HP Q&A: The Right Way To Re-Evaluate Sustainability Targets

As we approach 2025, many companies find themselves at a critical juncture in their sustainability journey. 

With roughly 35% of time-bound sustainability goals set to expire in 2025 and another 40% pegged to 2030, organisations are faced with the task of re-evaluating and updating their targets. 

This process comes at a time of unprecedented global change, marked by the lingering effects of the COVID-19 pandemic, geopolitical conflicts, and economic volatility. The evolving impact of climate change, rapid technological advancements and shifting regulatory environments further complicate the goal-setting process. 

As companies look beyond 2025, they must develop ambitious yet credible sustainability targets that are both visionary and grounded in operational realities.

Nancy Powell, HP UK&I’s Sustainability Lead, explores the challenges and opportunities in sustainability target re-evaluation, offering insights on how businesses can set themselves up for long-term sustainability success.

Please introduce yourself and your role

My name is Nancy Powell, and I am the HP UK&I Sustainability Lead. Throughout my career, I have worked with businesses to enhance their sustainability efforts. At HP, my role involves integrating sustainability into our customer conversations and ensuring that the work being done within HP to advance circular solutions, decarbonise and innovate with sustainable products is visible to our customers.

How can companies navigate the challenges presented by target re-evaluation?

This is obviously work done by specialist teams with access to detailed information, but it is absolutely right that organisations continually kick the tyres on their sustainability targets.  A starting point for any organisation in this space is the Science Based Targets Initiative.

Breaking these targets down into interim milestones ensures progress is tracked, allowing organisations to adapt and maintain accountability.

Scenario planning is another tool that can be used to prepare for uncertainties and adjust sustainability strategies appropriately. Transparent communication is key throughout, helping stakeholders understand the rationale behind re-evaluation whilst maintaining trust.

Companies should make every effort to ensure new targets are inclusive and forward-looking. Striking the right balance between ambition and achievability is crucial

How can companies inspire employee-driven sustainability?

Inspiring employees to engage with sustainability begins with education and active involvement. Providing regular training equips employees with the knowledge to understand the organisation’s goals and the ways that employees can contribute.

This can include onboarding sessions, green skills development programs, or sharing resources that highlight sustainability initiatives.

Team-building activities can be particularly effective. For example, in November, the HP UK&I office participated in a volunteering day in Manchester, working on projects like clearing pathways at Seashell Trust school, digging at Webb Lane Community Allotments, and litter picking in Deansgate. Such activities not only connect employees with sustainability on a practical level but also reinforce a shared commitment as a team.

Empowering employees to take ownership of sustainability within their roles is equally impactful. Encouraging them to identify ways to reduce waste, adopt greener workflows, or champion sustainability initiatives within their teams can create a ripple effect of positive change across the organisation.

Beyond having a Chief Sustainability Officer, how can companies ensure that their team structure is set up for success in sustainability? 

While having a Chief Sustainability Officer is essential, the team structure is equally critical to ensure sustainability efforts are adopted company-wide, unless sustainability is part of what everyone is expected to deliver it is easy to sideline. 

Therefore, establishing sustainability targets and governance across different levels of an organisation ensures that goals and strategies are embedded throughout the business, not just at the executive level.

Appointing sustainability representatives across departments ensures all teams are accounted for. These individuals act as champions, tailoring initiatives to their department’s needs and ensuring accountability. Forming cross-functional teams for specific sustainability projects encourages collaboration and innovation, leading to impactful results. 

Further, creating clear reporting lines between these sustainability representatives and executive leadership helps keep sustainability a key focus in decision-making processes. Direct access to leadership ensures swift action and alignment with business priorities.

What advice would you give for embedding sustainability into each department?

For the HR department, ensuring that the onboarding process covers any sustainability goals and policies will ensure that new employees are familiar with the company’s environmental goals from the outset. This can include onboarding seminars, green skills training sessions, or materials that highlight the organisation’s sustainability commitments.

In Finance, tracking and reporting on ESG metrics ensures that sustainability is measured alongside financial performance, providing transparency and accountability. 

Procurement can prioritise sustainability by establishing sustainable supplier criteria to ensure suppliers follow environmentally responsible practices, reducing the footprint across the supply chain.

Operations can focus on energy efficiency, waste reduction programs, and optimised logistics to lower emissions. Transitioning to energy-efficient equipment and implementing circular processes not only reduces waste but also generates cost savings. In IT, prioritising energy-efficient hardware and addressing digital waste are crucial. Transitioning to cloud technologies or optimising underutilised servers can significantly reduce environmental impact while cutting costs.

Why is long-term thinking within organisations essential for sustainability success?

Long-term thinking is crucial because sustainability challenges often require systemic change that cannot happen overnight. A forward-looking approach enables organisations to strategically plan for investments such as transitioning to renewable energy or adopting circular economy models. While these require significant initial commitment, the long-term benefits are transformative.

Long-term planning also facilitates innovation and research, creating solutions that drive both competitiveness and sustainability progress. It builds credibility with stakeholders and investors, demonstrating a genuine commitment to addressing sustainability challenges. Transparent, long-term planning reassures stakeholders that the organisation is prepared for future demands.

Additionally, taking a long-term view supports risk assessment and mitigation, helping organisations adapt to environmental and regulatory changes. It also fosters partnerships with like-minded organisations, amplifying the collective impact on global sustainability issues.

What advice would you give to leaders struggling to embed sustainability into their organisations?

Everything starts with data.  Collecting data from across the organisation as a basis for any plane is essential.  Then using that data, leaders should set clear, measurable goals that align with the organisation’s overall strategy, ensuring sustainability initiatives are not siloed but integrated into the core business. Leaders must champion sustainability by making it a priority in strategic planning, signaling its importance to employees and stakeholders.

Focusing on achievable, early wins can help build momentum and demonstrate progress. A practical, steady approach avoids the pitfalls of over-ambition and creates a solid foundation for growth. Investing in expertise and resources is vital, as is collaborating with external partners to access additional support and knowledge. 

Regular reporting on progress and celebrating achievements, no matter how small, reinforces the organisation’s commitment and inspires continued involvement. By embedding these practices, leaders can transform organisational culture and ensure sustainability becomes a priority.  At the end of the day, however, the time when sustainability as a ‘nice to do’ is behind us and future ready organisations don’t need to be persuaded.

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