The role of the chief sustainability officer (CSO) is changing. Against a backdrop of political backlash and economic turbulence, the time for consensus building and goal setting is over — the priority now for CSOs is to forge ahead with implementing the transformation they’ve been given license to deliver.
We have found that the sustainability function — and its expectations — are maturing, and some companies are already
creating significant value from their progress so far. At the same time, CSOs are having to pivot in multiple directions to focus on priorities such as data, reporting and compliance.
In our latest annual report on the state of sustainability leadership, we examine these trends and propose key questions for CSOs and their teams to help them navigate this ever-evolving landscape.
Key Findings
In partnership with Kite Insights, we surveyed and interviewed CSOs from leading organizations across a range of different sectors.
80
%
say their sustainability strategy forms a key part of the overall business strategy
71
%
believe that the sustainability strategy has material implications for the majority of employees in their business.
64
%
view their sustainability strategy as a way to create value, as opposed to 26% saying it reduces risks
35
%
say that their companies are delivering on their commitments and seeing substantial value in return
32
%
highlight complex or onerous reporting demands as a significant challenge
64
%
said their employees are having sustainability training and 30% more said they planned to invest in this within 12 months.