by Mariliis Kolk, Sustinere’s strategy and reporting service lead and ESG expert
TL;DR
- The study reviewed 220 Baltic companies and identified 3386 sustainability actions.
- Sustainability is increasingly present in business strategy, but reports do not always show this clearly.
- Materiality remains a strong anchor for meaningful sustainability management and reporting.
- Companies that report tend to carry out more structured actions.
- Social issues dominate day to day work, while climate targets shape long term ambition.
- Sector maturity varies widely across the region.
Each year we take a close look at how Baltic companies manage and report their sustainability work. This year’s study covers 220 organisations across the Baltics and explores their disclosures, their internal priorities and the concrete steps they took in 2024. The goal is to understand not only what companies say, but what are the real actions taken and where the real progress lies.
To support the analysis, we used a combination of expert review and AI assisted mapping, which helped to identify 3386 sustainability actions across the sample. This gives us a more accurate view of what happens inside companies and how consistently that work is communicated externally.
To make the results easier to follow, the findings are grouped into three themes. Together, they describe how sustainability is developing across the region and what companies can learn from one another.
Theme 1. Strategy and Structure
Sustainability is increasingly connected to business strategy
More than half of the companies reviewed reference sustainability in their business strategy. This is a meaningful shift because it indicates that sustainability is starting to influence broader planning rather than being positioned as a standalone topic. When sustainability appears in strategic documents, it becomes easier for companies to connect environmental and social goals with long term performance and risk management.
However, the study also shows that this integration is not always visible in reporting. Only 41 percent of companies describe their sustainability actions in a structured, coherent way. Others mention various initiatives, but these are often dispersed throughout the report, making it difficult for readers to understand the full picture. The strategic alignment is improving, but the reporting practices still need to mature before the two support each other fully.
Materiality continues to be a cornerstone of sustainability management
Materiality assessment remain one of the strongest signals of sustainability management maturity. More than half of the companies that publish sustainability information use materiality to determine what to focus on in their sustainability actions and what to include in the report. This creates a clearer hierarchy of topics and gives readers a more focused understanding of what matters most to the company and to its stakeholders.
Theme 2. Actions and Ambition
Companies that report also tend to act
A consistent pattern appears across the dataset confirming that sustainability reporting supports actions, not a standalone exercise . The companies that disclose their sustainability work more clearly are also the ones that take more structured action. The study identifies 3386 sustainability actions, showing a meaningful level of activity across the region.
The type and range of actions differ between sectors. Manufacturing companies report the largest numbers of initiatives, reflecting the relevance of sustainability once it is a strategically on the table. Finance, energy and ICT companies show the highest share of organisations taking visible steps, which may be linked to the clearer regulatory expectations these sectors face. Although the intensity varies, the relationship between reporting and action is strong.
Social issues drive the majority of actions, while climate shapes target setting
Most actions recorded in the study relate to people. Employee wellbeing, inclusion, competence development and workplace safety continue to be the areas where companies invest most consistently. These themes appear across nearly all sectors, reflecting the central role of the social dimension in day to day operations.
At the same time, climate topics dominate the target setting landscape. Companies have set 36 climate neutrality or net zero targets, and many more describe plans related to energy efficiency or renewable energy. This suggests that while companies work on social issues continuously, their longer term commitments are increasingly tied to environmental goals.
Theme 3. Systems and Maturity
Formalisation marks the next stage of development
A large share of company actions relate to internal systems such as policies, governance structures and compliance frameworks. Although these steps can seem administrative, they form the foundation for consistent sustainability management. They help companies move from project-based initiatives to more organised routines that support long term progress.
In addition to formal processes, many companies are investing in training, innovation and capability building. These investments indicate a shift toward embedding sustainability in everyday operations rather than treating it as a separate reporting requirement. The study suggests that the companies developing their internal systems are also the ones best positioned to expand their sustainability work in the coming years.
Progress is uneven, but the direction is positive
The study highlights clear differences in maturity across sectors and ownership structures. Listed companies continue to lead in both structure and transparency. Publicly owned organisations, particularly in Latvia, also perform strongly and often show a clearer alignment between sustainability management and reporting.
Local private companies show the widest variation. Some demonstrate strong practices and detailed disclosures, while others remain at the beginning of their reporting journey. This unevenness is typical in a developing market and also shows where targeted guidance can make the biggest difference.
Closing reflections
The 2025 study offers an honest view of how sustainability is evolving in the Baltic region. Many companies are making progress in how they structure their work, set targets and take concrete actions. Reporting is gradually moving from a compliance driven task to a tool that helps companies understand their progress and communicate it more clearly.
For organisations at different levels of maturity, the study provides a practical benchmark. It shows where the market stands, how peers approach sustainability management and reporting, and where the most common gaps appear. These insights can help companies shape their own direction and make decisions that support long term resilience. They also form the basis of the Benchmark Navigator, a new way to understand how an organisation’s sustainability work aligns with sector and regional patterns.
The full study is available now. Explore a detailed breakdown of sector level trends, action types and reporting practices. It is designed as a resource for any organisation that wants to understand its position in the region and take meaningful steps forward.