SustainabilityOnline recently published its inaugural ‘Ambition Into Action’ report, featuring interviews with senior leaders about how they are turning sustainability vision into business reality at the mid-point of the decade.
Kirsty Green-Mann is Global Head of Sustainability at recruitment specialist Hays, with around 20 years of experience in corporate sustainability. She has expertise in climate action, sustainability communications and reporting, social impact and human rights. Prior to joining Hays in 2023, she worked at Burges Salmon LLP and Imperial Brands, where she held the role of Group Head of Corporate Responsibility.
How has Hays moved from ‘ambition to action’ in terms of turning sustainability into a core value driver – in other words, how have you made sustainability ‘good for business’?
At Hays, sustainability is a key part of our global strategy, and we’ve built a narrative around that, whereby we recognise our responsibility and the opportunity to positively contribute as a global organisation and through our role in the world of work. In helping organisations find the talent they need, by placing candidates and workers, our activities positively contribute to the economy, employment, skills and livelihoods.
From our own business perspective, sustainability thinking must be integrated, as this is about understanding the related market opportunities and risks, and what is increasingly required by our business customers, regulators, investors, and colleagues.
Addressing sustainability is about positioning for the long-term as well as understanding it is a part of our corporate brand and reputation, and where reputation is a valuable asset for attracting and maintaining business.
As a leading global recruitment and workforce solutions business, we also understand we have a role in terms of the growth of the green economy and the transition to a more sustainable future through the world of work.
This is through the placements we make, where green skills are a core component and noting that we serve business customers in leading transition sectors such as energy, engineering and technology. Having strong sustainability credentials is a key component for our success.
We’re now at the mid point of the decade. What do you see as the single biggest barrier for businesses in moving from ambition to measurable action – and how can it be overcome?
There are certainly various challenges from moving from ambition to measurable action. We see wavering political ambition, have a tough economic context with unforeseen and continuing economic shocks and disrupters, fast-paced, unsettled and evolving regulatory requirements, and the numerous demands and other business priorities particularly in relation to digitisation and AI.
However, for me, the single biggest barrier for moving from ambition to measurable action or what can be termed ‘impact’, is about how we frame that ambition and then regularly measure and review against that ambition.
To frame ambition, we look to set targets. This is part of a good practice approach and what is now increasingly being mandated as part of the incoming regulations such as the EU Corporate Sustainability Reporting Directive. Targets should have a level of ambition, but they should also be achievable, and there needs to be a plan with defined accountabilities for how they are to be pursued.
Progress against these targets needs to be regularly monitored. From my experience I know that impact can be difficult to measure. This can result from a lack of clear methodology, immaturity of reporting practices and the fact that often sustainability outcomes may result from a combination of factors, not a clear line of sight.
If there is good practice methodology, such as the Greenhouse Gas Protocol, which can be followed, great, but if not especially considering social impact, then its worth considering what can be measured in terms of inputs, outputs and outcomes. My advice is measure what you can, even if it is not a perfect picture.
What role can (and should) leadership play in ensuring sustainability commitments actually deliver results, rather than remaining aspirational? And how can you ensure buy-in from all stakeholders?
To be successful in the delivery of results, leaders have a clear role to play. This is about integrating sustainability messaging into the overall vision and direction of travel, and supporting and setting the relevant governance frameworks to make sure that sustainability is integrated and part of business as usual. Importantly, leaders must role model and get directly involved. This sends a clear message that sustainability is important.
Leaders also have a responsibility in terms of having oversight of the progress made and ensuring that the relevant resources are available to pursue the sustainability commitments made.
The best way to ensure buy-in for stakeholders is to understand who the stakeholder is, then spend the time to engage, to take account of their perspectives and to help explain why the sustainability commitments are important, and what are the associated benefits.
Stakeholders should also have a voice in identifying the most material sustainability issues the company should address, as well as in setting expectations around ambition and targets. In other words, stakeholders should be part of the process to define and establish sustainability commitments.
Finally, engagement shouldn’t be a one-off exercise. To maintain buy-in, it’s important to have regular check-ins, communicate progress, and take a collaborative approach to problem-solving where obstacles arise. Likewise, successes should be celebrated and shared.
Learn more about Hays’ sustainability initiatives at www.haysplc.com/sustainability.
