Why the companies that don't wait for legislation win

Caroline Nordvall, Secretary General at Nätverket för Hållbart Näringsliv.

Nätverket för Hållbart Näringsliv differs from many other industry networks on one crucial point: membership is for the entire organization, not just those with sustainability in their job title.

"We strongly encourage bringing colleagues from outside the sustainability function. That way, you get the most out of the network, both in terms of cost and impact," says Secretary General Caroline Nordvall.

The network is event-driven with a focus on discussion, knowledge sharing, and collaboration. An ambitious calendar of company meetups, dinners for sustainability directors and leaders in various roles, and digital conversation formats every other week are some of the building blocks.

Regulatory shifts are causing headaches – and opportunities

The questions around CSRD, VSME, and the EU's Omnibus package are currently engaging many companies. And the picture Caroline paints is not entirely bright.

"The past year's regulatory shifts have negatively affected many of our members. The sustainability director already often carries a heavy load. 'Upcoming legislation' has long been the sustainability director's main argument for getting decisions approved. When the rug is pulled out from under those arguments, it becomes difficult to move forward unless leadership is on board."

The consequences are tangible: resources are cut, consulting firms go bankrupt, and passionate advocates lose their motivation. At the same time, this climate clarifies a dividing line that has long existed but hasn't always been visible. Companies that genuinely view sustainability as a strategic competitive advantage handle the resistance better. The others – those who worked on it because they had to – now find themselves in a vacuum.

The first step for a company that doesn't know where to start

For a company with no sustainability function at all, Caroline's advice is clear: appoint a responsible person. It doesn't have to be a new position – it can be an existing role with an expanded mandate. After that, it's about educating the entire management team and board on the basics: risk management and materiality.

A good starting question to ask, regardless of industry and size:

"Will we be able to run this business the same way in 10, 20, or 30 years?"

It's a strategic question – but the answer requires factual evidence. And that's precisely where many companies get stuck. Not because the will is lacking, but because the resources are – time, budget, or expertise.

About Nätverket för Hållbart Näringsliv

Nätverket för Hållbart Näringsliv is a national, cross-industry, non-profit network for companies driving the transition toward a sustainable future. Its purpose is to accelerate the transition to a sustainable business sector by providing members with a platform for sharing experience, inspiration, and the confidence to make bold decisions that contribute to real change.

Read more and become a member here.

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