This qualitative case study seeks to explore and understand how managers work with and perceive the sustainability engagement of a large multinational corporation. The analytical framework used was based on the techniques and procedures of grounded theory as described by Corbin and Strauss (2008), following the key concepts of theoretical sampling and constant comparison of findings. The findings of this study show that engaging in sustainability is a complex process where clear targets and communication is perceived to be crucial for the sustainability performance of the corporation. However, if sustainability is driven by business and becomes a natural part of the everyday work of managers it is perceived as profitability work and a ticket to play. By describing the work, stories, and perceptions of managers working in a corporation, the findings of this study can contribute to contemporary research on sustainability that is often normative in its nature, only telling corporations what to do, but not how this can be done and how it can be perceived. This study also helps inform practitioners, managers as other stakeholders, of how a sustainability engagement affects everyday work.