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Who Leads Target’s Sustainability Policy & Engagement?

Who Leads Target’s Sustainability Policy & Engagement?

Target has appointed Michelle Lapinski as Director of Sustainability Policy and Engagement, bringing nearly 30 years of experience in corporate responsibility and stakeholder relations to a role that directly supports the retailer's enterprise strategy. The hire signals a shift towards stronger policy coordination and external engagement as sustainability requirements become more complex for large retailers operating across international supply chains.

For UK businesses watching how major retailers manage sustainability governance, the appointment offers a useful reference point. Large companies are increasingly splitting sustainability leadership into distinct functions. Operations teams focus on carbon reduction and compliance. Policy teams handle regulation, disclosure, and external relationships. This division reflects the growing complexity of managing climate commitments alongside procurement, reporting, and governance demands.

Lapinski's career spans corporate, nonprofit, and advisory roles. She started at Gap Inc. in 1997 as Global Environmental Health and Safety and Sustainability Manager. During that time, she helped develop environmental and safety standards for thousands of supply chain partners operating in dozens of countries. Later roles included positions at Business for Social Responsibility and her own consultancy, SustainBiz, where she advised companies on sustainability strategy.

Subsequently, she worked at The Nature Conservancy, focusing on corporate engagement. She also held positions at the International Finance Corporation, Closed Loop Partners, The Earth Genome, and PagerDuty. Most recently, she served as Senior Director of Sustainability and ESG at Toast, where she led a three-year ESG value creation programme. She then took on an interim role as Senior Global Head of Corporate Affairs and ESG at Pinterest. Her LinkedIn profile also lists her as a senior advisor and notes recent work with Generation Investment Management.

Target positions sustainability within enterprise decision making

Target describes sustainability as an integral part of its enterprise strategy. According to the company's public materials, sustainability shapes decisions across product design, operations, and partnerships throughout the value chain. The 2025 Sustainability and Governance Report identifies Agata Ramallo Garcia as Vice President and Head of Enterprise Sustainability. This suggests Lapinski's role sits within a broader sustainability leadership structure rather than operating as a standalone function.

The company's governance materials emphasise stakeholder engagement, policy engagement, and implementation as core elements of its sustainability approach. Target also conducts regular priority assessments and engages with policymakers on legislative issues. This framework points to a model where policy expertise supports operational delivery rather than replacing it.

In the 2026 Sustainability and Governance Report, Target states it is advancing resilient business models by addressing climate and nature risks through strategy development, reporting, stakeholder engagement, and implementation. The company frames sustainability as linked to governance and public policy engagement, not just environmental targets.

What this hiring pattern means for retail sustainability teams

The appointment reflects a wider trend across retail. Companies are building specialist policy roles to manage the external dimensions of sustainability work. Consequently, sustainability teams now need people who can translate operational goals into policy positions, supplier programmes, and external partnerships.

Lapinski's background combines corporate sustainability, nonprofit strategy, advisory work, and public-private engagement. This mix of experience becomes particularly valuable when retailers need to align internal carbon targets with external disclosure requirements. For example, a retailer might set a science-based emissions reduction target. However, delivering that target requires policy engagement with government, coordination with suppliers, and alignment with investor expectations. One person rarely covers all those bases without support.

Retailers face increasing scrutiny over climate commitments, supply chain transparency, and governance standards. Therefore, policy expertise helps companies navigate regulatory change while maintaining stakeholder confidence. In practical terms, this means understanding how new disclosure rules affect reporting timelines, how supply chain legislation impacts procurement decisions, and how investor expectations shape governance structures.

For UK businesses, similar pressures are building. Public sector procurement now requires carbon reduction plans for contracts above certain thresholds. Large companies must report Scope 1, 2, and in many cases Scope 3 emissions under the Streamlined Energy and Carbon Reporting regulations. Meanwhile, supply chain due diligence requirements are tightening, particularly for businesses with international operations or complex sourcing arrangements.

Policy roles now bridge compliance, strategy, and external relations

A Director of Sustainability Policy and Engagement typically handles several overlapping responsibilities. Firstly, they track regulatory developments that affect business operations. Secondly, they manage relationships with policymakers, industry bodies, and advocacy groups. Thirdly, they translate external policy changes into internal strategy adjustments. Additionally, they often coordinate disclosure and reporting processes that cross multiple departments.

This role differs from traditional sustainability management in important ways. Operations-focused sustainability managers concentrate on reducing energy use, cutting waste, and improving resource efficiency. Policy-focused roles, in contrast, focus on how external requirements shape business decisions. They work at the intersection of compliance, strategy, and reputation management.

For instance, a policy director might assess how upcoming climate disclosure regulations will affect reporting processes. They would then work with finance teams to ensure systems capture the right data. Simultaneously, they might engage with industry groups to shape the development of new standards. This requires commercial awareness, technical knowledge, and stakeholder management skills in roughly equal measure.

UK businesses operating in sectors with complex supply chains face similar needs. Manufacturing companies, for example, increasingly need someone who understands both carbon accounting and supplier engagement. Retailers need people who can interpret packaging regulations while coordinating with product development teams. Professional services firms need expertise in ESG disclosure alongside client-facing advisory capabilities.

UK businesses face comparable pressures on sustainability governance

The patterns visible in Target's hiring decisions apply to UK companies as well. Businesses here are dealing with overlapping requirements from multiple sources. Public procurement rules now expect carbon reduction plans and social value commitments. Investors want clear ESG reporting and credible net zero strategies. Customers, particularly in business-to-business relationships, increasingly audit suppliers on environmental and social performance.

Meanwhile, regulatory requirements continue to expand. The government has introduced mandatory climate-related financial disclosures for large companies. Streamlined Energy and Carbon Reporting applies to many businesses above size thresholds. Product-specific regulations cover areas like packaging, waste electrical and electronic equipment, and batteries. Supply chain legislation is evolving, particularly around due diligence and transparency.

Smaller businesses often lack dedicated sustainability staff. Consequently, responsibility falls to finance directors, operations managers, or compliance officers who handle sustainability alongside other duties. However, as requirements become more technical and time-sensitive, this model becomes harder to sustain. At some point, businesses need either specialist staff or external support to manage the workload effectively.

Medium-sized companies sometimes create hybrid roles that combine elements of policy, operations, and reporting. For example, a Sustainability Manager might handle carbon reporting, supplier engagement, and regulatory monitoring within a single role. This approach works when requirements remain manageable. As complexity increases, however, businesses often need to separate operational sustainability from policy and compliance functions.

Supply chain engagement drives much of the policy workload

Retail sustainability increasingly depends on supply chain coordination. Retailers rarely manufacture products themselves. Instead, they source from networks of suppliers operating across different countries and regulatory regimes. Consequently, achieving emissions reductions or improving social standards requires sustained engagement with suppliers who face their own constraints and priorities.

Lapinski's experience at Gap Inc. provides relevant context here. Developing environmental and safety standards for thousands of suppliers across multiple countries requires deep knowledge of both technical requirements and supplier capabilities. It also requires skills in stakeholder engagement, negotiation, and capacity building. Standards mean little if suppliers cannot implement them or if enforcement mechanisms fail.

UK businesses with complex supply chains face similar challenges. A manufacturer might need to reduce Scope 3 emissions, which primarily come from purchased goods and services. Achieving this requires working with suppliers to understand their emissions, identify reduction opportunities, and support implementation. This work sits somewhere between procurement, compliance, and relationship management.

Public sector suppliers face particular pressure here. Procurement Policy Note 06/21 requires suppliers bidding for central government contracts above £5 million to publish a carbon reduction plan. This plan must cover Scope 1, 2, and 3 emissions, with reduction targets and a commitment to net zero by 2050. Many suppliers have limited experience with carbon accounting. Therefore, they need to build capability quickly or risk losing access to public sector contracts.

Additionally, private sector customers increasingly expect similar commitments. Large companies setting science-based targets often need their suppliers to reduce emissions as well. This creates a cascade effect where sustainability requirements flow down supply chains. Businesses that cannot demonstrate credible climate action risk losing customers, particularly in sectors where sustainability forms part of procurement criteria.

Key facts about the appointment and Target's sustainability structure

How UK businesses can apply these lessons

Most UK businesses will not create a dedicated policy role identical to Target's new position. However, the underlying logic applies at different scales. As sustainability requirements grow more complex, businesses need clearer division of responsibilities. Someone must track regulatory changes, manage external relationships, and coordinate disclosure processes. Whether that sits within one role or spans multiple people depends on company size and complexity.

For smaller businesses, the priority is often building basic capability. This means understanding which regulations apply, establishing measurement and reporting processes, and identifying where support is needed. Many businesses start with carbon reporting because it underpins other requirements. Once measurement systems are in place, reduction targets and supplier engagement become more manageable.

Medium-sized businesses often reach a point where sustainability work exceeds the capacity of existing staff. At this stage, companies typically choose between hiring specialist staff or working with external advisors. Internal hires provide continuity and build long-term capability. External advisors offer flexibility and specialist knowledge without permanent headcount. Many businesses use a combination, retaining external support for technical work like carbon accounting while building internal capability for strategy and stakeholder engagement.

Larger businesses may benefit from separating policy and operations roles, particularly if they operate across multiple sites, sectors, or countries. Policy staff focus on regulation, disclosure, and external engagement. Operations staff focus on energy efficiency, waste reduction, and process improvement. This division allows each function to develop specialist expertise while maintaining coordination through regular communication and shared objectives.

Regardless of size, businesses should consider how sustainability connects to broader business strategy. Compliance matters, but sustainability also affects competitive positioning, supply chain resilience, and access to finance. Consequently, sustainability should not sit isolated within an operations or compliance function. It needs visibility at board level and integration into strategic planning processes.

Our net zero programme supports businesses at different stages of this process, from initial carbon measurement through to supplier engagement and compliance with public sector procurement requirements. We also provide training through SBS Academy for teams building internal capability on carbon reporting and sustainability management.

External expertise remains important as requirements grow more technical

Building internal capability does not eliminate the need for external support. Sustainability requirements change frequently, and technical standards evolve as understanding improves. Businesses benefit from advisors who track regulatory developments, understand best practice, and provide objective assessment of progress.

External advisors also provide benchmarking and sector-specific knowledge. A business might struggle to assess whether its carbon reduction target is credible without reference to sector norms and science-based standards. Similarly, understanding how competitors handle supply chain engagement or stakeholder reporting helps companies position their own approach effectively.

Advisors can also support specific projects where internal teams lack capacity or specialist knowledge. For example, a business might need help developing a carbon reduction plan for a public sector tender. Alternatively, a company might need support establishing Scope 3 measurement processes or engaging suppliers on emissions data. External advisors can deliver these projects while transferring knowledge to internal teams for future work.

The balance between internal and external resources depends on business priorities and resources. Some companies prefer to build deep internal expertise and use external advisors sparingly. Others maintain lean internal teams and rely on advisors for ongoing support. Most businesses fall somewhere in between, developing core capabilities internally while accessing specialist support when needed.

Where to find further information and guidance

Businesses seeking detailed guidance on carbon reporting, supply chain engagement, and sustainability governance can access resources from several authoritative sources. The Department for Energy Security and Net Zero provides policy updates and guidance on UK climate commitments and regulatory requirements.

The Procurement Policy Note 06/21 sets out requirements for carbon reduction plans in public sector procurement. This includes detailed guidance on what plans must contain and how they will be assessed. Businesses bidding for government contracts should review this guidance carefully to ensure compliance.

The Environmental Reporting Guidelines published by the government explain how to measure and report greenhouse gas emissions under Streamlined Energy and Carbon Reporting regulations. These guidelines cover Scope 1, 2, and 3 emissions, methodologies, and reporting formats.

For businesses developing science-based targets, the Science Based Targets initiative provides criteria, resources, and validation processes. This helps ensure emissions reduction targets align with climate science and contribute to limiting global temperature increases.

Finally, sector-specific guidance is available from industry bodies relevant to your business. Trade associations often provide practical resources tailored to the specific challenges facing their sectors. These can complement general guidance with context-specific advice on implementation and best practice.

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