Whenever we hear the word greenwashing, the same thing comes to mind: a company that claims to be green when, in reality, its practices are far from sustainable. The term was coined years ago to describe campaigns that glossed over the environmental reality of companies with significant negative impacts. Today, it has been expanded to include any communication strategy that, consciously or unconsciously (yes, some people do not realise how unrealistic it sounds), exaggerates, manipulates or invents an organisation’s commitment to the planet.
Why it is a problem for corporate communication
Greenwashing is not simply a marketing mistake; it is a major reputational risk. In an environment where citizens, investors and governments demand transparency, being accused of greenwashing can have serious consequences:
- Loss of credibility. A company that promises more than it delivers generates mistrust and calls into question all its communications, even in areas unrelated to sustainability.
- Impact on the income statement. Consumers are increasingly penalising those they perceive as inconsistent. Disaffection can translate into falling sales, loss of customers or difficulties in attracting talent.
- Legal and regulatory issues. The European Commission and other authorities are moving towards legislation prohibiting environmental claims without verifiable backing. Failure to comply may result in penalties.
- Internal damage. When the narrative does not reflect reality, employees themselves may feel deceived or exploited, weakening the corporate culture.
Ultimately, greenwashing erodes relationships with all stakeholders and turns communication into a risk factor rather than a lever for value.
How to avoid greenwashing
Initiatives such as the United Nations Global Compact offer specific recommendations for avoiding this phenomenon. Each of these is not just a piece of advice, but a guide for integrating sustainability into corporate communications with consistency and rigour.
1. Integrate sustainability into business strategy
It is not a question of opening a parallel department or launching isolated campaigns. Sustainability must permeate the business model. This means aligning governance, the supply chain, innovation and relationships with customers and suppliers with environmental, social and governance (ESG) criteria.
2. Comply with legislation without using it as a marketing strategy
Complying with environmental, social, or governance regulations is an obligation, not an extraordinary achievement. Presenting something that is simply required by law as an ‘achievement’ undermines credibility and creates the impression that the company is seeking recognition for doing the bare minimum.
The key is to go beyond what is mandatory and communicate those actions that truly add value to society or the environment.
3. Communication based on facts, not promises
Good intentions are not enough. The narrative must be backed up by verifiable results: tonnes of CO₂ reduced, percentage of recycled materials, number of suppliers audited or investments in renewable energy. Promises for the future are legitimate as long as they are accompanied by a clear action plan and intermediate targets that allow progress to be measured.
4. Avoid ambiguous terms
Expressions such as ‘environmentally friendly’, ‘eco-friendly’ or “sustainable” are too vague if not explained. It is preferable to use specific language: ‘made with 60% certified organic cotton’ or ‘packaging made from 90% recycled material’.
5. Monitor and verify the fulfilment of objectives
Rigorous monitoring of commitments is essential. This is where internal and external audit systems, supply chain traceability tools and the involvement of independent third parties who can attest to progress come into play. Verification not only protects against external criticism, but also builds trust within the organisation itself.
6. Report under international standards
Standards such as GRI (Global Reporting Initiative), SASB (Sustainability Accounting Standards Board) and European frameworks (CSRD, Green Taxonomy) offer clear methodologies for transparent and comparable reporting.
Consistency as a guiding principle
To the above recommendations, we should add a cross-cutting idea: consistency. It is the dichotomy between being and appearing. A company cannot talk about decarbonisation and, at the same time, invest in fossil fuel-intensive projects without explaining how it manages this contradiction.
Consistency also means that sustainability should not only be communicated in specific campaigns, but should also be present in product advertising, financial communications, employee relations and customer interactions.
The big challenge is to make sustainability a structural element of corporate reputation. To achieve this, communication must be based on three pillars: transparency, accountability and learning capacity.
When a company communicates with facts, admits its challenges and explains how it plans to overcome them, it stops fearing scrutiny and gains confidence. This translates into legitimacy to operate, customer and investor preference, and pride of belonging among employees, which leads to the famous employee advocacy.
Greenwashing is the easy way out. It may generate eye-catching headlines in the short term, but it destroys credibility in the long term. The alternative is more demanding, but also more solid: communicating rigorously, based on the truth of the facts and with a vision of continuous improvement.
