Sustainability as a Strategic Lever: the Experience of Francesca Camerota
5 December 2025Francesca Camerota, a professional working in the public administration services sector, chose to attend the Executive Master in Sustainability Management to develop an integrated understanding of the environmental, social, and governance challenges organizations face today. A program that enabled her to turn sustainability into a strategic lever, capable of generating real value along the entire value chain.
What was the moment when you realized the transformative potential of sustainability in your professional environment?
I decided to pursue the Executive Master in Sustainability Transition Management at Bologna Business School to gain a comprehensive understanding of the sustainability issues that companies must address. Environmental, social, and governance (ESG) topics vary in importance depending on the type of organization and the sector in which it operates. Working in a service company for public administration, which already has a strong social vocation, allowed me to understand how adopting sustainable strategies and guidance plans can truly generate value, leading the organization toward an innovative approach that involves the entire value chain. Sustainability strategies help create positive impacts and reduce negative impacts not only within the organization, but also in the development of new services and in managing relationships with external stakeholders, whether public administrations or beneficiaries of intervention measures.
Which skill, among those acquired during the master, has proven most useful in your daily professional life?
The Master gave me the opportunity to explore a broad range of topics, from sustainable finance to the development of social innovation strategies, all the way to leadership models and change management. I found the approach to these subjects particularly meaningful, especially the critical analysis that emphasized the ethical aspects and the consequences of decisions—both individual and collective—that may be adopted by communities or institutions.
One of the elements I appreciated most was the course dedicated to applied ethics within sustainability topics. This module allowed me to deepen and strengthen my ability to uphold ESG principles when discussing with stakeholders who may be less convinced or supportive. It provided me with the tools needed to promote sustainable practices that create value, in a compelling and effective way.
How do you interpret your role as a leader of the sustainability transition today?
Within my organization, I work on sustainability topics in the Strategy and Sustainability Office. I therefore have the opportunity to define—together with the various organizational units—strategic plans and initiatives aimed at adopting an innovative sustainability strategy. Continuous dialogue and engagement with different categories of stakeholders, both internal and external, are essential to developing effective initiatives and promoting a culture of sustainability. Awareness-raising and training are key elements for engaging all members of the organization and making them conscious of the challenges and opportunities linked to sustainability.
Similarly, when defining the sustainability strategy, I consider not only social, environmental, and governance impacts, but also the economic and financial implications tied to ESG risks and opportunities. A well-structured sustainability strategy can generate significant value for the organization, creating positive effects throughout the entire value chain.
Applications for the next edition of the Executive Master in Sustainability Management at BBS are open until January 2026.
