Embedding an integrated approach


Entry criteria

This award recognises the finance team’s leadership in embedding integrated thinking and decision making across their organisation. This will be transformational in achieving a sustainable business model and delivering long-term value. The role of the finance function must have been key and those finance team members involved should be able to speak about their role during the assessment and judging process. 

This award is open to all organisations. Joint entries between organisations are also welcome, for example if organisations have worked with external advisors in order to develop or embed the integrated approach.  

The entry can be EITHER for a particular approach OR strategy that is embedded across the organisation. 

Examples can include, but are not limited to: 

  • Developing an integrated commercial and sustainability strategy which drives the way your organisation is run. 
  • Organisations that have established a company-wide methodology to value their social, economic and environmental contribution with the aim of embedding natural and social capital accounting into their financial reporting systems. 
  • Incorporating sustainability considerations into business decisions such as capital investment appraisal, procurement or R&D.

Entrants must demonstrate

  • That the approach or strategy has generated, or is likely to generate, tangible environmental and/or social benefits IN ADDITION TO delivering positive financial outcomes.
  • The finance function played a key role in the process of embedding integrated thinking.
  • That the outcomes would not have been/ will not be achieved without the significant involvement of the finance function.
  • That the approach is EITHER of a financially significant size to the organisation OR if successful, could be scaled up.
  • How the organisation is actively working to enable successful adoption and scale. 

Further information and resources

Entrants are welcome to enter more than one category. If you feel your organisation has successfully driven and embedded integrated thinking, you may also be taking the opportunity to communicate this to your providers of financial capital. If so, please do consider entering the Communicating integrated thinking category. Please see below links to previous awards winners and highly commended projects or initiatives. In considering these, please note that categories in previous years were different from this year’s categories and that projects were considered innovative at the time of the attribution of those awards.

Please ensure you have reviewed and understood the Terms and Conditions for the Awards before submitting your entry.

If you have any queries about the categories or awards process, please contact info@financeforthefuture.org 

2018 Winner: Yorkshire Water

Yorkshire Water, a major supplier of drinking water and provider of treatment systems for wastewater, created a Total Impact and Valuation Assessment platform reporting on impacts and dependencies across the six capitals. It intends to embed the six capitals approach into every decision-making process in the company, thus building on its work since its first integrated report in 2014. This creates insights at a strategic level. Read more about the 2018 winners here

2018 Highly commended: HSBC

HSBC had a clear focus on embedding thinking in all parts of the business with finance, at its best, driving a rigorous and challenging approach to the measurement and definition of targets, influencing and taking customers and key stakeholders on the journey with them. Read more about the 2018 winners here

  • 2017 winner case study (large business) TELUS communications focuses on moving information and ideas rather than vehicles and paper.
  • 2017 winner case study (Public and not for profit sectors) National Trust developed a new financial operating model which put a greater emphasis on sustainability.
  • 2016 highly commended case study (Large business) Skanska UK established a companywide project to measure and value their social, economic and environmental contribution.
  • 2016 highly commended case study (Public and not for profit sectors) HM Treasury put the accounts of the public sector together into a structure resembling the private sector bringing all manner of benefits.
  • 2015 winner’s case study (Large business) Scottish Hydro Electricity Transmission is making sure they account for social, environmental and economic factors when planning future capex projects.
  • 2014 winner’s case study (Public and not for profit sectors) The Crown Estate’s new integrated accounting approach puts sustainability at the heart of their business strategy.
  • 2014 highly commended case study (Large business) Interserve has adopted a strategic framework to cover all the group’s operations; this includes social knowledge and natural capital.
  • 2013 highly commended case study (Large business) Anglian Waters used collaborative thinking and behavioural change to improve their financial performance.