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
3. Engaging and motivating employees in sustainability initiatives
One of our most successful initiatives is the Sustainability Lunch Hour. These monthly sessions are well-attended and provide a casual setting for staff to learn about the latest developments in sustainability and climate change.
Janet Smith
HEAD OF SUSTAINABILITY, THE ROYAL WOLVERHAMPTON NHS TRUST
While Chief Sustainability Officers and their teams provide strategic direction, the success of environmental initiatives depends on participation at every level of the organisation. When sustainability becomes as natural a consideration as cost or quality in each employee's daily work, it creates opportunities for meaningful change that top-down programs alone cannot achieve.
Janet Smith from The Royal Wolverhampton NHS Trust shares several successful strategies: "One of our most successful initiatives is the Sustainability Lunch Hour. These monthly sessions are well-attended and provide a casual setting for staff to learn about the latest developments in sustainability and climate change." Smith also highlights the 'Greening Services Club': "Departments examine how they can reduce their carbon footprint. They look at everything from care pathways and building energy use to waste segregation and back-office functions." These initiatives demonstrate how organisations can create regular, accessible opportunities for staff to engage with sustainability issues.
Recognition plays a key role in motivating staff. Smith explains, "Another effective approach is the green category, which has been introduced as part of our Royal Awards ceremony. Departments are nominated, and the award ceremony is a night where everyone can dress up and feel recognised for their sustainability efforts." This approach shows how sustainability can be integrated into existing reward structures.
In the social care sector, Jonathan Freeman from CareTech emphasises the importance of engaging frontline workers: "As a social care provider, we are fundamentally a people business. We have around 12,000 staff, and the majority are frontline care workers who perform incredible work caring for individuals with challenging needs. Engaging and motivating them is crucial." Freeman notes that sustainability initiatives can help with employee retention and recruitment: "People are drawn to work for a business that not only cares about individuals but also takes its wider responsibilities seriously."
Philip Tamuno from Barking, Havering and Redbridge University Hospitals NHS Trust takes an empowerment approach: "Our approach is about empowering colleagues to become leaders in sustainability." Tamuno's team offers in-house sustainability courses, creating a network of "environmental champions" across the organisation. This strategy demonstrates how education and empowerment can turn employees into sustainability advocates.
People are drawn to work for a business that not only cares about individuals but also takes its wider responsibilities seriously.
Jonathan Freeman
GROUP SUSTAINABILITY DIRECTOR, CARETECH LTD
Finding and tapping into each person's intrinsic motivation is key because it differs across the board. If you ask for their ideas and make them feel like those ideas will lead the change, they're much more likely to be proactive and committed.
Ethan O'Brien
GLOBAL DIRECTOR OF OPERATIONS SUSTAINABILITY, KLÖCKNER PENTAPLAST
ELFT has successfully embedded sustainability through their Climate Champions Network. “This grassroots movement engages staff from all levels, giving them ownership of sustainability efforts at their respective sites,” explains Toll. “For example, one of our climate champions at a local clinic identified ways to reduce energy consumption by adjusting heating schedules. Small changes like this, when multiplied across the Trust, can have a substantial impact.”
At Klöckner Pentaplast, Ethan O'Brien emphasises the importance of tapping into individual motivations: "Finding and tapping into each person's intrinsic motivation is key because it differs across the board. If you ask for their ideas and make them feel like those ideas will lead the change, they're much more likely to be proactive and committed."
Andy Brown from Anglian Water Group shares a comprehensive engagement strategy: "We conduct three to four seminars annually, featuring scientists discussing cultural change, behaviour and practical applications. Additionally, we host an annual conference that facilitates networking and covers a broad range of topics."
Transport for Wales employs multiple engagement strategies to accommodate different preferences. “We use various approaches because there's no one size-fits-all solution,” explains Rees. “We organise "Walk in Our Shoes" days, taking people out for environmental audits and ecology activities. Our SD Champions initiative involves 22 champions within the organisation, taking a bottom-up approach.”
We organise "Walk in Our Shoes" days, taking people out for environmental audits and ecology activities. Our SD Champions initiative involves 22 champions within the organisation, taking a bottom-up approach.
Natalie Rees
HEAD OF SUSTAINABLE DEVELOPMENT & CLIMATE CHANGE, TRANSPORT FOR WALES
These insights show how embedding sustainability into everyday operations requires a thoughtful blend of education, recognition, and personal connection. When environmental responsibility becomes part of every role's DNA—from frontline workers to senior executives—it creates lasting cultural change. The most successful organisations make sustainability feel less like an additional task and more like an integral part of delivering quality work, allowing each employee to contribute to environmental goals through their unique position and expertise.
