The Changing Profile of the

Sustainability Lead

The Changing Profile of the Sustainability Lead

By Acre Resources

&

Business in the Community

The Changing Profile of the

Sustainability Lead

Sustainability as necessity

As organisational awareness of the importance and

necessity to be sustainable continues to increase, so too

does the need for senior management and human resources

to understand the required skill sets, experience, and

competencies of the individuals who can best develop,

deliver and lead this strategy and vision.

The Changing Profile of the

Sustainability Lead

Sustainability is evolving

To get to the holy grail of sustainable business, the impact

risk, opportunity and potential for organisations through

sustainability must be understood, challenged, realigned

and developed, over and over again. Indeed we have

observed over the last 8 or so years a change in the

seemingly simple use of language; the evolution from the

widely accepted term ‘corporate social responsibility’, to

‘CR’, to the currently recognised ‘sustainability’.

The Changing Profile of the

Sustainability Lead

The three phases of sustainability

We’ve identified that three phases have so far emerged…

1. The Reactive Phase

2. The Proactive Phase

3. The Opportunity Phase

The Changing Profile of the

Sustainability Lead

The Reactive Phase

The Reactive Phase, where there is a definite recognition of

a need to engage in sustainability issues but a great deal of

uncertainty and lack of expertise at board level.

• CSR is often seen as a cost or a ‘nice to have’ rather than

core to business strategy.

The Changing Profile of the

Sustainability Lead

The Proactive Phase

The Proactive Phase, where the business case for CR has

been established and approved and has senior level buy in

and support.

• Where there is a development of a clear vision of CR aims

which are aligned with the organisation’s culture and

aspirations.

The Changing Profile of the

Sustainability Lead

The Opportunity Phase

The Opportunity Phase, where sustainability is considered a

valuable part of corporate strategy and is embedded deep

within the organisation.

• This third phase is where typically we see a move from

‘commitment’ to ‘action’; the Sustainability Lead is a

member of the Board or C-Suite. This phase has recently

been exemplified by a number of high profile

organisations’ appointment of a Chief Sustainability

Officer (CSO).

The Changing Profile of the

Sustainability Lead

Different skills and competencies

By necessity, these different stages require different skills

and competencies from a leader.

We have drawn up some example job descriptions and

competency guides for the Sustainability Lead at each

phase.

These should be seen as templates rather than definitive

and, as ever, they come with the caveat that although

currently relevant and applicable, they’ll change quickly as

we navigate into the next phase.

The Changing Profile of the

Sustainability Lead

CR Practitioner Competency Map

The Changing Profile of the

Sustainability Lead

Reactive Phase:

Corporate Social Responsibility Manager

The Changing Profile of the

Sustainability Lead

Corporate Social Responsibility Manager

Role objective

• To determine the organisation’s corporate objectives for CSR providing expertise, advice and direction.

Responsibilities

• To develop an effective CSR programme encompassing environment, workplace, community and marketplace issues that will deliver agreed CSR targets

• To establish a mechanism and strategy to engage employees

The Changing Profile of the

Sustainability Lead

Corporate Social Responsibility Manager

• To understand industry standards for measurement and establish CSR performance indicators to bring the organisation in line

• To develop and author an annual CSR report that provides clear direction on strategy, delivery and performance

• To establish charity partnership programmes and develop relationships with key business contacts within partners

• To act as the main point of contact for Business in the Community

• To manage the company’s Business in the Community CR Index submission

The Changing Profile of the

Sustainability Lead

Corporate Social Responsibility Manager

• To engage internal stakeholders and establish a network

of CSR Champions within the organisation

• To establish a CSR Steering Group within the organisation

• To ensure effective communication methods are in place

to communicate business ethics, CSR targets and

performance

• To attend relevant industry events

• To act as the knowledge leader and expert for CSR

The Changing Profile of the

Sustainability Lead

Corporate Social Responsibility Manager

Skills and experience

• Previous CSR experience within a corporate environment

• Ability to work independently and collaboratively with

business heads and department leaders

• Excellent written and verbal communications skills

• Excellent organisational and project skills

The Changing Profile of the

Sustainability Lead

Corporate Social Responsibility Manager

Key competencies

Data Gathering - Gathers data, analyses issues and breaks them down into their component parts. Makes systematic and rational judgements based upon relevant information.

Engages Others - Makes it easy for people to get involved

in CR activities. Fosters the long term learning and

development of others in order to make CR part of

everyone’s knowledge and skill set.

The Changing Profile of the

Sustainability Lead

Corporate Social Responsibility Manager

Operational - Ensures the CR strategy goals are met by

bringing the strategy to life and building CR into business as

usual activities.

Organises and schedules events, activities and resources.

Sets up and monitors schedules, timescales and plans.

In particular, is able to bring the CSR strategy to life using

personal conversations, organising CSR activities and

actively linking new/existing activity to CSR.

The Changing Profile of the

Sustainability Lead

Corporate Social Responsibility Manager

Technical Expert - Seeks to understand the technical

aspects of CSR work. Continually seeks out best practice to

maintain technical currency and identify new approaches.

The Changing Profile of the

Sustainability Lead

Corporate Social Responsibility Manager

KPIs

• Employee Engagement score, particularly in relation to

CSR measures

• Quality of Carbon measurement (Scope and Reliability)

• CR Report distribution and use

• Number of employees volunteering in CSR initiatives

• Number of CSR Champions

• Ethical policy compliance

• CR Index performance

The Changing Profile of the

Sustainability Lead

Corporate Social Responsibility Manager

Reporting lines

• CSR Manager reports into Director of HR / HSE /

Corporate Affairs

• No direct reports

• Shared administrative support function

Salary

£50,000 + benefits

The Changing Profile of the

Sustainability Lead

Proactive Phase:

Corporate Responsibility Director

The Changing Profile of the

Sustainability Lead

Corporate Responsibility Director

Role objective

• To develop, fine tune and implement the corporate

responsibility strategy to focus on community impact,

engaging staff and customers, and to reinforce the

brand’s ethical stance and profile.

The Changing Profile of the

Sustainability Lead

Corporate Responsibility Director

Responsibilities

• To clearly articulate, internally and externally, the

organisation’s CR values and approach, widening the CR

issues base

• To develop and implement an effective community

strategy which engages staff, uses and develops the core

talents of the organisation, makes a positive contribution

to communities in which the organisation operates, and

builds external profile

The Changing Profile of the

Sustainability Lead

Corporate Responsibility Director

• To develop, communicate and manage an employee volunteering and employee giving programme to achieve high levels of employee participation

• To develop, communicate and implement environmental strategy

• To manage/coordinate/engage a third party in the measurement of the organisation’s carbon strategy; footprint, consumption, response to legislation, and reporting on results

• To determine and communicate the organisation’s carbon and waste reduction targets and strategy, and ensure progress is monitored and reported

The Changing Profile of the

Sustainability Lead

Corporate Responsibility Director

• To develop and instigate a behavioural change strategy

to raise employee awareness of carbon and waste

reduction at work and at home

• To assess the validity of the charity partnerships

programme against corporate strategy and review,

developing, where appropriate, new partnerships or

initiative frameworks to ensure meaningful and impactful

partnerships deliver value to both partners and

compliment charity/NGO and corporate strategy

• To establish a robust framework to measure and report

on social return on investment

The Changing Profile of the

Sustainability Lead

Corporate Responsibility Director

• To work with procurement to develop and implement a

sustainable procurement strategy and influence the CR

performance of the supply chain and deliver on the

organisation’s CR commitments

• To write the content for the CR Annual Report

supporting the brand and delivering world class reporting

• To manage the CR budget

• To manage CR Team and key relationships with other

department Directors and business heads

The Changing Profile of the

Sustainability Lead

Corporate Responsibility Director

Skills and experience

• Educated to degree level (or equivalent) ideally with a CR

related post graduate qualification

• Solid understanding of CR issues and of the social and

political environment

• Strategic thinker who is able to translate strategy into

robust plans with clear deliverables

• Proven track record of partnership working, project

management and the successful delivery of CR

programmes

The Changing Profile of the

Sustainability Lead

Corporate Responsibility Director

• Proven experience in delivering and managing change

through organisations

• Proven track record of understanding CR measurement

metrics including the implementation of a robust data

management approach

• Ability to see how CR goals fit within and enhance

corporate strategy

• Demonstrable ability to understand risk avoidance

(financial and reputational) and commercial awareness to

use CR to save and make money

• Previous experience reporting into Board level

The Changing Profile of the

Sustainability Lead

Corporate Responsibility Director

• Previous budgetary experience

• Demonstrable management and personnel development

ability

Key competencies

Collaboration - Works cooperatively with colleagues and

partners to build consensus and deliver desired outcomes

for the organisation.

The Changing Profile of the

Sustainability Lead

Corporate Responsibility Director

Communication - Communicates clearly and in a

compelling manner to both individuals and groups. Uses

appropriate communication tools, style and language for

the audience. Inspires others to get involved in CR related

activities.

Influence — Gains support for the CR agenda by persuading and convincing others. Understands others and influences them in a way that results in acceptance, agreement or behaviour change. In particular, is able to clearly articulate the business case for CR.

The Changing Profile of the

Sustainability Lead

Corporate Responsibility Director

Organisational Awareness - Understands the business.

Identifies who the real decision makers are and the

individuals who can influence them. Predicts how new

events or situations will affect individuals and groups within

the organisation.

Organisational Commitment - Willing to align own

behaviour with the needs, priorities and goals of the

organisation, and acting in ways that promote

organisational needs.

The Changing Profile of the

Sustainability Lead

Corporate Responsibility Director

Strategic - Demonstrates a broad based view of issues,

events and activities and sees their longer term impact or

implications. Identifies patterns and connections between

situations to identify underlying issues in complex situations.

The Changing Profile of the

Sustainability Lead

Corporate Responsibility Director

KPIs

• People engaged in internal speaking opportunities

• Stakeholders engaged through external communication opportunities

• Value of external exposure as a result of CR

• Carbon reduction and resulting costs saved

• Waste reduction

• ‘Clean’ environmental audit

• Community Investment and return on that investment (for the business and beneficiaries)

The Changing Profile of the

Sustainability Lead

Corporate Responsibility Director

• Improvement in Employee Engagement score,

particularly in relation to CR measures

• Budget management

• Risks mitigated using CR

• Employee giving

• Employee volunteering and connection to performance

of volunteers

• % of suppliers complying with procurement policies

(including audit compliance)

• Number of employees volunteering in CR initiatives

The Changing Profile of the

Sustainability Lead

Corporate Responsibility Director

• Number of CR champions (Senior Management and other staff levels)

• CR Index performance

• Use and distribution of CR report

Reporting lines

• CR Director reports into the Board

• Direct management of CR Team (2-4 people)

• Project lead of large cross functional teams on specific projects

The Changing Profile of the

Sustainability Lead

Corporate Responsibility Director

• Budgetary management and reporting

Salary

£80,000 + bonus + benefits

The Changing Profile of the

Sustainability Lead

Opportunity Phase:

Chief Sustainability Officer

The Changing Profile of the

Sustainability Lead

Chief Sustainability Officer

Role objective

• To explore activities that will make a significant difference to shareholder value whilst at the same time reviewing the company’s management of sustainability impacts and risks to reputation.

Responsibilities

• To look for initiatives that, on their own or in total, represent a strategic opportunity

• Revenue generation

• Acquisitions

The Changing Profile of the

Sustainability Lead

Chief Sustainability Officer

• New financing opportunities

• Major cost savings, particularly around energy efficiency

• To review and enhance the business structure, often separating out a ‘green products’ portfolio

• To incorporate the drivers of change into an executive remuneration system

• To change the reporting structure so that the sustainability function reports directly to the CEO

• To review and enhance the business structure, often separating out a ‘green products’ portfolio

• To incorporate the drivers of change into an executive remuneration system

The Changing Profile of the

Sustainability Lead

Chief Sustainability Officer

• To change the reporting structure so that the

sustainability function reports directly to the CEO

• To introduce the latest analytical tools to assess the

organisation’s performance in the future business arena

• To identify partnerships, outsourcing and collaboration

opportunities; these may include:

— Exploring the possibility of outsourcing energy management to

an ESCO

— Pioneering collaborations with competitors to form voluntary

industry standards to reduce industry business risks

— Partnering with NGOs to give consumer confidence in the supply

chain

The Changing Profile of the

Sustainability Lead

Chief Sustainability Officer

— Engaging in constructive dialogue with policy makers to reduce

uncertainty in the policy framework

• To engage with key stakeholders to work to:

— Introduce enhanced training for managers across the

organisation

— Communicate the benefits of the organisation’s forward-facing

strategy to financial analysts

— Build reputational capital

The Changing Profile of the

Sustainability Lead

Chief Sustainability Officer

Skills and experience

• Rounded commercial skill set with a developed combination of operational and business issues

• The ability to analyse operational and product risk as well as consumer and shareholder drivers leading to new opportunities in changing markets

• A strong grasp of technology innovation

• The ability to express a vision that articulates impact on an organisation’s financial statements

• Previous and demonstrable experience using analytical tools and commercial language

The Changing Profile of the

Sustainability Lead

Chief Sustainability Officer

• The ability to form a close relationship with the FD/CFO

• The credibility to engage with policy makers to shape

policy and understand how policy frameworks will unfold

• The leadership and inspirational ability to engage the

organisation and people in the ‘journey’

• The gravitas and media awareness to manage a

company’s reputation; communicating with stakeholders

and tailoring messages specific to shareholders, lenders,

employees, neighbours, governments and members of

the value chain

The Changing Profile of the

Sustainability Lead

Chief Sustainability Officer

Key CSR competencies

Collaboration - Works cooperatively with colleagues and

partners to build consensus and deliver desired outcomes

for the organisation.

Influence — Gains support for the CSR agenda by

persuading and convincing others. Understands others and

influences them in a way that results in acceptance,

agreement or behaviour change. In particular, motivates

others to achieve desirable CSR outcomes.

The Changing Profile of the

Sustainability Lead

Chief Sustainability Officer

Integrity - Walks the talk by acting in a way that is

consistent with their values and what they say. Builds

credibility and trust through being open and honest about

success and failure.

Organisational Commitment - Willing to align own

behaviour with the needs, priorities and goals of the

organisation, and acting in ways that promote

organisational needs.

The Changing Profile of the

Sustainability Lead

Chief Sustainability Officer

Self Confident - Shows belief in your capability to

accomplish a task and select an effective approach to a task

or problem.

Strategic - Demonstrates a broad based view of issues,

events and activities and sees their longer term impact or

implications. Identifies patterns and connections between

situations to identify underlying

issues in complex situations.

The Changing Profile of the

Sustainability Lead

Chief Sustainability Officer

KPIs

• Value of external exposure as a result of sustainability

• Value of the organisation’s sustainable business reputation

• Carbon reduction and resulting costs saved

• Waste reduction

• Community investment and return on that investment (for the business and beneficiaries)

• Budget management

• New business as a result of sustainability strategy

The Changing Profile of the

Sustainability Lead

Chief Sustainability Officer

• Reduction of cost in financing because of CSR

• Public Policy influence

• Senior Management Team’s performance appraised on

their sustainability metrics

• Risks mitigated using sustainability strategy

• % of suppliers complying with procurement policies

(including audit compliance)

• Number of sustainability champions (Senior Management

and other staff levels)

• Use and distribution of sustainability report

The Changing Profile of the

Sustainability Lead

Chief Sustainability Officer

• Innovation arising from organisational expertise in

sustainability

Reporting lines

• CSO is a member of the Board or C-Suite

• CSO links the Board to the Director of Corporate Affairs,

the Director of HR, the Director of HSE, and the Director

of Corporate Responsibility

The Changing Profile of the

Sustainability Lead

Chief Sustainability Officer

Salary

£200,000 + benefits

The Changing Profile of the

Sustainability Lead

Contact information

Please feel free to visit our websites and download the job

descriptions.

If you have any comments or would like to contribute to our works in progress, or indeed would like to discuss how Business in the Community and Acre can support your business in terms of strategy consulting or recruitment, please do get in touch.

www.bitc.org.uk

www.acre-resources.com