The government of the UK plans to have 4,000 zero-emission buses circling around by 2025, through project HEIDI. Not only is this a possibility but it also promises scope to create and safeguard 498 jobs opportunities.
We start off this edition hearing the exciting plans to turn our iconic London red buses green! We hear from Duncan Kerr the CEO of Aeristech about the project underway to revolutionise UK bus transport. Project HEIDI (Hydrogen Electric Integrated Drivetrain Initiative) is an innovative hybrid powertrain project looking at retrofitting London’s iconic red double-decker buses with clean zero-emission H2FC (hydrogen fuel cell) systems by 2026.
We are delighted to share our feature with Trinidad and Tobago CEO of Massy Wood Mala Baliraj this edition, who shares with us how the company’s energy sector services are seeking to change how sustainability is understood. She also talks us through the companies many social responsibility initiatives that give back to the communities which have helped the company to thrive.
There’s an interesting piece by Jane Marsh too, sharing her knowledge on the ways all businesses can make an impact to the sustainability agenda, whatever their size - from using sustainable products and buying carbon offsets to reducing water and energy usage, the key message is that for businesses to succeed, they need to have a clear environmental and social corporate governance (ESG) framework written into their overall company business strategy.
This edition is full of companies committed to drive change – such as Recycling Lives, who have recently published their first ESG report and we talk with their CEO Gerry Marshall to find out all about it.
The Sustainable Business Magazine Team
04 AERISTECH
Hydrogen £12m project to install on London famous buses
08 JANE MARSH
How Small and Midsize Brands Can Increase Sustainability
12 OXFORD ECONOMICS
Putting climate and biodiversity into silos raises risk of crisis Economist in economics
16 RECYCLING LIVES
Recycling Lives publishes first ESG Report
20 FAIR B&B
What it means to be authentic & sustainable
24 RSPO
Shared responsibility in the palm oil sector
30 MASSY WOOD
Energising the conversation
40 ASPEN TECH
Taking the guesswork out of carbon migitation data
44 ISLAND INNOVATION
Building a more sustainable future through Caribbean
46 FOOD SOLUTIONS
How agri-food executives are sharing knowledge to build African food security
50 RIMM SUSTAINABILITY
Democratizing sustainability
In the pursuit of a sustainable future, industries at all levels are introducing projects and policies that contribute to NetZero 2050 – a normative IEA (International Energy Agency) scenario that shows a pathway for the global energy sector to achieve net zero CO2 emissions by 2050. In the transportation industry, NetZero by 2050 has accelerated due to the green hydrogen revolution, owing to its scope for decreasing greenhouse gas emissions drastically. Green hydrogen, when produced through electrolysis from clean solar or wind power is a promising solution for decarbonising the transport system; and when it comes to a transport system as widespread and robust as London’s, there’s no end to what it can achieve. In May this year, Aeristech, a Warwickshire based manufacturing and engineering firm announced its partnership on Project HEIDI: Hydrogen Electric Integrated Drivetrain Initiative, a revolutionary hybrid powertrain project which is looking at retrofitting London’s iconic red double-decker buses with clean zero-emission H2FC (hydrogen fuel cell) systems by 2026.
The project’s aim is not just an alternative to battery electric solutions, but it’s also looking at cost-cutting and power efficiency. The H2FC systems are to utilise Aeristech’s expertise in developing a high-performance compressor that is oil-free, power dense, recovers waste energy and can operate with particular pressure ratios and mass flows. With Aeristech’s history of performance and
efficiency, their patented control architecture is uniquely cost-effective, which is why they were selected as a partner to develop a 20kW compressor for this application. Other partners on the project include Bramble Energy, developing the high-voltage fuel cell stack, and EquipMake and University of Bath are contributing to the development, integration and testing of the hybrid powertrain project.
With over 3 million buses operating globally and 38,200 buses in the UK, only 2% of them operate on zero-emission. The government of the UK plans to have 4,000 zero-emission buses circling around by 2025, through project HEIDI, not only is this a possibility but it also promises scope to create and safeguard 498 job opportunities. The project is partly funded by the government and has received £12.7m to retrofit
‘’We’re striving to decarbonise energy production, essentially for the energy that drives all forms of transportation. In 2022 alone, the UK was a 16% contributor in the CO2 emissions across the world.”
the UK’s, and in near future, Europe’s transport system with H2FC systems. Propelling forward the wheels of sustainability, project HEIDI is turning the government’s green vision to reality. .
Aeristech CEO, Duncan Kerr said, ‘’We’re striving to decarbonise energy production, essentially for the energy that drives all forms of transportation. In 2022 alone, the UK was a 16% contributor to the CO2 emissions across the world. With emissions as high as 53.7 Mt, the need for an alternative has been long due. We are thrilled to be a part of Project HEIDI and contribute to the development of this world-leading hybrid powertrain for the iconic London buses. This project is not only a significant step towards achieving net zero emissions but also a great opportunity to increase awareness of Hydrogen Fuel Cell Systems in the UK while developing a sustainable and efficient public transport system. Buses are the ideal early adopters of hydrogen-fuelled powertrains as they return to depot, so there is no requirement for extensive distributed hydrogen refuelling stations. We look forward to working with our partners to deliver cutting-edge oil-free compressors, which maximise the power density of the hydrogen fuel cells and recover exhaust energy.’’
Project HEIDI represents a significant milestone in the pursuit of a sustainable future in the transportation industry. It is a showcase for the potential of green hydrogen as a game-changing solution for decades to come.
1.How would you explain Aeristech’s cutting-edge compressor technology to a 7-year-old?
We use electricity to push lots of air into hydrogen fuel cells with our compressors. Hydrogen fuel cells use hydrogen, which is the lightest gas on earth, and Oxygen, which is what we need to breathe to stay alive, to make electricity and water.
Our compressors push air, one fifth of which is Oxygen, into the fuel cells. The hydrogen comes from tanks. Our compressors are cutting edge because they are very efficient – that means they don’t waste much of the electricity used to power them.
They also recover energy from the fuel cell exhaust, which means that if the fuel cell is powering a car, it can go further with the same amount of hydrogen when using our compressors.
2. As an expert in investing and in the tech industry, do you have any trend predictions for 2023?
Any company’s valuation that is involved in AI is going to continue upwards. There will probably be a lot of volatility as authorities grapple with how to regulate it.
Electrification is increasing apace, and I expect that there will be some gems in the supply chain that will benefit.
I don’t know when, but I see the oil majors changing direction away from fossil fuels, because if they don’t start using their financial muscle to move towards a more sustainable approach, their valuations will go down as there will be more and more investors that don’t want to hold shares in them for environmental reasons.
3. Things that are revolutionary about the HEIDI project?
We’re currently developing compressors with energy recovery directly from the fuel cell to be adapted for the HEIDI application. Technology like this is new and we’re unaware of any similar systems currently in play.
Bramble Energy has a patented method of making fuel cells using technology from the PCB industry. This has the potential to be a game changer cost-wise.
Retrofitting hydrogen fuel cell powertrains to existing buses means the technology can be in play at far less cost than building the hydrogen fuel cell buses from scratch.
4. One common misconception that people have around sustainable energy is? People sometimes think that there is a singular solution to the energy problem. When I explain about Hydrogen Fuel Cells, people often want to compare it to battery electric and ask which is better. The question isn’t about which is better, but rather which is best applied to which situation. To solve the energy crisis, we need all the solutions working together.
5. As CEO of a well-renowned company, what is that one piece of advice you’d offer to someone starting off on their entrepreneurial journey?
It’s difficult to boil it down to just one thing, but if I’d have to it is to fail fast. You’re never going to get everything right first time, so it’s better to discover your mistakes as soon as possible so that you can rectify them. Never go for perfection on a first pass, just get something working. It’s something that good venture capital investors know very well.
Although most people would agree large corporations must be more sustainable, they often overlook the role of smaller companies in protecting the environment. Small and midsize businesses make up most enterprises worldwide. Collectively, they play a huge part in affecting air and water quality, global energy use and waste generation. Here’s how they can be more sustainable.
Managers should make sustainability part of workplace culture to ensure employee participation. Business leaders should emphasize the importance of recycling, saving energy and reducing waste. They should also go a step further and make these actions easy.
For example, installing a water bottle filling station encourages people to use
fewer plastic alternatives. Making recycling bins accessible helps workers dispose of their waste properly.
Additionally, people often act more sustainably when they’re well-informed. A 2017 study found that when people read signs about water conservation in their neighborhoods, they watered their lawns up to 61% less frequently than in communities without signs. Posting information about energy and water conservation in the office could have a similar effect.
The easiest way to be
sustainable is to directly incorporate environmental, social and corporate governance (ESG) frameworks into the business plan. There are many frameworks from which to choose. For example, over 80% of the world’s 250
largest companies use the Global Reporting Initiative ESG framework, and around 10,000 businesses are part of the Carbon Disclosure Project.
New business owners should use ESG frameworks to focus on making ethical products and paying their workers a fair wage. They should ensure the companies involved in manufacturing, supplying and shipping their products have values aligned with their mission statements.
Additionally, business owners should set emissions targets and aim to source their products from net-zero suppliers. They can use specific, measurable, achievable, relevant and time-bound (SMART) goals to help them achieve their environmental mission.
Focusing on ESG does more than boost sustainability — it also attracts eco-conscious customers and inspires long-term brand loyalty. A 2022 study also found that over 40% of U.S. shoppers would pay more for sustainably sourced products at the grocery store.
This finding highlights a growing trend among consumers, which is that people are increasingly holding businesses accountable for their choices. Many customers have begun deliberately choosing ESG-conscious brands over cheaper options. Therefore, a company with sustainability built into its plan will likely have an edge over competitors.
Small and midsize brands can dramatically improve their sustainability with renewable energy. Solar panels are an obvious choice for many companies looking to lower their costs and carbon footprint. Because governments often subsidize solar power, many businesses can afford photovoltaic panels for the first time.
Some businesses also take advantage of wind power. Offshore turbines generate less electricity than onshore wind but are cheaper and easier to build. Onshore turbines generate substantial power and have
relatively low energy transportation costs. Both can be excellent choices for companies looking to be more sustainable.
Geothermal energy is another green option. It comes from underground, making it a much more stable energy source than wind or solar since it’s less subject to climatic conditions. Many businesses use geothermal energy to generate electricity or directly heat the building.
Expecting never to harm the environment is unrealistic. Setting a goal of creating zero emissions, generating no waste and building in a location without any ecological impact is downright impossible. It can also lower employee morale because it sets unreasonably high standards.
Instead, many businesses purchase carbon offsets to mitigate their environmental impact. Companies may browse a portfolio of projects and choose one that aligns with their mission statement. For example, they might sponsor an organization that plants trees, builds solar farms, restores degraded ecosystems or provides clean water in underserved areas.
Carbon offset projects shouldn’t serve as free passes to wreak environmental havoc. Instead, they should make up for small, inevitable contributions to climate change and ecological damage, like building a parking lot or painting an office building. Carbon offsets allow companies to do more good than harm.
Reducing waste is one of the best ways small and midsize businesses can be more sustainable. It takes many forms, including unused food, extra packaging, and fuel used while a vehicle is idling or driving an inefficient route.
Companies should look for small ways to make a big impact in this area. For example, office managers can place recycling and composting bins in high-traffic areas. Instead of styrofoam — which takes roughly
A 2022 study also found that over 40% of U.S. shoppers would pay more for sustainably sourced products at the grocery store.
500 years to break down — coffee shops can provide paper cups.
Businesses should also consider letting employees work remotely, even if just once a week. This improves air quality by cutting down on vehicle emissions. Allowing the entire staff to work from home also saves energy for building owners in the form of lighting, heating, cooling and water usage.
From decor to stationery, the average business contains many products that could be more sustainable. For example, companies can buy recycled paper for printing. Instead of using plastic trash bins, file organizers and pen holders, office managers can choose metal, glass or wood versions.
Furnishing the building also presents a great opportunity to make sustainable choices. Rather than buying chairs or desks made of plastic or virgin wood, business owners can choose furniture made of bamboo, metal or reclaimed wood.
Cutting down on energy use bolsters sustainability, and there are many ways to do it. For example, office managers can program the building’s thermostat to shut off overnight automatically. They can replace outdated, energy-hungry hardware with newer models that use less power and install smart LED bulbs that turn off when the building is unoccupied.
Better insulation can also make a building more energy-efficient. Sealing the cracks around windows and doors, using curtains to block sunlight and installing thicker windows go a long way toward reducing power use.
Businesses can install low-flow sinks and toilets to reduce water waste. They can also incorporate native plants — which need minimal irrigation — into the landscaping to use less water for gardening. This can improve sustainability by supporting the local ecosystem.
There are countless ways for businesses to be more environmentally and socially responsible. Often, all it takes is making small changes that require little effort on the business owner’s part. Multiple small and midsize companies that collectively become more sustainable can change the world.
Adopting an integrated approach can help to identify solutions that may otherwise get missed.
By Carina ManitiusThe world’s thinking around nature has changed drastically over the last five years. Historic, though still insufficient, amounts of resources have been directed towards addressing the climate crisis, and we have deepened our understanding of the ways in which we depend upon biodiversity and nature more broadly.
While this evolution in thinking is welcome, current approaches treat climate change and biodiversity loss as two separate and distinct challenges, despite historical evidence of their close interconnection.
More than 250 million years ago, the Earth experienced its largest ever mass extinction event, known as “the great dying”, which wiped out 95% of life on Earth. Nature did not recover for the next 10 million years.
New studies into its causes have identified two familiar culprits: global warming
from increases in carbon dioxide levels — unlike today, due to natural causes from volcanic activity — and a period of increased biodiversity loss. Together, these crises pushed ecosystems to a tipping point, causing them to collapse. This calamity demonstrates the fundamental connection between the climate and biodiversity.
Today, the Earth is again at a tipping point — temperatures are rising at the fastest rate in recorded history and scientists warn that we are already living through the sixth mass extinction. If we want to avoid another system-wide collapse, we need to approach these crises in a holistic way, one which appreciates the climate and biodiversity as intricately and inextricably intertwined — part of one natural system, threatened by both climate change and biodiversity loss.
Our current understanding of the risks we face from the climate and biodiversity crises is based on an isolated approach to risk assessment – one which treats the risks created by climate change as separate and distinct from the risks created by biodiversity loss. This siloed approach fails to recognise the ways in which these crises feed into and compound one another, leading to an underestimate of the overall risks faced.
The Earth’s climate and biodiversity systems are deeply interconnected, with the impacts of one crisis magnifying the impacts of the other. For example, climate change is driving an increase in the frequency of flooding in some regions, through both changes in precipitation patterns and sea level rise. At the same time, the degradation of ecosystems is reducing their capacity to act as a natural barrier against floods. Isolated assessments would correctly conclude that both climate change and biodiversity loss are increasing the risk of flooding. However, they would fail to capture the extent to which these risks compound one another, resulting in a
cumulative risk which may be greater than the sum of its parts.
At the same time, biodiversity loss is itself a driver of climate change. Healthy ecosystems act as a carbon sink, storing large amounts of carbon sequestered in organic material over millenniums that would otherwise end up in the atmosphere. As biodiversity loss causes these ecosystems to degrade, the stored carbon is leaked back into the atmosphere, creating an additional source of emissions. The degradation of peatland ecosystems alone is responsible for an estimated 5% of global carbon emissions each year.
By not accounting for these feedback effects and compound impacts, siloed approaches do not capture the full extent of the risks faced, especially the risk of breaching a collective tipping point which could cause widespread destabilisation.
The way we understand risk frames the decisions we make, especially when dealing with decisions about the future, which is uncertain and constantly evolving. Our understanding of climate- and biodiversity-related risks therefore shapes the way we go about addressing these crises. Our current, siloed approach leaves decision makers with
an incomplete and underestimated account of the risks faced. Decisions based on this siloed understanding may therefore lead to wasted efforts and unintended consequences, leaving us stuck with “solutions” which leave us no better off.
For example, most scenarios for hitting our climate targets look only at the impact of interventions on climate change, without considering their biodiversity impact. These scenarios depend heavily on negative emissions technologies such as bioenergy with carbon capture and storage (BECCS) — the idea that we can grow plants, absorb carbon from the atmosphere, burn them to generate energy, and capture the carbon to be permanently stored underground.
While such technologies may indeed reduce carbon levels in our atmosphere, the associated land requirements would threaten to deepen the already severe biodiversity crisis. By not accounting for the biodiversity impacts of BECCS, existing scenarios are not capturing the true net impact of such an intervention.
There is immense benefit to be gained from adopting an integrated approach to climate and biodiversity, as doing so can help to identify solutions that may otherwise go unidentified or undervalued.
For example, increasing the recyclability of materials reduces the energy required to create new products, reducing emissionsa win for climate. Increased recycling also reduces the demand for additional raw materials extracted from nature — a win for biodiversity. If these benefits are taken in isolation, the intervention may be considered too costly, but when considered together under a holistic approach, it becomes a no brainer. This is especially true when co-benefits beyond nature are also considered, such as benefits to businesses (reduced costs), consumers (lower prices), or human health (reduced pollution). Recycling is just one example of many solutions which present this type of win-win-win opportunity.
Forward-thinking policy makers and regulators recognise these benefits and are already moving towards a more integrated approach. The European Commission is set to implement the first set of European Sustainability Reporting Standards (ESRS) in June. The standards will require 50,000 large companies to report sustainability-related performance metrics and targets. The standards go beyond greenhouse gas
emissions to include biodiversity, pollution, water, and other resource use.
The Taskforce on Nature-related Financial Disclosures (TNFD), a market-led initiative developing a voluntary disclosure framework for nature-related risks, is also adopting an integrated approach. In developing its framework (to be released in September), the TNFD has included the “climate-nature nexus” as one of its key principles.
The approach of both the ESRS and TNFD indicate that the direction of travel is towards integrating climate and nature. Businesses who fail to do so may, therefore, get caught playing catch-up or miss out on substantial opportunities.
While the need to adopt an integrated approach to climate and biodiversity is clear, there remain challenges with implementation. The methods and data needed to assess biodiversity-related risks are still a work in progress and are less developed than for climate-related risks, which have received far more attention in the preceding decades. At the same time, while there is awareness of the interlinkages between climate change and biodiversity loss, there is need for increased resources to be dedicated to better understanding them.
Despite these challenges, progress is being made. Organisations such as the World Bank, the International Institute for Applied Systems Analysis (IIASA), Principles for Responsible Investment (PRI), and others have begun developing scenarios which include both climate change and biodiversity loss. At the same time, the TNFD is developing more clear methodologies on how to assess nature-related risks and guidance on integrating climate into that assessment. Businesses looking to adopt an integrated approach can align with these initiatives.
More than 250 million years after “the great dying”, the Earth again finds itself at a perilous tipping point. However, this time the changes are human caused, meaning we possess both the power and the responsibility to stop the worst from happening.
If we want to do so, it is clear we need an integrated approach — one which recognises the interconnectedness of our natural systems and our position within them. The benefits of doing so are clear, and the stakes could not be higher.
“More than 250 million years after “the great dying”, the Earth again finds itself at a perilous tipping point. However, this time the changes are human caused, meaning we possess both the power and the responsibility to stop the worst from happening.”
Recycling and waste management company, Recycling Lives, has published its first ESG report - underpinning its commitment to Environmental Social Governance (ESG) and the circular economy.
The report includes the firm’s sustainability results from the year, demonstrating how Recycling Lives is responding to the challenges faced by climate change, and its progress in environmental innovation and social impact. The report references the Global Reporting Initiative (GRI) core standards and against scope 1, 2 and 3 emissions for the reduction of greenhouse gasses in 2023 and beyond.
Key highlights from 1 March 2021 to 28 February 2022 include:
• Diverted 91% of waste received from landfill Delivered £28.9m of social value
• Helped 75 ex-offenders secure jobs
• 95% success rate for offenders - where the national average reoffending rate stands at around 60%, Recycling Lives’ report under 5%
• Responsibly recycled 150,000+ cars
• Generated 500,000+ tonnes of high quality shredded steel
Gerry Marshall, CEO of Recycling Lives said: “This first ESG Report aims to communicate with full transparency our sustainability progress to date, our social value achievements and importantly, our ambitions of where we want to be in the future. It highlights how sustainability – both people and planet - sits at the heart of everything we do, effectively holding ourselves to account to ensure our brand promise of ‘Good Business’ is maintained – a successful, profitable business which isn’t at the expense of the environment or society.
“I’m proud of the progress we’ve made so far in terms of our sustainability pillars as well as commercially – it’s all part of our ongoing drive to keep improving everything we do. This first report highlights the strong foundation for the company’s continued evolution and provides a platform to build from year on year.”
Recycling Lives had social value as its primary focus since its restructure in 2008.
With the introduction of its embedded brand strategy comprised of three core pillars (Social Value, Environmental Innovation and Commercial Aspirations), the company has evolved and grown to show that it is possible
“This first ESG Report aims to communicate with full transparency our sustainability progress to date, our social value achievements and importantly, our ambitions of where we want to be in the future.”
to have a commercially successful business which benefits both people and the planetunderpinned by transparent governance.
As the UK’s largest car de-polluter and a company on a mission to continuously improve efficiencies across all processes, Recycling Lives is committed to driving its sustainability journey forward by investing in R&D for ground-breaking and award-winning solutions. The company does this running 100% of its operations on renewable energy.
One example of such commitment is the development and scale-up of its Energy from Waste Solution, which creates green energy and sets the company on track for ZERO
Automotive shredder residue (ASR) landfill within four years. The first commercial-scale plant looks set to be in action by the end of 2023, providing power for its facilities, and expanding across other main plants during 2024 and 2025, with a goal to provide excess power back to the grid. It is the same Energy from Waste solution that will see decommissioned EV batteries provide power banks, leveraging residual power to store power for business operations.
Other key initiatives include a unique collaboration with Renault Trucks to pioneer the UK’s first 100% electric skip transporters in a step to decarbonise its fleet. The two 19 tonne E-Tech DZE trucks have the capacity to complete a full day’s work on a single charge with zero tailpipe emissions and low traffic noise - and were awarded the Quiet Logistics Award at the 2022 Noise Abatement Society for this very reason. These features mean the trucks are well suited to cities with Ultra Low Emission Zones (ULEZ), and their low sound output makes them ideal for use in urban areas where noise pollution is a problem.
The firm is also set to open a new battery treatment and sorting centre, having re-
ceived ABTO (Approved Battery Treatment Operator) status from the UK government in December. The state-of-the-art site will set the new industry standard for collection, storage, and sorting of all battery typeswith full traceability of each cell’s life journey from source. Just another example of the environmental initiatives Recycling Lives is working on.
THE ‘S’
With social value at its heart, the Recycling Lives business model focuses on creating long-term positive social impact that changes lives. The company’s rehabilitation programs provide meaningful employment, structured support, and skills development for those in the justice system, ex-offenders, and disadvantaged groups. The approach helps to guide those transitioning back to society from custodial settings, developing independence for a self-sufficient path forward.
While helping people rebuild their lives, the business is also helping to lower re-offending rates and contribute to the stability and economy of local communities. Recycling Lives’ work with the Justice system is UK-wide, with the company’s average re-offending rate
sitting under 5% - the UK national average re-offending rate is circa 60%.
THE ‘G’
While environmental and social considerations are of huge importance, Recycling Lives is committed to continually monitoring and measuring progress, with governance serving as a platform for the firm’s decision making and continuous improvement. Last December, Recycling Lives achieved B Corp certification – an acknowledgement of the company’s dedication to each aspect of E, S and G.
Recycling Lives’ significant growth can only serve as a testament to the company’s bid to drive a commercially successful business, with a greater purpose of delivering social and environmental value. By embedding a holistic approach and actively contributing towards a better future for the planet, in its own words, doing good can indeed deliver ‘Good Business.’
Recycling Lives full ESG report here can be accessed here:
Time to holiday? In the planning stages, we as consumers are increasingly prioritising sustainability and authenticity as important criteria in our decision-making. Yet how do we know what really is sustainable and authentic? Who do we trust? In this blog, I explain what makes ethical, responsible and sustainable tourism, outline the issue of “green-washing”, and the ever-present global problems and wrongdoings committed by the “greatest” travel companies, which unknowingly we may be exacerbating.
“Authentic” and “sustainable” have become industry buzz words in recent years. They have become so overused, I question do we even know what these mean anymore, or are they exploited for marketing purposes?
According to the Sustainability in Tourism Report by Booking.com in November last year, 87% of all tourists want more sustainable travel options and 67% are willing to spend at least 5% more on their trip if this ensures the least possible impact on the environment.
Latest research also indicates that rural destinations, so-called “workcations” (remote working vacations), and extended lengths of stay (7 days+) have escalated up the consumer agenda. The change in consumer behaviours is a positive move towards more sustainable choices, including increased demand for “sustainable” certified accommodation.
Sustainability by its very nature is defined as the ability to be maintained at a certain rate or level over a period of time. In 1987, the United Nations Brundtland Commission defined sustainability as “meeting the needs of the present without compromising the ability of future generations to meet their own needs.”
Sustainability is a lot more than just nature and carbon. Booking.com published their Sustainability in Tourism report... still the emphasis is on protecting the natural environment, waste reduction and preserving wildlife and natural habitats. There was no mention of the impact of tourism on people.
When over-tourism and its devastating impacts locally are dominating academic research and press, it begs the question, why are large companies being blind still pursuing mass tourism? The best leaders are recognising that if business continues to behave immorally, consumers will turn their backs, and business will nosedive.
There are four key problem areas: over-tourism, extractive economy, loss of identity and gentrification or so-called “touristification”.
To many of us holidays are a luxury, and we’re very fortunate that we get to experience different cultures, learn how others live, relax and enjoy their way of life. If we go and stay in a 4* or 5* chain hotel all-inclusive in the Canaries, how are going to learn about another culture when the hotel looks like it could be anywhere in the world, and the hotel is filled with Brits?
In the short term rental market, under no circumstance should anyone lose their primary home solely to accommodate holidaymakers or investors wanting to earn a hefty income from their property, alienating the locals, dominating and rewriting the culture and traditions in the destination. By pushing out the locals and their customs, you are changing the identity of neighbour-
hoods, displacing and pushing populations out to the suburbs or further afield.
Imagine a farmer or a gardener cutting all the crops down and not planting new ones...
Ultimately we are talking about people’s feelings. If this is the impact tourism is having on an area much loved and long lived and enjoyed by locals, they increasingly become resentful to the way the place they once called home is being “used” / exploited for shallow interest and pleasure of tourists who may stay for a night or two.
Between 2013 and 2016 cruise companies saw the income potential and decided to scale up their boats to carry 4900 passengers instead of 1250. They would arrive all at once into Dubrovnik Old Town.
This raises the number of one-day visitors who, disputably, exploit the city as an ‘attractive visual backdrop’, just wanting the perfect photo for their Instagram, instead of showing interest in the city’s culture and cuisine. Here visitors’ experiences provide ‘marginal’ benefit for the Dubrovnik area given the negative social costs left behind. As of 2017, the local population living in the Old Town had fallen to 6% of Dubrovnik’s total population of approximately 28,000, and continues to suffer significant depopulation.
“When over-tourism and its devastating impacts locally are dominating academic research and press, it begs the question,why are large companies being blind still pursuing mass tourism? The best leaders are recognising that if business continues to behave immorally, consumers will turn their backs, and business will nosedive.”
The Old Town now features on the List of World Heritage Sites in Danger and was a co-founder of the Civil Society Network of Historical Cities of the Eastern Mediterranean, along with Venice, Crete, Corfu, Rhodes and Cyprus. They came together in 2018 to attract large scale attention to the devastating impact of over-tourism on the famous cities of outstanding beauty and cultural significance, as well as on the lives of locals.
The United Nations proposed their Sustainable Development Goals as “the blueprint to achieve a better and more sustainable future for all. They address the global challenges we face, including poverty, inequality, climate change, environmental degradation, peace and justice” but it seems too few are taking note.
I attended the World Travel Market Conference back in November at the Excel London. I listened into the industry sustainability keynote discussions. The common question among big industry bosses: “Are we doing enough?” “Are we moving fast enough?” They said “no”.
Looking at the state of tourism globally, they agreed what the world needs is focus on people over profit, developing a fair
approach to business, and creating genuine local experiences and engagement for visitors. Again, industry leaders of our best known travel companies and booking platforms observed that businesses were lacking, but were they prepared to walk the walk?
As lead for Fairbnb.coop in the UK, and Local Ambassador in Essex and Suffolk regions, I am now representing the internationally recognised “best platform for communities” (Telegraph 2022).
Fairbnb.coop is a sustainable community-powered tourism solution that allows the travellers to direct 50% of the platform standard commissions to social projects or charities in the community, through their accommodation and experience platform.
We offer an alternative platform that prioritises people and our planet over profit, adopting a circular economy and financial redistribution model. The platform allows hosts and guests to connect for meaningful travel and cultural exchange, while minimising the cost to communities, supporting those whose work addresses real time societal challenges. c
Sustainable Business Magazine talks to Cameron Plese, the Roundtable on Sustainable Palm Oil’s Head of North America. He tells us all about why the organization exists and what it’s doing to push forward global standards on sustainable palm oil production.
Palm oil has received a lot of bad press. That’s largely due to the industry being associated with large scale deforestation and land conflict with local and indigenous communities. However, palm oil is also a widely used and integral ingredient for a diverse range of products across the globe. That’s why the Roundtable on Sustainable Palm Oil (RSPO) was set up. It is a global non-profit that’s seeking to instil confidence back into the palm oil sector through a rigorous and universally recognized certification system.
Cameron Plese is RSPO’s Head of North America, which is the organization’s fastest growing region. He tells Sustainable Business Magazine about the standards that undergird its activity:
“We are an international membership-based sustainability organization. Our goal is to unite all of the seven sectors in the palm oil industry: from palm oil producers to processers and traders, from manufacturers to retailers, banks and investors, environmental NGOs and social NGOs. We
want to bring them all together so that they can join their voices to deal with this major global issue.”
RSPO was formed in 2004 in response to the pressing need to address global deforestation and human rights issues in the palm oil industry.
“We knew we needed to be industry-specific and bring all these seven sectors together to address what is really at the heart of the issues. We had to ensure that everyone can build a common language, create common goals, and set higher standards.”
Making the production of palm oil sustainable is at the centre of reforming the industry. As a result, RSPO has a certification standard dedicated to the growers in the supply chain, including one for smallholders (small-scale farmers on less than 50 hectares). Then there is another certification system for the rest of the supply chain. Mr. Plese explains more about why these three are so important:
“The RSPO Principles and Criteria are a 164-point criteria for growers. This is revised every five years to ensure that we remain relevant, helping us continue to improve and push growers to be the best they can be. That’s really important because this sector has been around for a very long time, but as many people are very aware, there has been a long history of unethical and unsustainable agricultural and labour practices. By building a common language, we can lift standards higher and foster a higher level of trust within the industry.
“The RSPO Independent Smallholder Standard was developed to take into consideration the diverse challenges of smallholders. It provides a step-wise approach for smallholders to get certified to produce sustainable palm oil and achieve a sustainable livelihood.
We also have a Supply Chain Certification standard for downstream actors in the supply chain, such as manufacturers, retailers and even food services in the hospitality sector. This is to make sure that companies purchasing palm oil products can feel confident that claims made about Certified Sustainable Palm Oil (CSPO) can actually be verified
throughout the whole supply chain. And this standard is ultimately in place to make sure the end consumer feels confident as well.
“So we’ve got standards for the growers to comply to sustainable agricultural practices, and a separate certification in place to make sure there is trust and verification for everybody making that claim throughout the whole supply chain. In this way, we aim to build a network of trust for everybody.”
North America represents the RSPO’s fastest growing region in terms of CSPO uptake. However,the region with the highest uptake of certified sustainable palm oil is Europe. Palm oil is a much newer product to the North American market and one where the supply chain has rapidly cottoned onto the importance of making it sustainable.
“Importers only started bringing palm oil into North America in the early 2000s, but it has skyrocketed since then,” Mr. Please says. “It’s the newest market to have palm oil at a large scale, and very new to conversations about palm oil sustainability. We’re seeing that grow quickly. In 2017, the region had only 350 RSPO members.
“Fortunately, because it’s a region that’s newer to production, it’s been able to start its journey with RSPO standards already in place. It only began about 15 years ago, when growers in Colombia were the first to get their certification.”
Today, we’ve passed 750. We’ve more than doubled in just five years and makeup 13% of the global RSPO membership. We’re at the point where 82% of all palm oil coming into North America is covered through one of our four RSPO supply chains. That’s an increase from 57% in 2019. That’s really exciting growth.”
Mr. Plese goes on to elaborate his role in this process:
“My role is to work with these 750 members, help them set sourcing policies and commitments in alignment with the RSPO Standards, challenge them to set very aggressive targets, and then work with them in following through on those commitments. We want to make sure everybody is coming along in action together, so that we can continue pushing this region further and faster.”
With this in mind, Mr. Plese was keen to talk about the recent RSPO Inter-America Conference:
“In palm oil, conversations often focus around South East Asia, and rightfully so. That is where 85% of palm oil is grown and produced, and it’s also an area of very large consumption. However, Latin America is increasingly becoming more important for the global sustainability conversations. Latin America is now an up and coming region for palm oil production.
“Fortunately, because it’s a region that’s newer to production, it’s been able to start its journey with RSPO standards already in place. It only began about 15 years ago, when growers in Colombia were the first to get their certification. Currently, 35% of all palm oil produced in Latin America is
“We really don’t have much time with all of these issues. We need to have a lot of urgency to solve them. The only way we can do that is by convening everybody together as much as we can.”
RSPO Certified. That’s much higher than any other region in the world. Today there are 37 certified growers in eight counties across Latin America. They are now the leaders in terms of how much of their overall growth is certified sustainable. Meanwhile, North America is quickly going from being new in the palm oil to becoming a leader in sustainable sourcing as well.
“The theme of the conference was moving from emerging markets to market leaders. We are very clearly leaders in sustainable palm oil and we need to step into this role aggressively to figure out what can we do with this success. We want to spread the lessons that we’ve learned to other regions, so that those regions can grow even faster in their success with sustainable palm oil. Celebrating, but pushing the urgency to do more and do it faster.”
The conference ended with a call to action for Latin America to grow from 35% to 50% of certified palm oil production by 2028 and North America to increase from 82% to 100% certified sustainable palm oil uptake by 2028.
“Both regions will find it increasingly important to achieve higher levels of sustainability as government regulations contribute to more sustainable markets. The European Union recently adopted the deforestation-free regulation which covers seven commodities, including palm oil, and the UK has their own legislation as well. Following in Europe’s footsteps, several states in the US, and on a federal level, the Forest Act, is under discussion and will forbid entry into the U.S. any products that are linked to deforestation.
“As the RSPO members are being called to demonstrate higher levels of sustainability, NDPE compliance (No Deforestation, No Peat, No Exploitation), greater accountability, and enhanced traceability, we are convening our members to discuss how to conduct proper due diligence while also continuing to push further for sustainability through the adoption and implementation of the RSPO Standards. We want to continue being leaders in sustainable palm oil and share lessons learned with other regions to grow our global impact.”
Sustainable Business Magazine speaks to Mala Baliraj, CEO of Massy Wood Group Ltd. (Massy Wood) in Trinidad and Tobago. She explains how the company’s energy sector services are seeking to change the way sustainability is understood in the nation.
Twenty years ago, a 50/50 joint venture was formed between the Energy division of Trinidad and Tobago’s largest conglomerate, Massy Holdings Limited and Wood PLC, a global leader in consulting and engineering across energy and the built environment. Today, through this strategic partnership, Massy Wood offers a wide range of integrated services in the energy sector across local and regional markets..
CEO Mala Baliraj outlines where the business is today:
“Massy Wood is an integrated energy services provider with core competencies in engineering, procurement, construction and construction management, fabric maintenance and welding and fabrication.
Since our startup in 2003, with less than 25 employees and one small office located on Lady Chancellor Road in Port of Spain, Trinidad, we have grown significantly to over 800 employees occupying five office locations across Trinidad and Tobago and Guyana. Our offices are ofttimes strategically located in close proximity to our clients for ease of collaboration and access to operations sites.
Safety is our core value and a crucial part of our company’s foundation. We continue to work hard on sustaining a strong safety culture as evidenced by our milestone achievement of over 43 million safe man hours without a Lost Time Incident (LTI). People, quality, ethics and passion follow on as values that define the way we operate, treat our people and deliver value-adding solutions to our clients. Passion, though an uncommon core value, is defined as “bringing the you, into what you do. This is important for us when considering the way we deliver as individuals across our various functions.”
Trifactor is deeply involved in the renewable energy and industrial sectors, operating primarily in Trinidad and Tobago. We’re thrilled to announce our expansion into the regional area, as we continue to make a positive impact. With strong technical support and a results-driven mindset, we have complete confidence in our role as a reliable supplier and contractor for any renewable energy project.
We have collaborated with esteemed international partners, such as the United Nations Development Programme and the European Union Delegation to Trinidad and Tobago, and have successfully installed four generating systems. Additionally, we are currently working on a 21.8kW installation for Massy Wood Group. Over the past few years, we have designed, supplied, and installed over thirty off-grid solar systems, ranging from 520W to 10kW, in various parts of Trinidad and Tobago. Our focus has been to provide affordable power solutions to rural areas, benefiting homes and agricultural regions.
The safety track record is an important feature of Massy Wood. It not only shows how the company cares about its employees, but also illustrates just how much work has gone in to establishing a culture, and not just a system of safety.
“Our safety track record of 43 million safe man hours truly demonstrates our robust health, safety, security and environment (HSSE) culture,” Ms. Baliraj explains. “There is not only a lot of focus on our safety processes, but also on influencing and encouraging safe behaviours throughout our operations across our 800+ employees.
To maintain our cultural safety, we rely heavily on our frontline personnel. This means ensuring that we are training and refreshing our frontline leaders and employees and, rewarding and recognising good performance. Building a strong safety culture therefore means quickly and proactively identifying and addressing unfavourable actions and reinforcing positive behaviours.
Furthermore, we take great pride in being one of the leading suppliers of solar water heaters. With over fifty installations of 100L, 150L, 200L, and solar pool heaters, we have made a significant impact in this field. Another notable achievement is the successful supply and installation of ninety-five 40W Solar Perimeter Lights for UWI Open Campus in Chaguanas, illuminating their premises with sustainable solar energy.
At Trifactor, our team has built a reputation for competence and excellence in our respective fields. We aspire to be the industry leader, not only locally but also internationally. Our vision is to establish a self-sustaining and profitable organization, and we are committed to turning this dream into reality. With unwavering dedication and genuine passion, we assure you that we will deliver on every project we undertake.
20 years in a very high-risk environment means an even greater focus on leading indicators and, most importantly, avoiding complacency. To do this, we have a long term HSSE strategy that is reviewed annually to ensure alignment and consistency with that of our business strategy.”
This committed focus on safety is replicated in Massy Wood’s approach to environmental sustainability. At present the company is working towards the ISO 20400 certification in sustainable procurement.
“We are focused on moving towards global sustainability standards throughout our operations,” says Ms. Baliraj. “Becoming more aligned with the ISO 20400 standard is part of our sustainability strategy for the next two years. However, as you can appreciate with ISO standards, we must demonstrate that we are operating at that level before applying for the certificate. A lot of effort is therefore going towards reaching this benchmark. We believe we have a robust framework in place to achieve this and have drawn on the resources of our parent companies to develop a viable approach that will meet international standards.”
“We are focused on moving towards global sustainability standards throughout our operations,” says Ms. Baliraj.
“Becoming more aligned with the ISO 20400 standard is part of our sustainability strategy for the next two years.”
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Ms. Baliraj says that Massy Wood has utilised the global expertise of its parent companies to establish its wider commitments to sustainability as well:
“Sustainability has been at the forefront of our business over the last five years and the foundation of this journey is built on Wood’s three pillars of sustainability: people, planet and profit. Massy Wood’s annual sustainability plans are developed and supported by these pillars to guide the execution of all our sustainability initiatives.
“For example, conservation initiatives aimed at preserving the environment is crucial, particularly as we live on an island. Within the last year, we have conducted a beach clean-up exercise where we partnered with our employees and other environmental institutions to collect over
“We continue to seek ways to manage and reduce our carbon footprint across our operations. At our Debe integrated facility, approximately 850 sq. meters of solar panels will be installed on the rooftop of one of our warehouse buildings to support its power usage.”
500lbs. of garbage along our Chaguaramas coastline. There was a great turnout of volunteer employees, friends and family. It was an uplifting experience for everyone involved. We also coordinated turtle-watching tours and encouraged our employees and their families to participate, so that they can be educated on this very unique conservation initiative and further develop an appreciation for our environment.
“With regard to carbon reduction initiatives, we continue to seek ways to manage and reduce our carbon footprint across our operations. Currently, we have embarked on a solar panel project at our integrated facility in Debe, where approximately 850 square meters of solar panels will be installed on the rooftop of one of our warehouse buildings to support its power usage. We
expect to be completed by Q3 this year. This solar project is Massy Wood’s first and somewhat of a legacy maker for us. We plan to build on it and explore other renewable energy sources, taking full advantage of the abundant sun and wind, given the region’s natural conditions.”
Massy Wood is proud of its roots in Trinidad and Tobago. One way it shows this is through social responsibility initiatives that give back to the communities which have helped the company to thrive. When Sustainable Business Magazine last spoke with Massy Wood, Ms. Baliraj highlighted its Boys to Men program, which helped male youth develop as role models and responsible leaders in their community.
This time, the CEO highlighted a very different initiative that Massy Wood is engaged with:
“Over the past 15+ years, Massy Holdings has partnered with social impact organisation, United Way Trinidad and Tobago, in their annual National Day of Caring initiative. All Massy companies get involved to identify community-based projects across the island that brings together employee volunteers alongside their families and loved ones, as well volunteers from partner companies and community organisations. These volunteers commit one day, labouring in love, to impact the lives and livelihoods of persons in our communities.
“This year, Massy Wood identified two refurbishment and enhancement projects in our new catchment community of Debe / Penal, having recently moved our major operations to this location. We refurbished one of the outdoor multi-purpose sporting facilities at the Debe Secondary School and enhanced the audio-visual instruments at
the Lady Hochoy School in Penal, for children with varying cognitive disabilities.
A lot of these schools in rural communities do not receive the consistent level of attention required. For Massy Wood, these are the schools we target to apply our resources and efforts to truly make a lasting impact on the institution and lives of the children.”
It is clear from the Boys to Men project and the participation in United Way’s National Day of Caring that Massy Wood remains keen on getting involved in a wide range of community aid projects.
As Ms. Baliraj explained, Massy Wood is a company that plans years ahead. It should therefore come as no surprise that it has a pretty focused vision for where the company will journey over the coming years.
“What you can expect from Massy Wood over the coming years is more on the way we continue to learn and adapt in a rapidly
changing market,” the CEO says. “We are in a very dynamic industry that places a lot of pressure on the energy sector in Trinidad and Tobago to lead the way in efforts to combat climate change, social inequity and economic stability.”
“We want Massy Wood to be at the frontline in those efforts. We want to partner with key clients and set the stage for strategies like decarbonisation, contributing not only to our own carbon footprint, but also helping others do the same. Sustainability is far from the lips of most people in Trinidad. There is much learning and awareness building to take place before the idea becomes a fluent conversation. For now, Massy Wood has the ability to influence a national agenda and that is a mutually rewarding opportunity for all involved.”
With its first solar project well underway and, with its deep belief in social upliftment, Massy Wood is already well positioned to fulfil its desire to lead the national conversation. Ms. Baliraj concludes with a firm commitment to the future of people, planet and profit:
“In the future, we want to have a major influence not only through our clients, but also in the national space. The energy sector is the engine of the future and we endeavour always to learn, contribute and impact the region’s journey of energy security towards energy transition.” c
“In the future, we want to have a major influence not only through our clients, but also in the national space. The energy sector is the engine of the future and we endeavour always to learn, contribute and impact the region’s journey of energy security towards energy transition.”
Today’s industries are facing a dual challenge. They need to meet the growing demand for resources from an expanding global population (10 billion by 2050) and to raise living standards for those that are currently under-served. With more than half of the world’s population projected to be in the middle class by 2030, levels of demand will surely hit unprecedented heights. The Energy Information Administration (EIA) is already projecting that global energy demand will grow by 50% by 2050.
Simultaneously, there is the urgent need to meet sustainability goals for the good of the planet, by supporting the energy transition and decarbonising to achieve net zero by 2050. The pressure is on to redress the balance and become more sustainable. So how can organisations demonstrate the steps they are taking to make optimal use of limited resources?
One key way is through accelerating digital transformation initiatives to keep sustainability targets on track.
The technologies of carbon capture and storThe technologies of carbon
capture and storage (CCS) will be key. Worldwide, the number of carbon capture projects has exploded in recent years, with 35 commercial installations – including many in Europe – in operation or under construction, and more than 200 others in development, including several at very large scale.
The uptick has been driven by significant investments and incentives from governments globally. Driving much of that investment is the long-term goal of carbon capture technologies to remove millions of tons of CO2 from the atmosphere. Broadly speaking, carbon capture systems work in one of two ways. Firstly, point-source systems remove CO2 from industrial flue gases before it enters the atmosphere. The second technology is direct air capture (DAC), which removes CO2 directly from the atmosphere using large fans and chemistry. This is at lower concentration than carbon capture, but whereas CCS could enable a company to hit zero emissions, DAC could, by removing more carbon that a company emits, give it a lower-then-zero profile, which is what the UN terms “carbon removal”. These technologies have become
more efficient and can give businesses a 20% reduction in emissions.
Once captured, the CO2 can be compressed and transported to other locations for carbon capture and utilisation (CCU) or injected into underground storage sites for storage. According to estimates, the projects which have already been announced have potential capacity to eventually remove 550 million tons of CO2 from the atmosphere a year, with an annual value of more than $50 billion.
Currently, however, carbon capture is expensive. The transport, storage and monitoring of captured carbon (sequestered in former North Sea oil and gas fields, for example) are all challenging. For the time being, subsidies and carbon offsets render the costs acceptable, but embedding digital technology is likely to lead to economic breakthroughs.
What tips the balance in favour of greater sustainability is the use of sophisticated modelling techniques using the explosion in data in asset-intensive organisations. Businesses in energy-intensive sectors such as cement, aerospace, fertiliser and steel production can deploy these techniques to chart the way forward, making extremely important strategic decisions about sustainability and carbon-reduction on the basis of evidence and accurate forecasting. This will achieve the right balance between emissions, reduction initiatives and profitability, and take into account the optimisation of energy security requirements – now more urgent because of the after-effects of war in Ukraine.
Able to harness the full potential of data, big carbon-emitting businesses can grasp the full potential of CO2 reduction or capture. They can use software analytics to identify which part of their processes or which assets are responsible for their most significant CO2 emissions.
These are vital insights. It is only once an organisation knows where its biggest emissions come from that it can employ digital predictive models to explore the options for reductions, using insights that support effective real-time decisions.
Data modelling is the difference here because it will also uncover where an organisation is falling behind in energy-efficiency. Somewhat surprisingly, the execution of many large companies is worse than they realise. Digitalisation to make more effective use of energy will hand them 20% gains, reducing emissions while increasing margins.
Carbon emissions initiatives should not
stop there, however. The ambition in manufacturing should be to move to sustainable, low carbon bio-feedstock sources that can further slim down emissions by another 10%. Switching to green electricity or geo-thermal energy is another important step for organisations running on diesel, natural gas or the conventional power grid.
Renewable energy sources and microgrids are also options. Microgrids are flexible, local electricity distribution grids that a company manages directly on-site for maximum efficiency in electricity use and which increase resilience should the public power system experience outages or brownouts and to enable industry to sell excess power into the larger grid. In the longer run, hydrogen could well be a clean alternative to fossil fuel sources. While the economics remain difficult they are improving rapidly and companies like Air Products believe that sustainable hydrogen users will not need to pay a green premium within 5-10 years.
The innovations critical to making carbon capture a viable sustainability solution would not have been possible without the use of digital technology to optimise the design and operation of capture systems.
To gain a full picture of how different carbon capture systems work, Technology Center Mongstad, a leading testing and innovation centre based in Norway, has developed an integrated data collection and modelling system to evaluate the performance of different technologies and solvents and how they can be scaled up. Such systems can provide insights into solvent degradation and reclamation, emission abatement options, control of process temperatures and help target the best points in the emissions stream to remove carbon.
In addition, the centre is working with AspenTech to examine the use of the same models as operator training platforms for carbon capture systems. That training will be critical, given the rapid scale up of carbon capture technology and the role it will play in the global economy.
One of the world’s largest Direct Air Capture (DAC) projects is the Bison Project in Wyoming, which is beginning operation this year at 10,000 tons per year CO2 removal and will reach 5 megatons per year removal by 2030. Founder Bill Gross has credited AspenTech modelling and AI digitalisation for the rapid pace and scale of this project.
It is clear digital technology and optimisation have a significant role to play in accelerating the commercialisation of carbon capture technology. For firms in capital-intensive industries to reach their net zero targets, it makes sense for companies to work towards optimising capture and storage together.
From evaluating possible storage sites to optimising designs, to developing effective execution plans, digital technologies allow companies to optimise all stages of a project, and to monitor carbon stored underground. Digitalisation will transform how companies adapt and incorporate radical new carbon reduction techniques – from conceptualisation to design, implementation and monitoring.
In addition, digital technology will be essential during the operation of sustainable assets and their carbon management systems, as it enables reliable, transparent, and auditable records of the performance of the carbon capture systems and storage reservoirs.
As the world continues to find ways to manage the effects of climate change, CCUS will prove to be an important tool in that fight, one made all the more critical by the increasing global demand for energy. Ultimately, regardless of where companies are in the journey to net zero carbon, it is important to partner with technology leaders with the expertise to meet the dual challenge by helping achieve critical sustainability goals while driving operational excellence.
By Rick Fox & Racquel Moses
Our islands and communities are at the forefront of the climate crisis. Year in, year out, we have borne witness to more frequent and destructive hurricanes, storms, and disasters. As islanders we have become accustomed to the relative isolation that our lands bestows upon us, and it has provided us with the opportunities to become innovators - to find the right solutions to our issues using the resources available to us. The Caribbean Climate-Smart Accelerator sees this daily as it actively unlocking growth opportunities for organizations and individuals specialized in everything from green hydrogen to smart farming and the blue economy. In the journey of creating the world’s first climate smart zone, the inherent need to rethink construction becomes a necessity.
As the world moves towards more sustainable development, regions like the Caribbean - where adapting to climate change is a matter of survival - are paving a path for the rest of the world to follow. Through action today - they are seeking to future-proof their communities, and develop industries and technology that can drive future economic growth. One of their key focus areas is housing, and building resilience by creating circular systems that prioritize self-reliance.“Everyone has a fundamental human right to housing, which ensures access to a safe, secure, habitable, and affordable home,” notes the United Nations, “Housing is more than just a roof; it’s the opportunity for better lives and a better future.”
As such, strong sustainable housing must be seen as a long-term asset for Caribbean communities.
The built environment represents one of the most important emissions sources in the world, roughly 40%. An important element of our climate adaptation is to improve our infrastructure across the Caribbean. Likewise, globally industrial waste is a key issue that is not easily resolved - and therein lies an opportunity to innovate. Following Hurricane Dorian in 2019, Partanna was founded with the intention of providing lasting sustainable housing in the region. By recycling steel slag and brine you are able to create a carbon-negative concrete that absorbs CO2 as it cures in production, and continues to do so throughout its lifecycle. Partanna’s carbon-negative concrete has the potential to revolutionize the global construction industry.
Launched at the UN’s 2022 Climate Conference in Sharm el-Sheikh, Egypt, Partanna has a goal to provide affordable, durable sustainable housing solutions for countries on the frontlines. Currently, Partanna is working with the Government of the Bahamas to deliver 1,000 homes, and has recently partnered with the CCSA to explore more opportunities across the Caribbean. Creating a market
for sustainable housing in the region also opens the door to build on the emerging green jobs sector, further promoting the resilient economic model the Caribbean is capable of embracing. Partanna’s housing development project will provide at least 1,000 direct and indirect jobs for Bahamians over its duration.
Partanna will also provide training in the new skill sets required to establish the Caribbean as a global center of a new sustainable building materials industry. The UN estimates that by 2030 about 40% of the world’s population, roughly 3 billion people, will need access to adequate housing. “Housing presents an often-overlooked opportunity to address climate adaptation and mitigation solutions in a way that profoundly benefits vulnerable populations,” explains Jonathan T.M. Reckford, Chief Executive Officer for Habitat for Humanity International, “As the world continues to deal with more frequent, more extreme weather events, it’s clear that we cannot tackle climate change without addressing the need for affordable and sustainable housing.” The first step towards providing affordable climate smart housing can start right here in the Caribbean.
The Caribbean has been a leading force in innovative climate action. Our diplomats have represented the region well, from Barbados Prime Minister Mia Mottley’s strong speeches on the world stage, to Antigua and Barbuda Prime Minister Gaston Browne’s leadership of the Alliance of Small Island States (AOSIS), and Grenada’s Simon Stiell appointed as Executive Secretary to the United Nations Framework Convention on Climate Change (UNFCCC), we are actively fighting for a better collective future. This is backed up by the work carried out on the ground by entrepreneurs, organizations and government agencies to future-proof key socio-economic sectors and protect our heritage and legacy. While we may be on the frontlines of climate change we are also developing cutting-edge solutions that will benefit everyone in the Caribbean and beyond. c
For further information please visit; caribbeanaccelerator.org partanna.com
“Housing is more than just a roof; it’s the opportunity for better lives and a better future.”
Achieving the UN’s Sustainable Development Goals (SDGs) by 2030 – from improved nutrition to better access to quality jobs and economic growth – cannot be achieved without the support and involvement of the private sector.
Yet, in many parts of the world, businesses lack the resources and expertise needed to adopt the solutions that deliver greater economic, environmental, and social sustainability for their companies, communities and countries.
Addressing this challenge inspired the formation of Partners in Food Solutions (PFS), a non-profit which shares the technical expertise of some of the world’s largest food companies with local food processing businesses in Africa to improve the sustainability of food systems across the continent.
In an encounter at the 2008 World Economic Forum in Davos, former UN Secretary General Kofi Annan pressed Ken Powell, then the CEO of food processor General Mills, to find a way for his company – one of the world’s largest agri-food multinationals –to be part of the solution in addressing food insecurity and nutritional challenges in Africa.
That conversation sparked the development of a program of “intellectual philanthropy” within General Mills, whereby corporate volunteers would remotely share their expertise and insight on specific projects for African food processors – from developing new products to meeting quality standards and assurance.
Before long, the model was expanded into an independent nonprofit, which is now backed by more of the world’s leading agrifood companies, including Ardent Mills, Bühler, Cargill, DSM, Hershey, and The J.M. Smucker Company.
The set-up allows food processing businesses across Africa to tap into the vast amounts of knowledge and experience represented by these multinational companies to address a range of local challenges, which hold back food, nutrition and economic security. Expertise provided by volunteers ranges from product development and manufacturing to marketing and finance.
Furthermore, the unique volunteering model of Partners in Food Solutions also
LINA MILLERS, A PFS CLIENT COMPANY IN TANZANIA, FORTIFIES THEIR FLOUR.
contributes to greater sustainability for Africa’s burgeoning food processing sector across several key dimensions.
In the first instance, the model of intellectual philanthropy undertaken by PFS volunteers supports economic sustainability in Africa, ensuring growth in the agrifood sector is not outsourced to exporters, but is instead led by African companies to benefit Africans.
Through Partners in Food Solutions, companies can sustainably invest in upskilling and equipping the next generation of small businesses in emerging markets, and in particular, food processing companies, which will play a critical role in Africa’s future economic growth. Processed foods are forecast to make up 73 percent of African diets by 2040 yet the continent continues to import billions of dollars’ worth of food to meet demand.
Last year, PFS connected more than 700 volunteers with food companies in 12 countries across Africa, helping businesses to
grow their profits while boosting nutritional and economic security across the continent.
On the ground, the organisation has also managed an apprenticeship program in Ghana that places recent graduates from food technology universities with client companies to gain hands-on experience and build capacity for local leadership. Some 41 percent of apprentices are subsequently hired by the client, and another 37 percent were hired by other local food processing companies.
Secondly, PFS volunteers have supported African food businesses to contribute towards greater social sustainability by addressing the burden of health challenges caused by malnutrition.
Micronutrient deficiency – or undernutrition – is known as “hidden hunger” and impacts millions, particularly across the African continent, with sometimes lifelong consequences. For example, an average of 40 percent of children under the age of five across sub-Saharan Africa face “stunting”,
“Through Partners in Food Solutions, companies can sustainably invest in upskilling and equipping the next generation of small businesses in emerging markets, and in particular, food processing companies, which will play a critical role in Africa’s future economic growth.”
and the significant developmental consequences that result, due to malnutrition.
But volunteers from PFS member companies have been able to support African businesses to scale up food fortification to tackle nutritional deficiencies.
Volunteers at DSM, for example, supported Kenya’s Western Fresh Industries Limited to develop a laboratory and vitamin A fortification for edible oil. Vitamin A deficiency affects a third of all children under five, and almost half of those in Africa.
And experts from Cargill were among those to support Rwanda’s Le Palmier to put together the necessary documentation needed to fortify Cooperative Le Palmier’s palm oil and improve its operations and the safety of its product.
Palm oil is a staple ingredient used across Africa, which consumes significantly more palm oil than it produces, importing nearly 8 million tons of palm oil in 2020 to meet demand. Enhanced levels of vitamin A can help improve the quality of diets in a cost effective and widespread manner through food fortification.
Finally, the PFS volunteering model offers corporate partner companies a way to invest in the sustainability of their own businesses by offering new and rewarding experiences for their employees.
Supporting staff participation in volunteer programs can open the door for greater career and personal growth in-house. Last year, satisfaction among volunteers was more than 90 percent, while General Mills reported that 78 percent of its volunteers developed new or improved skills through volunteering with PFS.
For example, General Mills R&D Scien-
tist Hannah Schwebach was connected by PFS to Graceco Industries, a Nigerian food processing company that was facing challenges with a new product formulation for baby food causing an unwanted sour taste and viscosity.
In addition to improving the new product line for Graceco Industries’ customers, the volunteering opportunity also afforded Hannah the opportunity to work with sorghum, a crop that features widely in African foods, with which she had little previous experience.
Volunteering opportunities allow employees the opportunity to develop leadership and project management skills by working alongside client companies to diagnose and address food processing challenges.
Businesses of all shapes, sizes, and geographies hold the potential to contribute towards the Sustainable Development Goals – yet not all are operating on an equal playing field with the same access to expertise and resources.
The unique volunteering model pioneered by Partners in Food Solutions ensures that the expertise and knowledge of the world’s leading food and agribusinesses can be drawn on to deliver longterm impact for sustainability in traditionally underserved regions, to the benefit of people and planet.
Partners in Food Solutions is a consortium of seven food industry businesses – General Mills, Cargill, DSM, Bühler, The Hershey Company, Ardent Mills, and The J.M. Smucker Company – working together to provide technical and business expertise to entrepreneurial food companies in Africa.
Sustainable Business Magazine speaks to the founder and CEO of Rimm Sustainability, Ravi Chidambaram, about the company’s vision for simplifying and democratising sustainability throughout all market sectors.
Rimm Sustainability is a unique partner for companies in almost any sector. It builds software platforms that provide businesses with the opportunity to monitor their sustainability in detail. By providing the software, alongside training to use it, companies are able to take that information and develop their own frameworks. And because it is available to companies of all sizes, Rimm sees its mission as simplifying and democratising sustainability.
Ravi Chidambaram, the founder and CEO of Rimm Sustainability, lays out this mission in more depth:
“We started around three years ago and we’ve really grown very quickly since we began. Our headquarters is in Singapore, but we also have two international offices in London and Japan.
“We set up as a sustainability software platform with a mission to democratise sustainability and simplify it for companies of all sizes. We believe in serving entire ecosystems and not just the enterprise
companies, which traditionally is where most sustainability activity has been focused. By and large, we’ve succeeded in that mission.
“The platform and toolbox offer users many different solutions, applications, and data around their sustainability performance. It’s tailored to companies of different sizes, ranging from SMEs to multinational conglomerates. We can also customise each package to suit each client because at present there’s no common definition of sustainability, meaning everyone has different requirements. That type of customisation is very important for our business.”
The lack of a common definition for sustainability, and therefore the customisability of Rimm’s platform, is at the heart of the company’s success. Sustainability reporting can be obscure and complicated. The platform makes entering this increasingly important area accessible to almost anyone.
“For smaller companies and SMEs, the goal is really just to get started in sustainability measurements, and the myCSO product is perfect for driving this,” Mr. Chidambaram says. “Most small companies haven’t done any sort of exercises in sustainability before. They don’t know what to track, how to track it, what it means, why is it important for them, or how they can start setting targets and objectives.
“myCSO platform is the right product for them. It’s inexpensive, accessible and easy to use – a good starter level product. It doesn’t take a lot of setup time and is a good introduction to sustainability, a good education in how it works and why it matters. myCSO helps SMEs to set their goals and objectives by measuring performance, helping them to improve their ESG outputs, meet compliance needs and get started on data management, data collection, understanding how they’re performing, and issuing reports for their website or stakeholders.”
Within the myCSO platform, Rimm has built in a further three levels of functionality. Each of these provide expanding levels of detail, so that the platform can grow alongside the company that’s using it. The
most basic level, myCSO starter, is in fact a free tool.
This is an essential service for small businesses, who often have enough on their plate when it comes to KPIs and other metrics. As sustainability becomes increasingly important across all markets, myCSO provides an opportunity to get ahead.
However, it’s not just SMEs that can make use of Rimm’s solutions. The company is increasingly looking towards what it calls enterprise clients, or major companies that run national and international operations.
“We also sell our solutions to enterprise clients,” explains Mr. Chidambaram. “They’re interested in two key processes: compliance and reporting. Compliance is getting more and more onerous for large companies. If you’re in the EU, for example, there is a huge volume of taxonomy requirements now. The UK is similar, and it’s pretty much true in every jurisdiction. At the same time, there’s a lot of headaches around compliance and reporting that they need to manage.
“We support almost every single major global standard in the world. If there’s a national or international standard you need
“We support almost every single major global standard in the world. If there’s a national or international standard you need to comply with, chances are you’ll find it on our platform.
to comply with, chances are you’ll find it on our platform. That really cuts through the complexity because there are hundreds of questions and rules worldwide. It’s very confusing and makes it difficult to know what to report and whether the report is compliant with local regulators and so on. In that sense, we really cut through the complexity and make it easy for clients to use.”
This platform is called manage+ and can integrate with a company’s existing metrics software.
“This is crucial because enterprise clients also have what I would say is strategic use cases around sustainability,” Mr. Chidambaram says. “A lot of them are thinking of sustainability beyond compliance or tick the box reporting. They’re actually integrating it into different parts of the organisation: their supply chain, their sourcing, their manufacturing, the way they manage their staff and so on. Rimm is really helpful here. This is where our data and applications can help companies start to delve into these areas and help them start building strategic solutions for use within the organisation.”
Rimm Sustainability also provides customized enterprise solutions, “Rimm
in-a-box” where enterprises such as MNCs, Financial Investors, Business service firms and government entities can mix and match Rimm’s building blocks such as education, assessment library, data collection, ratings, reports and analytics and data for customised solutions like ESG ratings, directories, strategy, certifications and ESG platform white labeling which are delivered via co-development and APIs.
Beyond its products helping others in their sustainability commitments, Rimm also engages in its own social responsibility initiatives. Unsurprisingly, many of these also focus on sustainability.
“We do a lot of community outreach programs,”Mr Chidambaram says. “We have a fairly high-profile net zero campaign in the UK, for example. With that, we’re trying to make SMEs more aware of their emissions responsibilities and the need to think about net zero. It’s a digital campaign that’s gone out to thousands of UK SMEs. It also talks about the consequences of not starting to engage with sustainability responsibilities.
“We have a fairly high-profile net zero campaign in the UK, for example. With that, we’re trying to make SMEs more aware of their emissions responsibilities and the need to think about net zero.
“We then illustrate how Rimm’s platform can help start them on their journey through calculating their emissions baselines and working on the targets and solutions to reduce it. I understand that the campaign is being highlighted through different media channels. Companies in the UK have received the campaign very well.”
According to Rimm’s Barriers To Net Zero report, 63% of SMEs in the UK lack a climate reduction impact plan in place. This awareness-raising campaign is, therefore, crucial in getting a vast swathe of the UK’s marketplace onboard.
Meanwhile, the company is also trying to generate interest elsewhere, as Mr. Chidambaram illustrates:
“Meanwhile, in Singapore, we do a lot of educational programs and content programs for government level as well as community level companies to raise awareness around sustainability issues. And then, in some developing companies like Indonesia and India, we’ve run programs to raise community-level and corporate-level awareness around environmental, social and governance (ESG) issues.
“Rimm is also very active on the speaker circuit worldwide. We’re always preaching the gospel around sustainability.”
Part of Rimm’s democratising vision is that its solutions are accessible to companies of any size.
“We are industry agnostic,” states Mr. Chidambaram. “We support all 69 GICS industry classifications and 130 sub-industries. From the beginning we said that we wanted to democratise sustainability, and for us that means serving all segments.”
Nonetheless, Rimm is able to see a pattern in terms of which companies are drawn to its software.
“Certain segments tend to be more excited about it than others,” the CEO explains. “There’s two clear trends in this respect. The first is companies that are on the frontline of the sustainability debate. Resource-intensive or manufacturing companies that have large emissions and materials footprints that they need to account for. Having a tight grip on metrics is crucial because they tend to be in the public spotlight, and they’re also part of global supply chains that demand a greater level of sustainability. As a result, having a platform that does a lot of the legwork for them is invaluable. So, manufacturing and resource-intensive companies are good clients of ours.
“The other trend is in green products and sustainable brand companies. They feel there’s a competitive advantage to being very sustainable. Whether it’s to be a better employer so their employees are more loyal to them, or whether it’s coming up with green products. That’s more of a fast moving consumer goods, brand-facing type industry, often at a smaller scale. However, we can tailor a solution towards their needs too.”
Rimm has three years under its belt, and while it’s still a young company, it has already made incredible headway in achieving its bold aims. It’s already developing new software for its enterprise clients, including climate risks 360, a platform that enables its users to assess the potential impact of climate risks on their finances.
Rimm isn’t about to stop there, though, and has big plans for the next few years as Mr. Chidambaram lays out:
“I think that our primary aim is to sign up as many SME users as possible. We really want to be one of the largest, if not the largest, ESG sustainability software companies for that market tier. That’s a big goal, but one we believe we can succeed in. We want an eco-system that builds recognition of our brand.”
“Our secondary aim is on the enterprise side of the market as we expand our referencable projects. These are our big projects where we achieve certain meaningful outcomes for major, recognisable names and it helps spread the Rimm name around even further. We’re really excited about what this will bring us in the future.”
