From Cost Center to Value Driver
What it really takes to reposition sustainability at the core
Sustainability leaders know the narrative: ESG should create business value.
But in practice, it’s still tough.
In a recent community roundtable with senior professionals across sectors, we explored how sustainability is perceived inside their organizations — and what it really takes to move from strategic promise to everyday traction.
🧭 Compliance helped us get here; but won’t get us further
In many companies, regulatory pressure gave sustainability its first seat at the table.
It offered clear justification: rules to follow, boxes to tick, reports to file.
But when that pressure fades — what’s left?
Where ESG work isn’t tied to core operations or long-term goals, momentum dries up fast.
Leaders now face a new challenge: making the business case in terms the business actually cares about.
Think:
- Lowering risk
- Strengthening resilience
- Protecting or unlocking revenue
Or as one member put it:
“If the CFO sees your rating drop, they care. If the sales team closes a deal using your EPD data, they care.”
📉 The cost of doing nothing is real; but invisible
This came up again and again: it’s easier to justify spending when the cost is obvious.
But many sustainability wins are about what didn’t happen.
You avoided a fine. Stayed on a supplier list. Kept an investor calm.
These are real outcomes — but they rarely show up in the P&L.
Sustainability leaders have to fill that gap with stories, context, and logic that make these outcomes visible.
“If you can’t show the cost of doing nothing,” one participant said, “no one will budget for doing something.”
❌ Charge a green premium? Probably not.
Many leaders shared the same truth: greener doesn’t mean better in the eyes of most customers.
Not unless it also performs and competes on price.
“If we can’t compete on core specs, no one’s buying just because it’s green.”
Now that regulatory pressure is easing in some regions, many “sustainable” products are exposed to this hard reality — and teams are being forced to rethink how they define and communicate value.
🔁 What’s working: reframing ESG from within
Despite the challenges, members shared tangible ways they’re embedding ESG across the business:
- Using external pressure. Investors, customers, and ratings agencies often do what internal advocacy can’t. One leader used an MSCI downgrade to unlock new resources overnight.
- Collaborating with sales. When sales sees ESG as a tool — not a blocker — momentum builds. “We need to feed them red meat,” one person said. “Something they can take to clients.”
- Redesigning products. Some are teaming up with R&D to cut emissions and cost. (Circular models are just one way how this can work - check our podcast with Sorouch from Schneider Electric for tangible examples)
- Framing it as risk. Instead of chasing ROI, some leaders are grounding the case in resilience and cost avoidance. It’s not about growth later — it’s about staying in business now.
- Making it part of the brand. A few are connecting sustainability to talent, identity, and purpose. This isn’t just a market story — it’s internal culture, too.
💬 Speak the language of the business
A recurring challenge: sustainability teams often don’t communicate impact in the way other functions expect.
“Finance brings beautiful dashboards. We’re doing good work — but we’re not speaking the same language.”
That mismatch can stall progress — even when results are real.
Some members shared how small efficiency projects became unexpected wins once reframed: not just as savings, but as proof points that helped shift perception from cost center to value creator.
The value was there. It just needed a translation.
🤝 Internal alignment is where the shift begins
Many agreed that ESG won’t become a value driver just by calling it one.
It has to be embedded where decisions get made.
That means finding allies in sales, finance, procurement, HR — and showing how ESG helps them meet their own goals.
One member described ESG as a “ticket to play” in their industry: essential for tenders, investor calls, even hiring. But to be taken seriously, the value has to show up where it matters — not just in principle, but in performance.
Others pointed to the need for sharper internal storytelling and more honest discussions about trade-offs. For many, the key was starting small. Winning early. Proving value before asking for more.
⏳ This isn’t about 2030 — it’s about showing up now
The message was clear: if sustainability is going to be seen as a value driver, it has to show up in real business terms — in how the company grows, competes, and protects itself.
That might mean redesigning products, avoiding disruptions, retaining top talent — and doing it without relying on external mandates.
The work is already happening. The next challenge is making it impossible to ignore.
💬 How are you making the case for sustainability in your organization?
Hit reply and let us know — your story could shape a future edition.
📩 Got a standout example?
We’re collecting short case studies and stories on how teams are embedding ESG into sales, product, procurement, and more. If you’ve got one, we’d love to hear it.
🗓️ Upcoming Community Events
09.07 — Roundtable: "Scope 3 - Driving Decarbonization With — and Through — Suppliers"
Managing Scope 3 emissions remains one of the toughest challenges for sustainability leaders, demanding supplier collaboration, data accuracy, and cross-functional alignment. This roundtable explores how to move from reporting to real reduction — and where gaps still remain.
👉 RSVP and learn more
11.07 — Leadership Mindset Session: "Leading people through transformation"
"You’ve got the strategy and the roadmap. Now comes the hard part: getting people on board. This interactive session is for leaders turning transformation into something people believe in and act on."
👉 RSVP and learn more
— Max 💜
P.S. Thinking about becoming a member? Visit our website to learn more about membership and see if it’s the right fit for you. 👉 Learn more
