In recent months, dozens and dozens of adverts have appeared on LinkedIn and many recruitment processes have been many recruitment processes have been opened by executive research companies to find future sustainability officers for all kinds of companies. In general, they ask for a degree in engineering (environmental, preferably), complemented by a degree in management, a command of two or three languages, analytical skills, a capacity for synthesis, an aptitude for data collection and interpretation, communication and leadership skills, mobilisation and leadership skills, creativity, vision and, preferably, some knowledge of the company's sector... Similar experience is more than welcome in a context where there isn't that much of a track record after all.
I've been contacted several times to recommend people. And the answer is always the same. "It's going to be difficult...", not to mention unreasonable.
What I see in companies that I've followed for some time and that perform very well, is that in many cases the person was recruited internally. Yes, knowledge of the sector and the business is indispensable, even more so the ability to know who to turn to for access to information and the talent to question business as usual, understand the relationship and interdependencies between resource scarcity, climate change, demographic evolution, stakeholder expectations - paying close attention to employees, etc. and the services or goods produced by the company. Focus on legal obligations, not just from a compliance perspective, but from a strategic one, with feet on the ground and a spirit of innovation. A systemic way of thinking.
And a lot of humility. And a willingness to learn. Because, after all, the CSO is an orchestra leader, someone who goes within the company to find experts, technicians with experience, who will be indispensable for implementing a plan, monitoring results, commenting on progress, contributing to the report. All areas should be invited, they will all have an impact and will have to discuss trade-offs together, which can sometimes create conflicts. And in these cases, the CSO will demonstrate yet another talent, that of knowing how to create the conditions for an informed and balanced debate. Therefore, rather than a set of very technical competences, it is important to identify a profile. Specialisation is essential, yes, but more for a team or within different departments.
And if no one matches this profile internally, external demand should also value a way of thinking more than a set of qualities that are difficult to find in a single person and that always exist internally.
*Republished with the permission of RH Magazine (original version in RH Magazine September/October 2023)
