Case study
Turning tightening ESG requirements and rising customer pressure into protected revenue, lower cost and a stronger competitive position for a £1.1bn precision components manufacturer.
A leading UK headquartered manufacturer of precision components for the automotive, aerospace and energy sectors, with eleven sites across Europe, North America and Asia and revenue of around £1.1bn, was under growing pressure from its largest customers. Tier 1 automotive and aerospace buyers had begun writing mandatory carbon reduction targets and EcoVadis and CDP score thresholds into their supplier scorecards. The company had limited visibility of its Scope 1, 2 and 3 emissions, no science based targets or credible reduction roadmap, an EcoVadis score in the mid forties that sat below many competitors, and rising energy and raw material costs with no structured efficiency programme. Preferred supplier status worth an estimated £180m of revenue over three years was at risk. Leadership wanted a commercially grounded ESG strategy that would protect revenue, reduce cost and strengthen position, not a compliance exercise.
We delivered an integrated nine month programme.
Within eighteen months of launch the programme delivered £52m of quantified value and moved the company from lagging to leading in its customers’ eyes.
Scope 1 and 2 emissions intensity fell by 34% with a credible Scope 3 pathway established. The company also achieved SBTi validation of its near term targets, published its first GRI aligned sustainability report, and built the internal capability to maintain momentum without heavy ongoing consultancy support.
“What set this engagement apart was the relentless focus on commercial outcomes. We did not just get a carbon footprint and a nice report. We protected tens of millions in revenue, unlocked real cost savings and moved from lagging to leading in our customers’ eyes. The £52m figure is not a marketing number, it is the measured financial impact on our business.”
Group CFO, client anonymised at their request
ESG creates value when it is run as a commercial programme rather than a reporting exercise. Tie carbon, compliance and customer requirements to protected revenue, lower cost and cost of capital, put the evidence and governance behind them, and ESG becomes a competitive advantage rather than an overhead.
ESG and CSRD strategy, Scope 1 to 3 carbon inventory, double materiality, science based target roadmaps, EcoVadis readiness, and board level governance and KPI design.
This client asked to remain anonymous. The figures shown are the measured financial impact recorded with the client and held on file.
We help industrial and manufacturing companies turn ESG requirements into measurable competitive advantage.