CSO가 탄소를 넘어 물, 폐기물, 플라스틱을 선도해야 하는 이유

The chief sustainability officer (CSO) role has evolved dramatically over the past decade. While carbon emissions tracking and reduction remain foundational to sustainability strategy, today's CSO must orchestrate a more comprehensive approach that encompasses water stewardship, waste management and plastics reduction with the same rigour and strategic thinking applied to emissions reduction.

A narrow focus on carbon alone, while critically important, represents an incomplete approach to corporate sustainability. Companies that limit their sustainability lens to emissions tracking miss significant operational efficiencies, regulatory risks and stakeholder expectations that span the full spectrum of environmental impact.

Why water management belongs on the CSO’s agenda

Water scarcity affects nearly 40% of the global population, and this figure is projected to worsen significantly by 2030. For the CSO, water management represents both a material risk and a competitive opportunity that demands the same systematic approach as carbon management.

기술적 솔루션을 통해 상쇄하거나 완화할 수 있는 배출량과 달리, 물 의존도는 지역에 따라 달라지고 즉각적으로 영향을 받습니다. 애리조나에 있는 반도체 제조업체와 방글라데시에 있는 음료 회사는 근본적으로 다른 물 문제에 직면해 있지만, 둘 다 단순한 소비 지표를 넘어서는 포괄적인 물 전략이 필요합니다.

Strategic CSOs develop water management frameworks that include watershed-level analyses, supply chain water risk assessments and water quality impact measurements. This means not just tracking how much water the company uses but also understanding the local water stress conditions, seasonal availability patterns and quality of water returned to local ecosystems.

Leading companies are implementing water accounting systems that mirror their carbon accounting sophistication. They're establishing water reduction targets, investing in water recycling technologies and engaging with local communities on watershed protection initiatives. Some even pursue water-positive goals, contributing more clean water to local systems than they consume.

운영상의 문제가 아닌 디자인 과제로서의 폐기물 관리

폐기물 관리에 대한 기존의 접근 방식은 제품을 설계, 제조, 판매, 사용하는 최종 단계의 문제로 취급하고 폐기물 관리는 다른 사람의 문제로 간주합니다. 전략적 CSO는 폐기물을 업스트림 사고와 체계적인 솔루션이 필요한 설계 및 비즈니스 모델 과제로 재구성합니다.

This shift in perspective transforms waste from a cost centre to a value creation opportunity. Companies implementing circular economy principles under CSO leadership are discovering new revenue streams through material recovery, finding cost savings through design optimisation and building customer loyalty through take-back programmes.

The CSO's waste strategy must encompass the entire product lifecycle, from raw material selection through end-of-life management. This includes establishing waste reduction targets that are as rigorous as emissions targets, implementing design for circularity principles anddeveloping partnerships across the value chain to close material loops.

Effective waste management also requires the same data infrastructure and measurement systems that support emissions tracking. Companies need real-time visibility into material flows, waste generation patterns and diversion rates across all operations. This data enables the identification of hotspots, tracking of improvement initiatives and communication of progress to stakeholders.

플라스틱 문제

Plastic pollution is one of the most visible and urgent environmental challenges facing businesses today. The CSO's approach to plastics cannot be limited to simple substitution strategies or recycling initiatives. It requires fundamentally rethinking packaging systems, supply chain relationships and customer engagement models.

플라스틱 문제의 복잡성은 효과적인 탄소 전략에 필요한 것과 동일한 시스템적 사고를 요구합니다. 일회용 플라스틱 감축 목표는 제품 보호 요건, 운송 효율성 고려 사항, 고객 편의 기대치와 균형을 이루어야 합니다. CSO는 다양한 환경 영향 간의 상충 관계를 해결하여 플라스틱 감축 노력이 의도치 않게 탄소 배출이나 음식물 쓰레기를 증가시키지 않도록 해야 합니다.

Successful plastics strategies require collaboration across the entire value chain. This means working with suppliers to develop alternative packaging solutions, engaging with customers to shift behaviour patterns and partnering with waste management companies to improve collection and processing systems. Some companies are investing in advanced recycling technologies or supporting the development of biodegradable alternatives.

The measurement challenge for plastics is particularly complex because impacts occur across multiple environmental systems. The CSO must track not just the quantity of plastic used but its fate after use, impact on marine ecosystems and contribution to microplastic pollution. This requires new metrics and measurement approaches that go further than traditional waste tracking.

통합에는 새로운 접근 방식이 필요합니다.

가장 수준 높은 CSO는 물, 폐기물, 플라스틱 및 배출이 서로 연결된 문제이며 통합 솔루션이 필요하다는 점을 인식하고 있습니다. 포장 최적화 이니셔티브를 통해 플라스틱 사용량을 줄이고, 운송 과정에서 배출되는 탄소 배출량을 줄이며, 폐기물 발생을 줄이고, 제조 과정에서 물 소비를 최소화할 수 있습니다.

This integration requires new organisational capabilities and measurement systems. Companies need sustainability data platforms that can track multiple environmental indicators simultaneously, identify co-benefits and trade-offs between different sustainability initiatives,and provide real-time visibility into environmental performance across all operations.

전략적 CSO는 또한 이러한 환경 문제가 근본적으로 비즈니스의 과제임을 인식하고 있습니다. 물 부족은 운영에 차질을 빚고 비용을 증가시킬 수 있습니다. 폐기물 발생은 비효율적인 자원 사용을 의미합니다. 플라스틱 오염은 브랜드 리스크와 규제 노출을 야기합니다. 이러한 과제를 해결하려면 기업이 재무 관리 또는 운영 우수성에 적용하는 것과 동일한 비즈니스 규율과 전략적 사고가 필요합니다.

총체적인 지속 가능성을 위한 인프라 구축

Expanding beyond emissions requires new organisational capabilities and infrastructure investments. CSOs need teams with expertise in water engineering, materials science andwaste management alongside their carbon specialists. They need data systems that can integrate environmental indicators with business metrics and supplier engagement programmes that address multiple sustainability dimensions simultaneously.

The measurement and reporting infrastructure must evolve to support this expanded scope. While carbon accounting benefits from established protocols and standards, water, waste andplastics measurement often require more customised approaches. CSOs must invest in developing robust measurement methodologies that can provide the transparency and accountability that stakeholders expect.

Supply chain engagement becomes more complex yet more valuable when addressing multiple sustainability dimensions. Companies can leverage their supplier relationships to drive improvements across water use, waste generation, packaging optimisation andemissions reduction simultaneously. This integrated approach often yields better results and stronger supplier buy-in than isolated sustainability initiatives.

CSO 리더십의 미래

CSO의 역할은 주로 배출량에 초점을 맞춘 전문직에서 포괄적인 환경 관리를 책임지는 전략적 리더십 역할로 진화하고 있습니다. 이러한 변화에는 새로운 기술, 새로운 조직 역량, 이해관계자 참여에 대한 새로운 접근 방식이 필요합니다.

The most effective CSOs in the future will be those who can think systemically about environmental challenges, identify interconnections and trade-offs between different sustainability priorities, and drive integrated solutions that create business value while advancing environmental goals.

Water, waste and plastics management are not secondary considerations for the modern CSO. They are strategic imperatives that require the same level of attention, investment andorganisational commitment as emissions reduction. Companies that understand this and empower their CSOs to address sustainability holistically will be prepared to respond to the complex environmental challenges ahead.

The transition from carbon-focused to holistic sustainability requires significant organisational change – but it also represents a significant competitive opportunity. Those that embrace this shift will be more resilient, more efficient and better positioned to meet the evolving expectations of customers, investors and regulators.

협소한 지속가능성 전략의 시대는 지났습니다. CSO의 임무는 배출량 감축과 마찬가지로 물, 폐기물, 플라스틱에 대한 전략적 관심과 조직적 노력을 기울이는 등 환경 영향의 전체 스펙트럼을 포괄할 수 있도록 확장되어야 합니다. 이는 환경적 의무일 뿐만 아니라 점점 더 자원이 제한되는 세상에서 성공하고자 하는 기업에게는 비즈니스적 의무이기도 합니다.