Sustainability decisions are made daily by every engineering team and a central group cannot make them on their behalf, so the central team's mandate could not deliver the systemic change it was asked to produce.

The central team was given too few people to handle the volume of decisions involved in reducing the environmental impact of every system across the organization over a two-year period.

Two years is too short a horizon for measurable change to appear in any organization’s sustainability metrics, and the team should be allowed several more years of operation before its overall effect on the systems is judged.

The reports themselves are the wrong format for communicating the work that has been done, and the team should switch to a different reporting style that highlights its activities much more visibly to the senior leadership of the organization.