Climate Insider Brief:
- The panel discussed the evolving role of Chief Sustainability Officers (CSOs) in corporate organisations, highlighting the shift from compliance-focused responsibilities towards a more forward-looking approach integrating environmental, social, and governance (ESG) goals and strategies.
- There was a consensus among speakers on the importance of technical skills within CSO teams, acknowledging the necessity of integrating sustainability values from the inception of startups.
- The discussion touched upon the challenges CSOs face in mainstreaming sustainability, including navigating diverse business types and securing firm commitments. However, there was optimism expressed regarding collaboration, adaptability, and continuous learning.
The Climate Insider team had the opportunity to attend a panel discussion, themed around the evolving role of the Chief Sustainability Officer in corporate organisations, at the Economist Impact’s 9th Annual Sustainability Week. The panel discussion featured speakers including Christopher Davis (The Body Shop International), Robert Metzke (Philips), Noemie Bauer (Pernod Ricard), Chris Davies (Harvest Farms), and Michael Gidney (Fairtrade Foundation), moderated by Jonathan Birdwell.
Chief Sustainability Officers today find themselves at the forefront of implementing Environmental, Social, and Governance (ESG) goals and strategies within their organisations. Over the years, their responsibilities have shifted markedly, prompting discussions on the most effective ways to partner with stakeholders and ensure maximal impact.
Christopher Davis noted that in the past half-decade, the CSO role has leaned increasingly towards compliance. This raises pertinent questions about its long-term necessity—is it a position that should eventually be phased out? Noemie Bauer, offering fresh perspectives from her recent entry into the role, emphasised the evolving focus on operations alongside compliance. She stressed the importance of maintaining a forward-looking approach, highlighting the transition from a predominantly HR-centric role to one deeply embedded in sustainability practices.
Technical skills emerge as a critical component within CSO teams, according to Noemie Bauer. Chris Davies, representing a vertical farming company, underscored the advantages for startups in embedding sustainability values from inception. However, he acknowledged that implementation varies across industries, with sectors like food facing unique challenges.
Michael Gidney highlighted the mainstreaming of sustainability, indicating its centrality to modern business. Yet, the need for technical proficiency to navigate myriad challenges remains a hurdle. In a landscape marked by disruptions, CSOs must navigate a tough macroeconomic environment, as Chris Davies pointed out, attracting investment from sustainability-focused investors.
Robert Metzke emphasised the multifaceted nature of sustainability challenges, advocating for collaboration among various stakeholders. He highlighted the role of CFOs in creating value and monetizing sustainability initiatives, mitigating the risk of greenwashing.
Addressing the need for widespread integration of sustainability considerations, Noemie Bauer stressed the importance of setting clear rules and providing comprehensive training across all levels of the organisation.
The diversity of business types further complicates the CSO’s role. Michael Gidney advised future CSOs to secure company commitments firmly and expressed hope for greater CEO focus on sustainability.
In closing, the panellists emphasised the need for collaboration, adaptability, and continuous learning. As sustainability continues to shape the corporate landscape, CSOs must remain vigilant, staying abreast of evolving trends and embracing change as integral to their evolving role.
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Featured Image: Credit: Economist Impact
