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Very cool to have another session on Practical Sustainability for SMEs at the latest Goldman Sachs 10k SMEs programme in Saïd Business School, University of Oxford. Always a privilege to spend time with small businesses from across the UK and hear their stories. It’s clear lot of business owners are starting to feel the pressure from coming regulations, supplier carbon accounting requests and consumer preferences, but many don’t know to take the first step to respond. A million different frameworks, certifications and regulations don’t help either. More pressure on greenwashing may also be having the effect of holding back well-intended actions, as businesses fear being accused of greenwashing if they make innocent mistakes, and so don't do anything at all. Plus with energy prices / inflation as high as they’ve been, there needs to be an extremely clear business case for small businesses to invest in sustainability, which there has not always been. Thanks to everyone in both sessions for the questions and engagement. And above all to the peerless Sarah Moneypenny for co-facilitating 🙏 We used Adam Bastock’s Small99 Action Cards - super fun, well designed, and action oriented. Highly recommend if you want to run a similar workshop. We’ll be doing more of these workshops at Leafr. Please reach out if you’re interested!

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It's reporting season for ESG and Sustainability! I see these 4 mistakes tripping up reporting teams a lot - make sure you don't make them this year:   📊 Leave data requests too late: Teams are busy. Although the data is important to you, your requests aren't a priority for everyone else. Don't procrastinate on sending out data collection asks. Late requests mean they are rushed and lead to inaccurate reports. Send them out early to ensure a lot of time to collect comprehensive, reliable data that accurately reflects your ESG performance.   ⚠ Fail to align with regulatory changes: It's vital to stay ahead of evolving standards like SASB, TCFD, and GRI. Regularly update your materiality assessments to reflect current priorities and ensure your disclosures meet the latest requirements and stakeholder expectations.   🤝 Overlook stakeholder engagement: Effective ESG reporting is about building relationships. Engage with your stakeholders within your company, get people on side with your mission, and keep in regular communication to understand their concerns and expectations. Trust me, it'll make your life 10x easier.   If you can see these mistakes happening, don't stress. Find experts like me on Leafr - the ultimate network for top freelance ESG specialists who can do it all for you, at very reasonable prices.

No wonder it's one of the most oversubscribed jobs at the moment... Jokes aside, it's pretty inspiring how many people are still eager to lead the charge toward a greener future, despite the 'perks'. Just imagine the leaps we will make when these elusive perks become a reality. 📌 Follow Gus Bartholomew (Leafr 🌿) for practical advice on ESG ♻ Repost to share this with your network.

Are sustainability professionals innovators or accountants? A recent Edie survey found that spending on reporting exceeds spending on sustainability innovation by 43%. Integrated reporting, rampant disclosure requests, a dizzying increase in voluntary and mandatory frameworks. It is fair to say that many sustainability professionals feel that reporting is a burden right now, that they're looking back instead of forward. How do you think businesses can get the balance right between data and delivery? 📌 Follow Gus Bartholomew (Leafr 🌿) for practical advice on ESG ♻ Repost to share this with your network.

7 Common Misconceptions about Freelancers & Consultants Quality of Work is Lower Some companies believe freelancers might not deliver the same quality as full-time employees because they aren’t part of the team. However, freelancers bring specialised skills and vast experience across industries. Their reputation and future work depend on delivering high-quality results, often exceeding expectations to secure repeat business. Lack of Commitment The misconception here is that, because freelancers aren’t full-time, they aren’t as committed. In reality, freelancers are highly motivated to deliver excellent work to maintain their professional reputation and secure future projects. Their focus is sharp and project-specific, driving them to meet or exceed expectations. Security Risks Concerns about confidentiality and data security arise because freelancers operate outside the company’s direct control. While these risks are valid, they can be effectively managed with proper contracts, NDAs, and secure collaboration tools. Most freelancers are accustomed to handling sensitive information and take data security seriously. Communication and Collaboration Challenges The belief that freelancers, especially those working remotely, might struggle with communication stems from traditional work models that rely on in-person interactions. However, with today’s technology, seamless communication is possible through various tools. Clear expectations and regular updates ensure smooth collaboration, even from a distance. More Expensive in the Long Run Companies often perceive freelancers as more expensive due to their hourly rates or project fees. However, when you factor in the savings on overheads, benefits, and the costs associated with hiring and onboarding full-time employees, freelancers are a very cost-effective solution for project-based work. Hard to Find the Right Fit This misconception exists because some companies have had difficulty finding freelancers who meet their specific needs. However, with the rise of specialised platforms and networks, businesses can connect with skilled professionals more easily. A thorough vetting process, including portfolio reviews and interviews, helps ensure the right fit. Only Suitable for Short-Term, Simple Tasks Some believe freelancers are only good for quick, straightforward tasks because they aren’t fully embedded in the company. In reality, many freelancers are highly experienced professionals who can handle complex, strategic projects. Their expertise is often sought after to drive significant, long-term initiatives. What did I miss? 📌 Follow Gus Bartholomew (Leafr 🌿) for practical advice on ESG ♻ Repost to share this with your network.

ESG is not accessible. Frameworks, Regulations, Legislation, Standards, Certifications, Ratings. There's a lot to know. Here's a quick guide on what is what. Global Goals High-level international goals and principles that guide sustainability efforts globally. These provide overarching targets and guidelines for sustainable transformation. Examples: SDGs (United Nations Sustainable Development Goals) UNGC (United Nations Global Compact) PRI (Principles for Responsible Investment) Reporting Frameworks Structured systems for reporting a company's sustainability performance. These frameworks guide the disclosure of environmental, social, and governance (ESG) data to stakeholders. Examples: TCFD (Task Force on Climate-related Financial Disclosures) SASB (Sustainability Accounting Standards Board) IIRC (International Integrated Reporting Council) Standards Specific criteria that define what should be reported regarding ESG topics. They provide detailed requirements for measurement and disclosure to ensure consistency and comparability. Examples: ISO 14001 (Environmental Management) AA1000 (AccountAbility Principles Standard) GRI 305: Emissions Certifications Formal recognitions awarded to organisations that meet certain ESG performance criteria or standards. Granted by independent, third-party bodies. Examples: B Corp (Benefit Corporation) LEED (Leadership in Energy and Environmental Design) Fair Trade Ratings and Rankers Organisations and indices that evaluate and rank companies based on their sustainability performance. These assessments help investors make informed decisions. Examples: DJSI (Dow Jones Sustainability Index) MSCI ESG Ratings CDP (Carbon Disclosure Project) Still Confused? Get in touch. We have over 500 ESG experts who can help you navigate your ESG journey. 📌 Follow Gus Bartholomew (Leafr 🌿) for practical advice on ESG ♻ Repost to share this knowledge with your network.

The terms sustainability and ESG are often used interchangeably but that's a mistake. Knowing their differences is crucial for good governance. Sustainability: Definition: Focuses on the long-term success of a company by balancing its impact on the environment, society, and economy. It aims for a company to thrive economically while making positive contributions to society and minimizing environmental harm. Goal: Ensures companies are economically successful, socially responsible, and environmentally conscious. ESG: Definition: A set of criteria used to evaluate a company’s performance in three areas: environmental impact, social responsibility, and governance practices. ESG factors help assess how well a company manages risks and opportunities related to these aspects. Goal: Provides a structured framework to measure and improve a company’s sustainability performance in specific areas like carbon emissions, diversity policies, and ethical business practices. Sustainability Governance: Set clear, achievable sustainability goals: Boards should work with management to establish clear and measurable sustainability goals aligned with the company’s mission and long-term strategy. 1. Make sustainability a core part of the business strategy: Ensure that sustainability considerations are integrated into business decisions. 2. Track progress and hold management accountable: Implement robust reporting mechanisms to monitor sustainability goals and review performance regularly. 3. Engage with stakeholders: Communicate with investors, customers, and employees to understand their expectations and incorporate feedback. 4. Identify and manage sustainability risks: Assess and mitigate risks related to environmental, social, and economic factors. ESG Governance: Include ESG in the company’s governance framework: Establish board committees or subcommittees dedicated to ESG oversight. 1. Promote transparency: Share ESG performance data in annual reports and other corporate communications. 2. Ensure the board has ESG expertise: Recruit directors with ESG knowledge or provide training for existing board members. 3. Link executive pay to ESG performance: Align executive compensation with ESG metrics to encourage prioritisation of these issues. 4. Continuously update ESG policies and practices: Regularly review and improve ESG policies to adapt to new challenges and opportunities. Board members must lead their organisations towards a sustainable and ESG-focused future by setting clear goals, making these concepts part of the strategy, and ensuring transparency and accountability. ♻️ Repost to share this value with your network 🔔 Follow Gus Bartholomew (Leafr 🌿) for more practical ESG advice

The wave of new climate regulations incoming mean heavier reporting burdens for businesses. BUT the vast majority of people don't deal directly with regulatory reporting. What they will deal with in their day-to-day is the implications of those regulations. Here's 3 ways climate regulations are going to change things on the ground: 📦 More supplier data requests Businesses in the supply chains of major corporates are already getting a steady trickle of data requests about the products and services they provide so larger corporates keep compliant, and report on their Scope 3. This trickle will turn into a stream as regulations increase. For smaller vendors, this means more time doing their own carbon accounting, product lifecycle assessments, and monitoring their supply chains. 💰 New capital allocations Investing in carbon accounting technologies, spending employee time, moving to new suppliers will all cost money. These weren't costs on the balance sheet a few years ago, and all need factoring in to financial planning. 🏢. New board responsibilities A new item on the agenda of board meetings: directors will be expected to integrate climate risk into their governance frameworks, ensuring that climate considerations are part of strategic decision-making. Just these 3 cover a huge range of responsibilities across all levels of the org. They need coordinating from the highest levels: Heads of Sustainability can't do it all. #sustainablebusiness #climateregulation

I've just discovered a new role in sustainability that I hadn't heard of before: the CASO. AKA Chief Anti-Sustainability Officer. It's a part-time, board-level role that requires very little knowledge of sustainability, no interview process required, and is handsomely remunerated. This individual is tasked with: - Causing friction in every sustainability decision - Questioning the value of sustainability initiatives - Blocking or delaying sustainability projects - Minimising the importance of environmental and social responsibilities - Prioritising short-term gains over long-term sustainability goals The Chief Sustainability Officers I’ve been speaking to recently report that the uptake of this remarkable role continues to be very strong.