Who’s Driving ESG in Your Company? Why Roles and Skills Matter More Than Ever
The ESG transformation is no longer a project, it’s a structural shift. For German companies navigating CSRD, ESRS, and taxonomy regulations, one thing has become crystal clear: compliance starts with people.
At ESG-X, we’re seeing firsthand how the right roles and qualifications can make or break an ESG program. That’s why our recent Q2 webinar focused on a crucial question:
What makes an ESG leader effective especially in the complex reality of German SMEs.
Beyond Titles: ESG Is a Team Sport
While “ESG Manager” might sound like a standalone job, successful ESG implementation depends on collaboration across the C-suite, operational departments, and functional leads.
Hereis how ESG responsibilities typically distribute in real-world organizations:
- C-Suite:
- CEO for strategic buy-in
- CFO for ESG-linked financing and reporting
- CPO for sustainable procurement
- CIO for data systems and digital ESG tools
- Functional Departments:
- Legal, Controlling, IT, HR, Logistics, Sales, and Marketing all play distinct roles in ESG implementation
- ESG Key Users and Sustainability Boards bridge between holding and business units
Without clear accountability, ESG quickly becomes everyone’s job and no one’s responsibility.
Common ESG Implementation Challenges: Role Clarity & Skills Gap
From our webinar survey and client conversations, we heard the same blockers repeatedly:
“No one knows who’s really responsible.”
“Too many people are involved, but no one’s driving.”
“Our tools don’t talk to each other. It’s chaos.”
“Everyone sees ESG as extra work, not strategy.”
And underneath it all: a lack of ESG-specific skills and governance.
What Makes an Effective ESG Leader?
Forget the idea of the lone “sustainability expert". Companies today need contextual ESG allrounders who can translate regulatory complexity into action. The must-haves include:
🔹 Strategic Thinking: Align ESG with core business goals
🔹Communication & Mediation: Bridge internal stakeholders and external demands
🔹Data Literacy:Interpret metrics and spot gaps
🔹Process and Method Expertise: Apply standards pragmatically
🔹Governance & Risk Know-How: Navigate legal and reputational risks
🔹Change Management: Move people from resistance to ownership
ESG is not about expertise in isolation, itis about cross-functional coordination and practical implementation..
How Companies Are Building ESG Competence Today
We asked participants: How is your company approaching ESG capability-building? The top approaches included:.
1. Training & Upskillinga
- In-house sessions, external certifications, and ESG-specific learning platform
2. Hiring Interim ESG Managers
- Fast access to experience without long-term commitments
3 Bringing in Graduates
- Fresh minds from university programs, though often needing company-specific onboarding
4. Using ESG Tech Tools (like ESG-X Suite)
- Especially helpful in closing knowledge and capacity gaps
ESG success depends on connecting regulatory understanding, operational context, and pragmatic tool.ing.
Key Takeaway: ESG Doesn’t Work Without Clear Roles and People-First Strategy
You cannot install ESG like software. It has to be communicated, embedded, and governed. That means:
✅ Defining clear responsibilities
✅ Equipping people with the right tools and training
✅ Creating a culture where ESG is seen as part of business resilience, not red tape
With ESG-X, weare supporting organizations not just with software, but with the frameworks and expertise to build ESG teams that drive real .impact.