Sustainability Reporting

A listed airline and travel group had recently acquired a subsidiary in Malta, which was in scope of the second phase of CSRD (prior to Omnibus). I designed and led the double materiality framework, aligned to the group’s existing risk management processes, and conducted engaging workshops for local senior managers.

The double materiality assessment was scalable to the wider UK group and other EU subsidiaries, and identified the specific ESRS disclosure requirements. I also advised the Group Finance function on appropriate reporting processes and controls to ensure ESG data was accurate, reliable and defensible.

A large retail and distribution network in Northern England was required to prepare climate-related disclosures under the Companies Act. The family-owned group had a longstanding ethos of “doing the right thing” and optimising their energy efficiency, but hadn’t formally labelled these activities as “sustainability” or “climate risk mitigation”.

I led meetings with senior managers to identify the physical and transitional climate risks that were most material to the business, helped them construct a governance and oversight process for these risks, and drafted the TCFD-aligned disclosures for the group’s Companies Act disclosures.

Peers noted that these disclosures “were anything but boilerplate” and commended the high quality and transparent disclosures made, which helped the group obtain further green finance to fund certain infrastructure investments.

I supported a SaaS analytics provider that was scaling its AI-enabled features and facing investor pressure to evidence a UK-style transition plan aligned to TPT and IFRS S2. I began by establishing a transparent organisational and operational boundary that captured both colocation and multi-cloud use. I then built the emissions baseline, placing particular emphasis on purchased cloud services and the equipment-related Scope 3 categories that typically dominate for software businesses.

From there, I translated IEA NZE and UKGBC trajectories into carbon budgets by product line and geography, creating a clear framework for long-term decarbonisation. My implementation path combined workload and region optimisation, storage lifecycle rules, carbon-aware GPU scheduling and contractual guardrails to ensure renewable energy claims were robust. In parallel, I developed the metrics and targets workstream, introducing meaningful intensity indicators such as grams of CO₂e per compute-hour and per API call.

The result was a credible, auditable transition plan that linked engineering choices directly to decarbonisation and cost to serve. In the first year, compute-hour emissions intensity fell by 14 per cent.

A biomaterials textiles startup serving the fashion industry wanted to understand ESG impacts, risks and opportunities in its supply chain before beginning its B Corp journey.

I identified the critical players in its supply chain and analysed the ESG risk profile by mapping material flows, reviewing labour and environmental exposures by geography and assessing gaps in standards, certifications and audit histories. I then produced a tiered risk heat map and highlighted the stages most exposed to regulatory, social and environmental pressure.

Working with their operations team, I translated the findings into a focused action plan covering supplier onboarding, traceability requirements and targeted improvements in environmental and labour practices. I also identified value-adding opportunities such as verified low-impact materials and early circularity pilots.

The outcome was a concise, practical supply chain ESG blueprint that strengthened their B Corp readiness and informed procurement and investor discussions.