Every Sri Lankan company already has an ESG story and it’s time to tell it 

ENVIRONMENTAL, Social and Governance (ESG) strategy is often misunderstood in Sri Lanka as a concept imposed from outside the business environment, rather than embedded within it. In reality, ESG is simply the “codification of good business practice”.

Highlighting ESG in business is becoming increasingly relevant as it is directly linked to access to capital, entry into markets, and overall credibility. Across industries, from banking and manufacturing to apparel, logistics, agriculture and technology; ESG has quietly become the common denominator that investors and consumers now expect.

The good news is: companies are doing more right than they often realise. 

There may not be a label on it, but we see companies investing in their communities, effectively managing resources, and positively incentivising employees. This is ESG in action. What many companies don’t yet have is a language, structure, or strategy that brings all of this together. 

Sustainability is survival

At its core, sustainability is about the continuation of a business — its ability to operate, adapt and endure under pressure. This includes understanding and managing external forces that increasingly shape business outcomes: from climate variability and resource constraints to regulatory change, market expectations and social dynamics.

Sustainability is not philanthropy. It is risk mitigation. It is also about people management, resource efficiency, governance and foresight.

In practice, this means that most companies are already engaging in sustainability every day — through how they manage their workforce, control costs, maintain community relationships, comply with regulation and plan for uncertainty. ESG does not introduce something foreign; it provides the structure to recognise, organise and strengthen what businesses are already doing instinctively.

Of course, the disclaimer here is that these practices must be ethical and carried out with integrity to truly be sustainable. The value of ESG lies not in how it is presented, but in how truthfully it reflects the way a business is run.

An ESG strategy is complementary to general business strategy which traditionally focuses on how a company competes in relation to market positioning, growth priorities, cost structures, revenue models, competitive advantage, etc. ESG focuses on whether that strategy can endure under environmental, social and governance pressures. ESG is therefore not mutually exclusive to business strategy; it is most effective when integrated into it, strengthening decision-making and protecting long-term value.

“What’s in it for me?”

For companies asking what ESG actually delivers, the answer is increasingly clear. An ESG strategy has become a gateway to capital, markets and credibility. From bank financing and private investment to export partnerships, insurance coverage and development finance, stakeholders are now assessing how businesses manage environmental, social and governance risk. Companies without a clear ESG approach risk being filtered out early — not for poor performance, but for lack of preparedness.

At the same time, consumers, employees and partners are drawn to businesses they trust. Reputation, transparency and responsibility now influence purchasing decisions, talent attraction and brand loyalty. It improves funding conversations, supports better financing terms and positions businesses as prepared, resilient and investable in an environment where capital is cautious and selective.

An ESG strategy is therefore not about compliance alone; it is a commercial tool that strengthens reputation. Consumers are more aware, more vocal and more values-driven in their choices. Further, each industry will have their own internationally recognised compliance measures and certifications — and companies can incorporate these standards to strengthen their ESG strategies. 

Conclusion

Sri Lankan companies are already practicing sustainability though it may not yet be framed as such. An ESG strategy does not require a large investment corporate charity or irrelevant image-driven projects; rather — it is about identifying existing practices, strengthening them, and making them more efficient through the lens of sustainability, good governance and social awareness. With a modest effort to organise what is already being done, companies can reduce risk, improve performance and position themselves ahead of rising expectations. The work exists. ESG simply gives it structure, clarity and strategic value.

(The author is a policy specialist and ESG consultant with over a decade of experience in international development and holds an MSc from the London School of Economics and Political Science, UK. Views are her own and not a reflection of her employer or associates. She can be reached via email at [email protected])