A new study by Economist Impact, supported by Kyocera Document Solutions, reveals a significant gap in sustainability priorities between junior and senior employees. The survey, conducted across five major financial hubs—London, New York, Singapore, Sydney, and Tokyo—examines how ESG (Environmental, Social, and Governance) factors influence talent attraction, workplace engagement, and corporate leadership.
Senior Executives Prioritizing ESG More Than Junior Employees
Contrary to the assumption that younger employees drive sustainability concerns, the report finds that 41% of senior executives consider an employer’s ESG reputation when job-hunting, compared to only 24% of junior employees. Additionally, 43% of senior executives are willing to accept a lower salary for a company committed to ESG principles, whereas just 18% of junior employees would do the same.
The findings suggest that for senior leaders, sustainability is no longer a secondary concern—it has become a key factor in career decisions. However, younger employees are more focused on financial stability, likely due to rising living costs and job market uncertainties.
Common Ground: The Role of Sustainability Education
Despite differences in priorities, the study finds strong alignment between junior and senior employees regarding workplace sustainability education. An overwhelming 80% of senior executives and 81% of junior staff agree that educating employees on sustainable practices is crucial to achieving workplace sustainability goals by 2030.
Both groups also see investor relations as the biggest beneficiary of sustainability initiatives and recognize productivity gains and net zero commitments as major drivers of ESG strategies over the next 12–18 months.
Gaps in Leadership Engagement & Social Sustainability
While senior executives lead corporate ESG strategies, nearly 47% of junior employees cite weak leadership engagement as a major barrier to sustainability efforts. Additionally, younger professionals express more urgency around the social aspects of ESG, particularly regarding workers’ rights and supply chain transparency.
The survey finds that 45% of senior executives believe their company upholds human rights standards across supply chains, compared to just 36% of junior employees, many of whom work directly with supply chain partners. These disparities highlight a disconnect between leadership commitments and on-the-ground realities.
Call for Inclusive Sustainability Leadership
To bridge this gap, the report recommends a more inclusive approach to ESG leadership, ensuring that junior employees have greater involvement in shaping sustainability strategies. Transparency in decision-making and bottom-up engagement are identified as key factors for success.
Jonathan Birdwell, Head of Policy and Insights at Economist Impact, emphasizes the importance of collaboration, stating:
“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 becomes a core factor in workforce priorities, corporate leaders have an opportunity to embed ESG into company culture, making it not just a policy but a shared responsibility. By fostering transparency, linking sustainability with performance incentives, and engaging employees across all levels, businesses can cultivate a more motivated and purpose-driven workforce that drives sustainability progress.
