ICRS Member Story: Sean Higgins, Head of Corporate Sustainability, CTS Group

1.    How did you get into CR&S, and why did you choose this profession?

I started out working in sustainable infrastructure, including my time with Jacobs, and then moved into roles focused on strategy, risk and reporting. Through that, it became clear quite quickly that sustainability was not just something you reported on, it was becoming part of how projects are delivered and how businesses operate.

What kept me in it was seeing how quickly sustainability moved from something separate into how projects are actually delivered. Working across infrastructure, risk and compliance, you could see that shift happening in real time. It became less about reporting and more about decisions, how projects are designed, built, and how businesses manage risk and performance day to day.

2.    What makes your sector unique from a CRS perspective?

The world runs on data centres every minute of every day, so the focus is not on whether they are needed, it is on how to deliver them in a more responsible way. There is a real push to build cleaner, more efficient infrastructure while managing pressure on already stretched energy grids. It is a challenge, but it is also where a lot of the progress is happening, and that is what makes it interesting. It is a very hands on space. You are dealing directly with energy, carbon, materials, and delivery. The challenge is making sure solutions actually work in practice and can be delivered at scale in a responsible way. The challenge is making sure they actually work in practice and can be rolled out at scale in a responsible way.

There is also a stronger focus now on the role these developments play in local areas. It is not just about reducing impact, it is about how projects contribute, whether that is supporting infrastructure, creating jobs, or delivering broader social value. It is a fast moving sector, and while it comes with challenges, that is also what makes it rewarding. Sustainability is not something added on at the end, it is becoming part of the core decisions that shape how projects are designed and delivered.

3.    What do you need to do your job brilliantly?

You need buy in from people across the business, otherwise it just does not land. Sustainability will not be everyone’s priority, and that is fair enough, so a big part of the role is meeting people where they are and working with them, not against them. This only works when it is embedded into how projects are delivered, not sitting off to the side. Strong data matters, but it is not enough on its own. You need to make it usable so teams can actually act on it. A lot of the job is understanding how people work and translating requirements into something that fits into what they already do. If it feels like extra work, it will not stick. At the end of the day it is about making things happen, not just setting targets.

4.    What are the most essential skills for working in CRS?

The ability to work across disciplines is key. CR&S touches every part of a business, so you need to be comfortable moving between technical, commercial, legal, and operational conversations. Data literacy is critical, particularly with the level of scrutiny coming from regulation such as CSRD, CSDDD, ISSB, CBAM and VSME. But it is not just about understanding data, it is about making it usable for decision making. Communication is just as important, being able to turn complex requirements into clear, practical actions. There is also a need for pragmatism. The space is evolving quickly, and you have to stay focused on what will actually drive progress.

5.    What advice would you give to others on getting into CR&S?

Start with practical experience, not just theory. Get involved in projects, reporting, or data processes and understand how things actually work on the ground. Build a clear link between sustainability, cost, risk, and delivery. That is where credibility comes from. Stay informed on regulation, but do not overcomplicate it. The people who stand out are those who can work across teams, cut through complexity, and turn requirements into measurable outcomes.

6.    Anything else you’d like to share?

Sustainability is moving quickly and becoming more central to how businesses operate. There is more scrutiny, more regulation, and higher expectations, but also a real opportunity to drive meaningful change. In sectors like data infrastructure, the challenge is very real. There is also a growing focus on material use and lifecycle, alongside the impact on local communities. It is not just about reducing harm, it is about creating positive outcomes through better materials, infrastructure, and social value. Done properly, sustainability is not a constraint, it is a driver of better decisions, better assets, and more resilient businesses.