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Sustainability is not part of leaders' objectives, appraisals, or day jobs
Which of the following statements apply to you?
(% of senior leaders selecting this option)
Global - Senior Leaders
Sustainability is not part of leaders' objectives, appraisals, or day jobs
Which of the following statements apply to you?
(% of senior leaders selecting this option)
ANZ - Senior Leaders
Sustainability is not part of leaders' objectives, appraisals, or day jobs
Which of the following statements apply to you?
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France - Senior Leaders
Sustainability is not part of leaders' objectives, appraisals, or day jobs
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Germany - Senior Leaders
Sustainability is not part of leaders' objectives, appraisals, or day jobs
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Spain - Senior Leaders
Sustainability is not part of leaders' objectives, appraisals, or day jobs
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Sweden - Senior Leaders
Sustainability is not part of leaders' objectives, appraisals, or day jobs
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UK - Senior Leaders
Sustainability is not part of leaders' objectives, appraisals, or day jobs
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US - Senior Leaders
Why the Accountability Divide matters
The adage is true: What gets measured, gets managed. This is an important lesson to heed as you make the bold transition to a more sustainable future.
When everyone at your organization understands the role they play in making change happen—and are held accountable for progress—sustainability becomes truly integrated across strategy, decision-making, and resource allocation.
In fact, our research shows a clear link between executive accountability for sustainability and progress on sustainability goals.
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Senior leaders who frequently discuss sustainability objectives with their team are 1.6x more likely to report that sustainability progress has been made and will continue to be made. |
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Senior leaders who feel personally accountable to sustainability objectives 1.6x more likely to report that sustainability progress has been made and will continue to be made. |
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Senior leaders whose impact on sustainability goals is part of their performance appraisal are 1.6x more likely to report that sustainability progress has been made and will continue to be made. |
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Senior leaders with clear sustainability objectives as a leader are 1.5x more likely to report that sustainability progress has been made and will continue to be made. |
Without systems to hold executives accountable, organizations’ sustainability actions are at risk of becoming token gestures, rather than catalysts of real change.
Sarah Galloway, Leadership Advisor, Russell Reynolds Associates
2023 Survey 2021 Research Report Download full report
How world-leading organizations are holding executives accountable for sustainability
Sustainability front-runners are enforcing clear, measurable sustainability targets for their executive teams. They recognize that holding leaders responsible for sustainable actions cultivates a culture of accountability—and action.
Natura
Natura, widely considered as one of the most sustainable companies on the planet, ties executive compensation to sustainability goals. The leadership is continually challenging itself. And each year, Natura’s metrics for success get more sophisticated and demanding.
Natura’s CEO João Paulo Ferreira shared how one year the company’s financial targets were met but the sustainability goals were not, so no one got a bonus that year. “That’s how you embed a sustainability goal; that’s how they know it’s important.”
3M
Internally, 3M holds its individual business units accountable for innovating on better products for the consumer and the environment by introducing sustainability KPIs into its new product development and launch process. Beginning in 2019, 100% of the company’s new products (approximately 1,000 per year) are required to have a Sustainability Value Commitment that demonstrates how the product drives impact for the greater good. The company measures the impact of this commitment and publicly reports on it annually to ensure transparency.
Source: Sustainable Leadership, Russell Reynolds Associates, 2021
Divides and Dividends | 2023 Report
Deliver stand-out sustainability success.
Discover other risks that may stop you from reaching your sustainability goals
It’s not enough to just commit to sustainability. To make a positive impact, you need to deeply integrate sustainability across your entire organization—from strategy and operations to daily decisions. Our research shows four gaps that, unless addressed, will prevent this from happening.
Leaders are making the right noises around sustainability. Yet beneath the surface, they still see sustainability as a brand-building exercise, rather than a true lever for business performance.
CEOs often lack the vision and courage that’s needed to take risks, navigate complex trade-offs—and ultimately pivot their organizations toward a more sustainable future.
Senior leaders are missing multiple opportunities to harness the collective potential of employees to accelerate sustainability transformation, at scale.