Whole-life costing is a central tenet of financial and procurement best practice, as articulated by guidance from HM Treasury, the National Audit Office and the British Standards Institution, to name but a few. While a lot of organizations use this technique, particularly in the public sector, many businesses still focus on minimizing the up-front capital costs of their assets, rather than considering the other costs of, for example, designing, operating, maintaining, upgrading and decommissioning them. Whole-life costing plays a significant role in helping organizations to achieve sustainability goals and it provides a useful backdrop against which to explore and assess the whole-life sustainability of any investment project and its subsequent outputs. In order to establish whole-life costing as a core management ethos, a number of steps are necessary. First, you need to make a business case for it to obtain the support of the functions that will be most affected: finance, engineering and operations.