We had the opportunity to speak with Anikó Patkós, PMP, Senior Programme and Change Manager at Diageo, about the role of project management in achieving ESG regulatory compliance. In this session of Zenith Vanguard’s MASTER TALK, Anikó shares practical insights, highlights key challenges, and offers advice for project managers who want to make a meaningful impact in building a greener, more sustainable future.

Anikó is a highly accomplished programme and change manager with 15 years of experience in the FMCG sector. With over a decade of leadership in finance, she combines financial expertise with strategic project and change management skills. Currently leading the CSRD regulatory compliance (ESG) project at Diageo—a global leader in premium beverages—she focuses on driving organizational transformation and delivering sustainable outcomes that create lasting value for business and society.

How did your career path lead you to project management? What motivates you in this field?

Anikó Patkós, PMP: I started my career as a qualified accountant at Diageo, a global leader in premium drinks. With over 200 brands and sales in nearly 180 countries, Diageo is recognised as the world’s best brand builder, from well-loved, established names such as Johnnie Walker to innovative offerings such as Tanqueray 0.0% alcohol. I spent 10 years in finance at Diageo, developing my analytical and strategic thinking skills. In my last finance role, I was responsible for leading the financial approval of technology-related investment projects.

This position introduced me to the dynamic world of portfolios and projects, and I was fascinated by the direct link between strategic investment and measurable business results. When the opportunity arose to fully enter into project management, I did not hesitate. It was an exciting step forward and I haven’t looked back since.

What drives me most about project management is the ability to turn visionary ideas into reality – bringing together people, processes, and innovation to deliver meaningful, lasting change. My leadership journey has been defined by inspiring teams to achieve transformational results that contribute to a sustainable, value-driven future.

In addition, my work in project management has allowed me to collaborate with a wide range of stakeholders and departments, far beyond those I have interacted with in finance. This has enabled me to build a dynamic and extensive internal network, which has been a truly rewarding experience.

Was there a specific project, experience, or milestone in your career that inspired your focus on aligning project delivery with sustainability goals?

ESG compliance projects have increasingly become part of finance teams, which seems logical, given the emphasis on rigorous reporting, transparency, and accountability. For me, recognizing this shift was an exciting opportunity to combine my deep expertise in finance with my passion for delivering impactful projects.

Leading Diageo’s two-year CSRD compliance project has been particularly rewarding. It’s not only about navigating the complexities of compliance but also about driving meaningful business transformation. What inspires me most is knowing that this project is contributing to a greener, more socially responsible future – creating value for Diageo and potentially setting an example for the wider FMCG sector. Beyond compliance, it’s about leaving a positive long-term impact on the planet and promoting ethical corporate behaviour.

Our ongoing ESG action plan, Spirit of Progress, addresses Diageo’s most pressing environmental and social opportunities and risks. It focuses on three key priorities: promoting positive drinking, embracing inclusion and diversity, and leading sustainability from grain to glass. These priorities, together with the interconnected ESG projects, form the foundation of how we do business the right way.

How can project management serve as a driving force for achieving ESG objectives?

I believe project management plays a pivotal role in delivering ESG objectives, including reporting compliance, by translating an organisation’s sustainability goals into actionable projects. ESG-focused project leaders have a critical responsibility to embed ESG principles throughout the project lifecycle. This ensures that initiatives not only align with global sustainability trends and industry-specific action plans but also remain adaptable to the constantly evolving landscape of ESG regulatory requirements.

One of the most significant challenges in sustainability compliance is acquiring and validating high-quality ESG data that meets rigorous regulatory standards. This is where project managers can shine, leading processes that ensure data accuracy and reliability. Their efforts make it easier for organisations to seamlessly integrate ESG practices into daily operations while meeting compliance obligations.

Delivering ESG compliance objectives can be complex. What are some of the key challenges you’ve encountered or observed while working on the CSRD compliance project?

Delivering ESG compliance objectives, particularly under the scope of CSRD, comes with its own set of challenges. Securing leadership buy-in to overhaul an existing sustainability reporting framework can be complex, especially when it involves changing long-standing practices. One of the most significant challenges is integrating ESG compliance into the already demanding schedules of business-as-usual teams, who may see it as an additional workload rather than a strategic priority.

Collecting accurate and consistent ESG data across multiple functions adds another layer of complexity, requiring extensive coordination and precise attention to detail. Even with my experience in change management, overcoming stakeholder resistance remains a significant obstacle, as some may perceive these initiatives as a burden rather than a transformative opportunity.

Engaging with assurance providers, such as ESG compliance auditors, early in the process has proven beneficial in achieving early compliance. However, managing their involvement within the broader scope of the project can be challenging and requires careful coordination.

What are some of the common pitfalls you’ve seen organisations make when trying to deliver ESG projects, and how can project managers work to avoid them?

A common pitfall many organizations face is underestimating the complexity of sustainability reporting, often resulting in rushed or incomplete compliance efforts. This highlights the importance of taking a thorough and strategic approach to ESG initiatives.

At Diageo, we prioritize a proactive strategy by maintaining close connections with industry peers who are further along in their compliance journey. By observing and learning from their experiences, we gain valuable insights and best practices that help us refine our approach as the project evolves. This collaboration is not one-way; we also share our findings and experiences, fostering a mutually beneficial exchange.

This external engagement not only keeps us aligned with the latest industry standards but also accelerates progress towards robust compliance. Ultimately, it promotes a culture of continuous improvement and sustainability.

What skills or qualities do you think are essential for project managers leading ESG initiatives? Are there specific tools, certifications, or frameworks that you would recommend to those working on ESG-related projects?

In my view, effectively leading ESG compliance projects requires a unique blend of skills and traits, combining financial acumen with project and change management expertise. A strong understanding of finance – for example, navigating the EU taxonomy or establishing new reporting methodologies – is critical as it provides the foundation for addressing complex regulatory requirements.

Successful sustainability projects also depend on the ability to influence and engage stakeholders, especially when faced with resistance. This skill is crucial because ESG initiatives often challenge traditional practices and norms, requiring project managers to foster alignment and collaboration across diverse teams.

From my experience on our compliance project, project managers need to be adaptable, using both waterfall and agile methodologies in a hybrid approach. Waterfall is effective for structured, sequential tasks such as regulatory analysis and compliance documentation, while agile methodologies are better suited to areas like stakeholder management and data collection, where flexibility is key. This combination allows project managers to balance structure with adaptability, creating a dynamic yet controlled project environment.

Certifications such as PMP, PRINCE2, or Prosci Change Practitioner provide a solid foundation in project and change management principles. However, as ESG is a rapidly evolving field, complementing these credentials with ESG-specific courses can deepen understanding and better prepare project managers to lead sustainability initiatives confidently. I’m looking forward to continuing my development in this area – there’s always more to learn, and I’m eager to continue developing my expertise in this area.

Overall, a comprehensive skill set like this equips project managers to navigate the complexities of ESG initiatives, delivering meaningful and sustainable outcomes.

For project managers without prior experience in ESG-driven projects, what would you recommend as the best way to get started?

For project managers new to ESG-driven projects, it’s important to recognize that with regulations like CSRD, EU Taxonomy, ISSB S1 & S2, or SEC Climate Disclosure still relatively new, we’re all on a learning journey together. There’s no set playbook to follow – everyone, even those with previous ESG experience, is navigating uncharted territory. This dynamic and rapidly evolving field requires flexibility and an open mind.

For those just starting, I recommend immersing yourself in the specific regulations and sustainability standards relevant to your industry. Take the time to understand their nuances and implications thoroughly. In my experience, one of the most impactful traits you can bring to ESG projects is curiosity. As in many other areas of business, the ability to adapt and continuously learn is essential in today’s landscape.

Collaboration is another cornerstone of success in ESG projects. These initiatives thrive on knowledge-sharing, so don’t hesitate to build strong relationships with both internal and external stakeholders. Your colleagues, industry peers, and external advisors can provide invaluable insight and guidance. Draw on this collective wisdom and remember that every step forward is a step towards creating a meaningful impact.