Bekeme Olowola is an international business, sustainability, and leadership entrepreneur. She is the founder of CSR-in-Action Group and currently president of CSR-in-Action Canada—a group made of a consulting firm, a think tank and a training institute—expert in Corporate Social Responsibility (CSR), Environmental, Social and Governance (ESG) management, policy development, advocacy, empowerment and sustainable development advisory in the region. She was, until March 2023, the first Black board member of the Global Reporting Initiative (GRI) Amsterdam and is a board member and fellow of Sustainability Professionals Institute of Nigeria (FSPIN), the Business Coalition for Sustainable Development Nigeria (BCSDN) affiliated to the World Business Council for Sustainable Development (WBCSD), and other leading organisations, including bespoke investor relations and communications firm, Zenera Consulting. She is also an International Business Management Program Advisory Committee Member at Confederation College, Canada.
Bekeme has a bachelor’s degree in English from the University of Lagos, a master’s from Queen Mary University of London, a Certificate in Leadership from Harvard Kennedy School of Government and Doctor of Leadership degree from Ashland University, USA. She was given the chieftaincy title of Ometere of Anebira for her relentless work in community development. She is happily married with four children.
What inspired you to establish CSR-in-Action, and how has it evolved since its inception?
I was inspired by my time working in local councils in the UK, where sustainability was not just rhetoric, it was a tracked, measured, and valued part of governance. I came back to Nigeria determined to see sustainability woven into the fabric of business strategy, especially within extractive businesses, which has been our national mainstay, for valid reasons, but if not managed well, can have significantly disproportionate impacts. With a strong values-driven upbringing, I have always believed that the work we do must leave people and the planet better than we found them.
Today, almost 15 years later, CSR-in-Action has grown from an idea that seemed to be ahead of its time to a respected pan-African sustainability advisory and advocacy firm, catalysing impact for corporations and communities alike. CSR-inaction codified the mainstreaming of Sustainability as a definitive discipline and science in Nigeria. We have become a trusted advisor to some of Africa’s most valuable companies, including Dangote Group, NSIA, Axxela, Access Bank, Honeywell Group, TotalEnergies, and many others, with clients whose combined market value exceeds ₦15 trillion. This evolution affirms our founding vision: that sustainability must be embedded as a strategic imperative, not an afterthought.
How did your experience as the first Black board member of the Global Reporting Initiative influence your work in sustainability?
It changed nothing and everything. Nothing because I have always known the strategic value of reporting and measuring environmental, social and governance performance, and have been known to take everything in stride. The experience, however, broadened my horizon on the universality and interconnectedness of sustainability across borders, sectors, and cultures. It made clear the need for intentionality in planning and measurement and taught me how global standards can be translated into local action. It also strengthened my voice to advocate for Africa within international sustainability policy circles. I made sure not to step down until we had an Africa strategy.
Can you elaborate on the significance of the Corporate Sustainable Investor Report produced by CSR-in-Action and its endorsement by the UNFCCC?
Producing that report was a turning point. It was West Africa’s first investor-focused ranking of corporate sustainability performance, bridging data, investor needs, and global climate ambitions. Having it endorsed by the UNFCCC was a validation that African consultancies and institutions could lead—not follow—in shaping climate-resilient investment dialogues. It also positioned CSR-in-Action as a credible source of insight and transparency on corporate ESG performance, on top of the fact that we were the first private sector partner.
What role have you played in promoting sustainability measurement and reporting using the GRI Standards in the region?
We were first movers, as with almost everything we’ve done. Our frameworks and reporting advisory have directly influenced projects worth over ₦500 billion. In fact, through consistent training and strategy work, we’ve helped organisations shape and justify over ₦3 billion in sustainability spending, showing the financial value of getting ESG right. CSR-in-Action introduced the GRI Standards to many Nigerian companies and has trained over 1,200 professionals and counting, including academia, Big Four consultants and Fortune 250 firms. We didn’t stop at awareness; we advocated for standardised reporting and walked with companies through multiple sustainability report cycles. Now, with the ISSB’s IFRS emergence, we continue that legacy by facilitating alignment through training, webinars and our thought-provoking newsletters. As a former GRI board member, I can confidently say that these frameworks complement rather than compete, and we are actively championing that synergy across Africa and North America.
How does your educational background contribute to your expertise in CSR and sustainability?
Truthfully, it’s less about education and more about passion, intellect, and hands-on experience. I’m a voracious learner, and I immerse myself in every resource, be it GRI literature, ethnographic research, or strategic design. My doctorate sharpened my ability to lead critical discourse on leadership, stakeholder engagement and cultural humility, for instance, considering my dissertation’s topic was on ‘An Exploration of the Impact of Cultural Humility In Resource Extraction: Juxtaposing the Ring of Fire (in Canada) with the Niger Delta (in Nigeria).’ Malcolm Gladwell famously posited the “10,000-Hour Rule”, stating that 10,000 hours of deliberate practice bestows mastery in any complex skill or field. I believe I have given more than my quota of time to master my craft.
What initiatives have you spearheaded to enhance community engagement within the extractive sector?
From SITEI to the Earth Women documentary, to Nigeria’s first Community Engagement Standards (CES), a fully-researched and comprehensive framework, requested for and ratified by the Ministry of Petroleum Resources, I’ve worked to humanise extractive sector interactions. I lead multi-stakeholder dialogues, champion gender-inclusive engagement, and develop practical toolkits for companies and communities. My doctoral work on cultural humility in corporate-community relations, which is expected both ways, has allowed me to deepen these efforts both in Nigeria and now in Canada, where, surprisingly, the key stakeholder groups experience the same dynamics.
How does the Women in Manufacturing Africa (WiMAfrica) network, established by you, support women’s roles in the manufacturing industry?
We served as the consultancy firm for the incubation of WiMAfrica, establishing its governance structure and guiding its initial vision. While we’ve since handed it over to the founding entity, our role was foundational—creating a credible platform to advocate for the inclusion of women in the manufacturing space.
What impact has the SITEI Conference had on sustainability discussions in the extractive sector?
SITEI (Sustainability in the Extractive Industries) has become West Africa’s foremost platform for ESG strategy and dialogue in extractives. We have successfully hosted the Presidency, members of the National Assembly, ministers, managing directors, civil society organisations, community leaders, and their representatives, under one roof. We’ve sparked policy change, inspired internal reforms in companies, and created a safe space for hard truths to be aired constructively.
Beyond thought leadership, SITEI has become a platform where decisions influencing hundreds of billions of naira in project execution, governance frameworks, and stakeholder alignment have been debated and often shaped. It has tangibly impacted corporate budgets, policy formulation, and community investment models. It’s not just a conference—it’s a movement that has led to action.
In what ways have you used your platform as a public commentator to influence perceptions of CSR?
I see it as a duty. From speaking at global forums to publishing thought leadership pieces, I continuously challenge the narrow view of CSR as just “giving back.” CSR, depending on your use of the terminology, is a strategy. It is risk mitigation. It is good business, and I’ve used every platform — from national TV to LinkedIn — to demystify that truth. The result? We’ve seen more companies evolve from token charity to structured impact. By demonstrating how sustainability drives long-term profitability and resilience, we’ve shown that CSR is not just limited to philanthropy; it’s good business practice. I often say it’s “self-serving” business ethics, because doing right leads to gaining right, particularly in the long term. Our work has not only influenced national policy but also helped unlock capital, reduce reputational risk, and elevate ESG performance for some of the continent’s largest firms.
What challenges did you face while producing the documentary “Earth Women,” and what messages does it convey about indigenous extractive women?
The greatest challenge was access, both geographic and emotional. Security risks in extractive regions made crews and respondents wary. But more difficult was getting the women to speak. Years of oppression and cultural silencing made it hard to gain trust. Many pulled out at the last moment. But thanks to courageous community leaders, male and female, and civil society allies, we succeeded. The documentary reveals the intersection of gender, environment, and disenfranchisement, and beyond calls for justice, visibility, and empowerment, it shows the resilience and innovation of women actors in extractive communities. We hope it’s a wake-up call for the empowerment of our mothers, sisters, wives and children.
Unforgettable day, and why?
My unforgettable day was being selected for ‘The Apprentice Africa.’ It provided a platform at a time when I had just become an adult orphan. I needed an opportunity to reintroduce myself to Nigeria following the completion of my Master’s degree, and I poured my heart into the audition process. I was stunned when I was picked because I’m quite introverted and had met really interesting people during the auditions. The caller was excited, but I, in my typical calm, just said “thank you.” She was disappointed at my lack of apparent excitement, but that call marked a new chapter for me.
What do you believe are the challenges of top female executives, and how can they navigate them? How did you navigate yours?
There’s the constant fear of being mislabelled—too assertive, too ambitious, too vocal. But I’ve learnt to prioritise what my conscience says over public opinion. Navigating societal norms around silence, ownership, and female aspiration is tough for many women of all strata. But I say to choose courage and individuality. Choose clarity of purpose, and choose impact over image. Be the best of any gender while using the advantages of your genetic makeup.
Concluding words
Sustainability is not a Western concept. It is an African necessity that we’ve practised for years, but globalisation has taken away from us. It is a human duty, and whether you’re in boardrooms or in the villages, you must ask yourself—what legacy am I building? My work is my answer to that question and to guide institutions towards achieving that purpose.
