Born and raised in Durban, South Africa, David grew up catching snakes in the garden and birdwatching in the tropics. His love for nature was sparked early, but his career took him deep into the world of plastics, business growth, and complex trade-offs. It’s this blend of personal connection with the environment and real-world commercial experience that makes his perspective on the current ESG landscape so sharply grounded.

The ESG Paradox: Rich Countries Set the Agenda, Poorer Ones Pay the Price

David doesn’t mince words when talking about how the global north engages with Africa on sustainability:

“It’s very difficult for people who haven’t lived and experienced Africa to prescribe the answer for Africa.”

There’s a growing push for Africa to leapfrog development stages – to mine cobalt, refine lithium, and build the green transition for Europe – all while skipping the dirty work. But as David puts it: you can’t run a smelter on load-shedding.

💡 Why Energy Comes Before Everything Else

At the heart of the problem is a lack of consistent, affordable electricity. In many African countries, rolling blackouts (known as “load shedding”) are a daily fact of life. David explains:

“If the lights went out for just one day in any European country, there’d be absolute pandemonium and a change of government.”

But in countries like South Africa or Nigeria, entire industries are regularly left scrambling when the grid goes down. And while Europe talks about decarbonisation, Africa is still battling just to switch the lights on.

Without energy:

• Schools can’t function

• Factories can’t operate

• Hospitals can’t run equipment

• Waste can’t be properly managed

• Investment in green alternatives becomes near-impossible

And so the cycle continues.

🛠️ Fit-for-Purpose, Not Copy-Paste

David warns against applying European solutions – like deposit return schemes or carbon border taxes – without adapting them to local realities:

“In Kenya, informal collectors pick up bottles and sell them for a penny a bottle. If you replace that with a European-style system that costs four times that just to run – it’s madness.”

In other words, sustainability must be localised. Not just for impact, but for fairness.

🌍 Big Business, Bigger Responsibility

David’s not afraid to talk about the role of corporations, either. During his time at Coca-Cola, he saw both the power – and limits – of corporate sustainability commitments:

“It’s easy to criticise big business, but people underestimate the conscience and the capability these organisations have – especially in emerging markets.”

For David, the real test is whether sustainability teams are there to actually solve problems, or just to “put lipstick on a pig.”

🧠 A Call for Pragmatism (and Better Payment Terms)

One of the most refreshing takeaways? David’s unapologetically pragmatic stance on sustainability:

• It must be realistic.

• It must acknowledge trade-offs.

• It must work in the messy real world.

And if he had a magic wand? He’d change something simple, powerful, and unexpected:

“Payment terms. If big companies stopped pushing out payment terms to 90 or 120 days, small businesses across Africa – and the world – could grow, invest, and actually participate in the sustainability transition.”

✳️ Final Word

Sustainability without infrastructure is just theory. And theory doesn’t keep the lights on.

David’s message is a reminder that real change starts with honest engagement, contextual understanding, and a willingness to trade ideology for impact.

“Everything’s about choices. And unless we start talking about trade-offs, we’re just not being grown-up about the future we say we want.”

🚨 The Boardroom Problem: Sustainability as an Afterthought

Many businesses claim sustainability is a priority, but their governance structures tell a different story. Sustainability officers are often buried three or four levels down the hierarchy, while boards focus on short-term financial performance rather than long-term resilience.

🔹 The Result? Sustainability becomes a marketing exercise rather than a business driver.

Veronica pointed out that:

“Sustainability should not be an item on the board’s agenda—it should shape the agenda.”

If sustainability isn’t integrated into risk assessment, investment decisions, and executive incentives, it simply won’t drive real change.

📌 The Three Governance Gaps Undermining Sustainability

Veronica outlined three critical gaps that prevent sustainability from being taken seriously at the board level:

1️⃣ The Knowledge Gap – Boards Lack ESG Expertise

Most board members don’t have deep sustainability knowledge, making it difficult for them to assess climate risks, supply chain vulnerabilities, or ESG regulations.

✅ Fix: Companies must appoint board members with proven ESG expertise or provide targeted training to existing leadership.

2️⃣ The Incentive Gap – Executive Pay Rewards Short-Term Thinking

“What gets measured gets done. If ESG isn’t linked to executive compensation, it’s never going to be a priority.”

Boards often tie executive rewards to financial targets rather than sustainability metrics. As a result, ESG goals get deprioritised when profitability is at risk.

✅ Fix: Companies must link CEO and executive bonuses to tangible sustainability outcomes—carbon reductions, ethical sourcing, and long-term ESG performance.

3️⃣ The Accountability Gap – Sustainability Isn’t a Board Responsibility

Many companies have a Chief Sustainability Officer (CSO), but their influence is limited if they’re not directly reporting to the board.

🔴 Red Flag: If the CSO is presenting to the board once a year, sustainability is not a business priority.

✅ Fix: ESG should be a standing board agenda item, and CSOs must be empowered to challenge leadership decisions.

💡 How Boards Can Make Sustainability a Strategic Priority

Veronica outlined three actions for companies that want to move from rhetoric to results:

🔹 Embed ESG into Core Governance Structures – Every major decision should be evaluated through a sustainability lens.
🔹 Prioritise Long-Term Value Creation – Shift from short-term shareholder returns to stakeholder capitalism.
🔹 Enhance Board-Level ESG Oversight – Appoint sustainability committees to ensure accountability at the highest level.

“The companies that will thrive are the ones treating sustainability as a fundamental business driver—not an add-on.”

📢 The Business Case for Strong ESG Governance

For any leaders still sceptical, Veronica was clear: sustainability is now a business imperative, not just a moral choice.

🚀 The Competitive Advantage of Strong ESG Leadership:

✅ Investor Confidence: ESG-focused companies attract long-term investors.
✅ Regulatory Compliance: Avoid greenwashing lawsuits and heavy fines.
✅ Talent Retention: Employees increasingly seek purpose-driven organisations.
✅ Risk Mitigation: Climate and social risks are business risks.

“Boards that fail to take ESG seriously today will be scrambling to catch up tomorrow.”

🎤 Final Thought: Governance Is the Make-or-Break Factor

Veronica left listeners with a strong message:

“If boards don’t prioritise sustainability, it will never be embedded into the DNA of the business.”

This isn’t about doing less harm—it’s about future-proofing organisations for the decades ahead.

📢 Final Challenge for Business Leaders:

• Is sustainability actively shaping your board’s strategy?
• Are executives financially incentivised to deliver ESG results?
• Does your Chief Sustainability Officer have real influence?

If the answer is “no”—it’s time for a governance reset.