Sustainability is no longer something that sits next to the business strategy — it is the strategy. Nowhere is that clearer than in the agri-food world. Pressure from regulators, consumers, investors and supply-chain partners is rising fast. Companies are being held accountable for their environmental footprint, social responsibility and transparency.  Ten years ago, sustainability roles often lived somewhere between compliance and communication. Today, positions like Chief Sustainability Officer, Head of ESG or Regenerative Agriculture Lead shape the direction, credibility and long-term resilience of the entire organisation.

The leaders we need now

Many CHROs tell me they are not just looking for someone who can write a report or run a programme. The new generation of sustainability leaders must be true change-makers. People who understand the technical side,  from climate-smart farming to scope-3 emission reduction, but who can also bridge the gap between science, operations and strategy.  It’s a demanding profile. These leaders must operate in complex stakeholder networks: farmers, regulators, internal sceptics, investors, NGOs and increasingly vocal consumers. They must anchor sustainability in product development, supply-chain choices, brand positioning and organisational culture. It’s not only about plans:  it’s about influence, vision and persistence.

Why the search is so challenging

In my conversations with CHROs, I hear the same obstacles again and again. Many candidates come from very different backgrounds as agronomy, consultancy, policy, corporate strategy, which means they often excel in one area but not necessarily in the full spectrum. Operational credibility can also be an issue. Yet in agri-food and FMCG, credibility across the field, the factory floor and the boardroom is essential. Another challenge: making sustainability measurable. What KPIs represent real impact? How do you translate societal value into financial value? And with global demand for ESG talent surging, competition is fierce and turnover is a real risk.

How CHROs can create direction

What strikes me most: organisations that succeed are those that treat sustainability as a leadership transformation, not just a job description. Clarity is the first step. When the mandate of a sustainability leader is sharply defined, whether it revolves around compliance, innovation, regenerative agriculture or full ESG transformation, finding the right person becomes far easier.

Look beyond the sector

It also pays to widen the search. Talent from energy, retail, FMCG or NGO environments brings fresh thinking and new perspectives. Behavioural and scenario-based assessments are becoming essential. These roles are about influence, navigating resistance and driving cultural change. Not everyone who knows the content can actually lead with it. Reward structures matter too. Aligning incentives with long-term sustainability outcomes, not just annual reporting cycles,  helps attract and retain the right people.

Sustainability must also grow from within

Hiring a strong sustainability executive is only the beginning. Sustainability becomes powerful when it is supported internally by ambassadors, leadership standards, training and cross-functional collaboration. Companies that integrate ESG goals into performance management and strengthen cooperation between operations, finance and sustainability teams move faster , and with more coherence.

A real-world example

Recently, I supported an international food producer in shaping new leadership for their regenerative-agriculture strategy. They created a new CSO role with a dual mandate: define the global ESG strategy and build regenerative agriculture programmes with farmers and suppliers. By looking broadly — from agricultural scientists to business-transformation leaders  and defining the profile with precision, we found a candidate capable of connecting both worlds. Within two years, emissions dropped by 15%, and the company secured sustainability-linked financing. The impact was measurable, but just as important: the organisation gained a clearer compass  and a renewed sense of pride.

Ultimately, the CHRO or HR Director holds the key

Sustainability leadership has become a decisive factor for future readiness. It requires people who combine vision with realism, ideals with influence, and strategy with execution. That kind of talent is scarce , but not unreachable — as long as we search, select and develop with the depth this moment demands. CHROs and HR directors play the pivotal role. By defining the right profile, involving the right people and investing in culture and development, you determine whether your organisation simply reacts to change  or leads it.

Wilko Grievink

📱 +31 6 553 622 53

✉️ wilko.grievink@hightouchglobal.com