How to Get Your Company Leadership to Take ESG Seriously

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Sustainability in Europe has started to feel like a trend—one that’s been riding a wave of urgency, regulation, and pressure on businesses from all directions. But now, with political shifts and economic concerns reshaping priorities, that trend is slowing down.

The recent Omnibus changes exposed a fundamental flaw in how ESG is approached. For too long, the focus has been on pushing sustainability hard and fast, treating it as an unstoppable movement rather than a strategic, long-term transformation. The result? Resistance, pushback, and now, uncertainty.

Both regulators and sustainability leaders need to shift their approach. Instead of chasing trends, we need to sustain a trend—one that integrates ESG into business fundamentals, not just compliance checklists. Sustainability shouldn’t be about pushing businesses to the edge with rigid demands but rather guiding them toward measurable, strategic value that lasts beyond political cycles and regulatory shifts.

This is where leadership buy-in becomes essential. If ESG is framed as just another passing wave, companies will disengage the moment external pressure weakens. But if sustainability is positioned as a business-critical function—driven by risk management, innovation, and long-term profitability—then it becomes resilient, even when regulations shift.

So how do we make that shift? How do we communicate sustainability as an asset, not just an obligation? Here’s how to bring leadership on board—not because they have to, but because they see the value in it.

1. Tie ESG to Business Priorities

If It Doesn’t Impact the Bottom Line, It Won’t Get Leadership’s Attention

A few weeks ago, I had a long conversation with the owner of a mid-sized manufacturing company. He wasn’t against sustainability—far from it. In fact, he personally cared about the environment in his daily life. But when it came to his business, he felt frustrated, overwhelmed, and exhausted by the endless ESG demands.

"Every week, there’s a new regulation, a new requirement, a new report to fill out. We’re not a giant corporation—we don’t have a whole team for this!" he said.

His frustration came from a pain point that is often ignored—SMEs are constantly framed as polluters rather than value providers and problem solvers. But businesses exist to create value, and sustainability should enhance that, not just add to their burden.

I pointed this out to him: “You care about the environment in your daily choices—so do many others. ESG isn’t about forcing businesses into compliance; it’s about meeting the expectations of customers, investors, and partners who share those same concerns.”

Then, I broke it down for him—not in terms of compliance, but in terms of profitability, risk, and competitiveness:

• Capital and Growth: Companies with strong ESG performance attract more investors, customers, and talent. Large buyers prefer sustainable suppliers, and investors increasingly factor ESG into funding decisions. Want more business? ESG helps.

• Risk Management: ESG isn’t just about reputation—it’s about avoiding costly disruptions. Regulatory fines, supply chain instability, and shifting market expectations can hit businesses hard. Playing defense early saves money later.

• Cost Savings: Energy efficiency, waste reduction, and smart resource management aren’t just good for the planet—they cut costs. Many SMEs that adopt ESG practices see direct financial benefits from operational improvements.

• Competitive Edge: Many businesses think ESG is a burden—until their competitors use it to win contracts, build customer trust, and secure better funding. Falling behind on ESG isn’t just about compliance; it’s about losing market position.

At the end of our conversation, the business owner wasn’t thrilled about the complexity of ESG—but he saw the business case. That’s the shift we need.

Executives—especially in SMEs—won’t engage with sustainability if it feels like an external burden. But when ESG is framed as a business tool that drives growth, protects against risks, and improves efficiency, it becomes something they can’t afford to ignore.

2. Use Numbers, Not Just Narratives

Executives Trust Data, Not Just Good Intentions

Halfway through our conversation, the business owner shook his head.

"I hear ESG is important, but is it really making a difference?"

A fair question. And one that can’t be answered with opinions alone—here we need hard numbers.

• Capital Moves Toward ESG: Over 90% of institutional investors now assess ESG factors before making investment decisions. Ignoring sustainability means losing access to capital and funding opportunities.

• Cost Savings Are Tangible: A very tangible example would be energy. I shared examples of real-world cost reductions through ESG initiatives, including energy efficiency improvements.

He paused. "I understand there are opportunities, but this is a completely new field for me. I need to understand it all."

Exactly.

This is why I published the ESG Masterclass for Non-Experts—because you don’t need to be an ESG expert, but you do need to understand the why, how, and what needs to be done.

Especially for businesses in Europe! If you’re looking for a clear, structured guide to navigate ESG without the overwhelm, check it out!

3. Leverage External Pressures

Sometimes, Leadership Won’t Move Unless They Feel the Urge

At this point in our conversation, the business owner was starting to see the business value of ESG. But he still wasn’t convinced it was urgent.

"I get that there are opportunities, but do I really need to act now?" he asked.

The short answer? Yes. Because whether businesses like it or not, external pressures are making ESG non-negotiable.

• Regulations Are Here to Stay: CSRD, SFDR, CSDDD—compliance isn’t optional. Even SMEs that aren’t directly affected will feel the impact through supply chain requirements, investor expectations, and market pressure.

• Customer Expectations Are Shifting: Whether you sell B2B, B2C, or B2G, clients and consumers are actively choosing sustainable suppliers and products. Large corporations are embedding ESG criteria into procurement—meaning businesses that fail to comply risk losing contracts.

• Talent Retention is a Competitive Advantage: Gen Z and Millennials now make up the majority of the workforce. They don’t just want jobs—they want to work for businesses that create value rather than extract it from the economy, environment, and society. Companies that ignore ESG won’t just struggle to attract talent—they’ll lose their best people to competitors that take it seriously.

"So ESG isn’t just about ink on paper—it’s about real impact?" he said.

Exactly.

Ignoring ESG today isn’t just a missed opportunity—it’s a long-term risk. And the companies that recognize this early will be the ones that stay ahead while others scramble to catch up.

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4. How to Start Without Overwhelming Yourself

Sustainability Works Best When Driven by Those Who Know the Business

As we wrapped up our conversation, the business owner hit me with a final concern:

"I get why ESG matters, but I don’t have the resources to hire a full sustainability team just to turn my company into some ESG hero."

And that’s exactly the misconception—you don’t need a dedicated team to start.

In fact, sustainability is most effective when it’s driven from within—by the people who already understand the business inside and out.

• Find ESG Champions Internally – Chances are, there are already people in your company—whether in operations, procurement, HR, or finance—who care about sustainability and would be eager to contribute. Let them take ownership of small initiatives.

• Start with the Basics – You don’t have to reinvent the wheel. Focus on low-hanging fruit like energy efficiency, water conservation, and waste reduction—areas where quick wins are easy to achieve and can show real cost savings.

• Leverage External Support as Needed – If more expertise is required, you don’t need a full-time team. Small advisory firms or solopreneurs can guide the process at a fraction of the cost of building an internal ESG department.

"So, I don’t need to build an entire ESG team—I just need to empower the right people?"

Exactly.

Sustainability isn’t about having a huge department—it’s about embedding ESG into the business, step by step, with the people who know it best. Start small, build momentum, and let it grow organically from within.

Final Thought

Businesses are not the bad guys. They are efficient, problem-solving organizations that, when given the right incentives and direction, can drive sustainability forward at scale.

At the same time, consumers are not powerless. Every purchase decision, every shift in demand, and every expectation placed on companies shapes the market.

Yes, regulation is important—it sets the guardrails, ensures accountability, and moves the laggards. But it should never be the sole driver of sustainability. True progress happens when businesses see value beyond compliance—when they integrate ESG into their strategy, not just their reporting.

Ultimately, trust and awareness from the consumer side must be met with transparency and vision from the business side. That’s how we move from short-term trends to long-term impact—and make sustainability a standard, not just a slogan.

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