Sustainability leaders face constant rejection

Sustainability is a collective responsibility. Or it should be. It needs to be embedded at every level in organisations and it needs to be championed from the top. But many sustainability leaders say they are siloed from other parts of the business and feel like outsiders.

Joanne Gilroy, Group Director of Sustainability at Balfour Beatty, says sustainability leaders face constant rejection from the C-suite. However, she also thinks chief sustainability officers and other sustainability leaders need to understand that ‘no’ is not necessarily a final rejection, but an indication that their pitch needs adjustment, to appeal more to the immediate goals of the organisation.

Gilroy was one of many speakers at the Edie 25 Conference, the 16th annual UK event where thought leaders and sustainability experts discuss the latest trends and challenges in the field. The insights shared at this event are also valuable to directors because directors also need to know current sustainability agendas and thinking.

Short term goals versus long term goals

Even though many directors recognise the critical importance of ethical leadership, the C-suite still tends to prioritise immediate company goals over longer term sustainability issues. This makes it hard for sustainability leaders to motivate the C-suite to invest in long-term return. Sustainability experts say this needs to change – organisations need to make the right sustainability choices, not just the easiest.

Effective communication is key. Sustainability leaders need to frame messaging in a way that resonates with directors. And they need to take other considerations into account, such as costs and departmental goals, to ensure that sustainability goals align with C-suite’s priorities and concerns. This requires sustainability leaders to be skilled at stakeholder engagement and navigating complex organisational dynamics – just as directors need to be.

Organisational thinking

Another key takeaway is that it’s not just directors who need to be on board with sustainability. It needs to be embedded into every aspect of business operations. It should be a core consideration in decision-making processes across all departments – finance, marketing, operations… By embedding sustainability into the fabric of the organisation, companies foster a culture of environmental responsibility and long-term thinking, ensuring actions align with sustainability goals.

To achieve this, organisations need to invest in continuous professional development in sustainability-related areas and it needs to extend beyond mere compliance. Regulatory requirements are of course important, but so are innovative thinking, critical thinking and problem-solving, for example. Organisations need to create a culture of continuous learning, empowering leaders to stay abreast of emerging sustainability trends and challenges. Doing this also helps inspire, motivate and equip individuals to drive meaningful change.

Carbon-hungry AI

The conference discussed growing concerns around AI’s contribution to carbon footprint emissions. According to Dexter Galvin, formerly CCO at CDP, data centres may need to operate at over 160% capacity to manage AI workloads, posing a significant challenge to sustainability efforts. The increased energy consumption associated with AI technologies could undermine all the efforts made so far to reduce carbon emissions. Therefore, it is crucial that companies explore ways to mitigate AI’s environmental impact, such as investing in energy-efficient technologies and renewable energy sources.

There has been an explosion of organisations providing sustainability services, with many attending the Edie 25 conference to offer their services and expertise. These companies play a pivotal role in helping organisations tackle the complexities of the sustainability industry. For example, they can help organisations integrate sustainable practices into business operations, such as managing their ESG data or transitioning their energy supply. By leveraging the knowledge and solutions provided by these companies, businesses can progress their sustainability goals. The presence of these companies at Edie 25 underscores the growing demand for sustainability expertise.

In conclusion, the Edie 25 conference highlighted the importance of integrating sustainability across all sectors, engaging stakeholders effectively, and promoting ethical leadership. These themes are not just aspirational—they are essential for organisations aiming to thrive in a rapidly evolving landscape shaped by environmental and social expectations.

This message strongly resonates with the IoD’s recently launched Director Competency Framework, which asserts that sustainability must be embedded in the mindset of every director. It’s no longer sufficient for sustainability to sit within a single team or function. Instead, it must be a core consideration in every strategic decision, from governance and risk management to innovation and growth. Directors have a critical role to play in championing this shift, ensuring that sustainability is not an afterthought, but a guiding principle that shapes the future of their organisations.

By aligning with this mindset and leveraging the expertise of sustainability partners, many of whom were present at Edie 25, business leaders can accelerate their progress and create long-term value for both stakeholders and society.

To find out more about Edie visit: https://event.edie.net/edie25