Read more in the September 26 edition of Invert Insights.
Building on nearly 20 years of history, the 2025 UN Global Compact – Accenture CEO Study, Turning the Key: Unlocking the next era of sustainability leadership, captures a defining moment for corporate sustainability. Drawing insights from nearly 2,000 CEOs worldwide, it highlights a clear shift: the era of sweeping commitments has given way to an age of pragmatism, where measurable actions, grounded in resilience, now matter more than lofty pledges.
The study traces the evolution of sustainability in the corporate world, marking a journey from a focus on reputational risk (2007-2012) to an emerging strategic priority (2013-2018), and then to a holistic business approach (2019-2022). Today, sustainability has entered an “era of pragmatism” with an overwhelming 88% of CEOs believing that the business case for sustainability is stronger today than it was five years ago, and 99% intending to maintain or expand their commitments.
Despite this strong commitment, there’s a growing disconnect between ambition and action; only 35% of Sustainable Development Goal (SDG) targets are on track. The report indicates that the private sector is not fully prepared for the challenges ahead, with less than 14% of CEOs feeling well-prepared for global challenges like inflation, trade regulation, and climate change.
To better prepare for the uncertainty, the report identifies five keys that CEOs must use to move from intention to impact, ensuring a future of coordinated acceleration rather than fragmented adoption.
1. Collaborate on regulation.
CEOs recognize that strong global governance and policy alignment are “critical” or “important” for achieving the global sustainability agenda. As a result, they are shifting from reactive compliance to proactive engagement with policymakers. For example, 95% of CEOs report that regulatory compliance is a leading priority for their organizations. This collaboration is vital for creating a unified framework for sustainability that accelerates progress and streamlines compliance across different regions.
2. Harness consumer demand.
Consumer expectations are now a primary driver of sustainability strategy, influencing CEOs more than governments, employees, and investors. CEOs agree that the private sector can drive progress through sustainable products and services. Businesses are tapping into this demand by integrating customer insights into product development and exploring new circular business models.
3. Expand access to technology.
While 96% of CEOs view innovation and technology as “critical” or “important” to advancing sustainability, only 26% currently rank them as a top strategic priority. The report emphasizes the need to democratize access to digital tools and data, especially in the Global South, to ensure that sustainable innovation is inclusive and scalable. Technologies like Generative AI and digital tracking platforms are instrumental, but their benefits must be shared equitably to avoid widening the digital divide.
4. Upskill for the future.
The workforce is at the heart of the sustainability transition. CEOs must invest in building future-ready workforces with skills that go beyond technical knowledge to include adaptability, systems thinking, and ethical decision-making. The study found that 99% of CEOs believe upskilling can drive progress over the next 25 years. This is a strategic imperative for staying competitive and building a resilient, purpose-driven culture.
5. Lead with credibility and purpose.
Amid increasing public and political scrutiny, many companies are scaling back their public sustainability statements. This “quieter corporate voice” is a concern, as it undermines trust and collective action. The study stresses the importance of leading with courage, credibility, and consistency. CEOs who anchor sustainability in their business fundamentals and communicate transparently about their progress, even if imperfect, are better positioned to build trust with all stakeholders. Partnering with the right experts is also essential to ensure commitments are communicated effectively and progress is conveyed with clarity and impact.
The future of sustainability leadership lies in decisive action anchored in technology, driven by consumer trust, and reinforced by credible, transparent governance. Organizations that will ultimately emerge as leaders are not those who make the boldest pledges, but those who act with speed, inclusivity, and purpose.
💡With compliance topping CEO priorities, it’s important to align ESG governance with upcoming regulatory frameworks. By actively engaging with policymakers, the private sector can help shape a more consistent and supportive environment for sustainability, moving the entire industry toward the path of coordinated acceleration. Proactive engagement, early adoption of digital reporting tools, and transparent communication can turn regulation into a driver of competitive advantage.
💡 The future of sustainability measurement will be digital, but access is uneven. Businesses should advocate for inclusive technology strategies, partnering with startups, local innovators, and community organizations to ensure solutions are scalable, adaptable, and equitably distributed. Simultaneously, businesses should also focus on upskilling employees on the use of technology for ESG tracking and analytics to ensure the organization is able to leverage technology for sustainable impact.
💡 Rather than treat consumer expectations as external pressure, organizations should embed sustainability into product design, pricing, and storytelling. Circular models, regenerative supply chains, and credible third-party verification can transform consumer demand into brand loyalty and long-term business resilience.
