Not usually. Most conversations start with a situation rather than a defined brief. We talk through what’s happening and what decisions are sitting open, then work out a sensible starting point together rather than asking you to prepare one first.

Both, but mostly doing. We agree the approach, then progress it, coordinating people, preparing material and keeping actions moving rather than handing you a list to implement.

Yes. We review what’s been done, what decisions have been made and where gaps exist, then pick it up from there. Most involvement begins part-way through rather than at the start.

Yes. We’re usually involved while options are still being considered. We assess the site, demand, constraints, costs and obligations, then establish what’s realistically viable before decisions or designs are locked in.

Yes. We support the owner side of projects by coordinating consultants, managing information, tracking actions and keeping approvals, procurement and delivery moving. The role sits alongside your team so the project progresses without creating another internal position.

It depends on the size and structure of the business and when the requirements apply. Because the framework is staged, some organisations are in scope now and others later. We determine whether you’re directly captured or indirectly affected through clients or lenders, then structure the information so it sits within normal operations rather than becoming a reporting exercise.

By starting with what you already do. Most businesses have elements of ESG in place without labelling them that way. We map what exists, identify what’s missing and set a practical path forward that fits normal operations.

Yes. We look at how things actually run and update the documents to match, then organise them so they work together rather than existing as separate pieces.

Yes. We align the system to how work is actually carried out, simplifying what isn’t used and clarifying responsibilities so it functions as part of everyday operations.

Yes. We assess the current position against the standard, then build or align the system so it meets certification requirements and works in practice.

Yes. We step into responsibilities that sit between management, operations and administration, providing continuity without creating another internal position. The involvement sits alongside your team and keeps the function moving rather than it relying on spare time internally.

Yes. We put structure around communication across internal and external parties, including board reporting, investor updates and outward messaging, so information is consistent and handled deliberately rather than reactively.