A new report reveals senior executives prioritize ESG reputations, even at the cost of pay, challenging the belief that sustainability concerns are only for younger employees. Juniors push for stronger leadership in social sustainability efforts.
A new report by Economist Impact, supported by Kyocera Document Solutions, reveals a significant divide in workplace priorities between junior and senior employees, highlighting how sustainability is shaping talent attraction and workplace engagement.
The study surveyed business executives and early career professionals across five major global financial hubs – London, New York, Singapore, Sydney and Tokyo. The survey findings challenge the idea that sustainability is primarily a concern of young professionals and found that 41% of senior executives factor in an employer’s ESG reputation when job-hunting, compared to 24% of junior employees. Furthermore, 43% of senior executives are willing to accept a lower salary to work for an environmentally and socially responsible company, whereas only 18% of junior employees feel the same way.
For senior executives, ESG considerations are no longer an afterthought—they are a competitive differentiator in career decisions, reflecting a commitment to sustainability despite a shift away from ESG efforts, particularly among US companies. For younger workers the rising living costs and job insecurity are likely leading them to prioritise financial stability over sustainability concerns.
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The study, however, also found common ground between junior and senior employees on workplace sustainability. A strong majority—80% of senior executives and 81% of junior staff—agree that educating employees on sustainable practices is essential to meeting workplace sustainability goals by 2030. Both groups see investor relations as the biggest beneficiary of sustainability initiatives and cite productivity gains and net zero objectives as key drivers over the next 12–18 months.
Yet key gaps remain. While senior executives may drive ESG strategies, nearly half (47%) of junior employees cite weak leadership engagement as a major barrier to sustainability initiatives. The survey also highlights a stronger sense of urgency among junior staff in addressing the ‘S’ of ESG—social sustainability. Confidence in protecting workers’ rights throughout supply chains, for example, varies sharply: 45% of senior executives believe their organisation upholds human rights standards, compared with only 36% of junior employees, many of whom work closely with supply chain partners. These findings highlight a broader disconnect between leadership commitments and the realities faced by employees on the ground.
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To bridge these gaps, the report calls for a more inclusive approach to sustainability leadership, where junior employees are given more opportunities to contribute to sustainability strategies, and executives prioritise transparency in decision-making.
Jonathan Birdwell, Head of Policy and Insights, Economist Impact said: “Corporate sustainability cannot succeed as a top-down directive alone. While senior executives set ESG strategies, junior employees are closest to operational realities and often hold the insights needed for effective implementation. Companies that engage employees at all levels—by embedding sustainability into job performance, fostering collaboration, and creating opportunities for bottom-up initiatives—will be better positioned to drive meaningful, lasting change.”
As sustainability continues to shape workforce priorities, corporate leaders have a unique opportunity to embed ESG into company culture—not just as a policy but as a shared responsibility. By fostering transparency, aligning sustainability with performance incentives, and actively engaging employees at all levels, businesses can cultivate a more motivated, purpose-driven workforce that drives sustainability progress.
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Source: PR Newswire
