It's true that in practice, many ESG initiatives gain significant traction only when propelled by substantial image gains or stringent legal requirements, often leading to more extensive projects than those driven purely by internal, less visible motivations. My experience aligns with your observation that the size and scope of ESG efforts often scale with these external pressures. However, for sustainability to truly "stick" beyond these initial drivers, it must evolve from merely fulfilling mandates or improving PR to becoming an indispensable component of project success, generating direct financial benefits through cost savings and new revenue streams, enhancing operational resilience by mitigating risks, fostering innovation for competitive advantage, and ultimately being measured by integrated KPIs that link sustainable performance directly to project outcomes and even compensation, thus making it a strategic imperative rather than just a compliance checkbox.
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