Much has been written about sustainability materiality in recent years. Entire methodologies have emerged to define it, regulators have refined its application, and assurance
standards now devote considerable attention to evaluating it. Yet despite this growing sophistication, discussions around materiality often become circular and, at times, Sisyphean [pertaining to a task that is futile or can never be completed, as per the Greek myth of Sisyphus]. Organisations spend months developing materiality assessments, only to revisit the same debates during board approval, external assurance, or regulatory review.
This is often interpreted as evidence that materiality is inherently subjective and overly reliant on professional judgment. That is not the real issue. The recent International standard on sustainability assurance 5000, general requirements for sustainability assurance engagements (ISSA 5000) FAQs suggest the conversation needs to shift from defining materiality to understanding the governance processes behind it.
The more fundamental problem is that materiality is still treated as a single judgment, when in reality it is a sequence of related judgments made by different participants within a governance system. Each participant asks a different question, applies a different evidential threshold, and ultimately makes a different decision. Labelling all these decisions as materiality has obscured rather than clarified the governance challenge.
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