Challenge

A major European transport multinational, operating through several semi‑autonomous business units, faced increasing regulatory pressure to comply with ESG requirements. At the same time, the company recognized that ESG performance was becoming a decisive factor in tender outcomes, customer choices, investor interest and financing conditions. The organisation wanted ESG not only as a compliance necessity, but as a strategic lever that improves competitiveness and creates measurable business value.

However, the organisation lacked unified ambitions, consistent data structures and a clear framework to translate ESG priorities into decision‑making. Business units each used their own systems, definitions and reporting rhythms, making it difficult to obtain a reliable group‑wide view. Leadership needed one central ESG direction supported by all units, and a data foundation that would enable the company to steer on performance rather than obligation.

The challenge was therefore two‑fold: setting ambitions that aligned the entire multinational, and building a data‑driven system that transformed ESG into a source of strategic advantage.

Approach

We partnered with the organisation to develop a unified ESG strategy that connects ambition, data and commercial value.

We began by defining clear and central ESG ambitions. These ambitions were grounded in a structured materiality analysis and informed by existing insights from business units. Through leadership sessions and a collaborative process across the organisation, we aligned priorities and identified the ESG themes that were both business‑relevant and impactful.

Next, we created the data foundation needed to make the ambitions operational. We analysed the existing data landscape across all units and designed an integrated structure that ensured consistent definitions, reliable collection and transparent reporting. This enabled the company to measure progress, compare performance across units and govern ESG with the same rigour as financial metrics.

Alongside the technical structure, we mapped the business value of ESG. We examined how ESG indicators influenced tender outcomes, customer preferences, operational resilience and financing costs. This analysis allowed the company to position ESG as a driver of commercial opportunity rather than a compliance burden.

Finally, each business unit translated the central ambitions into actionable and measurable goals. The group received a clear governance and reporting model, ensuring accountability, data integrity and strategic alignment throughout the organisation.

Impact

The company now operates with a unified, business‑smart ESG strategy that is fully embedded into its broader organisational priorities. Business units have clear and actionable targets, supported by reliable data and aligned with the central direction of the group.

With ESG performance now measurable, comparable and strategically relevant, the organisation has strengthened its position in tenders and investor discussions. Improved ESG outcomes have translated directly into better financing conditions, reflected in higher valuation multiples and reduced interest rates.

The company has shifted from compliance‑driven ESG to strategic ESG, creating both impact reduction and competitive advantage.