Feb 10, 2026 · 24 min · 10 segments
This week, Nigel Timperley talks to Kate Sinclair, LCP’s Head of CSR, and Paul Lewis, Cofounder & CEO at Seismic, about how organisations translate sustainability ambition into real operational…
Yes, that's a really interesting point that LCP Delta were certainly quite...
If you work at LCP Delta and you have to accept climate science, it's like, otherwise you're in the wrong place.
That inevitably raises in the back of the analyst's mind, am I advising this client because I think it's in their best commercial interest and or am I advising them because I think that outcome will be better for the transition? Now, I'm oversimplifying the point to make the point, but you still see what I mean.
Where there's a tension between those things, would we advise a client if we felt it ran counter to climate goals? And that's a question for the whole of LCP, actually.
And I'm guessing what I'm hearing is we'd probably stop and take a long, hard look in the mirror.
I think that what you kind of articulated is actually sort of another type of washing, but there's this kind of idea of greenwashing, but there's also an idea of purpose washing where you see organizations who they articulate a very clear sense of purpose, but you sometimes question whether you're seeing them do things which really live up to that purpose.
And therefore, does it really hold true? Is it really kind of central to how decisions are made, how strategies put in place, how people are acting day to day? And in doing so, the other side of it, as you said, Nigel, is are we actually doing the right thing for our clients? Are we actually acting commercially as we need to? And, you know, I think for our CP, we do have a clear sense of purpose.
But I think for lots of businesses, the way that it becomes authentic is to express it through the values of the way that we act as well as the purpose that we stand behind.
So for LCP, we take accountability very seriously as one of our values, but we also have curious as one of our values.
We want to encourage people to be really thinking creatively and challenging ourselves in those kinds of ways.
So when we get it right, it's all of those things working together to get the right outcome.
I'd love to jump in on this because it's a subject close to my heart, but purpose and commercial prosperity in an organization, sometimes there's conflict there.
And I think where there's conflict, that's a great opportunity for debate, for understanding around to what extent are we short-termist versus a long-term sustained business.
And where there isn't conflict, but those two points are aligned, that's when you have really wonderful businesses.
And to LCP, I'm so excited about the opportunity that LCP has to influence and add authentic impact and purpose to not only the pensions industry, but beyond that.
And that's a huge mission opportunity that is absolutely going to deliver commercial growth for the organization.
Yes, that's a really interesting point that LCP Delta were certainly quite...
If you work at LCP Delta and you have to accept climate science, it's like, otherwise you're in the wrong place.
That inevitably raises in the back of the analyst's mind, am I advising this client because I think it's in their best commercial interest and or am I advising them because I think that outcome will be better for the transition? Now, I'm oversimplifying the point to make the point, but you still see what I mean.
Where there's a tension between those things, would we advise a client if we felt it ran counter to climate goals? And that's a question for the whole of LCP, actually.
And I'm guessing what I'm hearing is we'd probably stop and take a long, hard look in the mirror.
I think that what you kind of articulated is actually sort of another type of washing, but there's this kind of idea of greenwashing, but there's also an idea of purpose washing where you see organizations who they articulate a very clear sense of purpose, but you sometimes question whether you're seeing them do things which really live up to that purpose.
And therefore, does it really hold true? Is it really kind of central to how decisions are made, how strategies put in place, how people are acting day to day? And in doing so, the other side of it, as you said, Nigel, is are we actually doing the right thing for our clients? Are we actually acting commercially as we need to? And, you know, I think for our CP, we do have a clear sense of purpose.
But I think for lots of businesses, the way that it becomes authentic is to express it through the values of the way that we act as well as the purpose that we stand behind.
So for LCP, we take accountability very seriously as one of our values, but we also have curious as one of our values.
We want to encourage people to be really thinking creatively and challenging ourselves in those kinds of ways.
So when we get it right, it's all of those things working together to get the right outcome.
I'd love to jump in on this because it's a subject close to my heart, but purpose and commercial prosperity in an organization, sometimes there's conflict there.
And I think where there's conflict, that's a great opportunity for debate, for understanding around to what extent are we short-termist versus a long-term sustained business.
And where there isn't conflict, but those two points are aligned, that's when you have really wonderful businesses.
And to LCP, I'm so excited about the opportunity that LCP has to influence and add authentic impact and purpose to not only the pensions industry, but beyond that.
And that's a huge mission opportunity that is absolutely going to deliver commercial growth for the organization.
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