Leadership Perspectives on the Pathways to Sustainability

The cultural shift pushing companies and industries toward sustainability has intensified organizational pressure, as success is increasingly measured not only by profitability but also by actions taken to mitigate, neutralize and, where possible, reverse the negative impacts of production. In this environment, corporate leadership plays a central role in balancing commercial objectives with environmental responsibility — reinforcing the idea that sustainability itself can be a source of competitive advantage and long-term profitability.

Leadership as the Keystone of Decarbonization

“There can be no decarbonization without leadership. Energy is also fundamental — it must be clean, sustainable and sufficient. Sustainability cannot exist only within an organization; it must extend outward, requiring accountability to relevant stakeholders,” said Pablo Necoechea, professor, EGADE Business School, Tecnológico de Monterrey.

Corporate leaders increasingly structure sustainability strategies around defined pillars to guide decision-making. These typically include energy — from generation to consumption — ESG integration across operations and supply chains, and consumer engagement and education.

Energy Transition and Decarbonization

Energy remains a central pillar of corporate sustainability strategies. Christian Dedeu, CEO, Holcim Mexico, highlighted efforts to reduce reliance on fossil fuels and expand cleaner energy sources.

“Some of our plants obtain up to 70% of their energy from urban and industrial waste. On the electricity side, we are electrifying our vehicle fleet, operating solar-powered plants and developing additional on-site solar generation to advance toward net-zero production,” he said. Dedeu added that approximately 50% of Holcim’s investment portfolio is now allocated to decarbonization initiatives.

Energy efficiency and renewable sourcing must align with broader global climate objectives. Marco Rodríguez, director of external affairs, public policy and sustainability at Daimler Truck Mexico, noted that “globally, the company reduced emissions by 33.5% in 2025 through cleaner electricity sourcing, with 70% of total energy consumption coming from clean sources — evenly split between electricity and gas.”

In Mexico, he added, the Saltillo plant has operated entirely on renewable electricity since 2023, and a new on-site generation project could supply up to 30% of the facility’s energy demand. Rodríguez also highlighted partnerships with Cummins and Packard to develop battery technologies and reduce supply-chain dependence on Asia, underscoring the strategic dimension of energy innovation.

Senator Emmanuel Reyes, a member of the Senate’s energy committee, emphasized the legislative and infrastructure dimensions of competitiveness. “Energy is not just an input; it is the engine of competitiveness. To capitalize on nearshoring and industrial relocation, Mexico must ensure reliable electricity availability. The energy transition will be one of the most powerful tools to modernize industry,” he said.

ESG Integration and Sustainable Investment

Environmental, social and governance (ESG) criteria are increasingly embedded in investment and operational decision-making.

“One of the core elements of the ESG agenda is inclusion of diverse perspectives. We lose significant value when those perspectives are excluded,” said David Razú, general director, Afore XXI Banorte.

Razú explained that the firm supports projects with ESG gaps by offering advisory guidance while prioritizing net-zero initiatives and measuring both direct emissions and associated Scope 3 impacts.

He framed operational efficiency as a bridge between sustainability and returns: “Transitioning to sustainable models requires upfront investment, but it can be highly profitable. Efficiency gains can be translated into financial returns — the challenge lies in executing that transition effectively.”

Afore XXI Banorte currently manages approximately MX$60 billion (around US$3.3 billion) in thematic bonds linked to low- or zero-emission vehicles, waste management and circular economy projects, as well as MX$350 million (US$19 million) invested in insurers managing climate-related risks.

Circularity and Value Chain Collaboration

Circularity, waste management and consumer engagement are critical to closing the sustainability loop.

Holcim’s Dedeu pointed to underutilized construction waste: “Between 12 million and 14 million metric tons of construction and demolition materials are not properly recycled to support housing construction using recycled inputs. The focus can no longer be limited to production; it must include reusing what has already been produced.”

Nicolás Sánchez, external affairs representative, Philip Morris International, emphasized the need for systemic collaboration. “Companies cannot achieve sustainability in isolation. Collaboration with customers, legislators, suppliers and governments is essential,” he said.

Sánchez cited circularity initiatives involving energy generation and construction materials developed in partnership with Holcim. “Efforts to leverage post-consumption materials depend heavily on consumer education,” he added, linking corporate responsibility with public awareness and behavioral change.

Strategic Leadership and Governance Alignment

Across sectors, executives stressed that sustainability must be embedded at the strategic and governance levels.

“At Holcim Mexico, sustainability is central to the organization. We do not separate business strategy from environmental strategy — they carry equal weight. If a financial decision has no environmental correlation, we do not pursue it,” Dedeu said.

Similarly, Rodríguez noted that Daimler Truck integrates ESG performance into executive compensation structures, tying employee bonuses to both financial and sustainability targets to ensure accountability and alignment.

Necoechea summarized the leadership imperative: “There can be no decarbonization without leadership. Energy must be clean, sustainable and sufficient. Sustainability must extend outward, with accountability to all stakeholders involved.”

Industry-Wide Implications

Across industries, sustainability is no longer peripheral to corporate operations but integral to strategy, capital allocation and risk management. Companies are increasingly linking financial performance with decarbonization, ESG compliance and technological innovation, investing in renewable energy, circular economy initiatives and strategic partnerships.

While the transition requires significant capital, it is widely framed as essential for long-term profitability, competitiveness and resilience in global markets.

In Mexico, corporate sustainability is evolving from compliance-driven initiatives to structural strategic imperatives embedded within business models. Environmental responsibility is increasingly aligned with operational efficiency, innovation and value creation.

The broader trajectory suggests that integrating sustainable practices is no longer optional — it is fundamental to corporate resilience, competitiveness and long-term value generation.