A strategy is a sequence, not a slogan.
Most ESG strategy documents list good intentions without an order of operations. Ours starts from what your regulators and buyers are actually going to ask for, and when.
In short
ESG strategy is the process of identifying which environmental, social, and governance issues are material to a company's sector and stakeholders, then sequencing action and disclosure around them. Prakrti builds ESG strategy for Indian manufacturers by starting from concrete external drivers — CBAM exposure, BRSR obligations, buyer questionnaires — rather than generic sustainability frameworks.
Why materiality comes before ambition
A cement plant and a pharmaceutical exporter do not share a materiality profile. The cement plant's largest exposure is process emissions and CBAM; the pharma exporter's may be water use, waste handling, and buyer ESG questionnaires tied to specific export markets. A strategy that does not start from a materiality assessment specific to your sector and your customer base tends to produce a list of initiatives with no clear reason to do any of them first.
How we build the strategy
We map your material issues against three inputs: regulatory exposure (CBAM, BRSR, any sector-specific rules), buyer and market requirements (questionnaires, supplier codes, EcoVadis or similar assessments you are asked to complete), and your current data and operational baseline. That produces a ranked list of what to act on, not a wish list.
The output is a roadmap with a sequence and rationale — what needs an emissions inventory before anything else can happen, what depends on data you do not yet have, what can be addressed with operational changes versus what needs capital investment. We build this to be defensible in front of a board or an investor, not just aspirational.
Governance and ownership
A strategy without a named owner for each initiative tends to stall after the first quarter. We set out who inside your organisation should hold each workstream — data collection, buyer communication, capital planning — and what reporting cadence keeps the board or leadership team informed without becoming a compliance exercise in itself.
Common questions
What is the difference between ESG strategy and ESG reporting?
ESG strategy determines what a company should prioritise and why, based on materiality and external requirements. ESG reporting is the disclosure of performance against chosen metrics, such as through BRSR or a buyer questionnaire. Strategy should precede reporting so that disclosure reflects genuine priorities rather than a checklist.
How does materiality assessment work?
A materiality assessment identifies which environmental, social, and governance issues carry the greatest financial, regulatory, or reputational significance for a specific company, based on its sector, operations, and stakeholder base, rather than applying a generic list of ESG topics.
Do we need an ESG strategy if we already report under BRSR?
BRSR reporting is a disclosure obligation, not a strategy. Companies filing BRSR without an underlying strategy often disclose figures that do not connect to a coherent set of priorities, which is one of the more common gaps that shows up in assurance review.
How long does building an ESG strategy take?
It depends on how many facilities, product lines, and markets are involved, and how much materiality and baseline data already exists. A single-site manufacturer with clear buyer requirements moves faster than a multi-site group entering a new export market.
Build a strategy grounded in what your buyers and regulators actually require
Tell us your sector, your markets, and what is currently being asked of you. We will map the material issues before proposing action.
Start your ESG strategy →