What India’s Top Practitioners Are Actually Doing — And Why It Matters
The Function Has Outgrown Its Traditional Definition
Ask most people what a Head of Sustainability or EHS does, and the answer typically revolves around compliance, environmental reporting, and safety audits. While those responsibilities remain important, they no longer define the function.
Across industries ranging from renewable energy and manufacturing to data centres, chemicals, and technology services, sustainability leaders are increasingly influencing boardroom decisions, shaping governance frameworks, supporting investment strategies, and driving long-term business resilience. What was once considered a support function has evolved into a strategic business capability.
From Compliance to Capital
One of the most significant shifts in recent years is the growing link between ESG performance and access to capital. Development finance institutions, lenders, and investors are increasingly evaluating sustainability performance as part of funding decisions. Organisations with robust ESG frameworks aligned to international standards are finding themselves better positioned to secure financing on favourable terms.
India’s regulatory environment has reinforced this trend. The introduction of the Business Responsibility and Sustainability Report (BRSR) has standardised disclosures around emissions, energy, water, waste, and broader sustainability performance. Companies that invested early in sustainability reporting and data infrastructure now enjoy a clear advantage in terms of investor confidence and regulatory preparedness.
The implication is straightforward: ESG is no longer a cost centre. It has become a financing lever.
Sustainability Has Reached the Boardroom
The governance architecture around sustainability is also changing rapidly. Leading organisations have elevated sustainability oversight to the board level through dedicated ESG committees and regular reviews of environmental and social performance metrics.
At the executive level, cross-functional steering groups increasingly monitor climate, resource efficiency, and sustainability targets alongside traditional business metrics. More importantly, sustainability objectives are being embedded into leadership scorecards and variable compensation plans.
When sustainability targets influence executive incentives, accountability becomes real. The function moves beyond reporting and becomes integrated into decision-making across the organisation.
The Supply Chain Is the New Frontier
Leading sustainability practitioners are no longer focused solely on their own operations. Increasing attention is being directed toward supply chains, sourcing practices, and value-chain sustainability.
Supplier assessments increasingly include environmental performance, human rights practices, health and safety standards, governance controls, and ethical sourcing requirements. This shift is particularly visible in sectors with globally integrated supply chains, where stakeholder scrutiny continues to intensify.
At the same time, organisations are recognising that some sustainability challenges require industry-wide collaboration. Whether addressing recycling, biodiversity protection, or responsible sourcing, many companies are working alongside peers to raise standards across entire ecosystems rather than tackling issues independently.
From Cost Centre to Value Creator
Another important development is the emergence of sustainability as a source of business value. Carbon markets, renewable energy credits, and nature-based solutions are creating new opportunities for organisations to monetise environmental performance.
Renewable energy companies are increasingly generating carbon credits that can be traded with organisations seeking to offset emissions, while afforestation and carbon sequestration projects are opening additional revenue streams. Sustainability is gradually becoming associated not only with risk mitigation but also with growth and value creation.
The Metrics That Define Leadership
The most advanced organisations are measuring success through outcomes that extend well beyond compliance.
Water positivity, zero waste to landfill, biodiversity conservation, ESG rating performance, and readiness for emerging regulations such as the European Union’s Carbon Border Adjustment Mechanism (CBAM) have become important indicators of sustainability maturity.
These metrics are increasingly reviewed with the same rigour as financial and operational performance. Sustainability leadership today is measured not by the number of reports produced, but by tangible and measurable impact.
The Talent Gap Nobody Is Talking About
As sustainability becomes more strategic, a significant talent challenge is emerging. Demand for experienced leaders far exceeds supply.
The most sought-after professionals combine technical expertise with commercial understanding, regulatory knowledge, stakeholder management capabilities, and boardroom credibility. They are equally comfortable discussing emissions data with engineers, ESG disclosures with investors, and sustainability strategy with executive leadership teams.
These integrated leaders remain relatively rare, making them some of the most valuable talent in today’s market.
The Strategic Imperative Ahead
The evolution of sustainability and EHS mirrors the transformation that finance and HR functions underwent in earlier decades—from transactional support functions to strategic business enablers.
Organisations that recognise this shift will gain advantages that extend far beyond compliance. They will improve access to capital, strengthen stakeholder trust, mitigate regulatory risk, and enhance long-term competitiveness.
The debate over whether sustainability matters is largely over. The more important question for leadership teams today is whether their governance structures, talent strategies, and organisational mindsets have evolved to match what the function now demands. Those that answer that question effectively will be best positioned to lead the next phase of growth and value creation.
By
Rajesh Pundir
Managing Partner
