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This chapter looks at how green-growth policy can be translated into business practice. Following ‘cradle-to-cradle’ and the ‘natural steps’ perspectives, it contends that ‘greening the business’ can add value to existing business models via the symbiotic pursuit of green values and lean production practices (the so-called “Green and Lean” paradigm). A framework is presented – drawing on the contingency theory – to suggest basic requirements for successful symbiotic ‘green and lean’ relationships. The model proposes that a sustainable corporate action plan, enabling a strategic orientation of lean and green decision-making, draws upon five interrelated dynamic contingencies: corporate values, consumption, business benefits, legislation, and technology. The theoretical propositions are illustrated and extended using the case study of Adnams Brewery (Southwold, UK) – a company that has come to …