The Chief of Staff: the new catalyst for CSR strategy

In a world where sustainability and social responsibility issues are becoming strategic priorities, the role of the chief of staff (COS) is evolving. More than just the CEO's right-hand man, the COS is becoming a true catalyst for change, particularly on impact issues. 

Chiefs of staff, traditionally associated with coordinating and executing strategic priorities, are seeing their role expand in a context marked by growing societal and environmental challenges. Indeed,according to the 2024 CSR Barometer, 76% of French companies now have a dedicated budget for Corporate Social Responsibility (CSR), and 70% include this topic in executive committee discussions. 

These figures highlight the need to integrate CSR issues into the company's overall strategy by coordinating internal stakeholders. At Fujitsu, a Japanese group whose DNA is deeply rooted in sustainability and impact issues, Maxime Maintier, former COS and now CSR manager at CODIR, perfectly embodies this dynamic. His career path illustrates the link between governance and sustainability. Testimonial.

Chief of staff: a multifaceted role dedicated to sustainability

• A strategic role aligned with CSR issues

At Fujitsu, sustainability issues are not limited to isolated or symbolic initiatives: they profoundly shape the company's strategic and organizational choices. This approach reflects an integrated vision of CSR, where every decision, whether it concerns products, processes, or partnerships, is aligned with long-term sustainability goals. "Today, sustainability must be part of the strategy and its implementation, which has been my role from the beginning, " explains Maxime Maintier. These words illustrate the gradual transformation of the role of chief of staff, which now goes beyond the traditional framework to embrace impactful missions.

• A natural continuity between COS and CSR manager

Initially overseeing strategic projects related to sustainability, Maxime Maintier gradually took charge of steering CSR initiatives. This continuity illustrates a model of strategic integration, in which CSR is not confined to a support function, but becomes a central pillar of corporate strategy. " When I took on the position of CSR manager, there was a continuum in COS's activities and role," he points out. This natural transition reflects the interconnection between the roles of chief of staff and CSR manager.

COS and CSR: two closely interconnected areas

• A central and cross-cutting position

  The chief of staff (COS) stands out for his cross-functional vision and privileged access to senior management, which enables him to link CSR issues to the company's strategy. " Sustainability must be fully integrated into the strategy and its operational applications, which is my role today," explains Maxime Maintier. At Fujitsu, he has played a key role in crucial strategic decisions, including the refocusing of the group's activities. "With Uvance (Universal + Advance), we have chosen to reorient our priorities to focus on high value-added consulting solutions and contribute to a better world," he continues. This initiative has resulted in a gradual withdrawal from certain sectors, such as the supply of IT equipment, in favor of projects aligned with sustainability and innovation objectives. My role has beento support this repositioning within the subsidiary, ensuring its adoption and implementation in line with the company's identity and values. 

  The COS also plays a key role in interdepartmental coordination. " All CSR-related projects were led by the CEO. As COS, I ensured their strategic consistency and worked with the CSR manager to guarantee their operational implementation," he adds. This strategic role, at the crossroads of governance and operations, illustrates the growing importance of CSR in corporate structuring.

• Ability to mobilize teams

  The COS acts as a catalyst to mobilize employees around impactful projects, transforming CSR ambitions into concrete collective dynamics. Maxime Maintier emphasizes: " CSR should not be seen as a support function. I have sought to demonstrate that sustainability can transform business and engage teams. " When implementing an HR attractiveness plan at Fujitsu, he developed programs that promote working conditions in order to attract young talent who are sensitive to impact issues.

• An ability to measure impact and report on it

  For CSR initiatives to have a tangible impact, the COS must define key performance indicators (KPIs) and ensure clear and transparent reporting. Maxime Maintier explains: "Transforming the vision of CSR means demonstrating ROI. I have structured concrete actions to prove that sustainability can not only reduce costs, but also generate new opportunities. " He has created a team dedicated to sustainability consulting, which works with clients to solve their CSR issues. " This has enabled us to generate profitable business while positioning sustainability as a strategic lever."

• Role of influence and advocacy

  The COS also plays an influential role within management and acts as an ambassador externally. Maxime Maintier emphasizes: " Within the executive committee, I often had to adopt an educational approach to demonstrate that sustainability was not an option, but a necessity for the survival and resilience of the company. " This role extends beyond the company's boundaries, with the ability to represent CSR commitments in professional networks. "The COS role allows us to build bridges, expand the CEO's network, and give resonance to issues that have an impact on the ecosystem."

  COS challenges: CSR legitimacy still to be established

  The role of the chief of staff in CSR is sometimes misunderstood, often reduced to functions perceived as secondary. "CSR is still perceived as a support function," sums up Maxime Maintier. Among the main obstacles are limited resources in terms of the number of people working on the subject, a lack of understanding of the issues within management, and the need for strong leadership to drive these strategic issues forward. Education plays a central role, particularly within the executive committee, where convincing decision-makers of the added value of sustainability remains a challenge.

• Build your network and maximize your impact

  To meet these challenges, Maxime Maintier recommends relying on a strong professional network and regularly exchanging ideas with other COSs or CSR managers. Professional communities such as 359 offer spaces to share best practices and strengthen legitimacy. Internally, it is essential to position sustainability as a strategic priority supported by management. "CSR must be championed by the CEO and integrated into the overall strategy. Sustainability must permeate all functions of the company."

• A necessary personal embodiment of CSR issues

  Beyond technical skills, the COS must authentically embody CSR issues. "I am personally very committed to impactful issues. This is essential for driving internal change," insists Maxime Maintier. This stance helps catalyze internal change and reinforce the credibility of actions.

Overcoming misunderstandings, building bridges between internal and external stakeholders, and proving that sustainability is much more than a constraint: it is a strategic and profitable lever. This is the COS's ambition in the face of sustainability challenges. But beyond figures and strategies, it is up to the COS to embody this transformation through enlightened teaching, inspiring leadership, and unwavering commitment. What if the real driving force behind this sustainable transition were precisely the COS's ability to reconcile performance and impact?