What emerged was a powerful conversation about how we can turn challenge into opportunity and how, together, we can deliver genuine impact.
As a result of the webinar, I thought it would be useful to turn it into a brief sustainability Playbook sharing the areas we explored during that session.
Play 1: Reframe the business case for sustainability
The Challenge
Across sectors, many of our corporate partners report the same challenge: sustainability initiatives are often seen as a cost rather than a strategic investment. Early investments in adaptation, resilience, or green innovation can be difficult to justify to senior leadership without a clear economic rationale.
The Play
- Speak the language of business. Toby Shaw reminded us that framing is key. Focusing on risk management, business continuity, and return on investment resonates more strongly with decision-makers than abstract sustainability concepts.
- Quantify the financial upside. Martin Baxter shared examples of companies that measure avoided costs and long-term value — for instance, in food and drink supply chains where regenerative agriculture and natural capital management protect profits and reduce exposure to risk.
- Embed sustainability into strategic investment decisions. As Martin notes: “Businesses see a clear difference between cost and investment — and sustainability belongs firmly in the investment column.”
Play 2: Stay Evidence-Based Amid Political Headwinds
The Challenge
We’re operating in a turbulent political landscape, both in the UK and internationally. Populist narratives, misinformation, and short-term politics can all undermine confidence in sustainability and net-zero goals.
The Play
- Lead with evidence, not emotion. Sarah Mukherjee MBE emphasised that we must continue to make the case based on data and science — especially when conversations around “green levies” or energy costs oversimplify the issue.
- Engage constructively with all voices. As Sarah noted, “It would be remiss of us not to engage with those who could be in government.” ISEP plans to engage with populist parties to ensure sustainability remains part of the national conversation.
- Find common ground. Themes like energy security, jobs, and circular economy innovation can unite different audiences around shared interests, rather than dividing them along political lines.
“We must find ways to have rational, evidence-based conversations — even with those who disagree.” — Sarah Mukherjee MBE, ISEP CEO
Play 3: Build the Skills and Capabilities for Change
The Challenge
Technical expertise will always matter, but the ability to communicate, collaborate, and influence is now equally essential. As the transition accelerates, we need people who can bridge the gap between sustainability and business strategy.
The Play
- Invest in transferable skills. Sarah made a strong case for what we sometimes dismiss as “soft skills” — storytelling, persuasion, and empathy. These are the skills that build trust and unlock action.
- Embed sustainability across functions. From finance to HR, everyone has a role to play. Sustainability can’t sit in a single team; it needs to be part of organisational DNA.
- Leverage technology. AI, data tools, and public engagement platforms can help us communicate impact and model future risks more effectively.
Play 4: Strengthen Governance and Accountability
The Challenge
Many of the legal and policy frameworks are already in place, yet progress can still stall without clear accountability and effective governance.
The Play
- Link accountability to leadership. Martin suggested that stronger personal responsibility at board level — similar to health and safety obligations — could be a major lever for change.
- Use economic signals wisely. Financial mechanisms often deliver faster results than new regulations.
- Collaborate for systemic impact. “No single organisation can do this alone,” Martin reminded us — partnerships and shared goals create scale and credibility.
Play 5: Measure and Communicate Impact
The Challenge
Stakeholders increasingly want to see proof of impact, not just commitments. Measuring and communicating that impact clearly is essential to maintaining trust and momentum.
The Play
- Set ambitious yet clear goals. Establish targets that inspire action and signal the broader impact.
- Celebrate and share results.
- Being transparent about successes—and learning moments—builds trust and momentum.
- Quantify influence. Explore ways to measure the real-world impact of your collective efforts turning influence into a tangible metric.
The Playbook Mindset
Sustainability isn’t a single project — it’s an ongoing playbook of actions, reflection, and collaboration. Each step we take builds on the last, creating momentum that drives meaningful, lasting change. It requires adaptability, learning from both successes and setbacks, and a willingness to innovate in the face of complexity.
Having just finished reading Good to Great by Jim Collins, I’ve been struck by the flywheel concept — how small, consistent efforts accumulate over time to create unstoppable momentum. That idea resonates strongly with sustainability work: whether we’re shaping policy, embedding green skills, or strengthening business resilience, every action contributes to a self-reinforcing cycle that turns ambition into tangible impact.
As Toby Shaw summed it up:
“Our purpose, priorities, and impact must align. That’s how we get from ambition to action.”
Interested in becoming an ISEP Corporate Partner?
Visit our Corporate Partnership page to:
- Discover success stories and practical lessons from our existing partners.
- Learn from others to help your organisation develop its own sustainability playbook.
- Explore ways your organisation can collaborate with ISEP to accelerate impact.
- Access a range of resources to strengthen your sustainability strategy and drive meaningful outcomes.
