More Chief Sustainability Officers were appointed in 2021 and 2022 than in the previous 10 years combined – but with this surge in attention, companies need to avoid repeating the mistakes made by many risk and compliance functions over the past 15 years. What enables a sustainability function to really deliver? Building upon recent Hedley May research, we came together with Pinwheel and a group of sustainability experts to discuss the skills and experience required in this role, the challenges CSOs face, and how the function might evolve. In an engaging discussion a few key themes stood out:
Evolving with changing stakeholder expectations.
Organisations’ clients and other stakeholders are raising the bar when it comes to their sustainability expectations. Over the years, we’ve seen expectations shift from commitments to values and principles, to setting science-based targets, to defining transition plans, to extending their focus beyond just decarbonisation (e.g. to biodiversity strategies). It is therefore critical that organisations think carefully about the objectives their sustainability functions should set. For example, is the focus mainly on carbon accounting and reporting? Or is it about reshaping the organisation to embed sustainability into the core business. If so, does the function have the resources and people it needs to do this – and what levers can it pull within the business to deliver that change?
Rob Colmer, Head of Corporate Affairs and Sustainability, Aston Martin:
“You’re working not just within the boundaries of your businesses, but also with partners in the supply chain, community partners, and other stakeholders. That breadth and complexity is part and parcel of the challenge when you’re trying to deliver effective and strong sustainability performance”.
Those who do it best will increasingly incorporate sustainability in corporate strategy.
As we discuss in recent Hedley May research, there are several discernible models of CSO. Sustainability is often looked at through a specific lens – e.g. corporate affairs, legal, marketing. These models can all work. But increasingly – and particularly as mandatory reporting requirements become more rigorous and commonplace – sustainability will become intertwined with corporate strategy. Organisations will need to set out a credible roadmap that is not just compliant now, but takes a longer view across the entire ecosystem, upstream and downstream – including from a ‘Scope 3’ perspective.
Harry Friend, Partner, Corporate Affairs & Sustainability, Hedley May: