According to ICAEW’s Evolution of Mid-Tier Accountancy Firms research findings, 36% of mid-tier firms are already offering ESG services to their clients, and a further 44% have signalled their intention to start offering these services in the next three years. Many of these firms taking positive steps to prepare for this, for example, by investing in upskilling staff, partnering with ESG experts and engaging with clients.
It’s not just mid-tier firms embracing ESG and firms of all sizes are actively engaging with their clients on ESG matters. Drawing on insights from ICAEW’s recent Sustainability in Practice event, this article explores practical steps for firms looking to set themselves up for success in this growing field.
Starting the Conversation: Talk to clients in a way that fits with where they are
Rebecca Trudgett, founder of Switchfoot Accounting, highlights the importance of meeting clients wherever they are on their sustainability journey. Many small businesses are keen to align financial success with positive outcomes for people and the planet but may not know where to start.
Rebecca’s approach is to initiate conversations by focusing on the client’s existing values and business goals, rather than leading with technical jargon or regulatory requirements. “It’s about listening first,” she explains “and helping clients see how sustainability can support their ambitions, not distract from them.”
An effective starting point is to talk to clients about their personal wealth goals. For many small business owners, decisions about where to invest their pension or how to structure their long-term savings are deeply personal and often top of mind. By exploring how sustainable investment options can align with their values, such as choosing pension funds that support renewable energy, social housing, or ethical business practices, accountants can open a broader conversation about sustainability in a way that feels relevant and empowering.
Rebecca suggests asking clients, “Have you ever considered whether your pension investments reflect your values or the legacy you want to leave?” This question not only invites clients to think about sustainability from a new perspective but also positions the accountant as a trusted adviser who understands their financial aspirations and their values.
Understanding Motivation
Peter Harker, a partner at Saffery with a portfolio of land-owning clients, emphasises the need to understand what motivates each client. Whether advising landed estates or agri-businesses, Peter finds that motivations can range from regulatory compliance to managing reputational risk, or even personal values. “The key is to ask open questions and really listen,” he said. “For some, it’s about future-proofing the business; for others, it’s about responding to supply chain pressures or investor expectations. By taking the time to understand what drives a client’s decision-making, advisers are better placed to help them identify the most appropriate and effective response.”
Where clients are sceptical, Peter recommends focusing on benefits such as cost savings, risk management, and access to new markets, rather than talking about ethics.
Lessons from Experience: Embedding Sustainability Internally
Myfanwy Neville, Head of Governance and Sustainability at BKL, offered a perspective from a firm that has already made significant strides in its own eco-credentials, having achieved B Corp status. Myfanwy stressed that internal transformation is as important as external advisory work. “You can’t advise clients on sustainability if you haven’t looked at your own house first,” she said. BKL’s journey involved upskilling staff, reviewing internal policies, and embedding ESG considerations into decision-making at every level.
For firms looking to begin their own ESG journey, internal engagement is the first critical step. Getting buy-in from staff at all levels requires clear communication about why sustainability matters for the firm’s long-term resilience and reputation. Start by creating space for open dialogue: host internal workshops, invite questions, and encourage staff to share their own perspectives on sustainability.
Firms can consider tailoring training for the various roles: for example, client-facing teams may need training on ESG reporting standards and advisory frameworks, while operations staff might focus on environmental impact assessments or ethical procurement. Myfanwy believes that ESG should not be siloed; but embedded into everyday decision-making, from recruitment and supplier selection to marketing and client engagement. By fostering a culture of shared responsibility and continuous learning, firms can build the internal capability needed to deliver credible, impactful ESG services externally.
If you want to upskill and feel better prepared to offer ESG services to your clients, a good starting point is ICAEW’s Sustainability Accelerator Programme, which is free to ICAEW members.