Business & Sustainability – How They Fit Togather

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Bridging the Gap between Sustainability & Business 

There are 5 good reasons why many business owners and managers are driving more strategic sustainability approaches in their businesses:

  • Because their current competitors are thinking about it
  • Because their clients and customers want them to do it
  • Because their next significant marketplace competitor is already doing it
  • Because it makes business sense and is the right move to make
  • Because they realise their cash flow, profit and future growth will suffer if they don’t!

For many Organizations today, sustainability is the business.   Their founders and leaders have deliberately positioned themselves either in the blind spot of thier competitors or have a clear strategy to differentiate themselves from other sector suppliers by appealling directly to consumers who value ethical and socially responsible products (i.e. Unilever’s domestic cleaning products), services (Green Tariff energy suppliers), or who wish to associate with organisations that mitigate issues of environmental or social concern they are alert to (i.e. Patagonia’s recycled sea plastic clothing range). 

Why develop a Sustainability based Business Plan?

In all cases, these businesses possess a strategic sustainability in business model that:

  • Reflect a societal concern within the consciousness of consumers
  • Delivers a competitive edge over existing incumbent rivals within their market sectors
  • Stimulates a ‘relationship’ between the business and customers
  • Drives innovation within existing products and stimulates the development of new longer-term replacements
  • Increase the motivation and ‘feel good’ engagement with their employer amongst staff; and as importantly
  • disrupts the market share of established suppliers .

The Risk of Remaining Unsustainable in Business

If a business wished to continue holding faith in more traditional business models and management approaches, then they have to ask themselves the question ‘Why are so many businesses changing course?’ and ‘Why are so many leading Business Schools exploring sustainable alternatives as the economic way forward. 

What has propoelled the rise of Sustainability in Business so far up the Boardroom agenda, and in many of these Boardrooms why are they valueing the addition of sustainability into risk, governance and strategy debates.  The upshot of this is that there is now a clear demand for business leaders and managers who have an understanding of sustainability issues and risks, comprehend responsible management and who are able to take accountability for sustainability initiatives within the business agenda.

All organisations ultimately derive their economic activity from the exploitation of the natural environment and its resources. You may be an IT or Financial sector player, or a Property Asset Manager, but ultimately what you in and on has at its basis the need for primary environmental resources such as

  • food (including seafood and game), crops, wild foods, and spices
  • raw materials (including lumber, skins, fuel wood, organic matter, fodder, and fertilizer)
  • energy (hydropower, biomass fuels)
  • water purity
  • biogenic minerals
  • medicinal resources 

Climate Change & Economic Exploitation

It should be apparent to most organisational leadership groups by now that climate change and future global resource constraints will place limitations on future economic growth rates within some sectors, whilst the exploitation of sustainable resources, such as renewable energy and hydrogen, holds out the possibility of freeing up others.  The critical issue is to what degree will they and thier choosen sector be impacted upon.

The strategic sustainability challenge that many early adopters are addressing is how to replace or secure continued access to the valuable, rare, difficult to imitate or non-substitutable resources they require!

These are some of the forward-thinking leadership challenges that have elevated sustainability from the operational risk domain of QHSE and organisational green teams green and upwards into the Business Planning and Enterprise Risk Management domain of the C-suite.

Bridging the Leadership gap

Business owners or executives, with the support of their own management teams, are the people best placed to bring about organisational sustainability changes within their organisations.  These individuals and teams are the ones who most clearly understand the existing business, the challenges it faces and to undertake the analysis of issues and scenarios.  They are also the people best placed to lead any change programme for sustainability.  Consultancies, such as Leading Green, have the capacity to advise and support, but from experience as a corporate executive in industry and government, they lack the networks and insights required to overcome internal blocks. 

Key Sustainability Leadership Functions Leading Green Training Courses

Stepping up into a Sustainability Leadership mindset? Identifying your Core Values
An Introduction to Sustainability leadership
Developing an ethical leadership style
Taking the first steps in Corporate Social Responsibility
Providing the strategic direction for the Organisation as a whole Building Your Sustainability Plan, Prioritising and Setting Goals
Building & Delivering Your Company’s Sustainability Vision
Getting Your sustainability Strategy and Policy right Making the Business Case for Sustainability
– Building & Delivering a Sustainability Strategy
Developing Position Statements on Sustainability Issues
Making Sustainability Happen internally Integrating sustainability within Corporate Plans
Assigning Leadership Accountability & Establishing Responsibility onto Your Organisation
Capturing Senior Leadership Commitment & Engagement for Sustainability
Systems Thinking – Organisation and Re-organisation to align with business goals – ISO14001 and the Leadership Challenge – Closing the Loop
Building Your Sustainability Plan, Prioritising and Setting Goals
– Building a Sustainable Business – Improving on existing sustainability performance
Releasing the corporate spirit, building the brand and engaging with employees Leading Sustainability & Change in Organisations
Strategic Communication Skills – Getting your message across
– Promoting Innovation through Sustainability
Relating your organisation to other organisations and society as a whole – Stakeholder Analysis and Management
– Megatrends, Horizon scanning & Benchmarking to Improve Performance
Supporting Your CEO & their Decision-Making Around Sustainability  
Developing Tomorrow’s leaders – teaching and leading by example Sustainability Leadership in Business for new managers
 

Business & Sustainability – The management of intangible risk

Sustainability issues are not significantly different from many of the day to day issues that business leaders face.  They impact just as readily on long-term cashflow, profitability, growth, procurement, management, competitiveness and regulation as much as any more traditional management issue.  What sets sustainability leadership and management practices apart is a greater focus on governance, the long-term strategic needs of the business and a watching brief over many more intangible risks than are usually overseen through financial risk management.   Those e s that can rapidly engulf a business and its management team. 

The management of intangible risks has as its central focus issues of leadership and behavioural risk.  Often derided as ‘soft’ risks, these can have brutal consequences for a business in terms short sightedness as to product life cycle (cradle to grave product type), managerial incompetence in the face of change, s ‘group think’ or ivory tower mind-set and arrogance on the part of management, ethical misjudgement, inability to integrate management, mismanagement of reputation risks, mismanagement of value conflict, poor public relations, ineffective corporate governance, and so on. 

Case Study: H&M Conscious Collection derided in the press for greenwashing and for not giving the consumer precise information about why these clothes were labelled as sustainable. The furore attracted unwanted regulatory interest . The lesson to be learnt – consumers are more environmentally and sustainably conscious than ever and companies should think twice before making greenwash marketing claims.

In leadership terms, we can be clear that if a sustainability issue becomes material to business success or survival, then only the foolish would ignore it as an issue.  What is material will depend on the wider mindset of the leadership team to risk management, the specifics of the industry sector and the degree of dependency in specific supply chains or service providers.  The lesson to be learnt is that sustainability and its management must link to and align directly with how the business operates, its expenditure and material flows, its governance and strategic planning processes, and importantly how the leadership team and organisation views its mission and desired approach to business and its customer base. 

To continue viewing sustainability as an ‘add-on’ or cost to the business, keeping it separate from core business decision making and long-term business planning remains a common mistake amongst many business owners and managers.  Limiting the scope of sustainability management to marketing, branding and the management of direct environmental impacts can eventually be a costly mistake.  

Sustainability and Responsible Management

Sustainability has developed close links with leadership theories promoted by many leading Business Schools regarding responsible management, transformational and ethical leadership practices and Governance within Boardrooms and senior leadership teams.  It is rapidly shaking off the old misconception of a ‘doing good, but not core to the business’ managerial activity.  Environmental Management Systems (such as ISO14001) have over the last three decades provided organisations with a solid administrative base from which middle and lower tier managers can control bio-physical risks, waste management and act as a policy platform for other localised or industry specific issues, but has continued to struggle through lack of leader engagement to become a strategic tool in business.  Hence the revision of the ISO14001 standard in 2015 to place a greater emphasis on the visible (auditable) commitment to and engagement with the system by the organisation’s leadership team.

How Inspirational Leaders Bridge the Gap Between Sustainability and Business

I have worked with several visionary business and sustainability leaders — people who inspire and set the culture within their organisations, permanently changing how they conducted themselves professionally.  They have all had several things in common.

First, they don’t hide out in the management suite – they walk the floors, engaging with employees across all functions talking about their aspirations, vision for the organisation and what they are working to achieve.  They also use these floor walks to gain business & sustainability insights.  Dropping in on teams they repeatedly ask penetrating questions regarding current issues, behaviours, scenarios and encourage open feedback by encouraging staff to tell them about what they are concerned with, the practical issues and realities of life on the shop floor, the perceptions of front line staff on their client future needs and wants, and critically how engaged with the business the staff and the organisation’s repeat purchase customers are! 

Secondly, they work internally across the business’s boundaries and reporting lines, helping themselves (and the teams they lead) build up a wider business mindset of organisational activities and issues.  This helps them maximise information flows and to determine options.  They also encourage their teams to follow a similar open-door approach and to working in collaboration with other teams – a rare attribute in some organisations where internal discord and intra-executive competition stifle productivity. 

A third skill is an inherent understanding of systems thinking, the ability to simplify and integrate different systems, and a curiosity that extends further than just understanding business systems and processes into innovation and problem solving.  Inspirational leaders have the gift to mentally and linguistically breakdown issues in their strategic communication skills and actively encouraging:

  • Cross-silo working and the linking of internal operational activities to deliver mutually beneficial goals;
  • Challenging and examining individual function and corporate objectives to determine inter-relationships and the potential for unintended consequences; and
  • delivering business outcomes (including sustainable cash flow) in a way that supports the characteristics of a sustainable organisation.

Fourthly, they create strong teams that foster a wider sense of corporate engagement, intellectual curiosity, and cross-functional collaboration than colleagues that focus exclusively on their core administrative, professional, technical or business support roles.

Finally, transformational business and sustainability leaders and take accountability and responsibility for their duties.  They actively lead their managerial portfolios and direct them back into the organisation’s primary purpose or business objective. 

The Future

There is now a proven body of research that identifies clearly that Businesses with strong environmental and social sustainability leadership approaches commanding greater customer brand loyalty and higher stock valuations.  This is of credit to the individual executives and managers who have brought about these changes in organisational culture over the last decade.   

One of the most interesting recent trends has been the movement in many Boardrooms to actively engage sustainability risk management approaches as a means of testing the strength in Corporate Business Plans and strategic programmes.  Increasingly many are integrating Sustainability and Responsible Management practices with their existing Governance, Enterprise Risk Management and Economic Sustainability activities – as all share a common focus on business longevity.  The objective being to provide a clearer boardroom picture on the tangible and intangible factors influencing cash flow, profit, strategic growth, risk and to map emergent trends in organisational culture, consumer and stakeholder relationships.   

This willingness to embrace sustainability as a Boardroom parameter, reflects a greater understanding that an organisation’s profitability is now a key driver in its valuation.  Previously the greater percentage of a company’s ‘value’ was linked directly to its tangible assets (property, assets, etc).  Today in some of the larger corporations less than 20% of share price value can be directly attributable to financial performance and physical assets, the remaining 80% reflecting intangible assets such as brand, customer base, future market risk, intellectual capital and whether a business has a ‘future fit’ business model aligned to responsible management & sustainable business practices. 

This has encouraged many business leaders to adopt a more active and hands on role in the management of organisational sustainability practices, rather than just advocating responsibility down to their QHSE teams, increasingly business sustainability leaders and their Boardrooms are identifying why and when a sustainability issue needs to be addressed, and the functional and green team managers then respond in how the business should adapt.

The full range of Leading Green training courses can be accessed at https://www.leading-green.com/

Good luck in your Sustainability Leadership journey.

Responsible Business: Jeans & the Circular Economy – Automobiles & the Old Economy

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I was interested to read that several of the world’s leading jean brands have been working with the Ellen MacArthur Foundation to lay down a set of Jean Redesign Guidelines based on circular economy principles.  The new redesigned jeans will enter the shops next year.  The new principles, in addition to focussing on the health, safety, and rights of workers in the fashion industry present minimum requirements for:

  • Recyclability: Jeans made with greater than 98% cellulose fibres, designing out or minimising metal rivets, and all additional materials should be easy to disassemble.
  • Material Health: Jeans fibres sourced from regenerative, organic or transitional farming methods; free of toxic chemicals and conventional electroplating; the banning of techniques such as stone finishing, potassium permanganate, and sandblasting.
  • Durability: Jeans able to withstand a minimum of 30 machine home washes while still meeting minimum quality requirements and have labels with clear information on product care.
  • Traceability: Confirmation of how elements of the guidelines will be made available, compliant companies will be able to use the ‘Jeans Redesign’ logo, and an annual review of the logo annually based on compliance with the reporting requirements.

Participating ‘denim’ organisations in the scheme currently comprise

Brands:  Bestseller, Boyish Jeans, C&A, Gap, H&M Group, HNST, Lee, Mud Jeans, Outerknown, Tommy Hilfiger, and Reformation

Manufacturers:   Arvind Limited, Hirdaramani, Kipas, and Sai-Tex.

The initiative represents an interesting case study of organisations adopting a responsible leadership approach to address unsustainable supply chain practices, build trust and co-operating in advance of any need for governmental regulation.  It also demonstrates how even a long existing product such as your pair of blue jeans can be redesigned to add new value & continued economic growth within an existing industry, and ultimately recycled back into new jeans at their end of use.

In contrast this week, it looks as if the Alliance of Automobile Manufacturers, a political lobbying trade group (motto – Driving Innovation!) representing 12 of the world’s largest car manufacturers (BMW, Fiat Chrysler, Ford, GM, Jaguar Land Rover, Mazda, Mercedes-Benz USA, Mitsubishi, Porsche, Toyota, Volkswagen Group of America and Volvo USA) have been lobbying the Trump administration to rewrite existing laws to lower fuel efficiency and fines for missing emissions targets.

Three interesting issues struck me in this case:

  1. Jaguar Land Rover whose range is almost 80% diesel powered have been lobbying the UK government hard for aid to help switch their range over to electric vehicles and to maintain jobs in the UK, but who seem to aspire to other ethics abroad.
  2. The absence of Honda from the group – who are well on with their fleet conversions towards mileage efficiency, lower air emissions or electric power, and finally
  3. The lobbying groups concern for the harm that non-compliance fines for fuel inefficiency would have on auto manufacturers, workers, and ultimately consumers – as opposed to the harm poor urban air quality already has on innocent members of society – which when last checked also included auto manufacturers, workers, and ultimately consumers!

In the wake of the VW-emission rigging scandal and under President Obama, The US National Highway Traffic Safety Administration (NHTSA) was on track to effectively treble the cost of fines levied against vehicles that did not achieve their claimed mileage efficiency.   In February, the Trump administration broke off talks with California’s clean air regulators, and last Friday, the administration said that NHTSA would be issuing final rules suspending these regulations.  Eighteen US states, including California, have responded by vowing to sue the Trump administration if the vehicle emissions requirement freeze becomes finalized.  Now the Trump administration seems to be trying a different tack by rewriting the rules to lower fines for missing emissions targets.

The two scenarios represent two very different approaches to the challenges that signal whether these companies have a strong enough organisational culture to demonstrate to the marketplace that they are modern responsible businesses and responsible players within their respective marketplaces. 

It has been clear for many years concerning the global impact that cheap non-recyclable clothing and fossil-fuel based power-train automobiles have been having on our world.  The evidence has been there for years, and companies have had time to prepare their responses to the social and environmental challenges faced.  Whilst it looks as if the clothing industry is now actively waking up to the challenge of new economic models and consumer values, the automotive industries within the western world, still reliant on their technologies of the past and unable to effectively manufacture many of the future components of tomorrow’s vehicles , still exhibit a worrying tendency to remain in the past.  

Two trends I can see myself being affected by in the future:

  • Within 10 years effectively ‘hiring’ my clothes from a trusted retailer who will take them back for recycling at their end of life
  • Within 3 years obtaining an electric/hybrid vehicle whose parts and technology primarily originates from the Far East.

At Leading Green, our approach to sustainability in business consulting and training encourages our clients to look closely at their own internal leadership strengths and goals.  Helping them adopt an inquisitive state of mind and supporting them in how sustainability can support their long-term business strategy.

Responsible Construction requires Responsible Management practices (Part 2)

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Taking the First Steps into CSR for SME Construction Businesses

Customers have power over firms – in highly competitive markets sector, customers have the option to switch supplier.

This is the primary reason why Corporate Social Responsibility (CSR) can help safeguard growth and business development within such as competitive sector as Construction.   Clients are consumers, and consumers value responsible behaviour by companies and reward such behaviour with loyalty to thier products and services.

For this reason, no growing SME construction business can now afford to be perceived as lagging in its responsible management activities nor to be half-hearted in thier enactment.  A future growth focussed boardroom and its members within the construction sector are now expected to have an understanding in not only:

  • how they fulfil legal obligations to society on health and safety, the environment, human rights or race, gender or disability discrimination, but also
  • how they incorporate these into their business model, their brand and reputational safeguards with clients, banks and society.

The potential damage locally to a construction SME if its reputation and future workload can be significant when its own practices, or those of its employees, contractors & suppliers are called into doubt or question. What first steps can a SME construction company take towards building responsible management practices into the Boardroom and its work force without draining its limited resources.

Building the Business

In the UK there is a high correlation between companies being perceived by the public as socially and environmentally responsible and being viewed favourably overall. Consumers value responsible behaviour by companies and reward such behaviour with loyalty to its products and services. For this reason, no company can afford to be found wanting in fulfilling its legal obligations to society on health and safety, the environment, human rights or race, gender or disability discrimination. The potential damage to a business, its reputation and its sales is great if its own practices, or those of its suppliers or subsidiary companies, are called into question. 

Employees as resources

One of the biggest mistakes a business can make is to forget that its employees are its key resources.  Experienced employees with their site experience, specific trade and in the technical nature in how issues are managed quickly and efficiently to maintain construction progress is a key determinant of ‘profit’ and ‘efficiency’.  Success is often defined not by the management team but by the relationship between firm’s leaders and their key employees, and the mutual regard both parties have for eachother.

To succeed, construction firms need to attract and retain the best people locally to work for them.  Respect for people, their skills, diversity and their need to achieve a good work life balance is an important aspect of socially responsible business practice.  Firms that fail to improve their attitude and performance towards respecting people will fail to recruit and retain the best talent and business partners. The construction industry has a generally poor record on employment issues and under-performs on diversity and employee satisfaction scores.  Companies can either follow the pack or differentiate themselves by demonstrating that:

  •  they value their workforce, their health & safety, their working environment, training, personal development & diversity; and
  • they maintain an active commitment to equal opportunities for all across thie workforce.

For this reason, the industry’s own Movement for Innovation recommended that firms of all kinds and sizes should commit to achieving the standard of Investors in People as the most effective and most systematic means of developing and demonstrating respect for people. Furthermore, people want to work for socially responsible businesses that respect not only their own workforce but wider societial values.  Surveys consistently find that most people believe that a company that supports society and the community for example, by establishing links with local or national charities, schools or other local groups is a good company to work for.

Building Trust

Trust is important in influencing the way employees, clients and the wider community judge a company. A successful company needs to operate with honesty and openness to create trust in its relationships with all its stakeholders.

Although there is no legislative requirement to report on social responsibility, companies that do so tend to be better perceived by their stakeholders. Reporting and communicating their impact on society can help to demonstrate openness and transparency about their operations, a willingness to be accountable for their actions and their seriousness of intent regarding community and social responsibility, thus developing confidence in their business.

Reporting is, however, not an end. The public will see through cynical reporting and attempts to be politically correct for its own sake. Companies need to demonstrate their commitment is real and produces real results.

Getting started

The principles of community and social responsibility need to be embedded into the overall business conduct of a company and become part of its core values and objectives. A badly targeted approach will be ineffective, and companies need to identify the actions that will have most impact for them, manage them in a professional way and communicate to their stakeholders what they are doing. Without effective communication, no-one will be aware of their work. Without awareness, there will be no benefits to business standing or reputation.

As for any other project, it is first vital to secure the commitment of senior management and the allocation of adequate resources for developing a community and social responsibility strategy. Then, by reviewing current policies and performance, you can identify the issues of most relevance to your company and develop an effective strategy and action plan. The process should be iterative, with review of progress leading to adjustment of the strategy and continued business improvement.

Five Common Strategies to Consider Starting with

  1. Building Satisfaction and relationship with the customer – building future relationships based on integrity and tailored to the customer’s needs.
  2. The development of talent and commitment among the firm’s key frontline employees – to invest in a team committed to and prepared for the construction sector challenges the future will bring.
  3. Responsible Management based on solid values – the senior management team will continue to develop in terms of good boardroom governance that strives to ensure values and responsible culture, risk management and relations with third parties.
  4. Responsible Construction & Sustainable development – Demonstratable progress towards achieving a low-carbon construction industry by managing the direct and indirect impacts arising from operational activities.
  5. Social contribution – Contributing to building a better local community, supporting real needs and safeguarding the natural environments & its resources.

Responsible Construction

Increasingly SME companies within the construction sector are seeking to build in business strategies that, through choice or through client requirements, that build in Corporate Social Responsibilities (CSR).  Leading Green can provide strategic and operational support to Boardrooms & senior leadership teams on topics such as Responsible Management, Sustainable Construction, Governance and CSR that are essential on BREEAM and LEED registered projects. 

Responsible Construction requires Responsible Management practices (Part 1)

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Responsible Management is the leadership approach that many in the construction industry are using as the springboard to get them attuned with the many ‘Responsible Construction’ programmes that sprung up over the last decade. 

The hard days of being a start-up or one-man business are long gone, your hard work and ambition has built the business into a successful local construction player with an expanding portfolio and an increasing wage bill! 

The days of day-to-day on-site hands on management practice have receded, with a new tier of supporting managers and partners now sharing responsibility for the business.   The downside – lack of fresh air and a growing list of business administration practices and new organisational problems as structures and responsibilities stretch and expand across the business.  The purpose of some are clear – financial accounts, payrolls and asset logs form a distinct tangibl links to assets, employees and business practice and ultimately profits & loss accounts.  However there are others whose purpose seem vague and confusing. You recognise that some of the more intangible ones are important, but it is easy to put them off as you are uncertain about how exactly they add to the bottom line of the business. 

Amongst this growing intangible portfolio of ‘other stuff’ terms such as corporate social responsibility and sustainability seem to be regularly occurring issues.  The days of adding a simple 1 page A4 ‘Environmental Policy statement’(usually cribbed from another source) into tenders are becoming a distant memory as clients no longer accept simple EHS assurances and now demand proof of commitment within invitations to tenders and on-site audits.  The language within your trade journals and business networks has also started to change with new terms increasingly entering the dialogue such as ‘corporate social responsibility’, ‘responsible construction’, ‘climate change’ and ‘sustainability’ and you are beginning to consider more and more whether these are threats or opportunities:

  • What do they mean for your business? 
  • Will they hit profits? 
  • Are new hires required? and importantly
  • How do you respond in a manner that continues to build the business?

An introduction to Responsible Management

Furthermore, the concept and meaning of corporate social responsibility (CSR) within the construction sector and in particular amongst its SME businesses remains largely undefined, highly fragmented and wide open to interpretation.  CSR can cover a myriad of meanings, issues and definitions that are both daunting and confusing to leadership groups within SME businesses –  terms such as:  stakeholder management, governance, corporate  ethics, responsible  sourcing, environment  and  sustainability,  human  resource  management,  supply chain sustainability, circular economy, discriminatory  labour practices, equality and human rights, corruption and modern slavery – sound expensive to address and resource. Despite a lot of information out there, conflicting CSR messages to SMEs in the construction sector suggests that little practical organisational support has been directed towards helping SMEs map out and address CSR as a wider business tool or aid understanding how CSR practices can aid continued growth in a manner aligns with their often limited or yet to be developed resources.

The long list of issues above is slowly starting to coalesce and morph into what is now commonly termed ‘responsible management’ practices within the Construction company boardroom.  A simpler handle that allows businesses to focus on key areas where they may be exposed to risk or deem opportunities to exist.

Responsible Management is the leadership approach that many in the construction industry are using as the springboard to get them attuned with the many ‘Responsible Construction’ programmes that sprung up over the last decade. 

Responsible management requires that construction companies, their suppliers, consultant and contractor support services take responsibility, and act to make the construction sector more responsible in its business management practices.  Within individual SME construction firms Responsible Management can take a variety of forms and can be characterized as a business leadership team that has seized the opportunity to differentiate itself from many of its competitors by taking into consideration elements such as:

  1. How to minimize any negative environmental, social and cultural impacts its activities can have on its clients and its local community;
  2. Generating greater economic benefits from the business by improving retention and working conditions for staff, developing a brand as a good employee and local business;
  3. Safeguarding natural and cultural heritage and protected species, and possessing the skilled staff to act responsibly on behalf of the business when issues are encountered on site;
  4. Addressing diversity, access for physically challenged people or opportunities within the local community;

Responsible Management represents a mix between safe and responsible business activities during site preparation, construction, transportation to/from site, material usage, design and local community relationships.  Whilst many construction companies still view these as potential obstructions to ‘time, cost and quality’, more established firms view these more in terms of brand, local reputation and employee benefits that they can use to grow their business while providing differentiation between themselves and other local competitors, help safeguard works from delays, additional costs and adverse PR and further contributing to the brand’ that has been built up over so many years.

Responsible Management in the construction sector should help underpin the core business strategy or specialisation by promoting a high quality service for future customers and clients – by respecting all the regulations regarding nature and HR management; safeguarding long term relationships through good communication with local authorities, which can pay back significantly in times of economic downturn or mishaps on site.

In the boardroom it involves:

  • being aware regarding main environmental regulations, laws;
  • implementing and raising awareness within the board, as well as amongst staff, regarding what responsible management implies in the business’s daily activity;
  • facing difficult tasks and problems by offering the right solutions for the staff and clients;
  • being informed of the available trainings measures and sector-specific educational trends;
  • being oriented to results optimization.

The next part of this blog will look at how the boardroom within a Construction SME can get started in starting to lay a preliminary foundation for responsible management within the business, and align its outcomes with other strategies to continue business growth and performance.

Responsible Construction

Increasingly SME companies within the construction sector are seeking to build in business strategies that, through choice or through client requirements, build in Corporate Social Responsibilities (CSR).  Leading Green can provide strategic and operational support to Boardrooms & senior leadership teams on topics such as Responsible Management, Sustainable Construction, Governance and CSR that are essential on BREEAM and LEED registered projects.

Carbon Capture – but with a difference

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Occidental Petroleum (Houston USA) has released plans disclosing the company’s intention to construct the world’s largest direct air capture facility in Texas oil.  What makes this investment stand out to Leading Green is the fact that it will be in partnership with Carbon Engineering, a Canadian company backed by Bill Gates.

Unlike other forms of carbon capture technology for carbon storage which I have worked on in the UK, this claims to extract CO2 directly from the environment.  The technology claims to capture CO2 from atmospheric air, converting it into a purified form for use or storage.  It achieves this within a closed loop system, adding only water and energy, with the output taking the form of a concentrated stream of compressed CO₂ gas.  This captured CO₂ offers a range of potential environmental & chemical opportunities from industrial CO2 use, urea yield boosting, beverage carbonation and food processing, the production of low-carbon liquid fuel, carbon storage with or without enhanced oil or gas recovery.

In this case Occidental Petroleum would use the captured carbon to help pump hard-to-reach oil out of one of Texas’ shale oil field.   I am usually cautious when the words ‘shale gas’ and ‘carbon storage’ are concerned, but in the move towards climate change adaptation there has to be transition points along the graph between high carbon use – low carbon use and zero-carbon technologies.  Industrial & societal transition to a low carbon economy cannot be achieved overnight.   

In this case Occidental Petroleum & Carbon Engineering claim that the plant once on stream will remove over 500,000 tons of carbon from the atmosphere every year – this it is claimed will offset the drilling and eventual burning of the shale oil that will be extracted — potentially bringing the overall operation towards a zero carbon balance in emissions.

What is often ignored in climate adaptation strategies is the requirement not only to significantly cut emissions across various high CO2 sectors, but also to move towards zero/low carbon emissions where it is achievable in partnership with significant carbon capture to remove the CO2 that has (and will be still be) entering the atmosphere.  Increased atmospheric carbon capture through natural or industrial chemical routes will be key to dropping, and dare I say, managing future global temperature rises.

So I wish this project well, as it takes us into new territory and a new way of thinking both about new energy technology but what needs to be achieved where industry and societies seek to continue to exploit fossil fuels and live within carbon-controlled economies.  However, the goal across all components of human life must be negative carbon release. 

The facility is due to be completed in 2023, and I hope that Occidental Petroleum, under its CSR or ESC policies places the environmental impact assessment statement on line for the global climate change community to examine (we expect a very comprehensive and waffle free section on climate change!).  In truth, this technology is still in its early stages.

Here at Leading Green we hope it is a success and that it is commercially viable in meeting its zero carbon claims, but it does raise some interesting regulatory & land-use planning questions if the technology proves successful:

  • The willingness of civil councils to actively promote within land planning, zoning and other social regulatory policies the ‘political’ presumption in favour to develop carbon neutral technologies.
  • The technological ability and capacity of environmental regulators, environmental health officers and environmental consultancies to undertake and verify the mass balance carbon calculations that will form the beneficial claims of these plants.
  • The regulatory control to ensure net-zero or net positive C-capture within these plants’ over thier commercial life; and
  • Clarity on other carbon-demanding elements within the technology & plant, its components and feedstocks that back up the claims of carbon neutrality within such a plant’s mass balance if the technology achieves global expansion.