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Category: Sustainability

The Case for a Fractional CSO: Executive Sustainability Leadership Without the Full-Time Cost

A Fractional CSO gives organisations access to executive-level sustainability expertise without a full-time commitment. Sustainability expectations are rising. Investors, customers, employees, regulators, and stakeholders expect credible progress, clear reporting, and stronger sustainability leadership. Many businesses understand this shift. They see the need for ESG strategy, reporting, and governance. But they face a practical constraint. They do not have the budget, or the immediate need, for a full-time Chief Sustainability Officer (CSO), or at least someone with the deep experience to be able to accomplish such a broad range of projects (and understand how it fits with the business strategy). A Fractional CSO closes that gap. It gives businesses access to senior sustainability leadership without committing to a full-time hire. This allows businesses to move forward with structure and clarity without incurring fixed costs or long recruitment cycles. What does a Fractional CSO do? A fractional executive is an experienced professional who works with a business on a part-time or project basis. Instead of being employed full-time, they are engaged for the hours they work or the outcomes they deliver. This gives businesses access to executive and often C-suite level expertise without the cost and long-term commitment of a permanent hire. Fractional executives often work across multiple organisations. This also allows them to bring insights from different industries and operating environments into each engagement. At its core, the role focuses on helping organisations define, structure, and execute sustainability initiatives in line with broader business objectives.  This typically includes: So the engagement of a Fractional CSO adapts to the business needs, and their involvement can be scaled up or down as needed. Because Scope 1 sits entirely within a company’s own operations, it is the most straightforward to measure and the most immediate to act on. What to look for in a Fractional CSO: skills and expertise Not every sustainability consultant is suited to an executive position. A Fractional CSO needs to operate at the same level as any senior leader in the business, someone who can sit alongside a chief executive officer and other senior executives, not just advise from the sidelines. That means technical expertise across ESG criteria, regulatory compliance, and sustainability projects, paired with the interpersonal skills to engage diverse stakeholders, from the board to external stakeholders like investors and regulators. Strategic thinking matters as much as subject knowledge. The role isn’t limited to reporting on relevant risks or tracking sustainability issues in isolation, it’s about integrating sustainability into how the business actually makes decisions. A good Fractional CSO connects environmental impact and social responsibility to commercial outcomes, playing a key role in shaping direction rather than simply documenting progress. The main benefits of a Fractional CSO A Fractional CSO gives businesses access to senior sustainability leadership without the cost, risk, or rigidity of a full-time hire. It allows organisations to move faster, align teams, strengthen reporting readiness, and build momentum across strategy, governance, and commercial outcomes. A Fractional CSO gives access to senior sustainability expertise without the cost of a full-time executive. Instead of paying a full salary, benefits, and recruitment costs, organisations engage the role based on hours or outcomes. This allows resources to be used more efficiently while still gaining C-suite level input. It also reduces financial exposure as there is no long-term commitment and engagement can adjust as needs change. Sustainability challenges often come with regulatory deadlines, stakeholder pressure, or transformation timelines. A Fractional CSO can start quickly. They can assess the situation, identify priorities, and move into execution without long onboarding periods. This contributes to faster progress on strategy, reporting readiness, and implementation. Sustainability does not sit in one department. It cuts across the organisation. A Fractional CSO aligns leadership around a shared direction. They connect sustainability to finance, risk, operations, and marketing. This creates consistency. Decisions follow a clear framework and priorities stay visible across teams.  A Fractional CSO helps organisations identify ESG risks, prepare for regulatory change, and build the structures needed for compliance. They support reporting and disclosures by defining what needs to be measured, establishing data collection processes, and aligning outputs to recognised frameworks. A CSO also ensures information is consistent, decision-ready, and suitable for investor and regulatory scrutiny. This turns sustainability performance into clear, structured reporting that stakeholders can understand and trust. An important role of a Fractional CSO is to strengthen communication with stakeholders. That typically means translating complex sustainability data into clear insights. They also build internal capability. Through coaching, training, and structured frameworks, they help teams understand and execute sustainability initiatives. This creates the momentum organisations need to move forward with confidence and consistency. When a Fractional CSO makes sense A Fractional CSO may be most effective where focused, senior sustainability leadership can accelerate progress but full-time capacity is not required. It makes sense when ESG regulations are changing and require immediate attention. It may also fit during periods of transition, such as restructuring, acquisition, or growth, and when businesses are facing increased stakeholder expectations that need a structured response. Engaging a Fractional CSO also allows organisations to test CSO-level support before committing long term, and helps build internal capability for ongoing sustainability management. In these situations, a Fractional CSO provides targeted expertise without long-term commitment. How the role adapts across company size and sector There’s no single job description for a Fractional CSO, responsibilities vary depending on company size, sector, and how mature a business’s sustainability approach already is. A manufacturer managing a complex value chain and energy consumption across multiple sites has different needs to a services business focused mainly on governance and ESG reporting. Australian businesses in particular face a growing set of relevant regulations, and the right level of support depends on how exposed a business is to those requirements. For some organisations, this means a narrow, technical focus, improving energy efficiency, ensuring compliance, or preparing for a specific reporting deadline. For others, it means a broader mandate: embedding sustainability into company mission, culture, and long-term strategy across a diverse set of

Climate Reporting: The New Thread for Australian Fashion

Rosanna Iacono, CEO of Strategy and Sustainability Advisory, The Growth Activists, shares her expert insights on how Mandatory Climate Reporting is reshaping not only business strategy, but the entire Australian Fashion industry. Download your free copy of the 2025 Sustainability Report here.  The fashion industry has long had a reckoning with sustainability compliance on the horizon. Now, an unavoidable shift is here – a mandatory climate reporting framework that came into effect on January 1st 2025 will affect fashion organisations of every size in Australia. This is the moment the industry must face one of its biggest negative environmental impacts: greenhouse gas emissions and climate change. As Joe Longo, the Chair of ASIC, has stated, “(mandatory reporting) is driving the biggest changes to financial reporting and disclosure standards in a generation.” This isn’t just a simple new regulation, it’s a global movement, and Australia’s new legislation – the Australian Sustainability Reporting Standards (ASRS) – activates this shift in our market. The EU has been a leader in this space, and the ASRS is largely aligned with the International Financial Reporting Standards (IFRS) and the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD). This alignment is critical because it ensures Australian businesses are speaking the same language as their global counterparts in the EU, UK, Singapore, Hong Kong, and Japan, as well as specific US states like California. This is driven by a global push for market transparency by investors, who are increasingly demanding reliable data to assess which companies are managing climate risks and are positioned for a resilient, low-carbon future. This global consistency is a good thing; it means a business that prepares for ASRS is already on the path to meeting other international requirements if they trade globally or intend to at some stage. The ASRS framework establishes reporting obligations for different groups of businesses, with a phased rollout. While the visual timeline details the specific thresholds and dates for Group 1, 2, and 3 entities, it’s crucial to understand who we classify as ‘Group 4’. This is a key point that many in the fashion industry have not yet grasped. ‘Group 4’ comprises every other business, including the smaller enterprises that form the vast supply chains of larger reporting entities. This means even if you’re a small-scale designer brand, manufacturer or fabric supplier who doesn’t meet the formal reporting criteria for Groups 1, 2 or 3, you will still be affected, as your products or services contribute to their Scope 3 emissions. For fashion, the reliance on complex, global supply chains makes Scope 3 emissions particularly material, often accounting for over 90% of a brand’s total carbon footprint. Australia’s new rules will eventually necessitate data collection from every supplier in the fashion ecosystem, much like the EU’s Corporate Sustainability Due Diligence Directive (CSDDD) holds large companies accountable for their entire value chain. While this might sound daunting, the real story isn’t about compliance, it’s about competitive advantage and long-term value creation. Mandatory reporting forces us to do the kind of deep analysis of our operations that we should have been doing all along. It’s an opportunity to reframe what can be seen as a cost into a strategic investment. At The Growth Activists, we’ve seen first-hand how companies can turn this regulatory change into a powerful driver of commercial value. The benefits are far-reaching and touch every part of a business. Financially, comprehensive reporting can lead to significant cost savings. By mapping out emissions hotspots across the entire value chain, businesses identify opportunities to reduce energy consumption, minimise waste, and streamline logistics. This isn’t about just ticking boxes; it’s about making your business leaner and more efficient. Beyond efficiency, controlling your data and having a decarbonisation plan makes you a more attractive supplier. Your largest customers are now mandated to disclose their Scope 3 emissions and they will increasingly seek partners who can provide accurate and verifiable data. This proactive approach transforms you from a compliance headache into a key strategic partner, future-proofing your business relationship. There are also powerful qualitative benefits. Robust climate disclosures enhance a company’s reputation, attracting a new generation of climate-conscious consumers and building loyalty with existing ones. For investors, high-quality, transparent reporting builds trust, leading to more favourable lending terms and higher valuations from a growing pool of ESG capital. A demonstrable commitment to climate action is also a powerful tool for attracting and retaining top talent who seek purpose-driven careers. It can also drive innovation, leading to the development of new, sustainable products and services that unlock new revenue streams. This is a profound shift for the Australian fashion industry. It requires building new internal systems and capability to truly integrate and operationalise climate action into the business. The time to start is now, not when the first reporting deadline looms. If you haven’t started yet, don’t stress, but do get going. Whether you are a large corporation or a small-scale designer, understanding your climate impact is no longer optional. It’s a new thread that will determine resilience and success in the years to come. Rosanna Iacono is the CEO of strategy and sustainability consultancy The Growth Activists and one of Australia’s leading advisors to the fashion, beauty and lifestyle industries. She is a leading expert on brand strategy, having held global leadership roles at Nike and Levi’s and helped deliver private equity exits for Australian businesses like Sheridan and Jurlique. 

Maximising Impact: How External Consultants Drive Sustainability Initiatives Forward

In today’s business landscape, sustainability has become a critical component of corporate strategy. Increasing pressure from stakeholders – including investors, consumers, and regulatory bodies – is driving companies to integrate Environmental, Social, and Governance (ESG) principles into their operations.  However, navigating the complex terrain of sustainability requires expertise and resources that are often not readily available within an organisation. This is where external consultants are pivotal. They support Sustainability Managers in developing and executing effective ESG strategies and sustainability communications. Understanding the Need for External Expertise Sustainability is a multifaceted domain that encompasses environmental conservation, social responsibility, and corporate governance. Sustainability initiatives also often require cross-disciplinary collaboration that spans supply chain management, stakeholder engagement, and regulatory compliance.  Crafting a robust ESG strategy demands a deep understanding of these intricacies and the ability to align sustainability goals with broader business objectives.  External consultants bring specialised knowledge and experience to the table. They offer fresh perspectives and innovative solutions that internal teams may overlook, and contribute diverse skill sets and cross-industry insights. This enables Sustainability Managers to leverage a broader range of expertise in addressing complex challenges. A seasoned consultant’s breadth of client experience enables them to customise effective solutions, drawing from a toolbox of proven and adaptable strategies, thus reducing risk and optimising results for the organisation.  Driving Strategic Alignment Sustainability Managers must ensure sustainability efforts are closely aligned with their organisation’s corporate strategy. That means ESG goals must be integrated seamlessly into business operations to maximise impact and drive long-term value creation.  External consultants excel in helping organisations identify strategic priorities, assess risks and opportunities, and develop actionable plans to embed sustainability across all levels of the organisation. They conduct comprehensive audits and gap analyses to identify areas for improvement and recommend objective and data-informed strategies to address them. Whether implementing renewable energy solutions, enhancing diversity and inclusion practices, or optimising waste management processes, external consultants can accelerate progress towards sustainability targets while improving overall business performance. Navigating the Regulatory Landscape The regulatory landscape surrounding sustainability is constantly evolving.  New laws and reporting requirements are emerging at national and international levels. Keeping abreast of these changes and ensuring compliance can be daunting for Sustainability Managers, especially in industries subject to stringent environmental and social regulations. External consultants specialising in sustainability regulations can provide invaluable support in interpreting complex legislation, navigating reporting frameworks such as GRI (Global Reporting Initiative) and SASB (Sustainability Accounting Standards Board), and implementing robust governance structures to mitigate compliance risks. They help organisations proactively adapt their ESG strategies to meet evolving standards and stay ahead of regulatory developments. Addressing Resource Constraints and Accelerating Progress  Sustainability Managers must commonly deal with resource constraints when tasked with driving ESG initiatives. Limited budgets, competing priorities, and staffing shortages can hinder the effective implementation of sustainability strategies. This may leave managers overwhelmed and unable to achieve desired outcomes.  In these cases, external consultants offer a cost-effective solution. Many provide on-demand access to their specialised skills and resources without the overhead costs of hiring additional full-time staff. External consultants can act as an extension of the internal sustainability team, filling gaps in expertise and capacity as needed. Whether conducting in-depth research, analysing data, or managing stakeholder engagements, consultants can alleviate the burden on internal resources. This allows Sustainability Managers to focus on strategic decision-making and priority relationships and initiatives. Consultants experienced in working with diverse clients across industries can quickly adapt to each organisation’s unique needs and challenges. They can provide flexibility for Sustainability Managers operating in dynamic environments where agile responses and innovative solutions are needed to meet rapidly shifting priorities. Moreover, external consultants bring a crucial element of acceleration to the table. With their specialised expertise and focus, consultants can expedite the pace of ESG progress within businesses facing resource constraints. By leveraging their deep understanding of sustainability frameworks, regulations, and best practices, consultants can swiftly identify critical areas for improvement and implement targeted strategies to drive measurable impact. Enhancing Stakeholder Engagement Effective communication is essential for building trust,  credibility and ownership around sustainability initiatives. External consultants can play a vital role in helping organisations craft compelling narratives, engage stakeholders, and communicate progress transparently.  From developing sustainability reports and ESG disclosures, to designing stakeholder engagement programs and conducting materiality assessments, consultants can help Sustainability Managers articulate their sustainability story in a way that resonates with diverse audiences. Consultants are also often connected to valuable networks within the sustainability ecosystem, and can facilitate partnerships with NGOs, industry associations, and peer organisations. Companies can leverage these networks to amplify their impact, promote best practices, and drive collective action towards shared sustainability goals. Providing a Supportive Network for Sustainability Managers Navigating the complexities of sustainability initiatives within organisations can be a daunting task, particularly for Sustainability Managers who may feel isolated in their efforts. The role often entails balancing competing priorities, managing stakeholder expectations, and driving change across diverse functional areas, all while facing resistance from internal stakeholders already feeling stretched.  External consultants serve as more than just advisors; they provide a valuable support network and forum for Sustainability Managers to seek advice, share experiences, and gain perspective from peers facing similar challenges. Peer Learning and Knowledge Sharing: External consultants can connect Sustainability Managers with other professionals in the field to facilitate peer-to-peer learning. Through workshops, roundtable discussions, and networking events, consultants can create a forum for sharing best practices, lessons learned, and innovative solutions to common sustainability challenges. This collaborative environment fosters a sense of camaraderie and solidarity among Sustainability Managers, and empowers them to learn from each other’s experiences and collectively drive progress towards shared sustainability goals. Access to Industry Insights and Trends: Keeping abreast of emerging sustainability trends, regulatory developments, and industry best practices is essential for effective decision-making and strategy development. External consultants offer access to a wealth of industry insights and market intelligence to provide Sustainability Managers with timely information and analysis to inform their initiatives. Staying informed about the latest trends and benchmarks helps Sustainability Managers

6 things to consider for your Sustainability Transformation

Sustainability Transformation is needed now Today, to stay competitive, every organisation needs an Environment, Social and Governance (ESG) strategy. Not just for the social and environmental sustainability benefits, but for long term business sustainability too. It is now an integral part of how we do business and something that stakeholders expect. Many organisations already have ESG initiatives implemented into the core of their business. The next step is to share the message and communicate your Sustainability Strategy to your internal and external stakeholders. By aligning with stakeholder values, effective sustainability communications creates loyalty with existing customers and employees and attracts investors and potential talent to the business. Research clearly shows that value alignment is one of the most important reasons for a potential employee to look at a role. “With modern capitalism turning away from focusing only on profit for shareholders, to considering the effect on people and planet, it is vital that organisations consider multiple stakeholders. The operations of a business have a material impact on customers, shareholders, employees, community and the environment. An integrated sustainability communications strategy ensures that you leverage the good work you are doing in the ESG space, to both internal and external audiences.” Phil Brown, Partner and B Corp Consultant at The Growth Activists 6 Things to Consider for Your Sustainability Transformation 1. Why you need to communicate your sustainability initiatives A sustainability comms strategy allows you to drive change from within. And showcasing your sustainability initiatives to internal and external audiences, with an integrated comms strategy provides some key and immediate benefits: Both corporate and individual investors are increasingly looking for good returns and good business. More and more funds expect a robust ESG strategy as part of their selection criteria from businesses they are looking to invest in, so it is vital to communicate the good work you are doing. But it ain’t easy… 2. Embedding your sustainability strategy With increasing expectations on businesses to implement ESG strategies, having a standalone ESG team within your organisation is not enough. It will be most effective if your strategy is implemented throughout the organisation. Sustainability objectives need to be embedded within your overall business strategy, so that they filter down to leadership and team KPIs. Your ESG strategy needs to be mandated from the top down, but implemented from the bottom up. Again it is important to communicate your sustainability message through internal comms so that the workforce is onboard. Equally as important is executive and board level buy-in to ensure sustainability becomes a cultural norm and lives in work plans. “Employees are your first and most important advocates. They must understand your sustainability strategy for when they communicate externally with friends, family, colleagues or the general public about where they work and what they do.” Phil Brown, Partner and B Corp Consultant at The Growth Activists Once your team deeply understands these initiatives, they will be able to tell your sustainability story effectively. 3. Sustainability can struggle to find a foothold As sustainability communications are relatively new to most businesses, many don’t have fully developed strategies to rely on. For sustainability teams to win the buy-in of both leadership and the wider business, they need to build a bridge into the marketing and comms team, to find a place in both the internal and external communications strategies.Building this bridge between teams, ensures they have overlapping objectives, goals and metrics. The marcomms team then becomes part owner in making sure sustainability efforts are amplified on the best channels, creating meaning for consumers and stakeholders. It’s also important that there is space for the sustainability team to jump on ad hoc opportunities, especially if something arises in the media or social media so they can join in the conversation. One of the most effective ways is to set up multidisciplinary teams. Find champions in the businesses that are already passionate about sustainability and bring them together as a working group tasked with the Sustainability Transformation. 4. KISS – Keep it simple stupid There are many complexities around ESG for businesses, so it is important to simplify your message for consumers. Endless streams of information, data and analytics can be mind-numbing for even the most conscientious consumer. So, breaking down the data into digestible information and then creating a narrative that your audience can easily absorb is vital for ESG communications. Infographics for data visualisation and video content for sharing your story are great ways to communicate complex information to your audience. “When the average consumer hears a phrase like net-zero, it can have little to no personal meaning to them,” says Phil. “Whereas when they hear a phrase like ‘buying local’, it has significantly more substance. It packages the benefit in a more clearly defined message. Businesses need to understand what their audience values and showcase their credentials in a meaningful way.” Rob Shwetz, Partner and B Corp Consultant at The Growth Activists 5. The environment is important but don’t forget the S in ESG Being green is important, but black lives matter too. Caring and acting for the environment is on trend, and therein lies a shortcoming in many organisations’ Sustainability Transformations and the stories they tell about their initiatives. Since about 2015, individual and corporate investors started paying attention to not only environmental measures, but social and governance data such as labour policies, board diversity, and other social impact measures. Sustainability reports that tick the green box are no longer enough, organisations should look to reporting their impact on other stakeholders including workers, suppliers, and the communities they operate in. And then of course this provides more stories to leverage back to those same stakeholders. 6. Cut the bullshit (greenwashing) We’ve been through a decade ofgreenwashing, when purpose and sustainability was owned by brand or marketing. This meant that whilst sustainability stories were being told, they often had little bearing on the operational social and environmental impact of businesses. Consumer activism can be quick to call out this greenwashing, turning an expensive

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