Consulting-Specifying Engineer - January 2009 - (Page 31) »»»»»»»»»»»»»»»»»»»»»»»»»»»»» Accept responsibility Sustainability is an issue clouded by uncertainty, made more uncertain by its long development time. However, this uncertainty is not an excuse for inaction. The scientific evidence is rapidly growing stronger, and most experts agree that the longer we wait before taking action—and sustained action—the more difficult and expensive the solutions become. Business leaders need to educate themselves on climate change and think systematically about its impact on strategy and value. The business risks of only partially pursuing sustainability are real. Greenwashing (touting your sustainability without much real substance to back it up) and the unfulfilled raising of expectations are the very real risks of a partial response to sustainability. The bottom line is that you have a business that produces carbon, and carbon is bad. You have a responsibility to help solve this problem. Opportunities to improve sustainability are nearly endless. Below, we identify 50 concepts for an engineering firm to adopt in everyday operations. Environmental gains also can result in thousands of other smaller actions that collectively can result in major gains. Maximizing the collective effects of these gains requires unrelenting attention and almost ruthless behavior. Sustainable operations start at the top Commit the firm to take meaningful actions and set an overall goal. Make the goal very clear and strong. mental efforts, and clearly announce who this is. Identify additional opportunities, problems, and solutions with specific, measurable action plans. 10 11 4 5 Adopt a rating system to measure your carbon performance and a verification system to ensure accuracy. Incorporate a sustainable corporate real estate strategy. Make carbon reporting an agenda item at each senior management/ board meeting. Your attention to carbon performance should be as much a priority as attention to financial performance. Actively participate in public policy discussions and push for action on the part of others. Commit to goals and measure performance The business cliché “you can’t manage what you can’t measure” establishes an imperative to function by: Publish an annual sustainability report, with quarterly updates, on results and track your goals. Prepare a narrative that lists your actions to reduce carbon along with measured results that can be used as a guide for others. Strengthen your firm’s commitment and confirm environmental performance through a recognized certification process. 6 7 12 13 Make an internal financial commitment (a budget line item) to support climate change efforts for the organization. Consider pegging it to firm revenues or salaries. Make sustainability an integral part of your firm mission statement. Embed sustainability into the strategic and business planning of the organization. 8 9 14 15 Make your firm an example for all of your clients to see—to minimize the environmental impacts of your business. Publish carbon estimates monthly in an unaudited version and annually in an audited version. Smart design never ages Fifteen years ago, Consulting-Specifying Engineer published a feature article entitled “50 Ways to Save a Watt.” The earlier article introduced many major energy-efficiency ideas and the philosophy behind their use. This new article discusses the critical need for business response to sustainability. Now more than ever, the urgency and imperative to maximize energy efficiency and minimize environmental impact is being understood. This article and the earlier article form “bookends” associated with sustainability: • The original article focused on energy efficiency and steps to take in project design • This latest article addresses steps a business can take to reduce the carbon footprint of their operations. 1 Appoint environmental operations champion(s) within a firm’s top management level/board to lead these environ- 2 3 Communicate your commitment and goal. Consulting-Specifying Engineer • JANUARY 2009 31
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