The debate on sustainable development is at a turning point, and that is a good thing. Until now, the focus has often been on ambitions or political programs. But that is changing: today, sustainability must prove itself in a world shaped by geopolitical tensions, volatile markets, and technological disruption.
To some, it may seem as though sustainability is less relevant in such a world. Yet the opposite is true. More than ever, it is a prerequisite for social progress, economic stability, and environmental transformation. However, the context is changing: sustainability is becoming more concrete, more real. Its success is measured by whether solutions work under real-world conditions.
»Sustainability without resilience remains fragile. Resilience without sustainability is not future-proof. The two belong together«
Ralf Düssel Senior Vice President und Group Head Sustainability at Evonik
Sustainability and Resilience Go Hand in Hand
For decades, business, science, and policymakers have been working to use resources more efficiently, reduce emissions, and close material loops. In recent years, however, the pressure to implement solutions quickly, reliably, and under real market conditions has increased.
As a result, resilience has moved to the forefront. The past few years have shown just how vulnerable global value chains can be. Energy prices, raw material availability, and geopolitical risks all have a direct impact on business decisions. What is needed are scalable solutions that can be integrated into existing systems and continue to create value even when conditions change rapidly.
This demonstrates a simple truth: sustainability without resilience remains fragile. Resilience without sustainability is not future-proof. The two belong together.
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For sustainable development, this is good news. Good intentions and ambitious targets alone are no longer enough. What is needed is consistent implementation. Under these conditions, solutions will succeed only if they combine environmental impact with economic viability and structural stability.
What Matters Is Action
This can be seen, for example, in the energy transition. Green hydrogen is considered a key to the defossilization of industry. However, high costs and limited scalability are still slowing market adoption.
One potential solution lies in novel anion exchange membranes, such as those being developed by the specialty chemicals company Evonik. These membranes are the core component of so-called AEM water electrolysis. This process enables the highly efficient production of green hydrogen while using less expensive materials than conventional technologies. As a result, its use on an industrial scale is moving significantly closer.
Progress Emerges Through Collaboration
A similar dynamic can be observed in the circular economy. Chemical recycling, particularly pyrolysis, can unlock large volumes of plastic waste that cannot currently be recycled. However, pyrolysis oil often contains impurities that limit its use in steam crackers.
Only through targeted upgrading with the help of specialized adsorbents and hydrogenation catalysts, such as those developed by Evonik, can it be transformed into a widely usable feedstock. Solutions that remove these impurities while integrating seamlessly into existing industrial processes significantly lower the barriers to broad adoption.
These examples also illustrate a fundamental shift on another level. Sustainable development today emerges through the collaboration of many stakeholders. Companies, research institutions, and policymakers contribute different perspectives and areas of expertise. Progress is achieved wherever this knowledge is brought together and translated into viable solutions.
For internationally operating companies, this raises a strategic question: how can global excellence and regional resilience be combined?
The answer lies in linking internationalization, market proximity, and resilience: innovation where ecosystems are strong; application development where markets are dynamic; and production where customers are located. All of this must be connected through a business strategy that integrates sustainability from the outset.
Making solutions widely available.
Sustainable development beyond 2030 will therefore be shaped less by new target-setting than by the ability to deliver. The key question is whether solutions can be made widely available, economically viable, and embedded in stable systems.
The good news is that many of the necessary approaches already exist. The challenge is to scale them collectively. This requires reliable policy frameworks as well as cooperation. Only then can ambitious plans be translated into tangible impact.
