Ayesha Rees, Managing Director of AR Consultancy, shares her view on the Social Value aspects to Sustainability and how businesses can truly add social value through standard operating practises.
What is the primary sustainability challenge that organisations must address, which your research seeks to solve?
The key challenge is that most organisations treat ESG (Environmental, Social, and Governance) as a surface-level exercise. It often appears as a short statement on a website or a tick-box activity to satisfy commissioners and procurement leads. But ESG, when used well, can be far more than that; it has the potential to transform a business.
Specifically, Social Value is often misunderstood or dismissed as something soft or “nice to have.” According to Social Value International, it goes beyond using money as the only indicator of value and focuses on engaging people to understand the impact of decisions on their lives. Organisations will always create both positive and negative impacts, but they should aim to generate a net positive effect that supports both the present and a sustainable future.
My research focuses on helping organisations move beyond simple compliance and unlock the real potential of Social Value, turning it into a practical tool for business growth, cost reduction, stronger workforce models, and long-term resilience. This shifts sustainability from being an add-on to becoming a central part of how businesses succeed and make meaningful impact.
How can systems thinking enhance the sustainability strategies of experienced business leaders?
Systems thinking helps leaders recognise that sustainability is not just about isolated actions or policies but about seeing the bigger picture - the connections between social, economic, and environmental systems.
For example, when a business takes on a project in a new area with high levels of deprivation, a systems-thinking leader goes beyond standard recruitment methods. Rather than relying only on job ads or agencies, they look at how to engage with government initiatives like the Restart scheme or collaborate with groups like the Social Recruitment Advocacy Group. This approach does more than fill roles, it taps into overlooked labour markets, supports the local community, and builds a sustainable, committed workforce.
Systems thinking also helps leaders address broader challenges, such as how their organisation will meet the demands of net zero, advances in AI, cyber security, and the growing need for critical thinking and leadership skills. By linking workforce upskilling with organisational needs, leaders create strategies that are more adaptive and resilient. Collaboration also becomes central, because without working alongside others, businesses miss out on the innovation and shared solutions that are essential for sustainability success.
What advice do you have for emerging leaders adopting a sustainability-first mindset for the first time?
Start by expanding your understanding of value. Social Value is not just about ticking boxes or offering two days of volunteering a year; it’s about how your organisation’s decisions create meaningful, long-lasting benefits for people and communities.
Look for ways to contribute that go beyond surface gestures. This might mean offering your team’s expertise in finance, marketing, or IT to charities or community groups, providing valuable support that can help them survive and thrive. It might also mean rethinking recruitment by working with local partners and government schemes to reach people who face barriers to employment but are ready and willing to contribute.
Recognise that sustainability is not just the right thing to do; it also gives your business a real competitive advantage. For example, Social Value now accounts for 10 percent of public sector tender scoring, meaning companies that adopt it gain a clear edge. Most importantly, remember that sustainability thrives on collaboration. By joining forces with like-minded organisations and communities, you open up space for innovation, fresh thinking, and shared success.
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