


So, how do you get started? 


In this article, we will explore how companies can turn sustainability into a business purpose. We’ll discuss how you can integrate sustainability into your company culture, operations, and marketing strategy, and in doing so, ultimately create more value.


What is Sustainability?

Sustainability is often used interchangeably with terms like “environmentalism” and “social responsibility,” but in reality, sustainability is about meeting the needs of the present without compromising the ability of future generations to meet their own needs. Sustainability is about creating a balance between environmental, social, and economic systems so we can thrive now and in the future.

That being said, incorporating sustainability into your business means more than just being “green” or doing good deeds. It requires a fundamental shift in the way you think about business. Rather than seeing sustainability as a compliance cost or an opportunity to do good PR, businesses need to see it as a potential competitive advantage and a way to create more value for your business.


4 Ways to Make Sustainability a Business Purpose

Making sustainability a business purpose is not a quick or easy task. It requires a long-term commitment from all levels of your organisation. And as Jochen Zeitz, the President and CEO of Harley-Davidson, puts it so well, “Sustainability is no longer about doing less harm. It’s about doing more good.” 


Here are four ways to make your business more sustainable:


1. Incorporate Sustainability Into Your Corporate Culture

Sustainability should be a part of your company culture, not just an add-on or afterthought. Every employee should understand the importance of sustainability and how it relates to their jobーfrom the highest-ranking managers to the interns you hired the last week.


You can accomplish this through sustainability-themed incentives, training programs, and other efforts that will weave the culture of sustainability into the seams. You have to start from the inside out for customers to really buy into it, or they’ll think that it’s another marketing strategy.


Consider the luxury fashion brands LVMH and Kerin, which had been scrutinized for encouraging eating disorders among models. To integrate sustainability into their company culture, the two brands established new model standards that prioritise health and weightーa minimum size 34 for women and 44 for men. That way, they are not only setting an industry precedent, but also ensuring the well-being of their models.


It doesn’t always have to be about making environmentally-friendly products. Sometimes, you have to look at the bigger picture and take note of the societal impact you’re making.


2. Make Sustainability a Part of Your Operations

Of course, having a sustainable company culture should inevitably lead to having sustainable products. In other words, integrating sustainability into your operations is essential to making it a business purpose. You can do this in a variety of ways, such as:


  • Using sustainable materials
  • Implementing energy-saving products
  • Supporting local communities


Your goal is to analyse the lifecycle of your end-products and ensure that each stage is as sustainable as possible. Determine the key performance indicators that’ll lead you towards sustainability, and you’ll be surprised with how many product innovations and improvements you can also unearth in the process.


For example, some companies like Nike have switched to using recycled materials in their products, and have even created shoes entirely from recycled materials. Others have installed solar panels or wind turbines to power their facilities, such as Apple. Still, others have established programs to help employees reduce their carbon footprint. 


As a result, they all created new ways to do business that are not only more sustainable but also more efficient and cost-effective.


3. Communicate Your Commitment to Sustainability

Your customers want to know that you are committed to sustainability. And not that you’re “greenwashing” everything. They want to see it in the way you communicate authentically about your company and products. If you’ve ever seen a campaign done by Patagonia, you know how effective this can be.


Find a creative and strategic way to ensure that your website, social media, and marketing materials reflect your commitment to sustainability. You can also use eco-friendly packaging, print ads, and social media to tell your story and drive the point. And, don’t forget to bring your employees on board with your messaging by training them to communicate effectively about sustainabilityーeveryone needs to share the same message for customers to see the commitment.


The more transparent and open your company is about its culture and sustainable business practices, the more customers will trust you. And that’s invaluable in today’s world.


4. Collaborate with Other Companies

Working with other companies is another excellent way to make progress on sustainability goals. By working together, you can make a more significant impact than you could alone. After all, having a shared value approach reconnects your company’s success with social progressーwhere everybody is affected by the decisions your company makes.


For example, some companies have formed consortiums to develop sustainable supply chains. Others have teamed up to create sustainable energy initiatives. There are many possibilities for collaborationーthe key is to find the right partners and get started.

Alternatively, you can also support existing sustainable initiatives that align with your company values, such as:


  • Renewable energy
  • Clean transportation
  • Green buildings


Get involved in the movement, and customers will realise just how serious your company is about being more sustainableーbecause you’re not only building a name for yourself, but you’re also getting behind on-the-ground projects that are already making a difference.


Sustainable Practices = Sustainable Business

Sustainability should be a business purpose because it’s the right thing to do for our planet and future generations. But it’s also good for business. A commitment to sustainability can help you save money, attract and retain employees, and boost your brand reputation.

It’s a win-win for everyone, even with the level of commitment and effort it requires from you.


Once you embed sustainability into your culture and operations, you’ll create a more sustainable future for each industry, company, and individual customer to live, earn, and become successful.


Do you need help improving your business operations?


Get in touch with our team to scale your startup towards success. With over two decades of experience and connections with international suppliers and retailers, ELR Executive can give your startup the leadership and find solutions to become more sustainable and thrive in the FMCG and Consumer Goods sector.


By John Elliott June 26, 2025
You don’t hear about it on the nightly news. There’s no breaking story. No panic. No protests. Just rows of vegetables being pulled out of the ground with no plan to replant. Just farmers who no longer believe there’s a future for them here. Just quiet decisions — to sell, to walk away, to stop. And if you ask around the industry, they’ll tell you the same thing: It’s not just one bad season. It’s a slow death by a thousand margins. 1 in 3 growers are preparing to leaveIn September 2024, AUSVEG released a national sentiment report with a statistic that should have set off alarms in every capital city: 34% of Australian vegetable growers were considering exiting the industry in the next 12 months. Another one-third said they’d leave if offered a fair price for their farm. Source: AUSVEG Industry Sentiment Report 2024 (PDF) These aren’t abstract hypotheticals. These are real decisions, already in motion. For many, it’s not about profitability anymore, it’s about survival. This isn’t burnout. It’s entrapment. Behind the numbers are people whose entire identity is tied to a profession that no longer feeds them. Many are asset-rich but cash-poor. They own the land. But the land owns them back. Selling means walking away from decades of history. Staying means bleeding capital, month by month, in a system where working harder delivers less. Every year, input costs rise, fuel, fertiliser, compliance. But the farmgate price doesn’t move. Or worse, it drops. Retail World Magazine reports that even though national vegetable production increased 3% in 2023–24, the total farmgate value fell by $140 million. Growers produced more and earned less. That’s not a market. That’s a trap. What no one wants to say aloud The truth is this: many growers are only staying because they can’t leave. If you’re deep in debt, if your farm is tied to multi-generational ownership, if you’ve invested everything in equipment, infrastructure, or land access, walking away isn’t easy. It’s a last resort. So instead, you stay. You cut your hours. Delay maintenance. Avoid upgrades. Cancel the next round of planting. You wait for something to shift, interest rates, weather, prices and you pretend that waiting is strategy. According to the latest fruitnet.com survey, over 50% of vegetable growers say they’re financially worse off than a year ago. And nearly 40% expect conditions to deteriorate further. This isn’t about optimism or resilience. It’s about dignity and the quiet erosion of it. Supermarkets won’t save them, and they never planned to In the current model, supermarket pricing doesn’t reflect real-world farm economics. Retailers demand year-round consistency, aesthetic perfection, and lower prices. They don’t absorb rising input costs, they externalise them. They offer promotions funded not by their marketing budgets, but by the growers’ margins. Farmers take the risk. Retailers take the profit. And because the power imbalance is so deeply entrenched, there’s no real negotiation, just quiet coercion dressed up as "category planning." Let’s talk about what’s actually broken This isn’t just a market failure. It’s a policy failure. Australia’s horticulture system has been built on: Decades of deregulated wholesale markets Lack of collective bargaining power for growers Retailer consolidation that has created a virtual duopoly Export-focused incentives that bypass smaller domestic producers There’s no meaningful floor price for key produce lines. No national enforcement of fair dealing. No public database that links supermarket shelf price to farmgate return. Which means growers, like James, can be driven into loss-making supply contracts without ever seeing the true economics of their product downstream. But the real silence? It’s from consumers. Here’s what no one wants to admit: We say we care about “buying local.” We say we value the farmer’s role. We share those viral posts about strawberries going unsold or milk prices being unfair. And then we complain about a $4 lettuce. We opt for the cheapest bag of carrots. We walk past the "imperfect" produce bin. We frown at the cost of organic and click “Add to Cart” on whatever’s half price. We’re not just bystanders. We’re part of the equation. What happens when the growers go? At first, very little. Supermarkets will find substitutes. Importers will fill gaps. Large agribusinesses will expand into spaces vacated by smaller players. Prices will stay low, until they don’t. But over time, we’ll notice: Produce that travels further and lasts less. Fewer independent growers at farmer’s markets. Entire regions losing their growing identity. National food security becoming a campaign promise instead of a reality. And when the climate throws something serious at us, drought, flood, global supply shock, we’ll realise how little resilience we’ve preserved. So what do we do? We start by telling the truth. Australia is not food secure. Not if 1 in 3 growers are planning to exit. The market isn’t working. Not when prices rise at the shelf and fall at the farmgate. The solution isn’t scale. It’s fairness, visibility, and rebalancing power. That means: Mandating cost-reflective contracts between retailers and suppliers Enabling collective bargaining rights for growers Building transparent data systems linking production costs to consumer prices Introducing transition finance for smaller producers navigating reform and climate pressure And holding supermarkets publicly accountable for margin extraction But more than anything, it means recognising what we’re losing, before it's gone. Final word If you ate a vegetable today, it likely came from someone who’s considered giving up in the past year. Not because they don’t care. But because caring doesn’t pay. This isn’t about nostalgia. It’s about sovereignty, over what we eat, how we grow it, and who gets to stay in the system.  Because the next time you see rows of green stretching to the horizon, you might want to ask: How many of these fields are already planning their last harvest?
By John Elliott June 20, 2025
If you're leading an FMCG or food manufacturing business right now, you're probably still talking about growth. Your board might be chasing headcount approvals. Your marketing team’s pitching a new brand campaign. Your category team’s assuming spend will bounce. But your customer? They’ve already moved on. Quietly. Like they always do. The illusion of resilience FMCG has always felt protected, “essential” by nature. People still eat, wash, shop. It’s easy to assume downturns pass around us, not through us. But this isn’t 2020. Recessions in 2025 won’t look like lockdowns. They’ll look like volume drops that no promo can fix. Shrinking margins on products that no longer carry their premium. Quiet shelf deletions you weren’t warned about. The data’s already there. According to the Australian Bureau of Statistics, consumer spending is slowing in real terms , even as inflation eases. The Reserve Bank confirmed in May: household consumption remains subdued amid weak real income growth . And over 80% of Australians have cut back on discretionary food spending , according to Finder. They’re still shopping, just not like they used to. A managing director at a national food manufacturer told me recently: “We won a new product listing in April. By July, it was marked for deletion. The velocity wasn’t there, but neither was the shopper. We’d forecasted like 2022 never ended. Rookie mistake.” That one stuck with me. Because I’ve heard it before, just in different words.