Implementing corporate sustainability is most effective when naturally embedded into a company’s existing culture and daily operations, rather than being treated as an isolated initiative. Business leaders must model authentic, realistic, and flexible goals to successfully foster genuine, long-lasting employee buy-in. When employees feel their daily work makes a tangible difference, they become highly engaged and positively influence client relationships.
It’s not a new concept, but the idea that being mindful of the world around us while building a business is becoming more important.
Rising costs and a more conscious workforce entering the jobs market mean more businesses are taking their Corporate Social Responsibility seriously. But how can resellers help them get going?
Cloud Reseller News asked Clair Staines, Head of People & Talent, POWWR and John Rose, Alliances Director, Sumillion some key questions.
Q. How easy is it to implement sustainable practices into your business?
Clair Staines: “Implementing sustainable practices is very achievable when they are embedded into how the business already operates, rather than treated as a separate initiative.
Sustainability becomes easier to implement when it is linked to people and culture, not just operations. By involving employees in charity initiatives, community partnerships, and purpose-led activities, sustainable practices feel meaningful rather than imposed. This drives engagement and long-term adoption.
Overall, sustainability is easier to implement when it is practical, people-led, and aligned with business reality. When those elements are in place, sustainable practices become part of everyday decision-making rather than an additional burden.”
Q. How important is it that employees buy into a CSR message?
John Rose: “It’s definitely the case that people want to make a difference. They want to feel part of something. At a very basic level, we talk about 10% of our profits going to charity because employees can feel that even on their worst day, they’ve made a difference. Our employees then talk about these projects to our customers, and they’re talking about the impact that they have.
We try to talk about that as much as possible, because when you’re talking to a customer, it’s logical that if you care about the planet, you’re an ethical person, and that’s the way you operate. You’re thinking beyond yourself, and that translates into the projects that you’re working on.”
Q. What is the best way to get everyone in the organisation on board?
Clair Staines: “The most effective way to get people on board with CSR is to make it relevant, practical, and authentic, rather than positioning it as a corporate campaign that everyone is expected to champion in the same way.
Leadership plays a critical role. When leaders consistently model responsible behaviour, talk openly about tradeoffs, and reinforce why CSR matters to the business and its stakeholders, it builds credibility and trust. At the same time, allowing employees choice rather than enforcing uniform participation helps CSR feel inclusive rather than performative.
Ultimately, CSR is a long-term journey, not a message to sell. Success comes from clarity, consistency, and creating the conditions where people can engage meaningfully, rather than expecting universal enthusiasm. When CSR aligns with values, culture, and how the business operates, momentum builds over time.
It’s also important to recognise that buy-in looks different for different people. Not every employee needs to be passionate about every aspect of CSR for it to be successful. What matters is that people understand the intent, feel the approach is genuine, and are supported to contribute in ways that make sense for them. Whether that’s through community initiatives, ethical decision-making, or simply working in a more sustainable way day-to-day.”
Q. How important are goals and ambitions when starting to think about CSR?
Clair Staines: “Goals and ambitions are important at the outset, but they need to be realistic, values-led, and flexible, rather than overly ambitious targets that exist only on paper.
When organisations first begin their CSR journey, the biggest risk is trying to do too much, too quickly. CSR works best when it starts with clear intent and direction, rather than fixed endstates. At POWWR, we view CSR as a long-term, evolving journey, shaped by the needs of our people, communities, customers, and the wider industry, rather than a box-ticking exercise.
Early goals should focus on foundations rather than perfection. This means understanding where the business has already made a positive impact, being honest about gaps, and setting priorities that align with how the organisation operates. Clear pillars – such as responsible governance, workforce capability, and sustainable growth – help provide structure without constraining progress.
Staying on track requires CSR to be reviewed and revisited regularly, not treated as a static plan. As the business evolves, so too should its CSR focus. Regular reflection, open communication, and a willingness to adapt are far more valuable than rigid targets that no longer reflect reality.
Ultimately, successful CSR is less about hitting headline goals and more about building momentum over time. When ambitions are grounded in values, supported by leadership, and aligned with how the organisation operates, progress becomes sustainable and meaningful.
Both for the business and its stakeholders.”
Q. How should businesses prioritise CSR goals?
John Rose: “Goals vary from customer to customer, and we meet them where they are on their journey. Like any sensible company, we have a lot of touch points with our customers, as well as an annual survey to get feedback and see where they are on that journey.
Generally, leaders will put sustainability as a high priority, but when we follow it with a question of where it ranks in their purchasing decisions, budget is at the top, and sustainability isn’t in the top three.
That’s because those businesses are balancing their ambition with what they can achieve. We need to make sustainability so important that it is a top priority in everything that our customers do.”
