Evolutions of strategies require company wide commitment to obtain business objectives and targets. Integrating sustainability into business strategies can present challenges for execution because organizational capability beyond that which is necessary for usual operations is often required.

Organizational capability is at the root of successful realization of such goals but can be the weakest area for companies seeking to evolve sustainability performance. A proposed performance framework for evolving sustainability strategies that is built upon several maturity models drawn from the oil and gas industry safety journey, value creation and sustainability concepts is presented with examples that illustrate common practices in the industry and elsewhere. For the sustainability journey, a sustainability maturity model aimed toward cultural transformation is built upon multiple concepts discussed in the paper.

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