Change Managers are increasingly instrumental in driving this transformation of Sustainability and Change
A panel discussion featuring experts from aviation and sustainability sectors, unpacks practical strategies, challenges, and insights for embedding sustainability into organisational practices. Below are the highlights.
Understanding the Intersection of Sustainability and Change
Sustainability, particularly in aviation, intersects with Change Management in dynamic and complex ways. As panellist Ian Jobson from NATS noted, “Sustainability is an innately long-term project.” This reality emphasises the need for resilience, creativity, and strategic foresight from Change Managers.
Aviation faces unique sustainability challenges, such as its significant environmental footprint and customer expectations for eco-friendly travel without increased costs. Despite these hurdles, the sector is making strides. British Airways, for instance, has embedded sustainability into its core corporate strategy through the BA Better World program, demonstrating how long-term commitment can drive meaningful cultural change.
The Role of Leadership and Influence in Sustainability
Strong leadership is pivotal in embedding sustainability into organisational DNA. As Paul Ellingstad pointed out, leaders require a mix of technical and “durable” skills to drive change effectively. These include communication, influence, and the ability to co-design solutions that resonate across various departments.
Carrie Harris of British Airways shared how the organisation engages diverse teams – from cabin crew to engineers – through tailored learning modules and incentive programmes. Over three years, BA increased employee awareness of its sustainability initiatives from 35% to 66%, demonstrating the power of sustained engagement.
Sustainability Champions: Driving Change from Within
Identifying and empowering sustainability champions within an organisation can create ripple effects across departments. These individuals, passionate about sustainability but not necessarily in formal sustainability roles, bring credibility and inspire peers. Ian described these champions as the “dancing first followers” who ignite movements within the workplace.
Empowering such influencers can demystify sustainability and embed it in day-to-day operations. Their involvement signals that sustainability is an organisational priority, not just the domain of a dedicated team.
Overcoming Resistance and Sustaining Momentum
Resistance is inevitable in any change process, particularly with sustainability, where costs, inertia, and misalignment can act as barriers. Strategies to address these challenges include:
- Early Integration: As Carrie emphasised, involving sustainability considerations at the project outset prevents costly adjustments later. Change Managers play a crucial role in embedding these considerations during project initiation.
- Creative Engagement: Incentives, like BA’s learning rewards, and tailored communication campaigns help maintain momentum and drive sustained behavioural change.
- Leadership Advocacy: Consistent messaging and commitment from leadership are critical. Ian recounted how his CEO publicly reaffirmed sustainability commitments despite external pressures to backtrack.
Bridging Sustainability with Broader Organisational Goals
One of the discussion’s key takeaways is the need to align sustainability with wider organisational objectives. For instance, Paul highlighted the role of finance teams in implementing mechanisms like carbon shadow pricing to incorporate environmental costs into business decisions. By demonstrating the economic benefits of sustainable practices, organisations can garner broader support.
Bronwyn suggested integrating sustainability checks into project governance frameworks, such as using the Green PM methodology. This framework considers both the impacts of a project’s outputs and the sustainability of its delivery process, offering a comprehensive approach to embedding sustainability into project management.
The Unique Role of Change Managers
Change Professionals are critical to the success of sustainability initiatives. Their expertise in facilitating cultural shifts, co-designing solutions, and driving engagement is indispensable. As Ian Jopson remarked, “You are fundamental to the delivery of a sustainability strategy.”
Change Managers don’t need deep technical expertise in sustainability. Instead, they should focus on asking the right questions, engaging with sustainability teams early, and bringing passion and curiosity to their roles.
Digital Transformation and Sustainability: A Balancing Act
The role of technology in sustainability is double-edged. While digital solutions reduce the need for travel and improve efficiency, they are resource-intensive, particularly in terms of energy and water use. Paul and Ian discussed how organisations can mitigate these impacts through strategies like local renewable energy generation and more efficient data management practices.
Bronwyn introduced the concept of a “data diet,” encouraging organisations to regularly purge unnecessary data to reduce energy demands. Such practices highlight how small, intentional actions can significantly impact sustainability.
Practical Steps for Change Managers
- Incorporate Sustainability Early: Make sustainability a core consideration in project charters and change strategies from the start.
- Engage Sustainability Leaders: Include them in governance structures to ensure alignment with organisational goals.
- Use Established Frameworks: Leverage tools like Green PM to identify relevant sustainability considerations for each project.
- Focus on Education and Advocacy: Equip teams with the knowledge and motivation to drive sustainability, whether through training, incentives, or leadership support.
- Measure and Adjust: Continuously evaluate engagement and impact to refine approaches and maintain momentum.
A Call to Action
Sustainability in aviation and beyond is a shared responsibility. As Carrie aptly noted, “It’s all in your hands to make the change.” By embedding sustainability into their work, Change Managers can significantly impact their organisations and the broader environment.
Thank you to our panellists Carrie Harris, Director of Sustainability at British Airways, Paul Ellingstad, Managing Partner at PTI Advisors, Ian Jopson, Sustainability Director at NATS and Bronwyn Hall McLoughlin, Change Management Institute Board Director.
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