The chair of Aditya Birla Group (ABG)—an Indian conglomerate whose businesses ranged from cement production to textiles—stressed to the leadership team that sustainability in business was a holistic pursuit with a three-step agenda. This involved (a) managing business operations responsibly; (b) understanding material issues from all stakeholder perspectives; and (c) seeking ways to create and share value with each stakeholder group by active use of knowledge. The meet this sustainability vision, the leadership team established an independent Group Sustainability Cell, which was tasked with formalizing and integrating the principles and standards needed to develop and improve sustainability across ABG. The sustainability cell would support the development of governance structures, a sustainability framework, and clear road maps for the business to prepare for a more sustainable future. In 2015, Aditya Birla Fashion Retail Limited (ABFRL) emerged after a consolidation of ABG’s apparel businesses. Ashish Dikshit, appointed as ABFRL’s business head, was tasked with leading the company toward a Group-wide Sustainability 1.0 framework. One morning, Dikshit was pondering this new challenge on his way to work. On reaching the Bangalore office, he sat down with his team to decide the way forward: How could the organization’s structure be adapted to achieve this sustainability vision? What should be the governance structure? What was ABFRL’s sustainability road map? How could sustainability progress be monitored?
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