In the quest to align profitability with ESG considerations, companies are increasingly relying on their chief financial officers as change agents. And for good reason: CFOs possess a host of tools—for forecasting, budgeting, allocation and score-carding, for example—that they can use to bring sustainability factors into every business process and every decision about value creation. How else to provide a value-forward perspective, for example, on climate-related physical and transition risk? Or understand the impact and opportunities of green taxes and incentives? Or deliver reporting and materiality assessments that investors and other stakeholders can trust? The fact is, CFO leadership of sustainability initiatives is crucial for long-term value creation.
What does that leadership look like? As the graphic above shows, sustainability-focused CFOs need to play four critical, interconnected roles. By doing so, they can steer their organisations toward new modes of creating value in a rapidly reconfiguring world.
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