ESG/Sustainability

Sustainability as Strategy: What Great Leaders Do Differently

Luciana Casado — Mon, 13 Oct 2025 12:58:12 +0000

Sustainability as Strategy: What Great Leaders Do Differently Luciana Casado

Even as public discourse around sustainability evolves, its influence on business has never been stronger. What was once a peripheral concern has become a defining measure of long-term success. Under mounting scrutiny, companies must move beyond words to meaningful action, but few have yet embedded sustainability deeply enough to make it endure.

At Page Executive, we work closely with senior leaders and boards to identify the talent capable of translating ambition into action. Through this work, we’ve seen first-hand what drives real transformation, and what holds it back...

By Nina Buttle, Partner, Page Executive

The Leadership Imperative

A key to success is recognising that sustainable goals are commercial goals. When sustainability is treated as a strategic priority rather than a side initiative, it becomes a source of resilience, innovation, and long-term value.

Our Global Executive Compensation Insights 2025 revealed that, on average, just 10% of executives worldwide say their variable compensation is influenced by sustainability or CSR metrics. This gap highlights a critical leadership challenge: sustainability is still not embedded as a performance driver.

True progress demands a mindset shift at the top, where leaders integrate sustainability into strategy, governance, and culture, not as a reporting exercise, but as a lens for value creation. Encouragingly, the EY CEO Outlook 2025 found that while 75% of global CEOs now list sustainability as a top-three business priority, less than 40% believe they have the right leadership in place to deliver on it. The talent gap here is clear… and growing.

Leadership That Turns Strategy Into Action

Companies like LEGO Group, which now links CO₂ reduction targets to employee bonuses, demonstrate how leadership alignment can transform sustainability from policy to practice. When senior executives model accountability and embed ESG objectives into the organisation’s DNA, they not only strengthen resilience but also enhance their employer brand, a growing advantage in attracting purpose-driven talent.

WATCH FULL INTERVIEW WITH LEGO'S VP OF REWARDS HERE

Recent data supports this connection. A 2024 PwC survey revealed that 79% of global investors consider ESG risks material to business performance, while over 60% of employees say they are more likely to join or stay with an organisation that demonstrates genuine environmental and social responsibility. Leadership credibility on sustainability is now a decisive factor in both market reputation and talent attraction.

The Demand for ESG-Capable Leaders

As sustainability regulations evolve and expectations rise, boards are increasingly seeking leaders who combine commercial acumen with ESG fluency. The role of the Chief Sustainability Officer (CSO) has become significantly more prominent in recent years, reflecting a broader recognition that sustainability is a core driver of business strategy. At the same time, the most forward-thinking organisations are embedding sustainability thinking across their entire C-suite, ensuring that finance, operations and HR leaders all understand and champion sustainability outcomes.

This shift in leadership requirements is clearly visible in hiring trends. Sustainability-related roles are among the fastest-growing executive search mandates across Europe and Asia-Pacific, and PageGroup alone has placed over 500 sustainability-focused roles in the past two years, including 30 at the executive level. This growth reflects not only rising demand but also the increasing sophistication of what clients expect from senior ESG talent.

Building the Right Leadership Bench

Once sustainability ambitions are defined, the next step is bringing in the right talent to deliver them. These professionals must go beyond technical expertise, they need the gravitas and influence to drive cross-functional change, the data literacy to navigate evolving reporting frameworks, and the strategic mindset to link sustainability directly to business value.

At Page Executive, we specialise in identifying and validating these leaders. Many of the most effective sustainability executives are not visible on the open market, they are already driving transformation within leading organisations. Our role as a trusted intermediary gives clients access to this hidden talent pool, ensuring the right leadership is in place to make sustainability more than a statement.

Sustainability as a Leadership Differentiator

Sustainability is no longer a “nice to have.” It’s a strategic lever for growth, brand reputation, and talent attraction. Leaders who prioritise it are better positioned to succeed, not despite their sustainability efforts, but because of them.

Younger generations expect employers to demonstrate real impact. Investors and customers are asking tougher questions. And in this new landscape, the companies that will thrive are those that build leadership teams with sustainability at their core, from boardroom decisions and compensation structures to strategic planning and performance tracking.

If you’re looking to strengthen your leadership team’s sustainability capability, or to embed ESG expertise into your executive hiring strategy, we’d welcome a conversation. Connect with me or one of your local Page Executive Principals or Partners to discuss how we can help you identify the leaders who will turn sustainability into a strategic advantage.

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The Hidden Cost of AI

Daniel Whitehead — Tue, 11 Feb 2025 09:52:51 +0000

The Hidden Cost of AI Daniel Whitehead

Why Business Leaders Need to Consider the Environment Impact in Their Growth Strategies

By Nina Buttle, Partner UK

AI is reshaping the future, but its energy demands are skyrocketing. Can business leaders balance innovation with sustainability before it’s too late?

Everyone seems to be talking about AI right now – you really can’t escape it. As business leaders eagerly integrate AI tools into their growth strategies, I feel it’s absolutely crucial to address the elephant in the room, which is the environmental impact of these new technologies. I’ve recently done a lot of reading on the topic, and have also tapped into my fantastic network of Sustainability leaders and talent, both from my studies at the Cambridge Institute of Sustainability Leadership and more broadly across the industry. I’d like to share some of my findings and recommendations, but would also like to be clear that this article is not intended to point fingers. It’s simply a call to business leaders to see AI and sustainability as interconnected, shaping a future where innovation and responsibility go hand in hand.

The Carbon Footprint of AI

As consumers, we are increasingly aware of the environmental impact of our choices—whether it’s flying versus driving for a holiday or opting for more sustainable products. Yet, when it comes to AI adoption, much of the conversation focuses on its benefits: increased efficiency, reduced errors, and time savings. What’s often overlooked is the significant energy demand that AI requires. Running AI processes consumes far more computer power—and therefore electricity—than standard computing tasks. When models are in training mode, this energy demand escalates even further.

Most corporate computing processes ultimately run through data centers, which have seen exponential growth in recent years. Ireland, for example, has become a hotspot for data centers due to its geographic location and favourable corporate tax policies. However, this comes at a cost. As reported by The Guardian, government data from Ireland’s Central Statistics Office revealed that data centers' energy consumption rose from 5% of the country’s total in 2015 to 21% by 2023. The International Energy Agency projects that by 2026, data centers could consume up to 1,000 terawatt hours annually—the equivalent of Japan’s entire electricity usage.

This energy consumption translates into a significant carbon footprint, contributing to greenhouse gas emissions. Business leaders must recognise the environmental cost associated with AI and be proactive to mitigate it.

Energy Efficiency and Sustainable Practices

Integrating energy-efficient practices and investing in sustainable technologies are crucial steps in reducing AI’s environmental impact. While discussions around AI’s rapid adoption often touch on the importance of clean energy, a pressing question remains: how quickly should we accelerate AI growth given the current pace of carbon-free energy development? Additionally, optimising AI algorithms to be more efficient can significantly cut energy consumption. By prioritising sustainability, businesses can continue to leverage the power of AI while also demonstrating genuine commitment to environmental responsibility.

Long-Term Viability and Risk Management

Sustainable business practices are no longer optional—they are essential for long-term success. Companies that ignore the environmental implications of AI may face resource scarcity, increased operational costs, and reputational damage in the future. AI adoption is accelerating at an unprecedented pace, with no signs of slowing down. For example, Goldman Sachs has launched an AI assistant for its 10,000 employees worldwide source, while PwC is actively encouraging staff to embrace AI as a “digital colleague” source. Currently, 40% of global companies already use AI, with another 42% exploring ways to integrate it into their business models source. As AI becomes more deeply embedded in corporate strategies, businesses must balance innovation with sustainability to remain competitive and responsible.

A sustainable approach to AI is not only ethically responsible but also a strategic move for long-term success. So how do we get there?

Innovation and Competitive Advantage

When talking to experts and thought leaders in this field, the relationship between AI and emissions is simply not that straightforward. Today’s leaders need to look at this challenge through a wide lens; AI is often used to substitute a process or person, both of which would have been responsible for emitting carbon.

AI offers significant value and commercial potential, with innovation advancing at an unprecedented pace. A crucial consideration for businesses is the type of AI models they invest in, as different models have varying environmental footprints. For example, some AI models have been trained using cleaner energy sources like nuclear power, while others rely on fossil fuels, leading to higher emissions. Recent advancements also demonstrate that AI can be designed to operate with lower computational demands, reducing energy consumption and environmental impact. This highlights the importance of business leaders staying informed and proactive in assessing the sustainability of their AI investments.

Many companies are already integrating ethical considerations into their AI strategies—so why aren't we extending this same mindset to sustainability? Incorporating environmental impact assessments into AI adoption policies may not require a monumental shift, but it could be a game-changer in fostering more responsible and future-focused innovation. By aligning technological advancement with environmental stewardship, businesses can lead the way in driving both progress and purpose.

AI can optimise energy use and drive advancements in renewable energy technologies. While cost will always be a key factor in adopting new technologies, the definition of "cost" must expand to include environmental impact. By doing so, businesses can ensure that AI adoption supports both financial and environmental sustainability.

The Importance of Leadership

As AI continues to reshape the business landscape, leaders must not only drive technological advancement but also align AI strategies with sustainability goals. Balancing innovation with environmental responsibility is essential for long-term success. AI adoption must be in harmony with emission reduction targets, ensuring that businesses leverage its potential while safeguarding the planet. By prioritising energy efficiency and sustainability, leaders can unlock AI’s benefits without compromising future generations.

As someone deeply involved in the talent acquisition space, I recognise that the right leadership is critical to navigating this intersection of technology and sustainability. Senior leaders who understand this balance will be instrumental in guiding organisations through this transition, driving both innovation and responsibility.

If you're a business leader facing these challenges, or if your AI strategy hasn't yet accounted for its environmental impact, Page Executive can connect you to world-class talent to help align your AI and sustainability approaches. Together, we can build a future where technology and the environment grow in harmony.

> Ready to lead the change? Let’s talk.

> Connect with Nina on LinkedIn

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Incentivising Sustainability: LEGO’s Bold Move to Reduce CO2

Luciana Casado — Tue, 11 Feb 2025 09:17:44 +0000

Incentivising Sustainability: LEGO’s Bold Move to Reduce CO2 Luciana Casado

By Nina Buttle, Partner

At Page Executive we not only specialise in finding and assessing top-tier talent but we also advise organisations on how to design compensation structures that attract and retain talent as well as drive real impact. I recently had a fascinating conversation with Kent Frederiksen, Vice President Rewards at LEGO Group, who revealed a new initiative for the LEGO Group to support the journey of becoming carbon neutral by incorporating CO2 emission reduction targets into the employee bonus structures.

Linking emission reductions or broader ESG metrics with incentive schemes is not new. According to wtw’s 2023 Global Report on ESG Metrics in Executive Incentive Plans, “ESG metrics are now one of the most prevalent metrices in executive incentive plans’, however these tend to be aimed at Executive and Board-level employees. In LEGO Group’s case, it is aimed at all salaried employees.

The company’s vision and purpose, encapsulated in its "Planet Promise," underpins its commitment to leaving the world a better place. Integrating emission targets into compensation wasn’t a sudden leap, but rather a natural evolution in a long-standing journey. “This step into linking bonuses with emissions reduction aligns with our broader commitment to sustainability,” Kent explained. “It’s a way to incentivise actions that positively impact the planet.”

Inclusivity in Sustainability

What sets LEGO Group apart is its decision to include all salaried employees in this initiative.

"Everyone at LEGO Group has a bonus program," Kent explains. “As a business we believe in shared responsibility and collective achievement, which applies whether you are an office-based employee, or a factory or retail worker."

The initiative reflects LEGO Group’s philosophy of “succeeding together,” where collaboration is rewarded, and sustainability becomes everyone’s responsibility.

First steps

Launching such a program required meticulous planning, particularly around data collection and measurement. Once you decide to embark on this journey, deciding on what data is relevant, how to collate it and ultimately measure success is always challenging. Kent tells me that the team spent over a year testing, refining and discussing targets before implementation to ensure both accuracy and fairness.

"Once you tie objectives to bonuses, people take it very seriously. Data integrity is paramount," he explains. "We also had to integrate diverse data streams from production, travel, and company cars into a unified reporting system—a complex but crucial step."

Creating a Culture of Change

This initiative isn’t just about metrics, it is about fostering and driving behavioural change. LEGO Group encourages sustainable practices across all levels of the organisation, from executives role-modeling, eco-friendly choices, like opting for electric vehicles, to employees sharing success stories, such as carpooling to reduce emissions, the message is clear: everyone has a role to play.

Posters, internal communications, and digital nudges reinforce the sustainability message. Even booking systems prompt employees to consider lower-emission options like train travel over flights.

Positive Reception

Internally and externally, the initiative has been well-received. Employees appreciate the alignment of their work with LEGO Group’s sustainability goals, and prospective talent increasingly seeks out companies with strong ESG commitments – a trend Page Executive highlighted in our Talent Trends 2024 report.

“This is part of our value proposition,” Kent explains. “It attracts purpose-driven talent and assures customers, consumers and stakeholders that we’re serious about our promises.”

A Broader Sustainability Agenda

While linking bonuses to emission reductions is a significant step, it’s just one part of LEGO Group’s broader sustainability journey. The company is also tackling scope 1, 2, and 3 emissions, aiming to make its production processes more sustainable and eventually revolutionise the iconic LEGO Group brick to be fully environmentally friendly.

The Path Forward

LEGO Group’s initiative to tie employee bonuses to CO2 emission reductions sets a powerful benchmark in leadership strategy. It demonstrates how aligning compensation with organisational purpose can foster a culture of accountability, innovation, and collective impact. By making sustainability everyone’s responsibility, LEGO Group has shown that effective leadership is not just about setting goals but also about empowering people to achieve them together.

This approach highlights the importance of embedding purpose into every level of a company’s operations, a lesson that transcends industries. As organisations strive to attract purpose-driven talent and build resilient teams, this model of leadership—where vision translates into actionable and measurable outcomes—offers a roadmap for the future. It fascinates me and excites me!

If you’re interested in exploring how to integrate leadership strategies like these into your organisation or discussing innovative approaches to compensation design and ESG strategies, I’d love to continue the conversation. Reach out, and let’s connect!

Connect with Nina Buttle

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Sustainable Matters: It’s important to know your “why”

deniseli — Thu, 03 Mar 2022 05:43:28 +0000

Sustainable Matters: It’s important to know your “why” deniseli

For our Sustainable Matters series, we are spotlighting the people and companies leading the charge in creating a better world for future generations.

In this feature, Matthew Yeo, Managing Director at Accenture Indonesia, shares that with shareholders and employees clamouring for change, having a robust sustainability strategy in place is now not just a moral obligation but rather a very real economic imperative.

In this video, Dezwin Soelaeman, Research Consultant at Page Executive Indonesia, speaks with Matthew Yeo, Managing Director at Accenture.

Q: How have you managed to embed sustainable thinking within your company?

I haven't actually had to embed sustainable thinking within my company because my company is already very sustainable. For instance, our global CEO, Julie Sweet, even has a sustainability dashboard on her laptop, so she can see in real-time how each of the company units are doing in terms of sustainability, relating to factors such as carbon emissions and supply chain.

What I can tell you specifically for Accenture's Indonesia office is that this year, we’re running, for the first time, on 100% renewable energy as we are purchasing green energy from one of the renewable energy providers in Indonesia.

Q: What is your company’s biggest driver of change towards sustainability?

Companies want to be sustainable these days. This includes companies in Indonesia and the reason is this: Shareholders and international buyers alike want to buy renewable and sustainable products. Buyer pressure is a real push. And if we at Accenture want to sell our services or work to clients, it is important for us to be sustainable because increasingly, companies and buyers want to buy green. Shareholders are demanding it. Financiers are demanding it as well. So, it's coming from all angles. At Accenture, we also have a very young [workforce]. Sustainability is embedded in the company’s culture and this helps drive change in the company.

Q: What leadership qualities do you think are needed by innovators in the field of sustainability?

The first is that the leader must understand the “hard” technology relating to sustainability. This person needs to be able to explain sustainability technology to shareholders and employees. They must know, for instance, how solar panels, batteries, and wind turbines work, so they can make a decision that’s in the best interest of the company.

There also needs to be an understanding of another type of technology, which is digital technology. This is important because it functions as a lever to optimise the returns and revenues from the implementation of the “hard” technology.

In short, I would say that leaders in the field of sustainability must be familiar with issues that make the most sense for their company for the initiatives to have a real impact.

Q: What makes you feel optimistic about business's ability to rise to the sustainability challenge?

There are two things. The first is that is they must do it. It’s no longer a choice. If companies do not have a good record in sustainability, they won't do well. They won't have employees, they won't have shareholders, they won’t have buyers.

The other thing that makes me optimistic is that the technology is finally here. If you said, 10 years ago, “I want to I put solar panels on my roof”, everybody will laugh at you, because the price of solar energy was just too high.

12 years ago, I was with the Singapore government, and I was trying to push for electric vehicle adoption in Singapore. I have didn’t have much success because nobody would have bought an electric vehicle then. The battery technology wasn’t there. You’d drive a short distance, and your car would run out of battery power.

Now the technology is here. The price of solar energy is close to that of conventional energy resources, and electric vehicles can go for hundreds of miles. That’s why I think it's realistic for companies to be more sustainable now.

Q: What advice do you have for others looking to make a change in terms of sustainability?

One piece of advice is not to change for the sake of change, but to find a real and valid reason to change. If you're a CEO of a company, you should choose to go green because you want to add value to your shareholders or because you want to increase your revenue [rather than just follow the crowd]. It could also be because you want to attract more green financing or a more dynamic workforce.

Interested in a career in ESG? Browse open jobs in sustainability, or submit your CV.

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Sustainable Matters: How ESG starts from within

Anonymous — Thu, 27 Jan 2022 04:37:06 +0000

Sustainable Matters: How ESG starts from within Anonymous (not verified)

For our Sustainable Matters series, we are spotlighting the people and companies leading the charge in creating a better world for future generations.

In our inaugural feature, we speak with Sondang Saktion, HR Director of Schneider Electric Indonesia & Timor Leste, to find out how sustainability became the company’s raison d’etre.

In this video, Frances Taslim, Associate Partner at Michael Page Indonesia, speaks with Sondang Saktion, HR Director at Schneider Electric Indonesia & Timor Leste.

Q: How have you managed to embed sustainable thinking within your company?

Schneider and sustainability go a long way back. 15 years ago, this topic wasn’t really discussed. Nowadays, sustainability has become more mainstream, especially because of the pandemic. But, at Schneider, we started thinking about issues to do with sustainability a long time ago and it will continue to be at the core of everything we do.

We are strongly committed to this internally, but we also want to accelerate the sustainability agenda among our customers so that we can truly create positive impact and value. Because of this commitment, we have received several accolades in this space. In early 2021, Corporate Knights recognised us as being the most sustainable company in the world.

To come back to your question about how this culture is embedded in the company: We do this through our Sustainability Index, which makes the goals transparent and accessible to everyone. This is something that has been in place since 2005.

Q: What is the biggest driver for change in your company?

Sustainability is in our DNA. Schneider and sustainability cannot be separated. Because of this, sustainable principles can be found in every aspect of our strategy. It is in our KPIs and even affects how much bonus we get.

We are fully committed to helping our customers achieve both sustainability and efficiency because we believe that in the end, it’s the right thing to do. And we will need everyone – including other companies, our customers and our employees – to be on board. We can’t do it alone.

Q: What makes you so optimistic about the business ability to rise to the sustainability challenge?

With the pandemic, people have started to realise that we need to put renewed focus on sustainability to do right by the next generation. Before the pandemic, Asia was quite slow to embrace ESG. Now, everyone is talking about it.

The board of directors now expects sustainability processes to be in place, and all listed companies in Indonesia are required to publish a sustainability report. Now, almost all companies must embrace ESG in one way or another.

Q: What are you doing outside of work to lead a more sustainable life?

It’s in what I choose to eat. I’m vegetarian about 95% of the time and that’s a personal choice. A few years ago, I learnt that the production of beef consumes a lot of resources. That has reaffirmed my decision to make more sustainable choices when it comes to food.

Interested in a career in ESG? Browse open jobs in sustainability, or submit your CV.

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Driving Profitability (And Purpose) Through Sustainability [8 Trends]

Anonymous — Tue, 30 Mar 2021 09:31:26 +0000

Driving Profitability (And Purpose) Through Sustainability [8 Trends] Anonymous (not verified)

How sustainable business practices create win-win situations for companies

Sustainability has gained prominence at the board level as a profitable way of doing business, enabling companies to gain market share and simultaneously work towards positive change for people and the planet.

A rising number of company leaders are building sustainable practices into their business processes. Committed leaders are partnering with institutions such as B Corp certification, which has a legal requirement for companies to consider all stakeholders and the environment in their actions. These types of strategic synergies contribute to a mindset shift when it comes to social and sustainability issues.

The focus on accelerating sustainability has garnered the spotlight in a pandemic-hit world in which supply chains and working practices have been heavily disrupted. Although many businesses ground to a halt, the silver lining that the global lockdowns had on the environment has made a stronger case for continued sustainability efforts.

In today’s world, a business’s attitude towards sustainability is a bridge to forging a path of trust with its stakeholders, employees, local community and consumers. But sustainability is also a commitment to building robust, future-proof business plans that not only survive but thrive, regardless of shocks. It’s 101 that any business with a real commitment to sustainability should embed it in its policies, processes and in its hiring of talent.

The bottom line is: how can companies find the right leaders to help define the path back to profitability and productivity, and generate a positive impact for society?

KEY TAKEAWAYS

As sustainability grows in priority for global businesses, hiring C-suite executives with an aligned passion for causes will make an easy fit for both parties. Because of this, QHSSE (Quality Health Safety Security and Environment) roles have become critical, increasing competition for leaders with the right technical and soft skills to fill the role.

A company’s sustainability goals must seep into every aspect of its business. Every job role, therefore, must have a call for sustainability in some form.
QHSSE roles are experiencing rapid growth in companies with sustainability commitments, increasing competition for the right profiles.
Values of sustainability are organically integrated in the mindsets of the next generation. The progressive- minded are likely to be an easier fit for roles that demand a sustainability lean-in.
Executive search experts will have to first themselves fully understand the sustainability vision of a company to then find the right profiles for success.
Minimum resource usage and maximum engagement with consumers should be a company’s sustainability baseline, and talent search must be aligned towards this goal.

HIRING FOR SUSTAINABILITY

A company’s first step towards reaching its sustainability goals will be to hire leadership with similar goals. “2020 has made QHSSE (Quality Health Safety Security and Environment) roles very critical. Large global firms (of more than 5,000 employees) in engineering, oil & gas, mining and automotive sectors are hiring for QHSSE roles at directorate level. ‘Soft’ industries like pharma, retail and FMCG are also now hiring for QHSSE roles,” says Matteo Guerra, Senior Partner Europe.

2020 has made QHSSE (Quality Health Safety Security and Environment) roles very critical. Large global firms (of more than 5,000 employees) in engineering, oil & gas, mining and automotive sectors are hiring for QHSSE roles at directorate level. ‘Soft’ industries like pharma, retail and FMCG are also now hiring for QHSSE roles.

-Matteo Guerra, Senior Partner Europe

Guerra suggests that smaller organisations that cannot afford to hire a QSSHE-dedicated role can apply for certifications like ISO 26000 – the international standard to help organisations assess and address social responsibilities relevant to their mission and vision. Non ‘B Corp-certified’ organisations can also involve their employees in CSR activities and the efforts can be communicated externally to elevate their Employee Value Proposition (EVP).

Executive search experts must advise companies to consider their approach to sustainability at the very start of the hiring process for new leaders. This early identification of sustainability values ensures that it gets good representation. “Headhunters play an important role in driving sustainability by advising clients on the role’s scope and influence, especially for positions like Head of Procurement, Plant Head or Factory Head,” says Jon Goldstein, Senior Partner Asia Pacific.

Geoffroy de Beaucorps, Finance Director Continental Europe and Africa, agrees. “We, as executive search experts, advise leadership teams to hire peers who think progressively to ensure that the organisation will lead the narrative in their industry or sector.”

A TURNING POINT

The world expects commitment from corporate leaders for sustainability and urges companies to be transparent about it. “Board-level executives are talking about sustainability, and companies are getting pressure from consumers into acting on the sustainability agenda (just like diversity) now more than ever,” explains Goldstein. “Executives themselves are driving this in some locations. In Asia, I have senior leaders reaching out to me for roles at Google, because Google’s aim is to have a zero-carbon footprint. Asian economies are in a growth stage where it is harder to drive sustainability, but the big players, the ultra-competitive companies, are driving innovation and are leading from the front on the sustainability agenda.”

Executives themselves are driving this in some locations. In Asia, I have senior leaders reaching out to me for roles at Google, because Google’s aim is to have a zero- carbon footprint. Asian economies are in a growth stage where it is harder to drive sustainability, but the big players, the ultra-competitive companies, are driving innovation and are leading from the front on the sustainability agenda.

-Jon Goldstein, Senior Partner Asia Pacific

De Beaucorps agrees. “Big organisations are setting the benchmark for smaller players. Cigarette companies, energy companies and many others are competing on who is generating more media attention around their green initiatives and renewable energy projects.” He goes on to explain that the next generation will be the driving force to prioritise sustainability. “The next generations are demanding that organisations demonstrate their sustainability efforts – especially if they are a market leader,” adding that the next generation “will not interact with businesses whose value systems don’t align with their own.”

With pressure from competitors and ever- evolving business challenges, companies cannot do without standards and a culture of being aligned to larger sustainability and environment goals. Alex Malouf, Corporate Communications Director at Schneider Electric, explains, “Commitment to sustainability is what stakeholders are demanding, even in the Middle East, a region not traditionally known for its focus on the environment.” Being sustainable makes sense in business terms, because reducing wastage means reducing costs in the long run.

“It is risky when companies don’t think long term and make reductions in investments (to make the business more sustainable) that will impact the bottom line in the long run. COVID-19 has made evident our impact on climate change,” adds Malouf.

Most companies are investing in sustainability because they no longer have a choice – they need to keep up. It’s an important factor of ‘value branding’, because how a company is perceived often drives business decisions.

-Geoffroy de Beaucorps, Finance Director Continental Europe and Africa

“Most companies are investing in sustainability because they no longer have a choice – they need to keep up. It’s an important factor of ‘value branding’, because how a company is perceived often drives business decisions,” explains de Beaucorps.

MAKE SUSTAINABILITY PART OF THE COMPANY STORY

A great way to ensure that sustainability is integral to a business is to infuse it into the company’s vision. Every action and every decision that the company takes should reflect the sustainability mindset. Dutch chocolate brand Tony’s Chocolonely is the perfect example of how this could be executed. Their brand vision is printed on every bar of chocolate that they sell: “Towards 100% slave-free chocolate.”

The brand’s passionate aim is to ensure that there is no labour exploitation at any stage of the supply chain. Tony’s Chocolonely’s success story has been possible because there is an uninterrupted and consistent line of thought and direction from the brand vision to the actual product, earning customer trust.

TIME FOR BUSINESSES TO DELIVER ON SUSTAINABILITY PROMISES

Most C-suite executives struggle to maintain this consistency as it involves a company- wide alignment, but it seems that alignment can come from two places: the top down, like in the case of Tony Chocolonely, or from the bottom up.

The UN Global Compact-Accenture Strategy 2019 CEO Study – The Decade to Deliver: A Call to Business Action found that while 92% of CEOs believe integration of sustainability will be important to the future success of their businesses, only 48% say they are currently implementing sustainability in their operations.

As de Beaucorps adds, “I very much believe in the concept of a disruptive element. Often, in a team setting, there is one person who is very vocal about the topic of sustainability and then the idea starts to spread. Before you know it, you have a whole organisation that starts to move in that direction. That’s building from the bottom up – a good way to get organisational change fully accepted.”

The challenge for businesses is to then deliver on this groundswell of interest in sustainability. To adopt specific measures that may, in fact, cause productivity and profitability gains in the long run.

LEANING INTO SUSTAINABILITY THROUGH RECRUITMENT

Senior leaders are either extremely passionate about sustainability, or it might not even be on their radar. “Executive search experts must think how they can harness the sustainability values in a leader’s current role. Companies need to invest in talent to increase their knowledge of sustainability. For example, a finance leader could lean into sustainability goals by learning how carbon credits work,” says Malouf.

The appeal of sustainability is as broad as the topic itself, meaning it could be one of the more ‘invisible’ elements that prompt a leader to change company. “Senior professionals applying for executive- level positions are attracted to ‘B Corporations’ because they want to progress their careers with organisations that are aligned with making a positive social and environmental impact,” says Guerra.

A strong leaning towards sustainability is one of the aspects that can earn a business respectability and trust in the long term. Concrete action in this space demonstrates a company’s commitment towards people and the environment. And that starts from hiring sustainability-minded talent. When the company’s policies and its employees are in alignment with sustainability goals, it not only helps grow the business but also makes for a satisfying partnership in which all parties feel motivated to work towards a common goal

KEY TAKEAWAYS

A company’s sustainability goals must seep into every aspect of its business. Every job role, therefore, must have a call for sustainability in some form.
QHSSE roles are experiencing rapid growth in companies with sustainability commitments, increasing competition for the right profiles.
Values of sustainability are organically integrated in the mindsets of the next generation. The progressive- minded are likely to be an easier fit for roles that demand a sustainability lean-in.
Executive search experts will have to first themselves fully understand the sustainability vision of a company to then find the right profiles for success.
Minimum resource usage and maximum engagement with consumers should be a company’s sustainability baseline, and talent search must be aligned towards this goal.

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Jon Goldstein
Senior Partner
Singapore

Matteo Guerra
Senior Partner
France

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