As sustainability standards evolve globally, a new concept is becoming central to how organizations assess their impacts and resilience—Double Materiality. Driven by frameworks like the EU’s Corporate Sustainability Reporting Directive (CSRD), this approach is driving a fundamental shift in how businesses disclose environmental, social, and governance (ESG) risks and opportunities.
For African businesses, the notion of double materiality may seem Europe-centric or regulatory in nature. But at its core, it asks two critical questions: How do sustainability issues impact our business? And how does our business impact the world around us? In this lies an opportunity to not only meet rising expectations but also to drive innovation, build trust, and shape sustainable growth models for the continent
Still, the journey toward effective double materiality assessments comes with its share of challenges. But these hurdles, when addressed with clarity and intention, can become powerful drivers of transformation.
Read also: Comparative analysis of global sustainability reporting frameworks
1. Complexity in integration: A catalyst for cross-functional thinking
A primary challenge in conducting a DMA is managing the complexity of integrating financial and non-financial data across multiple business units. It requires evaluating direct and indirect impacts, over both short and long time horizons. For African organizations—especially SMEs and family-owned businesses—this can appear daunting.
But complexity shouldn’t be seen as a barrier; rather, it presents an opportunity to rethink internal structures and break down silos. Sustainability should not be the sole domain of CSR teams. DMA encourages companies to involve finance, operations, procurement, HR, and risk management in identifying material issues.
By doing so, businesses create shared understanding and ownership of sustainability priorities—laying the groundwork for stronger collaboration and smarter decision-making.
2. Stakeholder Collaboration: Moving Beyond Formal Channels
Engaging stakeholders is at the heart of DMA. However, for many African firms, traditional stakeholder models—investors, regulators, customers—fail to capture the full ecosystem in which they operate.
In regions where community buy-in determines project success, or where informal economies dominate supply chains, it’s essential to redefine what stakeholder engagement looks like. Civil society groups, informal workers, youth-led organizations, smallholder farmers, and even religious leaders play influential roles in shaping social license to operate.
DMA invites companies to design inclusive, culturally sensitive engagement mechanisms. By listening to often overlooked voices, African businesses can uncover deeper insights, anticipate risks, and co-create sustainable solutions that resonate locally.
3. Prioritising stakeholders in a fragmented landscape
Multinational companies and regional firms alike struggle with identifying and prioritising the most relevant external stakeholders. The CSRD suggests focusing on those most affected by a company’s activities or whose actions could impact the business materially. Yet in Africa, this isn’t always straightforward.
A mining company in Zambia may deal with regulators, rural communities, traditional leaders, and international investors—all with conflicting interests. A fintech startup in Nairobi might serve millions of unbanked individuals whose needs aren’t represented in boardrooms.
To navigate this, businesses must adopt a structured approach to stakeholder mapping, blending data-driven analysis with on-the-ground consultation. Prioritisation should consider influence, vulnerability, and long-term relational value—not just compliance needs.
4. Ambiguity in materiality thresholds: Context is key
Unlike financial reporting, there are no universal thresholds for what constitutes material impact in sustainability. Each company must define materiality in its own context. For African businesses, this flexibility is a double-edged sword. On one hand, it enables relevance; on the other, it opens the door to inconsistent reporting or under-reporting critical issues.
But this ambiguity can be turned into a strategic advantage. Instead of waiting for prescriptive guidance, African companies should develop their own materiality matrices—grounded in local realities. Issues such as climate resilience, food security, biodiversity loss, energy access, and inequality are not peripheral concerns here—they are central to business continuity.
By framing sustainability priorities through a local lens, businesses can produce reports that are credible, contextual, and meaningful—and more likely to influence policy, investors, and communities.
5. Technical Expertise Gaps: A Moment for Capacity Building
One of the most cited barriers to effective DMA is the lack of internal technical expertise—especially in newer fields like climate risk modeling, social impact analysis, or ESG scenario planning. In Africa, where sustainability roles are still emerging, this challenge is real.
But it also presents a moment for investing in green skills and growing Africa’s ESG talent pool. Training institutions, universities, and advisory firms are already stepping in to fill this gap. Programs like the GRI-certified trainings offered by Impact Africa Academy are equipping professionals with the tools to drive credible sustainability reporting.
Companies don’t need to do everything in-house immediately. Collaborating with experts, partnering with academia, and upskilling current staff will go a long way. In time, African businesses can develop homegrown sustainability leaders capable of setting global standards.
From reporting burden to strategic investment
Double Materiality is often introduced as a compliance requirement—but it can be much more. For African companies navigating climate volatility, social inequality, and resource dependency, DMA can become a strategic compass that identifies vulnerabilities, anticipates risks, and unlocks long-term opportunities.
It allows companies to better align with global ESG standards, attract impact investment, and deepen their relationships with stakeholders—all while strengthening their value proposition in a changing world.
Double Materiality Assessment shouldn’t be viewed as a European obligation—but as a tool to reimagine what sustainable African enterprise can look like. The continent has a unique opportunity to lead—not follow—in embedding impact at the heart of business.
