Helm 360 Consult Ltd

This client came to us through an existing relationship — a property claims fulfilment provider working across a large network of surveyors and contractors.

They were facing increasing ESG expectations from insurer clients, and like many in the industry, the question wasn’t why — it was how.

• How do you make this real in day-to-day operations?
• How do you bring suppliers with you?
• And how do you do it without disrupting performance or customer outcomes?

What we often see — and this was no different — is that ESG can quickly become policy-led.

Plenty of great intentions. Less clarity on how to make it work in practice.

So we started where we always do — understanding how the work really happens.

Not what’s written down somewhere. What actually happens on the ground.

From there, a few things became clear.

• There was already good ESG happening — but it was inconsistent, hard to evidence, and not fully aligned to client expectations.
• Supplier capability varied.
• And there was a real opportunity to align ESG with cost, performance and customer outcomes.

We worked with the team to build a robust ESG baseline across Environmental, Social and Governance.

That included:

• Carbon footprint development
• Quantified social value across employment, skills, community and charitable activity
• Governance assessment, including consumer duty and customer outcomes

Alongside this, we helped shape a structured, proportionate approach to supplier onboarding — something that works for both large and smaller firms.

The outcome isn’t a finished programme — and it shouldn’t be.

It’s a strong foundation.

• Clear priorities.
• Better visibility.
• Stronger engagement across the supply chain.

And importantly, momentum — towards a multi-year approach that improves performance over time.

This work supports a network of hundreds of suppliers and a large field-based surveyor workforce — so consistency and clarity really matter.

What this gives the business is clarity and control — reducing wasted effort, improving how they respond to client ESG requirements, and creating a more consistent, scalable way of working across the supply chain.

What’s most interesting is the wider impact. When done well, this doesn’t just support ESG.

It strengthens:

• operational resilience
• customer outcomes
• local-first approaches
• and skills development across the supply chain in our communities

For me, that’s where the real value sits — not in just producing better information, but in helping organisations behave differently with clearer intent, stronger evidence and better day-to-day decisions.