In today’s dynamic corporate landscape, sustainability remains a critical strategic priority, driven by the need for bold leadership amid evolving regulatory and geopolitical forces.

A team drawing on expertise across several different specialist practices of Eton Bridge Partners hosted an ESG-focused roundtable to explore the challenges and opportunities of driving an impactful ESG agenda in current times.

The Eton Bridge attendees comprised of:

• Lance Bateman, Partner, Procurement, Supply Chain & Operations Practice
• Ross Dawson, Practice Lead, Procurement, Supply Chain & Operations
• Nick Enderby, Partner, Executive Search, CEO & Board Practice
• Louis Henry, Associate Partner, Executive Search, Human Resources Practice

The Eton Bridge Partners team were joined by subject matter experts and senior business leaders:

• Rachael Legg FCIPS / MEng Hons / EMBA, Fractional Procurement Executive and Independent Business Advisor
• Lee Finney, Chief Operating Officer at Greencore
• Will Silverwood, Head of Sustainability at Whitbread
• Mieneke Koster, Global Sustainability Director at Arcadis
• Karine Armand-Fedida, SVP Total Rewards & Performance at Schneider Electric
• Emily Lofting-Kisakye, Chief People Officer, Europe & USA at Cognita Schools
• Karen Hopley FCIPD, Chief People Officer at Churchill
• Amanda Rajkumar, Chair (Black British Initiative) & Ex-Adidas Executive Board Member Global Human Resources, People and Culture
• Amy Nelson-Bennett, CEO at Positive Luxury
• Ana Brenikov, Group Director, ESG at Houseful

ESG priorities and measuring impact

“A key challenge,” noted Will, “is linking sustainability efforts to bottom-line contributions.” He flagged that Rachael Reeves’ budget, which he said increased costs, has added to the importance of demonstrating the commercial as well as environmental rationale. Lee also highlighted the financial conundrum; “The investment community can see ESG as frivolous – it adds cost and has no return on investment.”

Ana, drawing on her experience in a PE-backed business, agreed that evidencing tangible short-term impact was instrumental; “The challenge is how do I demonstrate the breadcrumbs that will provide value in the short-term in order to get mindset shifted to the long-term?”

If businesses are measured purely on short-term profit, how are they going to have the incentive to change things wondered the attendees? Perhaps a change of terminology helps reframe the discussion; “I’ve stopped talking ESG and I talk resilience,” said Rachael arguing that sustainability is vital to long-term business survival. Amanda also took the long view; “Sure we can sweep it under the rug for four years due to Trump, but the reality is ESG is not going anywhere.”

How will Trump’s ambivalence to ESG affect the agenda?

Around the table, there was acknowledgement that global political shifts are having an impact. The concern is that Trump’s stance has potentially greased the wheels for other countries, such as India and China, to rollback. “There is a reticence to be as bold on ESG,” noted Amanda who flagged this was more apparent in US organisations than in Europe.

Could investor pressure force a focus on profit at the expense of long-term sustainability and might it become more socially and politically acceptable to put short-term survival first – BP’s fossil fuel reset perhaps a case in point?

Keep calm and carry on – opportunities remain

“Clearly there are doubters, but there’s a lot of investment that focuses on climate,” noted Will. In Europe, there is regulation-driven momentum with the EU Corporate Sustainability Reporting Directive (CSRD) now in place and vast amounts of ESG information available for all to scrutinise. “The train has left the station on (European) legislation and there’s a very clear direction of travel,” said Ana.

ESG remains vitally important to both staff and consumers; many people continue to seek out organisations that are doing the right thing. Tesla’s plummeting car sales in Europe as its CEO cosies up to Trump are a reflection of the hit that can come from losing ethical cachet.

Karine made the point that the current climate can be an opportunity; ‘It’s an acid test, a way to showcase to your stakeholders, including employees, whether what you have preached in the past is really what you believe in.” Amy noted many of her US luxury clients are campaigning to create a “rebellion faction” to appeal to non-Trump voters.

Bringing context and calm to the current environment, Rachael flagged that it’s simply a continuation of challenges that ESG has faced in the past; “It’s just another set of dynamics that we have to navigate – as leaders we need to know that we are doing the right thing for the longer term.”

A call to action: ESG strategies for today’s world

We know that alignment of short-term objectives with long-term sustainability results in a more resilient organisation that’s ready to overcome obstacles and capitalise on opportunities. Businesses that will build a lasting legacy are those who commit to sustainability today.

Not that this will always be easy. Drawing on the collective wisdom of the attendees, five core strategies emerge:

• Tell a good story: “A lot of people are doing great work, but they’re not talking about in a way that’s smart,” noted Amy. Be a sustainability cheerleader and create narratives that inspire.
• Be pragmatic when needed: “Concentrate on what really matters and move away from checking boxes,” counselled Mieneke. A sentiment that was echoed by Emily; “There’s lots of amazing work that’s already happening; pull out the narrative that’s already there.”
• Leverage technology: Explore and invest in technology. Rachael flagged tech’s transformative power; “Data and AI are game changers, enabling unprecedented transparency in supply chains and risk management.”
• Educate and empower people: Karen highlighted the role employers play in ESG education; “We’re not just cleaning and securing spaces, we’re changing mindsets and behaviours.” Educate about sustainable practices, create career pathways that build skills and engage clients in sustainability conversations.
• Align structure and reward: Break down organisational silos and embed sustainability thinking. Tie compensation to sustainability metrics and reward long-term thinking.

Our thanks to the attendees whose comprehensive knowledge and astute perspectives made for an inspirational and thought-provoking discussion.

We’d love to hear your thoughts on any specific topics you’d like us to cover – please get in touch with Ross to share your ideas and help to shape the conversation at our next event.