While corporate climate expectations may seem uncertain in today's environment, sustainability teams still find themselves under pressure from stakeholders to deliver. But many are struggling to turn ambition into action.

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To understand how companies are currently navigating this landscape, we surveyed 40+ sustainability professionals across sectors including technology and professional services, with roles spanning strategy, operations, and executive leadership. Across these roles and disciplines, we found that while most companies are taking action on sustainability, there are still a series of challenges facing the market.

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This survey unpacks the corporate sustainability landscape by exploring the drivers and barriers to implementation, how companies are thinking about carbon credits, and what stakeholder engagement really looks like. We also set out to understand what kinds of sustainability resources are actually helpful, so providers can better support the teams doing this critical work.

Key Takeaways

1. Sustainability momentum is driven from the top, often by external pressure

Sustainability initiatives most often begin with pressure from investors, board members, or executive leadership. Among survey respondents, investors and executives were cited far more often than regulators as the initial catalysts for action.

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While regulatory pressure is rising in some areas, it is not an immediate driver: only one respondent cited regulation as the initial reason for taking action. In contrast, stakeholder expectations–especially from investors and prospective customers–are prompting companies to act now. This means executive buy-in often hinges on showing how sustainability aligns with financial risk, brand value, and stakeholder trust.

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2. Without clear ROI, budget and priorities block internal momentum.‍

Even when there’s enthusiasm, securing internal buy-in and funding is often a challenge. Budget constraints and competing priorities were the top blockers cited by respondents, particularly among smaller teams balancing sustainability with other operational demands.

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In some cases, the challenge isn’t purely a lack of budget, it’s the perception that sustainability is a cost center rather than a value driver. Sustainability leaders need to work cross functionally to embed sustainability initiatives into core business priorities, to be able to measure and communicate the ROI. This is especially true in companies where responsibility for climate action is spread across departments without a central owner or mandate.

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3. Implementation is slowed by knowledge and tooling gaps.

For teams that do get started, execution isn’t always straightforward. The most common challenges in implementation, in addition to budget constraints, included tracking and measuring emissions, allocating resources, and managing reporting requirements - all of which require time, tools, and internal alignment.

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These responses suggest that even when companies commit to climate action, they often lack the internal infrastructure to follow through effectively. Measuring emissions requires both technical knowledge and reliable tools, while budgeting and reporting demand cross-functional coordination. Without clear systems and aligned teams, progress is slow and momentum can be hard to sustain.

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4. Interest in carbon credits is rising, but inconsistent.‍

Some companies, particularly in tech, energy, and professional services industries, have begun to engage with carbon markets. Among respondents, 10 out of 41 reported purchasing credits, with the rest either opting out or not responding.

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Barriers to adoption varied widely: respondents cited competing priorities, limited internal knowledge, budget constraints, and skepticism about the carbon market. Some teams are still focused on reducing their own emissions first, while others haven’t yet developed a strategy for credit procurement.

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5. The best learning tools are practical and peer-driven.
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Executives tend to rely on case studies and industry reports that are straightforward and actionable. Strategy and ESG leads often turn to conferences, news outlets, and professional networks. Across the board, dense regulatory documents and overly promotional content were among the least used. There’s a clear preference for guidance that’s credible, concise, and easy to share internally.

What This Means for the Market

Executives are key decision makers, but long-term support depends on strategy.
Most sustainability initiatives begin at the top, driven by investor pressure and brand positioning. But that early momentum can stall without a clear strategic rationale. For executive priorities to translate into long-term support, sustainability efforts need to map directly to company strategy, resilience and risk mitigation, and market expectations. Tailored case studies and strategic content for senior leadership can help move decisions forward.

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Sustainability teams need to align incentives in the company and showcase financial and strategic benefits.
To unlock support across departments, sustainability needs to be framed as a strategic opportunity, not just a responsibility. Teams are most effective when climate goals align with company strategy. Highlighting cost savings, competitive differentiation, and investor interest can make the business case clear.

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Education is critical. Clarity is key.
Companies want to do more, but often don’t know where to start. That means digestible, credible guidance can go a long way in unlocking action. The strongest sustainability resources are transparent, concise, and easy to understand. Teams want help aligning stakeholders, building internal confidence, and making the case for climate action.

What You Can Right Now if You’re Tasked with Sustainability

Even the most motivated teams can get stuck. Without clear ROI, internal buy-in, or a phased plan, progress slows. Here’s how to move forward:

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• Do your research. Start with trusted sources to learn best practices, see how peers are navigating similar challenges, and avoid reinventing the wheel.
• Understand what stakeholders care about. Whether it’s investors, customers, or your CFO, tailor your strategy to the outcomes that matter most to them.
• Define ROI early and often. Sustainability won’t stick without a business case. Link your initiatives to risk reduction, cost savings, brand value, or compliance–whatever will move decision-makers.
• Bridge the gap between vision and execution. Set a clear roadmap, assign ownership, and build internal alignment early with teams across finance, legal, and leadership.
• Don’t let perfection delay progress. Start now. Small, credible wins are more powerful than fully mapped plans that never get off the ground.

Resources

If you’re looking to learn more, here are some resources that can help you get started:

From CNaught:

• You’re tasked with sustainability, now what?
  
  • A quick-start guide for anyone new to the role
• Proving the ROI of Climate Certifications
  
  • How certifications can drive revenue and brand value
• Carbon Credits for Every Step of Your Climate Journey
  
  • How you can use carbon credits strategically, no matter where you are in your journey
• Making the Business Case for Carbon Credits
  
  • Link credits to brand value, customer expectations and employee satisfaction‍

Industry Guides and Networks:

• Trellis: Practical resources and market guidance for corporate buyers
• Carbon Offset Guide: Best practice guide for purchasing high-quality carbon credits
• Oxford Offsetting Principles: Science-backed best practices for responsible offsetting
• LinkedIn: Follow experts, find resources, and join the conversation
  
  

How We Can Help

CNaught makes it easy for companies of all sizes to get started with a sustainability strategy for the first time, or to strengthen current initiatives. With storytelling and reporting support, we can help ensure your efforts are communicated well to any audience. And with the CNaught Guarantee, you can have full confidence in your carbon credits. 

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Reach out to our team to learn morehere.