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From Compliance to Green Catalyst

My Sustainable Encounter with Shashank S 

Sustainability as a critical business imperative has created a new kind of professional. It is no longer a niche concern but a strategic integration. For many, this has meant a significant professional pivot, a journey from established roles into the dynamic and often undefined territory of ESG. Shashank S’s narrative illustrates this transformation, moving from a background rooted in strict compliance and governance into the expansive world of sustainability. His experience highlights how the need for real answers and a sense of responsibility is forging a new generation of sustainability leaders.

Shashank's own "click" moment occurred from a pragmatic business need. When India's Business Responsibility and Sustainability Report (BRSR) regulations hit the market, the companies he consulted were "confused". They approached him, seeking guidance on this new mandate. "I don't have much idea about that," he admits. This direct encounter with a new, complex regulatory framework prompted his deep dive into ESG. He began a rigorous self-education, initially not even knowing "what an emission is" or "What scope 1 emission, scope 2, or scope 3 is". His first year of reporting, he candidly shares, "was not that great because nobody had an idea".

Man in glasses on circular photo, navy background with quote: "I don't think you can directly measure... the returns that you made on the social investments."

This personal journey reflects a broader industry challenge: the sudden demand for expertise in a nascent field. Shashank's motivation to overcome this learning curve was deeply rooted in accountability. The companies he consulted "had a faith in me that had been consulting them for so long," and he "didn't want to disappoint them at any point". This trust spurred him to "work harder, and do research harder. Take up courses, learn, and then go back to them with proper answers". He delved into granular details: "What is a hazardous waste? What is a non-hazardous waste?" and linked it to existing regulations, finding that some companies "didn't have" necessary licenses.

The ascent of professionals like Shashank highlights a crucial shift in corporate influence. He observes that in sustainability, influence stems from a "knowledge base" rather than age or hierarchical power. He characterizes sustainability consultants as "green doctors" for companies, offering bespoke solutions grounded in specialized understanding. He recounts an instance where a large real estate company, despite its size, saw its emissions drastically reduced after a consultant's intervention. Their previous internal reports showed four times the emissions compared to when external expertise was brought in. "It doesn't matter if I'm a younger person or an older person," he states, "What I'm what I'm speaking. The Vice President was hearing, and he was taking notes". This underscores that ESG professionals are gaining direct access to decision-makers, an unprecedented level of influence for a relatively new field.

Yellow text on a dark blue background reads: "They wanted money, but they wanted money which they wanted to repay with respect with interest." - Diya Sengupta.

This evolving landscape also reflects a broader generational shift. The traditional dominance of "engineer and the doctors" as societal archetypes in India is giving way to greater professional liberalization. The "Internet age has opened up India like anything," providing access to diverse paths previously "unthinkable". This "power of education," rather than seniority or experience, explains the rise of young professionals and has fundamentally changed the dynamics of companies and governments. For young people aspiring to make a difference in sustainability, Shashank advises finding their "niche" by exploring diverse experiences. He urges against dismissing tasks, stating, "You will not get to know anything unless you've done it". The journey of a sustainability professional is one of continuous learning, driven by impact, and unconstrained by past definitions of expertise.

Man in glasses and checkered shirt smiling on a purple background with yellow text: What We can Learn from This.

So what can we take from his approach?

Text on a yellow background lists leadership qualities: empathy, humor, reading, intellectual curiosity, and diverse intelligence over specialization.

Questions for Audience

  1. Shashank's journey highlights how a lack of initial knowledge about ESG regulations spurred his deep learning. How can industries anticipate and proactively build expertise for emerging sustainability challenges before they become mandatory regulations?

  2. Given the increasing influence of younger, knowledge-driven professionals in sustainability, what strategies can established corporations adopt to foster an environment where experience and new insights effectively converge for greater impact?

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