Sustainability leaders today are under no illusion, data has become a core part of their role, some even saying that it’s the lifeblood of their work. This ranges from meeting regulatory demands through to shaping long-term sustainability strategies and the quality of data available can make or break progress. Yet in conversations we’ve had with clients this summer, it’s clear that the path forward is not straightforward. Across all industries we hear about the recurring challenges that hold back their ambitions and take up their valuable time. 

Through the conversations we’ve had there are some clear themes that arise, together they paint a picture of why sustainability data is often harder to manage than it looks on paper. Encouragingly, we’ve also identified some opportunities to do things differently. 

Making the sustainability numbers matter

One of the strongest messages we heard was about integration. Many teams know what to measure (emissions, waste, packaging etc) but the real challenge lies in linking this data meaningfully to wider business goals. We find that sustainability KPIs are often tracked in isolation, sitting outside the core business data used in day-to-day, and more strategic, decision-making. 

This disconnect can mean sustainability becomes an “add-on”, rather than a driver of choices in procurement, product design/ reformulation, or investment. The in-house experts we spoke to told us that aligning their data with what matters commercially is critical to winning buy-in across their organisations. They also highlighted that without clear ownership, KPIs risk being everyone’s responsibility and no one’s at the same time. 

Measuring circularity 

Circularity stood out as a particularly thorny area. While many of our clients have a clear ambition around embracing the principles of the circular economy, data and measurement is a big challenge. A previous insight in this series highlighted this issue (Circularity: from a high-level vision into a knotty operational challenge, where is circular economy?); there is no standard unit for circularity, patchy accounting rules, and challenges in defining what counts (reused vs recycled etc). Without clear metrics, many goals remain vague or difficult to track. Many of the partners we spoke to find themselves either building bespoke indicators that are too niche or waiting for industry standards to catch up.  

This creates uncertainty, both internally and in external communication. Circularity is recognised as central to sustainability strategies, but the absence of trusted measures leaves people struggling to demonstrate impact, or to make confident decisions about where to focus next. 

Supplier data gaps 

Even when internal data is strong, many organisations stumble at the supply chain. Sustainability leaders consistently pointed to the difficulty of collecting reliable, consistent, and comparable information from suppliers. For some, the ambition of sourcing 100% recycled materials runs up against questions of quality, availability, and cost. For others, the challenge lies in persuading suppliers to share accurate information at all.  

These gaps can derail efforts to reduce scope 3 emissions or validate broader sustainability claims. And because supply chain data often sits outside a company’s direct control, solving this challenge requires both persistence and creativity. At Simply Sustainable, we see the challenge from both angles, from the perspective of large companies collecting supplier data, and from the perspective of, often smaller companies, collecting and supplying that data. Some of our recent work has focused on making these interactions smoother and more efficient and impactful.  

Is culture the missing link? 

Perhaps the most important theme to emerge was cultural. Not something we necessarily expected when talking about data! Leaders stressed that sustainability cannot sit with one department alone. Whilst data may be technical progress depends on ownership across the business. In research and development, for example, innovation around materials is as much a sustainability challenge as a commercial one, but only if teams see it that way. 

Creating this mindset takes time and requires embedding sustainability into the “back of mind” thinking across teams, making it part of how everyone evaluates trade-offs and success. When this shift happens then sustainability data stops being a reporting burden and becomes a tool that drives better decisions and unlocks opportunities. 

Finding value amongst the pain points  

Taken together, these challenges show why sustainability leaders often feel stretched thin. Yet they also point towards the future. By reframing sustainability data as a strategic asset and not just as a compliance headache, businesses can use it to create stronger alignment that drives innovation and builds resilience. 

The shift is not easy, its not just about launching a dashboard but requires thoughtful integration and collaboration across functions. In short, it requires a shift in internal culture. But for those who embrace this challenge, the reward is significant: data that empowers better decisions, tells a compelling story, and proves that sustainability is not separate from commercial success but central to it. 

The conversations we’ve had with clients over the summer underline a simple truth: the challenges of sustainability data are shared across sectors, but so are the opportunities. Every business grappling with KPIs, circularity, supplier data or integration is part of a wider movement working to embed sustainability at the heart of strategy. 

When we have helped our clients to unblock their sustainability data challenges we have seen real impact, particularly when it comes to scope 3 and supplier data. The solution always depends on the specific situation of the client and the level of their sustainability maturity, but there are certainly lessons learned that we are always happy to share. 

To understand more, contact our Director of client strategies, Henry Unwin here.