INSIGHTS
Strategic priorities in modern sustainability management
The landscape of sustainability management is undergoing a significant transformation, driven by technological advancements, increasing regulatory pressures and evolving stakeholder expectations. Our research has identified three key themes that are shaping the strategic priorities of sustainability leaders across various industries.
A. Making sustainability central to business strategy
2. Overcoming challenges in implementing sustainable practices
Implementing sustainable practices within organisations often involves overcoming major cultural and operational barriers. Leaders across various sectors are finding new ways to address these challenges and integrate sustainability into their core operations.
Philip Tamuno from Barking, Havering and Redbridge University Hospitals NHS Trust highlights a fundamental challenge: "The main challenge is a lack of comprehensive knowledge about sustainability. While there's often passion for specific aspects like climate change or waste management, the tendency to focus narrowly can be a hurdle." To address this, Tamuno's team has developed a multifaceted approach: "We've linked our sustainability efforts to the clinical sustainability model, examining four key dimensions. We've appointed clinical fellows whose main focus is global health and well-being, helping us integrate sustainability into our practices."
We've linked our sustainability efforts to the clinical sustainability model, examining four key dimensions. We've appointed clinical fellows whose main focus is global health and well-being, helping us integrate sustainability into our practices.
Philip Tamuno
JOINT HEAD OF SUSTAINABILITY, BARKING, HAVERING AND REDBRIDGE UNIVERSITY HOSPITALS NHS TRUST
In architectural education, there has historically been a lag in prioritising energy-efficient and sustainable building designs, requiring significant professional development. To bridge these gaps, we focus on training and educating our team, emphasising the integration of rigorous environmental engineering principles early in the design process.
Carlos Bausá Martínez
HEAD OF SUSTAINABILITY, SENIOR ASSOCIATE, ZAHA HADID ARCHITECTS
In the construction industry, early engagement is crucial. Andrew Mitchell from Mace Group explains: "A significant issue we face is that we're often not engaged early enough in project stages. Typically, we come into the picture around RIBA Stage 4 in the construction cycle, which is the Technical Design phase. However, to make a maximum impact, we really need to be involved much earlier in the process." This early involvement allows sustainability considerations to be integrated from the outset, potentially leading to more effective and cost-efficient solutions.
Carlos Bausá Martínez from Zaha Hadid Architects emphasises the importance of education and early integration in architectural design: "In architectural education, there has historically been a lag in prioritising energy-efficient and sustainable building designs, requiring significant professional development. To bridge these gaps, we focus on training and educating our team, emphasising the integration of rigorous environmental engineering principles early in the design process."
When budgets are tight, sustainability initiatives are often the first to be cut. This mindset needs to change—we need to view sustainability as integral to our projects, much like we view safety or quality.
Hariom Newport
HEAD OF ENVIRONMENT & SUSTAINABILITY, INFRASTRUCTURE AND PROJECTS AUTHORITY (IPA)
In the public sector, Edward Barlow from Local Partnerships LLP notes: "When environmental sustainability is considered late, that's when problems arise. Even for difficult projects, early consideration allows for better justification of decisions." This underscores the importance of integrating sustainability considerations from the outset of any project.
The perception that sustainability increases costs remains a significant barrier. "This view is outdated, as we're now seeing quick payback on many projects," explains Natalie Rees from Transport for Wales. "We took a sustainable approach to our headquarters fit-out, working with Rype Office to source remanufactured and reused furniture. This project ended up saving us £400,000 compared to a traditional fit-out. Having practical examples like this really helps win people over to adopting a sustainability mindset."
The challenge extends to government organisations as well. "One of the biggest challenges we face is that sustainability is often seen as an optional extra, rather than an essential element of project delivery," explains Hariom Newport, Head of Environment & Sustainability at the Infrastructure and Projects Authority (IPA). "When budgets are tight, sustainability initiatives are often the first to be cut. This mindset needs to change—we need to view sustainability as integral to our projects, much like we view safety or quality."
Ethan O'Brien from Klöckner Pentaplast highlights the challenge of achieving alignment in large, multinational companies: "The real difficulty lies in achieving alignment and engagement and elevating the importance of sustainability. In manufacturing, sustainability often ranks fourth after safety, quality and efficiency." O'Brien stresses the need for cross-functional collaboration and connecting environmental sustainability to financial sustainability.
When environmental sustainability is considered late, that's when problems arise. Even for difficult projects, early consideration allows for better justification of decisions.
Edward Barlow
DIRECTOR - CLIMATE, LOCAL PARTNERSHIPS LLP
These insights show that overcoming challenges in implementing sustainable practices requires a comprehensive approach. This includes improving knowledge and awareness, ensuring early integration of sustainability in projects and processes, encouraging cross-functional collaboration and connecting sustainability with core business objectives. By addressing these challenges, organisations can more effectively incorporate sustainability into their operations and culture.
