NationSwell’s 3rd annual Private sector social impact and sustainability leadership survey coincided with a period of significant turmoil in the U.S. political arena, and occurred against a backdrop of ongoing backlash to corporate social impact, diversity, equity, inclusion, and belonging (DEIB), and environmental initiatives. 

The survey sought to better understand the sentiments, experiences, and priorities of senior leaders overseeing environment, social, and governance (ESG), corporate social impact, sustainability, DEIB, and related functions. Through those leaders, the survey also sought to better understand organizational priorities and behaviors.

The 2024 survey explored three themes in particular depth: perceptions of – and attitudes toward – the overall environment for corporate impact and sustainability initiatives, the amount of influence wielded by social impact and sustainability leaders within their own organizations, and the role of political and cultural forces on their work.

Summary of top findings

• Leaders continue to face down a difficult environment for their work, but growing optimism is there if you squint
• Despite ongoing backlash to ESG, impact and sustainability leaders are strengthening their positions within their organizations
• U.S. politics loom large over corporate impact and sustainability programs, with most leaders expecting their organizations to remain on the sidelines during the 2024 election

Methodology and sample

NationSwell fielded this survey from early July through early August 2024. Participants included vice presidents (VPs) and above at public companies, private companies, and company-sponsored foundations. The survey garnered responses from 49 individuals, representing 47 unique institutions. 

2023 brought social impact and sustainability work further into the social, political, and organizational spotlight, and presented leaders with distinct, long-term considerations for their work. Leaders encountered large-scale, composite challenges: the escalation of the anti-ESG movement; the Supreme Court’s ruling against affirmative action and its subsequent implications for diversity, equity, inclusion, and belonging (DEIB); the effects of an increasingly restrictive macroeconomic environment on teams and priorities; and the intensification of regulatory requirements. At the same time, social impact work has matured and deepened, with leaders investing heavily in employee engagement, leaning in on sustainability strategies, cautiously adopting AI, and empowering communities through trust-based and place-based work.

Against this backdrop, NationSwell set out to investigate what forces were most significant in changing the way leaders approached their priorities and decision-making over the past year, and what leaders anticipate about the environment, their organizations, and their jobs in the year to come. Between July and August 2023 we surveyed 74 corporate social impact and sustainability leaders across NationSwell’s membership community and beyond. The resulting report explores the direct opinions and experiences of those leaders, in service to advancing collective knowledge about their essential roles.

Below is a summary of the key findings discussed in greater detail in the report:

Theme 1: Leaders’ confidence takes a hit among a difficult year for impact work

• Leaders’ satisfaction with their organizations’ social impact is waning marginally amid an increasingly challenging environment.
• With trepidation about the year ahead, leaders’ confidence in their own work is also dwindling.

Theme 2: Economic and regulatory activity assert their dominance above other forces 

• Two of 2023’s trending issues – the politicization of ESG and the emergence of generative AI – have not transformed social impact and sustainability strategies. 
• Instead, macroeconomic conditions had widespread and deep impacts highlighted by layoffs, budget cuts, and new barriers to collaboration.
• Over the next year, leaders predict that economic conditions and regulatory/legislative activity will be key factors in their prioritization and decision-making.
• In recognition of their growing need, and in spite of economic uncertainty, leaders will advocate for more funding for social impact and sustainability work in the year ahead.

Theme 3: Influence is leaders’ most sought-after and valued currency 

• Leaders respond most to the influence of their executive team, and want to wield their own influence in return.
• Leaders are intent on improving their strategies and capabilities to engage with internal stakeholders.