A broader view of sustainability is needed, one that considers people, technology, compliance and resilience of the business – this is according to HR Director at Bidvest International Logistics, Harry Dimo.
He emphasised that the journey starts with people. “We’re assessing the competencies required now and, in the future, so we can begin upskilling employees for where the business is going, not just where it is today.”
“As automation, digitalisation and artificial intelligence continue to reshape supply chains, organisations must prepare employees to work alongside these technologies rather than be displaced by them. Future-ready businesses are identifying tomorrow’s skills today, investing in continuous learning and equipping people to adapt as customer expectations and business needs evolve. Investing in future capability is every bit as important as investing in greener technology.”
National Compliance and risk manager at Bidvest International Logistics, Lawrence Aldworth added, “When people hear sustainability, they immediately think environmental. But sustainability is much broader than that. It’s about environmental, social and governance principles working together to create a business that is built to last.”
Aldworth also stated that broader definition is becoming increasingly important as customers raise their expectations.
“Organisations are no longer evaluated solely on price, service and operational capability. Increasingly, customers are assessing the environmental, social, and governance (ESG) maturity of companies, making responsible business practices a key competitive differentiator. Businesses that fail to evolve risk being excluded from future opportunities rather than simply falling behind competitors.”
Sustainability as a business framework
Sustainability is therefore not another initiative sitting alongside the business. It is the framework through which the business operates. Environmental responsibility protects natural resources. Good governance builds trust, accountability and resilience, while investment in people ensures organisations can respond to changing technologies, customer expectations and market demands.
Innovation and compliance are equally important. By empowering employees to contribute ideas and embrace technology, organisations create a culture of continuous improvement that strengthens operational performance, enhances customer outcomes and increases employee engagement.
Compliance as a source of resilience
Compliance should also be viewed through a different lens. Too often perceived as a cost of doing business, effective governance creates measurable value by reducing operational risk, protecting customers’ products and strengthening confidence among organisations that increasingly expect responsible business practices from their logistics partners.
The organisations best positioned for the future are those that combine resilience with adaptability. They invest in capable people, encourage innovation, strengthen governance and continuously evolve to meet changing customer needs.
Sustainability is not just about protecting the planet’s future. It is about building organisations that are equipped to protect their people’s future, earn their customers’ trust, and adapt with confidence to whatever comes next. Businesses that embrace this broader definition of sustainability will not only remain relevant but also help shape the future of logistics.
