The Problem: Ticking Boxes Instead of Learning

Nick’s extensive career, spanning decades in leadership roles at HSBC and other financial institutions, gave him firsthand insight into how learning has evolved—often for the worse. “Training has become a tick-box exercise,” he explained.

“It’s more about meeting regulatory requirements than fostering true understanding.”

This shift, exacerbated by the rise of mandatory digital training and remote work during COVID-19, has stifled the organic, peer-to-peer learning that once flourished in workplaces. “The water cooler conversations where people ask questions, share experiences, and problem-solve together have largely disappeared,” Nick noted. “We’ve lost that social element of learning.”

Attain’s Solution: Learning Through Play

Enter Attain, the game-based learning company Nick co-founded to tackle these issues head-on. At the heart of Attain’s approach is the idea that learning should be engaging, collaborative, and purpose-driven. “Humans learn best when they’re having fun,” Nick said.

“We’ve taken this principle and applied it to sustainable finance, creating an environment where professionals can learn with and from each other.”

The centrepiece of Attain’s programme is a live, facilitated game that immerses participants in a fictional but relatable scenario: managing a bank on the virtual island of Avalon. Teams of five make decisions on lending, savings, and sustainability, grappling with the complexities of balancing profitability, ESG impact, and stakeholder expectations.

“We don’t give participants all the information upfront, just like in the real world,” Nick explained.

“This forces them to work as a team, think critically, and make trade-offs.”

Why Games Work

The game-based format is not just a gimmick; it’s a deliberate design choice rooted in cognitive science. “Play is fundamental to how humans learn, especially through making mistakes,” Nick said.

“When people feel safe to experiment, they absorb lessons much more effectively.”

By creating a psychologically safe space, Attain enables participants to challenge assumptions and explore new ideas without fear of judgment. This approach has proven particularly effective in promoting cross-departmental learning. “When marketing people, compliance officers, and relationship managers play together, they gain a deeper appreciation of each other’s challenges,” Nick shared. “That kind of cross-functional understanding is invaluable.”

Making Sustainability Relevant

Attain’s focus on sustainable finance is timely and impactful. “Sustainable finance isn’t just about meeting ESG targets; it’s about understanding the trade-offs and risks involved,” Nick said. The game helps participants grasp these nuances by simulating real-world scenarios, such as the reputational risks of greenwashing or the challenges of aligning investor expectations with community needs.

Unexpected events during the game, like a climate-related crisis on Avalon, further deepen the learning experience. “These events force participants to consider the broader implications of their decisions,” Nick explained.

“It’s about connecting day-to-day actions to long-term sustainability outcomes.”

The Results: Transforming Learning Cultures

The impact of Attain’s approach is already evident. Financial institutions that have adopted the game report improved engagement and a stronger culture of learning. “People leave the game not only with new knowledge but with the confidence to start critical conversations within their organisations,” Nick said.

One key takeaway for many participants is the importance of collaboration. “The game shows that no single department has all the answers. Solving complex problems like sustainable finance requires input from across the organisation,” Nick noted.

A Vision for the Future

Nick sees immense potential for expanding Attain’s model to different focus areas. “The structure of the game is adaptable to other sectors and topics, like cybersecurity or financial crime,” he said.

“It’s the vehicle—the game-based, social learning approach—that’s the magic sauce.”

Looking ahead, Nick is optimistic about the role learning can play in transforming industries. “If we can make learning enjoyable, engaging, and impactful, we can unlock the full potential of our brightest minds,” he concluded.

Conclusion: Reigniting Passion for Learning

Nick’s work at Attain is a reminder that meaningful change often starts with how we learn. By prioritising engagement and collaboration, Attain is not just teaching sustainable finance—it’s rebuilding the culture of learning in financial services. As Nick puts it,

“Learning should inspire, not just inform. That’s how we create lasting change.”

From Marketing to Climate Advocacy

Nick’s journey into the climate sector began with frustration and a keen understanding of messaging. Coming from a background in advertising and marketing, he recognised early on that the language around sustainability was alienating.

“In the ‘90s, terms like ‘sustainable development’ were vague and misunderstood,” he recalled. “If you asked someone on the street what it meant, you’d get a blank stare.”

This disconnect drove Nick to establish the Resource Use Institute, focusing on practical solutions rather than abstract concepts. Later, he founded Green Angel Syndicate, now the UK’s leading angel investment network specialising in climate innovation. “We needed to move away from vague ideals and start addressing tangible issues like resource use and carbon emissions,” he explained.

The Problem with ESG

One of Nick’s sharpest critiques during the podcast was aimed at ESG (Environmental, Social, and Governance) frameworks. He described ESG as “an acronym soup” that conflates unrelated issues, making it harder for people to grasp its purpose.

“The complexity of ESG dilutes its impact,” he argued. “We need a simpler framework that everyone can understand and act upon.”

Nick proposed a shift in focus to carbon emissions and ecosystem regeneration—concrete, measurable areas where progress is critical. “The loss of biodiversity is a symptom of ecosystem degeneration. If we focus on regenerating ecosystems, we address the root cause.”

Fighting Misinformation with Clear Communication

Another key point was the need to counter climate change denial with effective messaging. Nick drew parallels between today’s climate sceptics and historical examples of misinformation, such as the tobacco industry’s denial of links between smoking and lung cancer.

“They’re using a selling message that climate action is a scam designed to exploit the public. It’s a powerful narrative, and we need to counter it with something stronger.”

Nick called for aggressive, targeted communication to combat these narratives. “If you can’t sell it, you can’t succeed. We need to package our message in a way that’s more compelling than the sceptics’.”

The Power of Persuasion

Central to Nick’s approach is the idea of persuasion. He emphasised that effective climate messaging must connect with people on a personal level. “You have to talk about how these issues impact individuals directly,” he said.

“Telling someone they’re doomed isn’t helpful. Instead, show them how climate action benefits their lives and future generations.”

Nick criticised groups like Extinction Rebellion for alienating the public with extreme tactics. “Disruption doesn’t persuade—it irritates,” he stated. “We need to focus on measured, relatable messaging that aligns with people’s everyday experiences.”

A Magic Wand for Regulation

When asked what change he would make if given a magic wand, Nick’s answer was unequivocal: regulation. “We need enforced targets for degrowth, carbon removal, and ecosystem regeneration,” he said. “The corporate world won’t act unless it’s compelled to.”

He compared the urgency of climate action to the rapid policy shifts during the COVID-19 pandemic.

“Governments proved they could act decisively when faced with a crisis. Climate change demands the same level of urgency.”

Simplify to Amplify

Nick’s overarching message is clear: simplicity is the key to driving climate action. By stripping away jargon and focusing on practical, relatable solutions, we can inspire individuals and organisations to act. “Save nature because only nature can save you,” he summarised—a concise, impactful mantra that encapsulates his philosophy.

As the conversation concluded, Nick left listeners with a challenge: rethink how we communicate about climate change.

“We’re not just fighting for the planet—we’re fighting for people. And to win that fight, we need to speak their language.”

What Are Transition Plans?

“Think of a transition plan as the training plan for your New Year’s resolution,” Lucy explained.

“It’s the step-by-step roadmap that bridges the gap between setting an ambitious goal—like hitting net zero by 2035—and the actions needed to get there.”

Unlike traditional sustainability strategies, transition plans emphasise practicality and accountability. They force organisations to outline not just their end goals but also the interim steps, costs, and stakeholder roles involved. Lucy noted, “A good transition plan doesn’t just sit in a sustainability team’s drawer; it becomes the foundation for engaging employees, suppliers, and investors.”

From Strategy to Action

One of Lucy’s key insights is that transition plans take sustainability from theory to practice. “Many organisations are great at setting big goals, but the details of how to achieve them often get lost,” she said.

“Transition plans make those goals actionable.”

This action-oriented approach is particularly critical in the face of growing regulatory scrutiny. “We’re seeing increased pressure from frameworks like the CSRD and the Transition Plan Task Force (TPT),” Lucy highlighted. “These regulations aren’t just about disclosure—they’re about proving that organisations have credible pathways to achieving their commitments.”

Communicating Complexity with Clarity

A unique challenge of transition planning lies in its complexity. From modelling financial impacts to engaging diverse stakeholder groups, the process can feel overwhelming. This is where Lucy’s expertise in communication plays a pivotal role.

“Sustainability often gets bogged down in what I call ‘acronym soup,’” Lucy said, referencing terms like ESG, TPT, and CSRD.

“The key is to cut through the jargon and focus on what matters to your audience. What does this plan mean for them? What do they need to do?”

For Lucy, effective communication isn’t just about simplifying complexity; it’s about making sustainability relevant. “If a plan doesn’t inspire action, it’s not working. Transition plans should clearly outline who needs to do what, whether it’s a supplier reducing emissions or an employee adopting more sustainable practices.”

Transparency as a Tool for Progress

Another essential element of transition planning is transparency. “Plans will go wrong—targets will be missed—but that’s okay if you’re upfront about it,” Lucy emphasised.

“The worst thing you can do is try to cover up mistakes. Transparency builds trust and shows that you’re committed to improvement.”

Lucy pointed to Microsoft’s handling of emissions increases driven by AI as a prime example. “They explained why their emissions had risen and shared the steps they were taking to address it. That kind of honesty disarms critics and fosters credibility.”

Breaking Down Silos

One of the most transformative aspects of transition plans is their ability to break down organisational silos.

“Sustainability can’t just live in one department—it needs to be embedded across the entire organisation.”

Lucy shared an example from ITV’s transition planning, where the broadcaster didn’t just focus on operational emissions but also on how its content could inspire audiences to adopt more sustainable behaviours. “That’s the kind of holistic thinking transition plans can enable,” She added.

A Call for a Common Language

Looking ahead, Lucy highlighted the need for a universal sustainability language to further enhance the effectiveness of transition plans. “Right now, sustainability professionals, finance teams, and communicators often struggle to speak the same language,” she said.

“If we could align on common terms and frameworks, it would unlock so much potential for collaboration.”

Conclusion: From Words to Action

Transition plans are more than a bureaucratic requirement—they’re a powerful tool for turning sustainability promises into reality. As Lucy put it, “They force organisations to think beyond the headlines and focus on the nuts and bolts of making change happen.”

For companies navigating the complexities of sustainability, Lucy’s message is clear: transition plans aren’t just about compliance; they’re about accountability, action, and impact. By embracing this approach, businesses can not only meet their commitments but also lead the way in building a sustainable future.