How CSR Leaders Can Help CEOs Close the Sustainability Ambition Gap

Even while companies talk about sustainability much less, the data are clear: corporations are investing more and more into sustainability. According to the new UN Global Compact–Accenture CEO Study,

• 98% of CEOs agree that sustainability is core to their role — and 97% expect to integrate sustainability into core strategies and leadership pay in the future
• Nearly three-quarters say they feel increasing pressure from investors, customers, and employees to act
• 90% of CEOs advise their successors to continue investment in sustainability initiatives.
• 88% say the business case for sustainability is stronger today than five years ago
• Yet, only 50% feel comfortable talking about this publically.

The Sustainability Ambition Gap

But here’s the catch: only 5% of CEOs believe that business is currently doing enough. And only a vast minority have plans in place to seize the opportunity. The gap between ambition and execution is real — and it’s where CSR and corporate social impact leaders play a critical role.

The study reveals both an urgent need and an extraordinary opportunity: CSR leaders can help CEOs transform bold (even if unspoken) commitments into meaningful action by designing programs that align social impact with business strategy.

Why the Gap Exists

CEOs aren’t short on vision. The study shows that 84% of CEOs see sustainability as a gateway to business transformation, not just a compliance exercise. Yet structural barriers often stand in the way:

• Short-term financial pressures
• Fragmented approaches to sustainability across functions
• A lack of measurement systems that connect impact to business value
• Ignorance about more sustainable and equitable business models

In other words, while CEOs may want to “do good,” they’re still figuring out how to operationalize it across the business. That’s where CSR leaders can shine.

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What CSR Leaders Can Do

CSR leaders are uniquely positioned to turn CEO ambition into company-wide execution. Here’s how:

1. Translate lofty goals into employee engagement

The study shows that 87% of employees who participate in corporate volunteering or giving programs report improved perception of their employer (Boston College Center for Corporate Citizenship). CSR leaders can build the bridge between CEO commitments and employee pride by scaling meaningful, skills-based volunteering programs that demonstrate the company is walking its talk.

2. Focus on systems, not stunts

Trust in corporate sustainability claims hovers around 25%. Employee participation in volunteer programs averages just 17% despite 89% of companies offering them. Too many CSR programs default to “one-day wonders” like kit-building events. While easy to organize, they don’t advance sustainability or equity goals. By aligning volunteering, giving, and partnership activities with core business capabilities — for example, mobilizing engineers to support climate tech startups — CSR leaders can ensure employees contribute where their expertise has real leverage.

3. Aligning programs with corporate strategy

Harvard found 77% of programs lack strategic alignment. Nearly 60% fail due to poor stakeholder engagement. Giving, volunteering, and educational programs that don’t help employees use their jobs to contribute to the Sustainable Development Goals via the corporate strategy will be shutdown in the months and years to come. New programs that mobilize employees, partners, and supply chains in world-positive ways that align with the business’s long-term strategy are needed to support transformation.

4. Find the positive and politically-safe PR

The vast majority of companies don’t walk to talk about their sustainability programs, which lowers the ROI of the investments. CSR leaders, through strategic alignment of their programs with corporate sustainability targets, can create meaningful PR that politicians and investors will reward, and steer clear of the ESG political backlash.

5. Show the business case for impact

The 2025 CEO Study found that 63% of CEOs report investors are asking for greater transparency on sustainability performance. CSR teams should connect the dots between their programs and investor-relevant metrics: lower risk, stronger talent retention, customer loyalty, and innovation. That’s what elevates CSR from “nice to have” to “essential strategy.”

Need help? Check out our guide to calculating an ROI.

6. Partner across ecosystems

The report emphasizes that no single company can achieve systemic change alone. CSR leaders can help CEOs deliver on their promises by brokering partnerships with nonprofits, governments, and social enterprises. By doing so, they extend the company’s impact footprint and create multiplier effects. In addition, these programs create trust with strategic buyers, suppliers, and go-to-market partners

Helping CEOs Close the Gap

The world doesn’t need more commitments, strategies, or plans. It needs execution. CEOs are clear about what they want, and the data shows the urgency. But ambition alone won’t deliver sustainable and equitable outcomes.

Money is sitting on the table, and CSR leaders hold the keys to making CEO promises real. By focusing on employee engagement, business alignment, and partnerships that matter, you can help your organization close the gap between words and action.

And if you’re ready to build or scale a skills-based volunteering program that delivers both community impact and measurable business value, MovingWorlds can help.

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AI disclaimer: Following our AI Ethics policy, we disclose when we use AI. This post was written with the help of an AI chatbot that we trained with our research, brand voice, and other rules. The content strategy was first written by MovingWorlds, inputted into AI with instructions to match our brand voice and readability, and then the post was proofread and finalized by a real human.