Sustainability professionals are facing a new kind of challenge.
In some parts of the world, ESG is under political pressure. The EU’s recent Omnibus proposal is rolling back or delaying some significant sustainability regulations, while in the U.S., anti-ESG rhetoric is on the rise. Even inside companies, we’re hearing things like “Let’s press pause,” “This isn’t the right time,” or “Maybe this is just a nice-to-have.”
It’s frustrating but also familiar. Sustainability has always had to prove its worth in environments that don’t prioritize long-term thinking. The difference now is that it’s being framed as a burden instead of a business tool.
That’s why this guide exists: to help you keep ESG on the agenda when it feels like the spotlight is shifting. Whether you’re navigating internal pushback or shifting political winds, you’ll find practical ways to reframe the conversation, speak the language of business, and show how ESG creates value not just for the planet, but for the company too.
Let’s dive in.
Understanding the Current Landscape
Over the past 18 months, the policy and political environment around ESG has shifted significantly. What was once seen as a regulatory wave gaining momentum is now facing a period of pause, debate, and, in some cases, pushback.
In Europe, the omnibus proposal signals a political softening on sustainability regulations. It’s not a complete reversal, but parts of the EU’s Green Deal, like CSRD reporting timelines, are being pushed back or watered down. At the same time, there’s growing “greenlash,” a backlash against sustainability, often fueled by concerns about red tape, rising costs, or culture wars. In the US, some states have even passed laws restricting ESG investing or banning the term in policy documents.
Across the board, ESG is facing more scrutiny. Some companies are starting to treat it like an optional extra, not a core strategy. 2025 has so far been a year of transition, where ESG strategies are tested by political shifts, economic pressure, and changing investor expectations. The risks, however, haven’t gone away. Climate impacts, supply chain disruptions, and social inequalities are all still real. So while public attention might dip, the companies that stay focused now are the ones that will be more prepared later.
If ESG starts falling off the agenda, it’s not because it stopped being relevant. It’s because the context has changed, and it’s our job to respond to that, not retreat.
Here’s a concise timeline of events that have unfolded surrounding ESG:
Common Pushbacks (and How to Respond)
In a more cautious or politicized climate, ESG professionals are likely to hear some familiar objections, especially when budgets are tight or priorities shift. The key is to respond with business-relevant framing that connects sustainability to core priorities like risk, efficiency, and market access.
Here’s a quick reference table you can use in meetings, slide decks, or strategy docs:
The narrative around ESG is shifting. The opportunity now is to show that ESG isn’t a distraction but rather a lens for better decision-making.
Repositioning Sustainability as a Business Imperative
With all the noise around delays and pushbacks, it’s easy for ESG to be seen as something that can wait. However, the risks that businesses face, including climate shocks and supply chain issues, as well as stricter investor demands, haven’t gone away. That’s why sustainability needs to be reframed as part of how the business stays strong, competitive, and ready for what’s next.
A good place to start is shifting how we talk about it. Think risk, resilience, reputation, and returns:
- Risk: ESG helps identify and manage factors such as climate exposure, regulatory uncertainty, or social issues that could affect business continuity. These risks still matter, even if some rules are paused.
- Resilience: When sustainability is integrated into how the business runs, it makes it more agile, less dependent on volatile resources, more attractive to talent, and better prepared for disruption.
- Reputation: Customers, investors, and partners continue to watch. Sustainability performance continues to shape how businesses are judged, whether or not the term “ESG” is used.
- Returns: Companies with strong ESG data often find it easier to attract capital and unlock long-term value. It’s not just about doing the right thing; it’s about doing smart business.
Even if some reporting requirements get delayed or watered down, the expectation to show progress and transparency is very much alive. Investors still want the data. Customers still care about credibility. And teams still need direction.
This is a moment to stay focused, speak in business terms, and show how sustainability fits into the bigger picture.
What to Say (and to Whom)
Keeping ESG on the agenda means knowing how to talk about it in ways that feel relevant to your audience. Different departments care about different things, so your message needs to match their priorities.
Here’s a quick guide to help you frame the conversation:
CFO & Finance Teams
- Talk about risk management, cost savings, investor expectations, and audit readiness
- Use phrases like:
- “Staying ahead of regulation reduces surprise costs.”
- “Better data now = fewer expensive fixes later.”
- “Investors are increasingly asking for non-financial disclosures.”
CEO & the Board
- Talk about long-term resilience, reputation, stakeholder pressure, and future-proofing
- Use phrases like:
- “Sustainability is central to our license to operate.”
- “This strengthens trust with customers, investors, and employees.”
- “Resilience is a competitive advantage.”
Commercial, Sales & Procurement
- Talk about customer expectations, B2B ESG criteria, supply chain pressure, and innovation
- Use phrases like:
- “We’re already getting ESG questions in RFPs.”
- “Meeting these standards gives us an edge with major buyers.”
- “Clients are looking for credible partners with strong sustainability credentials.”
HR & Internal Teams
- Talk about talent attraction, employee engagement, and workplace culture
- Use phrases like:
- “Strong values help retain motivated, purpose-driven employees.”
- “This supports a healthier, more inclusive culture.”
- “Strong ESG performance helps us attract and keep great people.”
You don’t need to be a technical expert on every topic; you just need to learn to speak their language. Make it easy for them to connect ESG to their goals.
Tools & Tactics for Staying on the Agenda
In a more cautious environment, ESG work needs to be more than just visible; it needs to be embedded. Here are a few practical ways to keep it active and aligned with the business:
- Share Stories, Not Just Stats
Go beyond the metrics. Show how ESG efforts have led to real results, like a policy that helped reduce costs or a shift in suppliers that improved transparency. When people see progress, they’re more likely to back it.
- Keep ESG in the Room
Make it a recurring topic in leadership meetings, strategy reviews, and project planning. A few minutes regularly is better than a deep dive once a year.
- Build Internal Champions
Sustainability doesn’t stick if it lives in one department. Work closely with finance, legal, operations, and HR to build shared ownership. Map your internal allies and cultivate them.
- Raise Governance Literacy
Help your board and leadership teams connect ESG to business strategy. That might mean short internal workshops or one-pagers that link ESG to capital decisions and long-term risk. Think of this as more than just a pitch; equip them to lead it.
- Focus on Decision-Driving Metrics
Choose data that links directly to cost, risk, or opportunity. Think: reduced downtime, insurance premiums, energy efficiency, and supply chain delays. These are the kinds of metrics that earn attention.
- Use Regulation as a Strategic Prompt
Rather than dreading CSRD, EUDR, or SFDR updates, use them as entry points. Say, “This is coming; how can we use it to strengthen what we’re already doing?”
- Align Incentives
If ESG isn’t showing up in how decisions are made, such as in your budgets, performance reviews, and executive goals, it’s going to fade fast. Integration starts with what gets valued and incentivized.
Final Thoughts: From Pressure to Purpose
If it feels harder to do this work right now, you’re not imagining it. The attention has shifted, the political winds are louder, conversations are more cautious, and in some rooms, ESG feels like a liability instead of a leadership tool.
But the fundamentals haven’t changed. The climate crisis is still accelerating, and social and supply chain risks haven’t disappeared. The expectation to act transparently, strategically, and credibly is still valid and necessary.
This is a time to adapt.
You don’t need to have the loudest voice in the room. You don’t need to defend every line of regulation. But you do need to hold the thread by staying grounded in your values, focused on long-term business relevance, and connected to others doing the same.
“When the noise fades, what will remain is what you chose to build when it was hardest to try.”
So if you’re tired, take a break, but don’t walk away. ESG isn’t a trend; it can serve as a transformation. And your work, even when it’s quiet, still matters, and you’re not the only one holding the line. If you need support, find community, talk to peers, or join intervision groups. You don’t have to carry it alone.