Sustainability → Embedment
Embedding Sustainability
From strategy to organisational reality
Most organisations have a sustainability strategy. Few have embedded it across their organisation.
The difference between targets and outcomes is embedment: getting sustainability into the DNA of how every function operates.
Why Embedment Is Hard
Sustainability can't live in one person or one department. Every function has sustainability implications. Without embedment, sustainability remains a side project – well-intentioned but disconnected from how the business actually operates.
Strategy exists, action doesn't
Targets set, but no one owns delivery
Central team overwhelmed
One person trying to change everything
Departments don't see it as "their job"
"That's sustainability's responsibility"
Board engagement is surface-level
Annual report section, but no strategic integration
The gap between strategy and action is where most organisations get stuck.
Materiality First, Not Everything
You climb a mountain one step at a time, not in a single leap.
The biggest mistake organisations make is trying to do everything at once. Fifteen sustainability initiatives launched simultaneously means none get the focus they need.
Start with materiality assessment
Identify which ESG issues actually matter for your business and stakeholders
Focus on your top 3-5 material issues
Concentrate resources where impact and risk are highest
Build out other areas quietly over time
Prepare for emerging issues before they become urgent
Stay two years ahead of curve
Horizon scan so you're ready when issues become material
Prioritisation is the foundation. Everything else follows from knowing what matters most.
Sustainability Doesn't Sit in One Department
Every function has sustainability implications. The central sustainability function enables and coordinates, but every department must own their part.
| Function | Sustainability Intersection | Their Language |
|---|---|---|
| Finance | Disclosure requirements, climate risk, sustainable finance | Investor requirements, regulatory compliance, risk management |
| Operations | Energy efficiency, resource use, waste reduction | Operational efficiency, cost reduction, process improvement |
| Procurement | Supply chain emissions (Scope 3), modern slavery, supplier standards | Supplier management, risk mitigation, contract requirements |
| Sales | Customer sustainability requirements, tender conditions | Win rates, contract value, customer retention |
| HR | Green skills, just transition, culture change | Talent attraction, retention, workforce development |
| Marketing | Claims substantiation, greenwashing risk, brand positioning | Brand value, reputation, market positioning |
Key insight: Speaking each department's language is essential. Sustainability framed as “the right thing to do” gets deprioritised. Sustainability framed as efficiency, risk reduction, or revenue protection gets action.
Department by Department
Systematic embedment treats each department as a project with a defined end state.
Assess
Current state, material issues, quick wins
Train
Function-specific sustainability awareness
Integrate
Embed into processes, KPIs, decisions
Systematise
Roll into BAU, measure, report
Move On
Next function, continuous improvement
The goal: Each department reaches “business as usual” (BAU) for sustainability – it's just how they work, not an extra thing they do.
Board Engagement: The Four Rs
When engaging boards and executives, frame sustainability in terms they prioritise. The moral case rarely gets budget. The business case does.
Revenue
How does this grow or protect revenue?
"Without SBTi alignment, we can't bid on government contracts worth £X"
Risk
What risk does this address or create?
"Nature has moved from our #10 to #3 material risk – we need a position"
Resilience
How does this future-proof the business?
"Green skills investment prevents workforce obsolescence"
Reputation
What's the brand impact?
"Anti-greenwashing charter signals credibility to stakeholders"
Key insight: The biggest problems businesses face are “how do I save money?” and “how do I grow revenue?” Lead with how sustainability addresses these, not with why sustainability matters in the abstract.
From Morality to Materiality
The “business case” means framing sustainability in financial language that justifies investment – showing how it either makes money or saves money.
The Moral Case
Gets cut when budgets tighten
- “We should do this because it's right”
- “It's good for the planet”
- “Stakeholders expect it”
- “It's the responsible thing to do”
The Business Case
Survives economic downturns
- “Here's how this grows revenue”
- “Here's how this reduces cost”
- “Here's the risk if we don't”
- “Here's the ROI and payback period”
Every sustainability proposal should answer at least one of:
If you can't answer any of these, the proposal will struggle to get executive support.
Materiality = business risk. When sustainability is framed as managing material business risks and opportunities, it stops being discretionary and becomes essential strategic planning.
Where to Start
The right entry point depends on your situation. Not every organisation should start in the same place.
Customer asking about sustainability credentials
Start with:
Sales / Commercial
Revenue at risk – this is the burning platform
Investor pressure on ESG disclosure
Start with:
Finance
Disclosure requirements drive the timeline
Cost reduction mandate
Start with:
Operations / Supply Chain
Efficiency gains fund other sustainability work
New to sustainability
Start with:
Materiality Assessment
Don't try everything – understand what matters first
Have strategy, stuck on delivery
Start with:
Operations
Embedment focus – getting it into how you work
The 2028 Scramble
Most organisations have 2030 sustainability targets. That's not far away.
It is likely that by 2028, many organisations will realise their 2030 targets require action now, not later – leading to a scramble.
Organisations that embed sustainability now will be ready. Those that wait will be competing with everyone else for limited consultancy capacity and scrambling to meet deadlines.
The best time to embed was yesterday. The second best time is now.
Fractional Sustainability Leadership
Most mid-market organisations can't afford a full-time Head of Sustainability. But you still need access to that expertise.
Enterprise Methodology
Approaches tested at PLC level, scaled appropriately for your organisation
Materiality-First
Start with what matters most, not with trying to do everything
Cross-Functional Support
Help embedding sustainability across departments, not just in a silo
Embedding sustainability requires systems, processes, and capabilities. That's where our capability work connects – building the infrastructure that makes sustainability operational.