The 2020s were expected to be a vital decade for the sustainability movement. When 195 countries signed the Paris Agreement in 2015, the world acknowledged that greenhouse gas emissions had to peak before 2025 at the latest and decline 43% by 2030. In 2015, the UN also launched its 2030 Agenda for Sustainable Development with the 17 Sustainable Development Goals (SDGs) at its heart. Meanwhile, in 2022, charity Friends of the Earth called the 2020s a make-or-break decade for climate and nature.
In response to the growing recognition of the global challenges we face, across the late 2010s and early 2020s, businesses aligned with the SDGs and set their own climate goals, with 2030 cited as a common deadline.
However, over subsequent years, many businesses – including high profile sustainability leaders like Unilever – have been forced to scale back their sustainability ambitions. In 2024, the Science Based Targets initiative (SBTi), one of the world’s foremost frameworks for corporate decarbonisation, removed more than 200 companies from its dashboard of companies that have set net zero commitments for failing to set robust climate targets. A report by the UN Global Compact in 2025 found that many UK businesses are not on track to meet the SDGs.
So, as the second half of the 2020s unfolds and progress is not where it should be across the board, how can businesses tell a sustainability story that is both authentic and positive?
Be cautious when setting targets…
In the rush to join in, many companies appear to have set targets based on assumptions or on information that proved unreliable or incomplete. Ambition is admirable but goals must be achievable to be meaningful. If that means setting targets a year later than you’d like, then you can make that part of the story. Explain the importance of rigorous process, of investing in better measurement, and of clear communication with stakeholders even in difficult circumstances.
…but backtracking can also be okay
Storytelling means going beyond the facts to give a wider picture and ensure the audience has a greater understanding of the context of your efforts. If targets have turned out to be impossible, own up to it without delay. Whatever the reason, explain it clearly while reinforcing your underlying commitment and highlighting that progress is still being made. Honesty reinforces credibility and makes stakeholders more likely to believe you in the future.
Always open and transparent
Trust is damaged more by evasion than by bad news. In reports full of numbers and tables, it’s almost impossible to hide disappointing performance. So even if the story isn’t as dramatic as changing a target, don’t shy away from addressing bad news with honesty and clarity while highlighting learnings and opportunities.
Evidence is essential
Of course it’s not all doom and gloom and there is progress happening all the time. The challenge for most businesses I write for is choosing which successful initiatives and programmes can best fit into a report. But good news must be told in the right way too. Audiences are sceptical of bold ambitions without proof to match. They expect claims to be backed up by clear targets, realistic plans to reach them, and evidence of progress along the way. Robust data remains a challenge for many companies, but measurement is a pivotal part of the journey and vital for storytelling.
Sharing is caring
However your sustainability efforts are progressing, striving for more effective storytelling is the best bet for building trust with your stakeholders. It demonstrates integrity and respect for your audience, as well as a commitment to meaningful engagement, all of which matter to those looking beyond finances for purpose and values that resonate.
Need help bringing your sustainability story to life? We can help you communicate it clearly, authentically and with impact across reports and internal communications. Get in touch.
