Amid growing environmental and social awareness, multinational companies (MNCs) are under increasing pressure to integrate sustainability into their global operations and value chains. While sustainability and corporate social responsibility (CSR) are often a burdensome part of compliance for many MNCs, there are fewer companies that genuinely regard sustainability as a driver of innovation and competitive advantage for global market development. This chapter presents the case study of Aqualith, a German multinational hidden champion that has successfully integrated environmental management into its global corporate quality strategy. As a pioneer in sustainability issues, the company views environmental management not as a regulatory obligation, but as a driver of long-term value creation. Based on interviews and field research in Germany and Brazil, the case analysis focuses on how Aqualith defines and manages its environmental management, transfers it to its Brazilian subsidiary, and adapts it to local conditions. The case highlights three crucial facets of global environmental management at Aqualith: (1) the strategic integration of environmental management and sustainability standards into the global quality management approach, (2) the balance between global consistency and local adaptation, thereby overcoming institutional, cultural and organizational challenges, and (3) its contribution to the development of sustainability in Brazil as an emerging market. Finally, this chapter derives eight practical implications of global environmental management that can help MNCs go beyond regulatory compliance and leverage sustainability as a strategic advantage.