By Noah 
Sustainability is no longer just about the environment. It has become a core factor in how businesses are judged by investors, customers, regulators and employees alike.
Environmental, Social and Governance (ESG) expectations cannot be met by a single department or specialist. For lasting change, sustainability needs to be part of everyday decisions across all levels of the business.
In 2025, UK organisations face rising pressure to show real progress. Reporting duties, procurement standards and employee expectations are all increasing. It is not enough to sound sustainable. Actions must match the message.
This article sets out practical steps for ESG and compliance officers who want to support real cultural change. From awareness to accountability, it explains how to create a sustainable workplace culture that is credible, practical and built to last.
1. Start with Awareness and Shared Understanding
Sustainable culture starts with shared understanding. Too often, teams are asked to support ESG targets they do not fully grasp.
Terms like “net zero” or “Scope 3 emissions” may be familiar to ESG officers, but frontline workers, admin staff or site teams may not know what these terms mean or how they apply.
This creates a gap between ambition and action. Staff need to understand why sustainability matters and how their decisions play a part.
Carbon literacy training is an effective way to build that baseline. It gives staff a clear picture of the climate issues that affect their industry and their own roles. The course links global impact to practical choices, helping staff take ownership of change.
2. Connect Sustainability to Organisational Values and Strategy
To influence behaviour, sustainability must be part of how a business sees itself. If it is only ever mentioned in annual reports or policy documents, it will not shape daily decisions.
ESG should be linked to business performance, team targets and how success is measured. That requires clear communication from leadership and practical support across departments.
Values also matter. If sustainability is listed as a core value, it must appear in recruitment, supplier choices, and investment decisions.
This consistency builds trust. When staff see that the company acts on its stated values, they are more likely to follow suit.
3. Engage Teams Through Leadership and Accountability
A sustainable culture cannot be imposed. It needs visible support from leadership and active participation from teams.
Managers and team leads must demonstrate sustainable behaviour. When leaders make time for sustainability and reflect it in their own actions, they send a clear message that others take seriously.
At the same time, staff must feel empowered to contribute. When people see that their feedback and suggestions are valued, they are more likely to support change.
Accountability mechanisms, such as team-level sustainability goals or cross-departmental forums, keep the momentum going. They also ensure that action is shared and not left to a small group.
4. Support Learning and Development Pathways
Sustainability knowledge should not stop after onboarding. Continuous development helps staff respond to new challenges and regulation.
Linking ESG learning to career development also improves engagement. Staff are more likely to invest in skills that support their roles and help with progression.
Training should be varied to suit different roles and working patterns. Toolkits, short videos, guided discussions and scenario-based learning can all help.
Offering flexible access is important. Staff on variable shifts or in remote locations should not be left out. Inclusive learning builds a stronger, more informed culture.
5. Monitor Compliance and Respond to Regulation
UK law increasingly expects companies to act on environmental and social risk. The Companies Act 2006, particularly section 414C, requires large companies to report on environmental impact in their strategic reports.
This makes ESG a compliance issue as well as a strategic one. Companies that publish claims they cannot evidence may face legal, reputational or financial consequences.
Compliance officers must ensure that reports reflect real actions. They must also help staff understand that ESG-related compliance is not optional.
A workforce that knows what is required and why is less likely to make costly mistakes. It also supports better reporting and avoids last-minute risk controls.
6. Make Sustainability Practical and Visible
People believe what they see. A culture of sustainability becomes real when it shows up in the working environment.
Simple, visible changes make a difference. Replacing single-use items, updating travel guidelines, improving energy use and reducing waste all send a message.
Staff engagement improves when people are part of the change. Inviting ideas and feedback builds shared ownership.
Sharing small successes across the business also helps. Celebrating progress keeps momentum up and gives teams a reason to stay involved.
7. Review, Report and Refresh Culture Regularly
Culture is not static. Staff change. Workflows evolve. External pressures grow.
That is why regular review is essential. ESG and compliance officers should gather staff input, review outcomes against targets and assess whether internal policies are being applied effectively.
Reporting is not the final goal. It is a tool for reflection. What matters is how the organisation responds.
When staff see that their feedback leads to action, trust increases. And culture becomes something people build together — not something imposed from above.
Final Word
A sustainable workplace culture is not built in a day. It grows from repeated choices, visible leadership and shared understanding.
In 2025, expectations have shifted. Stakeholders want evidence of real change, not just good intentions. Businesses that meet those expectations will be better placed to attract talent, secure investment and reduce operational risk.
Building sustainable workplace culture needs more than training. It needs consistent action from every part of the business.
ESG and compliance teams have the tools to guide that change. By linking strategy, behaviour and compliance, they help build workplaces where sustainability is a standard practice.
When people believe in what they are doing, and when they see their efforts reflected in business decisions, sustainability becomes something that sticks.