When ESG stops being a trend and becomes management

The effects of climate change are putting pressure on governments, businesses and consumers to change – and fast. EY’s Future Consumer Index survey shows that 67% of people are concerned about the fragility of the planet and expect companies to lead actions to mitigate environmental impacts. The study also shows that 44% of consumers have already chosen more sustainable products when shopping, and 31% of Gen Z have stopped buying from brands that do not take a stand on environmental challenges.

This scenario confirms what many organizations have already begun to experience in practice: ESG is no longer a differentiator. It is a management imperative. But how can this journey be made concrete and efficient — and not just an institutional showcase?

At Cibra, one of the largest and most innovative companies in the fertilizer sector in the country, the answer was to make the ESG Journey a management model that is part of the company's business strategy, rather than a parallel initiative. This change begins with governance and the strengthening of internal structures — such as committees, audits, a whistleblower channel, and a data protection program aligned with the LGPD. The goal: to ensure integrity, transparency, and accountability in all decisions, from the board of directors to operations.

Another important development comes from the social side. In a sector that has historically been challenging when it comes to safety, Cibra recorded an 85% reduction in the frequency of workplace accidents between 2019 and 2024. This result is the result of programs such as SafeStart (already implemented with more than 700 employees) and the “Cibra Way of Caring”, which combines mental health, safe behavior and a culture of care.

The strategy also involves expanding the impact on society. Through the Gente que Transforma volunteer program, the company has carried out more than 190 social actions in 40 cities, with more than 5.500 volunteer hours and 66 tons of food donated. The goal by 2026 is to evolve this work into a structured social investment model, with long-term goals and its own governance.

On the environmental front, the company is investing in innovation to decarbonize its production chain and invest in solutions such as biofertilizers, waste management, use of recycled and more sustainable packaging, and efficient use of water and energy.

More than meeting regulations or targets, the goal is to prepare the organization to operate resiliently in a changing world. As the EY study shows, climate change is already affecting food supply, prices, housing and purchasing decisions — and companies that fail to adapt to this new reality will be out of the game in a few years.

The ESG Journey must therefore no longer be treated as a “project” or a mere “trend”. It is — and must be — a complete management model, capable of aligning purpose, performance, reputation and results.

*Per Osvaldo Pessan, head of ESG at Cibra