Today’s corporations, faced with highly increased environmental as well as social challenges, are at a crossroads. They can take proactive steps to adapt or they can risk being left behind. Sustainability is a critical business issue. All companies should be focusing on it.

Wall Street research, academic papers, corporate reports and trends from major investors all deliver the same message: companies that adopt sustainable practices deliver superior financial results, are more resilient and better prepared for the future.

There is growing societal awareness of environmental issues and increasing demand for companies to conduct their business sustainably. Studies suggest that, currently, 50% of customers are influenced by key sustainability factors. This figure grows rapidly with each new generation – it is significantly higher amongst Millennials and higher again with Gen Z.

So it’s a no brainer – sustainability must be a major priority for Boards. Furthermore, the negative impact unsustainability can have on a company’s output and supply chain also presents great risks – not only environmental and social risk, but also economic risks. With environmental disasters, poor labor relations, safety incidents and scandals increasing, the risks are becoming more obvious than ever.

The World Economic Forum’s Global Risks Report, released every January, notes that environmental concerns top the global risk list. A survey conducted by Deloitte and Forbes in 2017 indicates that sustainability has emerged as the top risk for senior leaders.

The ecological and social risks materialize into financial and economic risks. Last but not least, there is also a reputational risk. We live in a digital era and demands on companies to disclose their carbon footprints via reporting are growing. This could be left up to each individual companies’ free choice to report – or it could become part of legislation companies must adhere to.

Surprisingly though, there is currently a huge gap between boards’ awareness of the issues and subsequent action. Non-Executive Boards tend not put sustainability on the strategy agenda and are often reluctant to adapt to incorporate sustainability into their structure and agenda. There is both a need to change and an opportunity to make it financially worthwhile. So how can they go about this? To develop a robust overview and ensure long term value creation companies should:

Define sustainability as a priority for the board

Boards need to acknowledge that the Non-Executive Board has a fiduciary and moral duty – as well as a business duty – to be in charge of sustainability. To make this happen, Boards need to ask themselves the fundamental questions to drive meaningful change: what does sustainability mean for their business? How can the Board ensure long-term value creation? What impact will sustainability have on the company’s inputs and outputs? Asking these questions will result in the Board taking charge of sustainability.

Formalize this in board charters and governance

Good governance is key for both Supervisory and Advisory Boards to work well. DSM is a great example of this. It has worked out a profound set of governance to ensure their external Sustainability Advisory Board can challenge freely and management is obliged to take their advice very seriously and incorporate it into decision making. This is in stark contrast to many Advisory Boards, which are set up to demonstrate the company’s sustainability interests or, even worse, set up for marketing reasons.

Read the rest of the article here at Business Leader