**4. Conclusions**

The three companies are innovative and have established sustainability as a driver of their business model. Each one had its turning moment; Natura with the creation of the Ekos line, Native (Sao Francisco Mill) with the Green Sugarcane project and BSBIOS, when created a new biodiesel fuel. But context and corporate alignment were different for them.

Natura used all its skills and social responsibility management to set up a new business using biodiversity assets, a step ahead of incorporating sustainability to strategy, changing business model. Natura has demonstrated the potential of Amazon, despite all logistic challenges and other difficulties imposed by this region and culture. Restructured all production chain and broadened to all portfolio. It is possible to say that the company is always the best in the class, a benchmarking reference to other companies and society and had been more aggressively proactive. Sustainability is part of the company's way of doing business and goes beyond, showing that sustainability is an opportunity to develop business and generate value for the company, stakeholders and to society for now and for the future.

The case of Native is emblematic, recognized by innovation and entrepreneurship showing that organic agriculture can be more productive than conventional and that is possible to produce without the use of chemical, pesticide or genetically modified seeds. Native had to restructure its sugarcane cultivation process, along all productive chain, breaking paradigms of the sugar sector, one of the most traditional in the country. It invested for more than ten years to reap the results and went beyond, developing a new market for organic products. It showed that is feasible to meet quality standards, preserve the environment, generate sustainable value for the company and stakeholders, in the present as for the future.

The Bsbios case demonstrated the importance of existing public policies to incentive and attract private resources to build business. The environment was favorable for the business, but the ability of an entrepreneur to identify the opportunity to undertake was fundamental. The history of the biodiesel sector is merged with BSBios history, as it was pioneer. BSBios went beyond short-term benefit and restructured all the production chain under the same paradigm.

We can say that they are sustainability business cases, that investments made led to significant and relevant returns to justify them. The three cases are companies that occupy leadership positions and significant economic results. Some additional comments should be made about corporate culture.

There is a consensus that implementing sustainability is fundamentally different than implementing other strategies in the organization. Goal should be simultaneously achieved as excellence in social, environmental and financial performance. For that, sustainability must be an integral component of corporate strategy, and some points can be detached.

Leadership must be committed and provide the resources to develop the organizational competences as sustainability strategies must be supported with mission, culture and people.

The 3 companies have corporate culture of sustainability, but undoubtedly Natura has Sustainability in its DNA. Since emerged the Ekos line, sustainability can be seen at the leadership of its founders, at the way of being of the company, and how it outlined the Amazonia project. The impacts of the project had a huge reach, from the community to consumers spread in several countries where it operates and a team of consultants. The incorporation of sustainability in DNA is what allows it to go further in its ambition.

The Native company has a strong leadership in the figure of Leontino and the family. The operational and technical culture linked to agrobusiness had to be reformulated to commercialize and create a marketing culture. Besides marketing, innovation was also in the operational area and circular economy technology.

Sustainable product oriented in the management of supply chain was crucial for the tree companies. Nonetheless it was especially important for Natura and Native and the certifications schemes have been a way chosen by both to develop suppliers and communities. Without these certifications Native would not open the external market. But in other hand, it's not easy to manage more than 20 certifications to ensure the quality standard of organic products.

Bsbios has a strong leadership, a crop focused on the soybean and biodiesel sector of commodity market, where certifications meet market definitions. The tools of sustainability have not been used abroad; it has started this process with the preparation of the Sustainability report.

We are in the new millennium, economic, social, environmental, ethical – societal – and business issues are in constant debate. The period is turbulent in the sense that it is characterized by significant changes in the economy, technology, society and global relations. "Climate change", "Poverty Reduction", "Pandemic Risks" have put Sustainability in the top of the biggest challenge for companies in the 21st century, as their business model is questioned. Socially responsible and sustainable companies are more structured to respond to this challenge.

#### *Corporate Social Responsibility and Sustainability in Corporate Strategy: Brazilian Cases Studies DOI: http://dx.doi.org/10.5772/intechopen.94414*

The three cases have challenges to face, also due to the political and institutional context, as there are problems of logistics infrastructure and market. However, all of the demonstrated that sustainability is a business opportunity, offering ways for lowering cost and risk, growing revenues and market share through eco-innovation, and generate sustainable value for the company and for society.

Cases testify some characteristic present in prior studies. All of them promoted disruptive innovation with diversified knowledge, strong leadership, high managerial capacity, changes in their management structure and system and changes along their production chain. Nature has environment responsibility in its DNA and created Eko's line under this principle since beginning. Then it was spread throughout portfolio. Native transformed a traditional familiar business and BSBios, a traditional product, both had typical Schumpeter's entrepreneurship innovation.

Although it was not part of our focus, it is worthy to point out that these efforts were possible as their starting points were far from basic. The sum of investments was not negligible and maturity of them had long-term nature. A relevant condition besides individual starting points, could be national environment for developing these businesses, as certifications schemes, indexes, reports, seals, public research institutions, consumers market, all items considered into their strategies.

In the meantime, it will be necessary profound changes in market rules to enable the environment, social and economic agenda and create investment opportunities that guarantee future generations. Changing the business model is not a role only for business, it evolves governments and civil society organizations and individuals. This desired disruptive innovation requires an environment integrating multiple agents for transforming what today is a niche into a general rule. There is a long way to track.
