How to convince your board to prioritize the CSRD

You already know that the CSRD isn’t just another box to tick — but does your leadership team see it that way?

Convincing your leadership team to prioritize the CSRD doesn’t have to be a challenge. With the right arguments, a clear approach, and consistency, you can help the team understand that this isn’t just a regulation but a strategic opportunity to move forward.

Is your leadership team ignoring the CSRD? Here’s how to change that.

Why seek buy-in from your leadership

Now that you know the CSRD impacts the entire company, you might wonder: How do I get leadership on board?

The key is securing their buy-in. Without it, there’s no budget, no visibility, and—most importantly—no commitment.

If you’ve tried but feel stuck, you might not be speaking their language. Leadership isn’t typically focused on compliance—it’s not their priority. That’s your expertise.

Their focus? Growing revenue, increasing market share, and improving customer satisfaction—all while reducing costs and risks. Right now, the CSRD likely feels like just another expense.

Your challenge is to show them that investing in the CSRD doesn’t just minimize risks and enhance reputation—it opens new opportunities and revenue streams. Sound more interesting now?

The CSRD isn’t just about sustainability; it’s strategic. And leadership understands strategy.

Tips for speaking leadership’s language

Getting leadership buy-in isn’t easy, but here’s how to make your case effectively:

1. Find a champion within the committee: if you manage to get at least one member of the committee to be your advocate, you’ll have an ally to open doors.
2. Inspire and share: you are the expert. The key to convincing them is to continuously train them. Give brief presentations on specific topics to show what other companies are doing and how it has benefited them.
3. Don’t talk about costs, talk about investment: The CSRD is an investment that will protect the company from penalties, improve the image, and open new business opportunities. Replace the words cost with investment and probability with risk.‍
4. Turn risks into opportunities: directors want to minimize risks. If you explain how the CSRD helps reduce legal, reputational, and financial risks, they will see it as an opportunity rather than a burden.
5. Use data and metrics: show with numbers how implementing the CSRD will help achieve the company’s objectives.