In recent years, sustainability has become an increasingly important topic for property asset management companies. However, implementing it within daily operations remains a significant challenge. While regulatory initiatives like the Corporate Sustainability Reporting Directive (CSRD) are designed to improve transparency and stimulate sustainable practices, it remains unclear to what extent such directives support actual internal change. This research therefore explores how property asset management companies can improve and implement sustainability within their operations, and what role the CSRD can play in this process.

The study draws on qualitative methods, including semi-structured interviews with ESG managers from property asset management companies and independent CSRD-experts. The findings reveal that companies face a broad range of barriers, including limited internal awareness, a lack of clear performance indicators, and conflicting priorities between sustainability and profitability. At the same time, motivation emerged as a foundational element: whether driven by intrinsic values or external incentives, a shared ambition for sustainability was seen as essential to achieving progress.

Based on the interviews and supported by literature, a flowchart was developed to guide companies in implementing sustainability across strategic, tactical, and operational levels. It includes various strategies, ranging from defining a sustainability vision and developing KPIs to launching internal implementation programs and creating a sustainability-positive culture. The flowchart also highlights the importance of structured coordination, internal alignment, and continuous feedback loops. It helps organisations identify which steps are still missing and how to move from ambition to execution.

After, the CSRD was evaluated to determine its effectiveness in supporting this process. While it provides a structured framework for reporting and can act as an initial incentive for companies to engage with sustainability, it does not offer the internal guidance needed to support meaningful organisational change. Its focus remains on disclosure, and not on implementation. Therefore, national governments and sectoral bodies may need to play a more active role in translating the CSRD’s requirements into practical support tailored to different industries.

This thesis contributes to the academic and professional understanding of sustainability implementation by offering a structured, practice-based tool that helps bridge the gap between vision and execution. It demonstrates that improving sustainability requires more than reporting obligations alone; it depends on clear internal strategies, cross-level coordination, and long-term commitment embedded throughout the organisation.