• 69% of marketers say their organizations are progressing well or are well advanced in integrating sustainability into marketing agendas.
• Average performance across 28 benchmark statements falls to 52%, exposing a gap between ambition and execution.
• Sustainability leaders and marketers remain sharply misaligned, especially on circular growth, governance and business model transformation.

Global Benchmark Exposes Marketing’s Sustainability Execution Gap

Marketing leaders are moving sustainability closer to the centre of brand strategy, but a new global benchmark shows many organizations still lack the systems, skills and governance needed to turn ambition into measurable business impact.

The UN Global Compact and Kantar have launched the UN Global Compact–Kantar CMO Benchmark Study, the first global benchmark based on UN guidance to assess marketing’s role in sustainable transformation.

The study is grounded in the CMO Blueprint for Sustainable Growth. It examines how marketing teams are embedding sustainability into growth strategy, brand building, innovation, communications and partnerships.

The findings draw on insights from more than 1,700 senior leaders across marketing, sustainability, innovation and operations. Respondents represent major global regions, sectors and business models.

The results show rising momentum. Yet they also point to a central challenge for the C-suite. Many companies now understand sustainability as a growth issue, but fewer have built the operating model to deliver it.

Marketers Report Progress, But Performance Falls Short

According to the report, 69% of marketers believe their organizations are “progressing well” or are “well advanced” in integrating sustainability into marketing agendas.

That confidence drops when performance is measured across the Blueprint’s 28 benchmark statements. The average perceived performance score falls to 52%, showing a material gap between strategy and execution.

Progress is strongest in areas that sit closest to marketing’s traditional remit. Communications, Advertising and Media scored 56%, while Brand Strategy scored 54%.

Performance weakens in areas that need wider business change. Innovation scored 50%, while Collaboration and Partnerships came in at 48%.

For executives, the pattern is clear. Marketing can influence how sustainability is communicated. However, it cannot drive transformation alone. Real progress depends on procurement, product design, finance, operations and governance working from the same agenda.

UN Global Compact Calls Sustainable Growth A Marketing Mandate

Sanda Ojiambo, CEO and Executive Director of the UN Global Compact, said: “This benchmark report gives us that industry-wide picture. It highlights both momentum and critical gaps — and the decisions and capabilities that will move the industry faster and further. The message is clear: sustainable growth is not the future of marketing — it is the mandate today. Brands that lead will build trust, unlock innovation and secure long-term performance.”

The report positions sustainable marketing as a business capability, not a communications exercise. That distinction matters as companies face tighter scrutiny over green claims, climate commitments and supply chain impacts.

For boards and executive teams, the findings raise governance questions. If sustainability sits inside brand narratives but not investment decisions, companies risk reputational exposure. They may also miss growth opportunities linked to changing consumer demand, regulation and product innovation.

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Kantar Points To Brand Value And System Change

Jonathan Hall, Managing Partner, Sustainable Transformation Practice, Kantar, added “The impacts of climate change are well understood — and the risk is material. But, within this urgency lies enormous opportunity: sustainability perceptions already contribute as much as 10% of value to the Kantar BrandZ Global Top 100 most valuable brands. And while marketing and sustainability leaders recognize their responsibility and the scale of the opportunity, turning intention into impact requires system change and new ways of working. This benchmark report points to how marketing and sustainability can together create value in ways that benefit both people and the planet.”

The commercial case is becoming harder to separate from the climate case. Sustainability perceptions already influence brand value. At the same time, regulators and consumers are demanding stronger proof behind claims.

This leaves CMOs with a more complex role. They must build trust, support growth and avoid overstating progress. They also need to connect brand strategy with product design, customer insight and measurable sustainability outcomes.

Perception Gaps Reveal Governance Risk

The study found a sharp divide between marketers and sustainability professionals. While 27% of marketers believe their organizations are “well advanced” in sustainable transformation, only 9% of sustainability professionals agree.

That gap points to weak alignment on definitions, priorities and decision-making. It also suggests that sustainability may still be treated differently across functions.

Circular growth is another area of concern. Nearly 49% of sustainability leaders believe profitable growth can be achieved through circular business models. Only 25% of marketers share that view.

For investors, this disconnect matters. Circularity is increasingly linked to resource efficiency, resilience and long-term value creation. If marketing teams do not understand that opportunity, companies may struggle to bring new models to market.

What CMOs Need To Prioritize Next

The report identifies several priorities for marketing leaders. These include stronger insight capabilities around sustainable consumption, deeper integration of sustainability into growth strategy, and wider use of circular and systems thinking.

It also calls for better cross-functional collaboration. Marketing teams need closer links with sustainability, finance, operations, innovation and external partners.

The benchmark is designed to help organizations assess sustainable marketing maturity, compare progress across markets and sectors, and identify capability gaps. It also aims to support transformation aligned with the Sustainable Development Goals.

For global companies, the message is practical. Sustainable marketing now requires more than sharper campaigns. It needs shared governance, investment discipline and credible evidence.

The next phase will test whether CMOs can move from intention to execution. Those that do may strengthen trust, protect brand value and build more resilient growth models. Those that do not risk being left with sustainability claims that outpace the business behind them.

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