Chief sustainability officers (CSOs) at U.S. public companies say their greatest contribution to the bottom line comes from identifying and addressing business risks — not only environmental issues — according to the 15th annual CSO insights report from recruiter Weinreb Group.
Risk management ranks highest
More than 62 percent of CSOs told the survey that their ability to spot and propose strategies for regulatory, supply-chain and climate-related risks resonated with other members of the C‑suite. That response outpaced other value areas, signalling that sustainability functions are increasingly judged on their capacity to protect enterprise value.
“What enterprise risk management has given me is the opportunity to see the big picture,”
Those were the words of a sustainability executive cited in the report when describing how a CSO role can be elevated into enterprise risk responsibilities.
Other ways CSOs add value
The survey highlights two other prominent value drivers:
- Cost savings: About 52 percent of respondents identified energy, waste and operational efficiencies as ways to reduce costs.
- Customer and retention benefits: Roughly 38 percent said sustainability initiatives support customer acquisition and retention.
These findings suggest sustainability teams are delivering both defensive (risk reduction) and offensive (efficiency and market-facing) business outcomes.
Context: who responded and what pressures matter
The report summarises the views of 69 CSOs at U.S. publicly traded firms — around one‑third of the roughly 193 people holding that title as of July 1. The universe of CSOs has declined from the prior year’s larger group. Respondents pointed to three main external pressures shaping their strategies:
- Customer and partner expectations: 62 percent
- Regulatory demands: 57 percent
- Investor and shareholder pressure: 41 percent
| Value area | Share of CSOs citing it |
|---|---|
| Risk mitigation | 62% |
| Cost savings (energy, waste, operations) | 52% |
| Customer acquisition/retention | 38% |
Respondents also listed the principal challenges they face, led by market and economic uncertainty (62 percent) and regulatory complexity (57 percent), echoing the same concerns that make risk-focused sustainability work salient to CEOs and boards.
Implications for businesses and households
For companies, the survey signals that boards and executive teams are likely to value sustainability efforts that clearly tie to enterprise resilience and cost control. For households, the connection is indirect but real: better-managed corporate risks around supply chains and climate can reduce sudden disruptions and price volatility in goods and services.
As sustainability roles evolve, firms that integrate CSOs into enterprise risk frameworks may find those positions more central to strategic decisions and capital allocation. The report’s respondents describe the CSO as a forward‑looking role designed to anticipate shocks and embed resilience into business models — a shift that could change where companies prioritise investment in the coming years.
