Sustainability is a leadership responsibility. Full stop.
And yet, in many companies, the reality looks quite different. Sustainability officers are appointed, given a task on paper – and then left to their own devices. No support from the management board, no real integration into the business strategy, often not even the necessary resources or decision-making authority. The message is clear: “We’ve got someone for sustainability now, so it’ll sort itself out.”
But that’s not how it works. And if you’re in a leadership position, you should know: this approach not only costs your company efficiency, it also means missing out on the opportunity to use sustainable business practices as a genuine competitive advantage.
Why this is a problem
A single sustainability officer – no matter how committed and capable – cannot make a company more sustainable on their own. That’s because sustainability affects every area: procurement, production, logistics, HR, sales, finance. It cannot be confined to a standalone department – it must be embedded throughout the entire organisation.
Without backing from the top, sustainability goals often remain little more than lip service. Employees see no reason to change their behaviour if sustainability isn’t actively demonstrated from above. Measures fail because of a lack of prioritisation, budget, or simply the necessary recognition within the business. Meanwhile, regulatory pressure is increasing – think CSRD reporting obligations or mandatory energy audits – and expectations from investors, customers and society are growing.
In short: if top management doesn’t take responsibility, sustainability will fizzle out. Lots of effort, little impact.
From Lone Warrior to Company-Wide Movement
So, what does it take to make sustainability truly effective in a business?
- Clear responsibility at the highest level
Sustainability belongs at board level. Full stop. Even if you have a sustainability officer, you as a leader must set the direction, get involved, and be regularly updated on progress. - Integrate sustainability into corporate strategy
It’s not enough to treat sustainability as an add-on. It must be embedded into the business strategy – with clear goals, responsibilities, and measurable KPIs. - Provide resources and decision-making power
A sustainability officer without a budget, authority, or support from specialist departments will achieve little. Give them the means to drive real change. - Bring all employees on board
Sustainability is a shared responsibility. Train your managers, raise awareness among your staff, and make sustainability part of your corporate culture.
Sustainability is a leadership task
If you, as a CEO or board member, take the topic seriously, your company will benefit in the long term – through more efficient processes, reduced risks, and a stronger market position. If not, you risk your sustainability management remaining siloed and ultimately ineffective. So, be honest with yourself: what’s the situation like in your company? Is sustainability seen as a strategic priority – or as a tedious obligation delegated to one individual?
The good news: it’s never too late to change course. And there are plenty of skilled professionals out there who can help you get on the right track – provided you’re willing to take responsibility.
What do you think? What has been your experience with sustainability management in businesses? Let’s discuss!