Aurevon Improved Alignment by 28% Companywide

Overview

Aurevon had strong momentum behind its ESG efforts, but alignment across functions had started to break down as the organization grew. Different teams were making decisions through different channels, interpreting priorities differently, and escalating issues without a shared governance structure.

The result was friction at the decision-making layer. Teams spent too much time clarifying ownership, cross-functional discussions moved slowly, and leadership had no simple model for guiding ESG decisions across the business.

Challenge

Before the engagement, Aurevon’s ESG governance process depended on informal coordination between teams rather than a clearly defined model. Stakeholders were engaged, but without shared rules for ownership, approvals, and escalation, alignment became harder to maintain.

That inconsistency created three business problems. First, decision-making slowed because responsibilities were not clearly defined; second, teams interpreted priorities differently across functions; third, leadership lacked a reliable way to keep governance decisions consistent over time.

Solution

We mapped how ESG decisions moved across the organization, from planning and reporting to review and escalation. This exposed the unclear ownership points, duplicated conversations, and governance gaps that were making alignment harder than it needed to be.

From there, we built a shared governance model with defined decision rights, clearer approval paths, and a simpler structure for cross-functional coordination. Rather than adding more layers, the model made it easier for teams to understand who owned what and how decisions should move.

We also introduced practical governance tools that made the system easier to use in day-to-day work. This reduced ambiguity, improved coordination across teams, and gave leadership more confidence in how ESG priorities were being managed.

Implementation

The rollout happened in three stages. First, we aligned senior stakeholders around one governance structure; second, we tested the model with a focused group of teams; third, we refined the framework and expanded it across the organization.

To support adoption, we translated the new model into practical tools and decision guides rather than static documentation. Aurevon received governance templates, role definitions, escalation guidance, and a simpler operating rhythm that made alignment easier to maintain.

“The governance model gave every team more clarity on decisions, ownership, and how to move work forward together.”
— Head of ESG Strategy, Aurevon

Results

By the end of the engagement, Aurevon had a clearer governance model working across 10 functions. Leadership gained a more reliable way to guide ESG priorities, while teams spent less time resolving ambiguity and more time moving decisions forward.

The most immediate operational improvement was a 28% increase in stakeholder alignment. Aurevon also improved decision speed by 19%, helping teams work together with less friction and more consistency.

Just as important, the organization moved from an informal coordination model to a shared governance structure. The new system gave Aurevon a stronger foundation for scaling ESG decisions across the business.