Sustainable Business Magazine issue 117

Also featuring... More businesses should be in the market for nature-based solutions

TURKS & CAICOS ISLANDS AIRPORT AUTHORITY

The Turks and Caicos Islands Airport Authority is responsible for air travel across the nation, including improving the sustainability of their operation.

Cambridge University

Leading the way in shaping business leaders for a more sustainable future.

Dezeen Awards ’24

Showcasing innovation that creates a better and more sustainable world.

Donate your unwanted devices

TO THE NATIONAL DEVICE BANK, a sustainable alternative to IT asset disposal

DONATING CORPORATE DEVICES IS GOOD FOR PEOPLE, THE PLANET, AND YOUR ORGANISATION

It’s free and easy for organisations, both in the private and public sector, to donate unused devices to the National Device Bank as an alternative to other IT asset disposal services:

• Your company advises us how many and what type of IT equipment you’re donating.

• Good Things and our trusted partners handle the collection, data erasure, refurbishment and distribution across our National Digital Inclusion Network, getting devices into the hands of those who need them

• All at no cost to your organisation!

This process enables organisations to adopt a circular electronic for social good model, meaning you can embed device donations into your company’s long-term IT asset management strategy – and establish your business as a leader in reuse of IT for social good.

“We were looking for a better way to dispose of our devices instead of sending them to landfill. We chose the National Device Bank for 2 main reasons: the social and environmental impact.”

– Nicola Sinclair, Head of Responsible Business, People’s Partnership

We have distributed almost

7,500 DEVICES

We have saved

77,656kg of e-waste We helped to avoid

5,797,260.5 of Co2 emissions

SECURE, SUSTAINABLE & SOCIALLY RESPONSIBLE IT ASSET DISPOSAL

SCAN HERE to join business leaders in donating end of life tech to the National Device Bank

What real action takes place after the talking stops, is clearly crucial to making positive changes within sustainability in business. So, as we look at the business horizon through the backdrop of the targets set at COP28, we are keen to see what progress is being made. Therefore, we welcomed hearing from Luke Pritchard of The We Mean Business Coalition in this edition, where he shares his thoughts on how more businesses should be in the market for nature based solutions.

We have another interview in our series on the University of Cambridge Institute for Sustainability Leadership, where we talk to Dr Kayla Friedman. As the Course Director for the sustainable built environment programmes, she explains how its programmes are helping shape business leaders for a more sustainable future.

We also had a fascinating discussion with Nikeva Ariza, the Manager of Corporate Affairs and Communication for The Turks and Caicos Islands Airport Authority – hearing how being a country on the front line of climate breakdown themselves, makes their commitment to sustainability even more important to their future planning.

“Sustainability criteria such as energy efficiency, waste reduction, renewable resources are at the top of the list when we’re looking at what to bring in…”

The Sustainable Business Magazine Team

The We Mean Business Coalition works with the world’s most influential businesses to take action on climate change. Luke Pritchard is responsible for leading engagement on nature-based solutions, helping to develop and deliver the Coalition’s strategy at the intersection of climate and nature.

With the COP28 climate talks now in the rear-view mirror, governments around the world are turning their attention to updating their national climate strategies – known as Nationally Determined Contributions (NDCs) – before the Paris Agreement’s deadline of 2025.

Among the headline outcomes from COP28 that will both shape these strategies and impact businesses was the agreement to transition away from fossil fuels.

But COP28 also made unprecedented progress on protections for nature. For the first time, the UN climate talks formally included the goal to reverse deforestation and restore global ecosystems by 2030 in line with the 2022 Kunming-Montreal Global Biodiversity Framework.

These biodiversity goals are the most urgent when it comes to limiting global temperature increases to within 1.5C, and governments are now on notice to turn the land sector from a net source to a net sink of greenhouse gas emissions in only five years.

The next iteration of NDCs in 2025 will therefore be the last opportunity countries have to set out their commitments to protecting nature along with their implementation plans. Time is of the essence, and the global community needs to move quickly.

The foremost priority will be securing and delivering the financial support needed by countries that are home to the world’s tropical forests, and the private sector has a significant role to play in mobilising this capital.

The biodiversity financing gap for the next decade will be an estimated US$711 billion per year. Meanwhile, half of global GDP – some $44 trillion – depends on nature to some extent. Biodiversity loss and ecosystem collapse could be reducing this by $2.7 trillion a year by 2030, according to the World Economic Forum.

With this in mind, businesses should be taking this opportunity to send a clear signal to their governments that the private sector supports political ambition to address the twin crises of climate and nature loss, giving

Research shows that companies purchasing carbon credits are investing three times more in emission reduction efforts within their own supply chains and are nearly twice as likely to decarbonise year-over-year compared to companies not investing in the carbon market.

decisionmakers the confidence to include these goals in their NDCs over the next 12 months.

One of the most pragmatic tools available to companies today to start mobilising climate and biodiversity finance are nature-based solutions carbon credits. Voluntary carbon markets are a necessary complement to rapid decarbonisation, and offer a near-term solution while emerging decarbonisation technologies are developed further for industries in which emissions are hard to abate.

Research shows that companies purchasing carbon credits are investing three times more in emission reduction efforts within their own supply chains and are nearly twice as likely to decarbonise year-overyear compared to companies not investing in the carbon market.

Voluntary carbon markets have rightfully faced scrutiny in recent years, particularly when it comes to transparency and validity. As a result, carbon credits remain only a small share of corporate climate action, representing on average just over two per cent of companies’ total emissions, while too many businesses still do not have credible and integrated climate and nature strategies.

However, as with any complex and emerging system, ongoing reform and robust industry frameworks can unlock and maximise benefits while minimising the chance of misuse.

Efforts to develop a high-integrity, transparent voluntary carbon market are gathering pace. For example, programs representing more than half of the carbon credits in the voluntary market will this year be assessed by the Integrity Council for the Voluntary Carbon Market (ICVCM). An expert group will review more than 100 active carbon credit methodologies against its Core Carbon Principles (CCPs), with the first results expected at the end of March 2024.

This analysis will provide companies with a clear measure of which programs meet rigorous, independent standards of integrity and credibility. Such assurances from governance bodies are important for giving the private sector confidence that their investments are going towards credits delivering measurable impact.

Meanwhile, the Voluntary Carbon Markets Integrity (VCMI) Initiative’s Claims Code of Practice outlines requirements, recommendations and supporting guidance for companies to make credible claims from the

purchase of carbon credits. And last year, the British Standards Institute, in partnership with Defra, published the high-integrity standards framework for UK nature markets. The framework presents overarching high integrity principles for all nature markets and specific standards for carbon.

This year is therefore set to deliver significant progress towards strengthening and improving the reputation of the voluntary carbon market, creating the conditions for significantly more investment in nature-based solutions.

If every company invested in high quality carbon credits to address just 10 per cent of their unabated emissions, this would

mobilize hundreds of billions of dollars in additional climate finance to help halt biodiversity loss and infuse much-needed capital for nature conservation efforts.

And investments in nature can – and must – also deliver a multitude of additional benefits that support local ecosystems, economies and the communities that depend on them.

The Delta Blue Carbon Project, for example, does more than just remove carbon by restoring 350,000 hectares of tidal wetlands on the south-east coast of Sindh in Pakistan. The project also generates 21,000 full-time jobs for local communities, offering economic opportunities and fostering sustainable livelihoods. The project also increases the

resilience of local communities, providing protection against storm surges and coastal erosion while restoring one of the 40 most biologically rich ecoregions globally.

Meanwhile, the Yaeda Eyasi project in Tanzania is making significant strides in community empowerment. By supporting 61,000 villagers in creating land-use plans, the initiative helps secure land rights that safeguard their natural resources from encroachment. This proactive approach not only protects the environment but also enables communities to access new streams of funding while two-thirds of the management roles are filled by women. The project exemplifies a holistic and sustainable model

that balances ecological preservation with socio-economic development.

Carbon markets offer an immediate pathway for businesses to reduce global emissions right now, while shifting investments toward outcomes that benefit nature and the communities and economies that depend on it.

In the climate emergency, nature loss is the fire alarm that must be urgently put out to ensure humanity stays within our planetary boundaries. The next 12 months are the last opportunity for countries to commit to the necessary ambition, and supportive signals from the private sector are vital for a comprehensive and unified response. c

WHY HYDROGEN IS THE FUTURE OF SUSTAINABLE TRANSPORT

There is no straightforward answer to the question of whether electrically powered vehicles are superior to the fuel cell ones. The current energy crisis calls for a range of sustainable solutions which will work together in order to create a carbon-neutral future. Creating the next energy generation requires the use of hydrogen in situations where other solutions may not be sufficient.

The Hydrogen Fuel Cell Systems are already being implemented in cars and buses, set out to revolutionise the commercial and public transport industries in due course. But what about all the other types of vehicles used in various industries by businesses all around the globe? The recent finalisation

of Project: Trident, a collaborative effort between Cummins and Aeristech, means that a clean and green revolution in the heavy-duty vehicle industry is on its way.

THE ENERGY CRISIS

The global energy crisis, intensified by the over-reliance on fossil fuels, underscores the urgent need for a shift towards renewable energy and alternative technologies like fuel cells. Fossil fuels, while historically driving economic growth, have led to significant environmental degradation, including air pollution and greenhouse gas emissions, subsequently contributing to climate change. The fragility of fossil fuel markets

often leads to economic instability and energy insecurity, particularly in regions that are heavily dependent on energy imports. In contrast, renewable energy sources— such as solar, wind, and hydro power—offer a sustainable and increasingly cost-effective solution, reducing greenhouse gas emissions and enhancing energy security by diversifying supply. The advancement of fuel cell technology presents another promising avenue, particularly in transportation by offering efficient and clean energy conversion from hydrogen, a fuel that can be produced from renewable sources. Embracing renewables and alternatives like hydrogen fuel cells not only mitigates the environmental impact but

also fosters innovation, job creation, and resilience against energy supply disruptions, marking a remarkable step towards a generation of sustainable energy future.

Domestically, the fight against the energy crisis and the strive for a climate-friendly future continues with the UK government’s commitment to Net Zero. In the recently released data, the Department for Energy Security and Net Zero announced that the UK halved its emissions in the years 1990 to 2022. According to the current government’s plan, the emissions are envisioned to be reduced by 68% by the year 2030. With the latest UN Climate Change Conference, COP28 which was held in December 2023,

THE PROMISE OF HYDROGEN

Emerging as a promising solution for sustainable energy production, green hydrogen taken centre stage. Green hydrogen is generated through the process of electrolysis, where electricity is applied to separate hydrogen from water molecules, creating clean hydrogen without producing any detrimental by-products that could cause damage to the environment, enhancing climate change or polluting the air. A significant advantage of this method is its ability to uti-

UK Prime Minister Rishi Sunak announced funding of £1.6 billion for the Green Climate Fund.

lise electricity, providing an opportunity to repurpose surplus electrical energy for electrolysis. This converts the excess electricity into hydrogen gas, which can be stored and used to meet future energy demands and provide higher energy security.

The development of complex Hydrogen Fuel Cell Systems has enabled the manufacturing and design of hydrogen-run vehicles. The latest advancements in the transportation sector have been made possible by Aeristech, a Warwick-based company, renowned for its expertise in creating high-speed motors, inverters, and oil-free compressors, all of which are integral components of

Hydrogen Fuel Cell Systems. Having worked on several projects which focused the use of hydrogen in cars and buses, Aeristech has now brought forward the reality of sustainable heavy-duty vehicles.

PROJECT: TRIDENT –HYDROGEN IN THE HEAVY-DUTY VEHICLE INDUSTRY

The completion of Project: Trident marks a significant milestone in extending hydrogen fuel cell applications to the realm of heavy-duty transportation. This project was a joint venture between Cummins and Aeristech. Aeristech’s contribution to

the project included the development of a ground-breaking oil-free electric turbo compressor, significantly propelling Cummins towards the forefront of carbon neutral powertrain solutions for heavy-duty uses.

Project: Trident set out with clear goals: to push forward the adoption of decarbonised solutions within the heavy-duty vehicle sector, engineer an energy recovery e-machine, and establish a UK-based supply chain for the next wave of heavy-duty turbochargers. Aeristech and Cummins collaborated closely with Aeristech, focusing on meeting the tailored requirements of the heavy-duty sector, comprising performance, operational availability, lifespan, and reliability standards.

Aeristech achieved notable success by creating an advanced e-machine platform that combines oil-free bearings with precisely optimised turbomachinery. This effort culminated in the production of a high-performance electric motor, cutting-edge power electronics, oil-free bearings, and complex control software. The centrepiece of Aeristech’s innovation for this initiative

was the design and manufacturing of an electric oil-free turbo compressor, capable of supporting a 180kW fuel cell stack, and integrated with an energy recovery turbine.

Attracting investor interest and backed financially by the UK government, Project: Trident was valued at £20 million, half of which was funded by the Advanced Propulsion Centre. This funding underscores the government’s commitment to transitioning to Net Zero emissions in the automotive industry. The growing enthusiasm for hydrogen fuel cell systems signals a potential reduction in the carbon footprint and environmental impact of the heavy-duty vehicle sector, leading towards a more sustainable and less polluted future. While initial sustainable transportation efforts focused on cars and buses, it is now the time for the heavy-duty sector to engage in these environmentally friendly initiatives.

Luke Read, COO of Aeristech, reflected on the project’s completion with pride, stating, “Hydrogen and fuel cell systems offer a great potential for the heavy-duty vehicle

“Hydrogen

and fuel cell systems

offer

a great potential for the heavy-duty vehicle industry in working towards sustainability and significantly reducing carbon emissions. Utilising this clean energy source enables us to devise solutions that are in line with our environmental commitments.”

industry in working towards sustainability and significantly reducing carbon emissions. Utilising this clean energy source enables us to devise solutions that are in line with our environmental commitments. Completing the Trident project has brought immense sense of fulfilment to our team and our learnings will open up more opportunities all with the goal of working towards a greener future.

As the use of hydrogen becomes more widespread in the transport industries worldwide, Aeristech continues the work towards creating efficient and sustainable technologies. c

NEXT STEPS FOR IDRIC:

DRIVING FORWARD WITH INDUSTRIAL DECARBONISATION

Since its launch in 2021, IDRIC - the Industrial Decarbonisation Research and Innovation Centre - has made major strides on the UK’s road to net zero. To date, IDRIC has funded 100 research projects across 34 universities, creating an industrial decarbonisation ‘Knowledge Hub’ for academic research and cluster activities across several key UK industrial regions including the Black Country, Humber, Northwest, Scotland, Tees Valley, Solent and South Wales.

The organisation, led by Professor Mercedes Maroto-Valer, the UK’s Decarbonisation Champion, has supported policymakers at both the UK and devolved levels, carried out skills and training programmes, and developed initiatives that promote equality, diversity and inclusion for academic, industry and government stakeholders working on industrial decarbonisation challenges. Through its research funding, convening power and policy support, IDRIC has quickly established itself as the central player driving forward the UK’s industrial decarbonisation agenda.

The UK was the first country to publish a dedicated industrial decarbonisation strategy and also the creation of the government-backed Industrial Decarbonisation Challenge providing support for IDRIC. This initiative recognised that around half of its industrial emissions originate from major clusters of energy-intensive sec-

tors like steel, cement and chemicals. By harnessing economies of scale and shared infrastructure in these concentrated industrial zones, the cluster approach taken by IDRIC’s work aims to unlock cost-effective decarbonisation solutions while maintaining global competitiveness.

IDRIC’s pivotal role in catalysing the UK’s transition to a net-zero economy is now set to continue with the recent announcement of a £1 million funding injection from the Engineering and Physical Sciences Research Council (EPSRC), part of UK Research and Innovation (UKRI). This new funding will allow IDRIC to build on its successes to date and maximise its impact over the next 12 months through collaborative knowledge sharing, stakeholder engagement, and skills development, to maintain the momentum that has been built in industrial decarbonisation.

Professor Mercedes Maroto-Valer, Director of IDRIC

KNOWLEDGE EXCHANGE AND DISSEMINATION

A key activity and output for IDRIC over the next 12 months will be to organise drafting and scoping workshops culminating in a Frontiers Report which will synthesise findings from IDRIC’s research projects. Among other things, the report will provide guidance on how to achieve the short and long-term industrial decarbonisation targets outlined in the cluster plans, national policies, and international agreements.

IDRIC will develop a suite of other, high-impact materials that effectively communicate its work and inform its stakeholders. By leveraging some great visuals and engaging storytelling, IDRIC aims to further build the reach and impact of its research and policy recommendations.

IDRIC’s successful webinar series in 2023 and user-friendly ‘Knowledge Hub’, a one-stop resource that provides easy access to its research outputs, tools, and insights, will both be further developed, ensuring that valuable knowledge remains readily available to the wider community.

PARTNERSHIPS AND CLUSTERS

IDRIC’s convening power will continue to bring the many and varied stakeholders of industrial decarbonisation together. Facilitating direct engagement with key players in the industrial heartlands as well as research academics and policy makers will remain vital in the push towards industrial decarbonisation. These meetings will provide a platform for IDRIC to understand the evolving needs, challenges, and per-

spectives of its partners, while also sharing insights and collaborating on solutions.

One of the planned outcomes of partnership building is an Industry Net-zero Innovation Roadmap which will outline the critical research challenges, funding requirements, and structural support needed to continue the momentum in research and innovation and align efforts towards the 2030 and 2050 net-zero targets.

IDRIC will continue fostering close academia-industry collaboration to address specific challenges and opportunities to accelerate the development and deployment of decarbonisation projects.

CROSS-CUTTING THEMES

IDRIC recognises that to successfully address the many multifaceted challenges of industrial decarbonisation requires a holistic approach that cuts across disciplinary boundaries. With this in mind, IDRIC has identified several cross-cutting themes – namely, policy, skills development, equality, diversity and inclusion (EDI), and support for early career researchers (ECRs) – which are woven into all its activities. The cross-cutting themes are intended to provide a framework that supports the advancement of decarbonisation solutions but also cultivates an environment that enables the effective implementation and long-term sustainability of those solutions.

Through publishing policy newsletters and briefing papers, convening a policy forum, and continuing to connect expertise to identify risks, barriers and policy solutions in priority areas like CCUS, hydrogen, carbon pricing in the next 12 months, IDRIC will continue to develop the supportive policy and regulatory frameworks informed by cross-disciplinary expertise required for successful industrial decarbonisation.

Meanwhile, the ongoing development of a skilled workforce is crucial for accelerating research into deployable decarbonisation solutions and managing the transition to a net zero industry. To nurture this next generation, IDRIC plans to launch a visualisation tool that maps diverse net zero career pathways for school leavers. Additionally, the organisation will support its Early Career Researcher Academy through committee meetings, newsletters, and training workshops, as well as collaborating with the new EPSRC Centre for Doctoral Training in Green Industrial Futures.

Embedding EDI principles across the entire process of decarbonisation enables

diverse perspectives to be shared, promotes inclusivity, and ensures decarbonisation solutions consider equity and justice concerns.

Recent IDRIC research highlighted the importance of adopting a place-sensitive, socially fair approach that engages local communities as partners in the transition to delivering net zero industrial clusters. The research demonstrates that industrial decarbonisation is not just a technical challenge but also a social one which must align with expectations of a just transition and consider social factors alongside emissions when assessing sustainability and success measurements of decarbonisation.

By integrating policy insights, upskilling the industrial workforce while empowering the next generation of researchers,

and promoting inclusive practices, IDRIC aims to provide capacity growth and bring about systemic change that benefits all parties in the UK’s transition towards a net-zero industrial landscape.

A UNIQUE POSITION TO DELIVER INDUSTRY SOLUTIONS

The UK’s ambition to achieve net zero emissions by 2050 hinges on decarbonising our major industrial clusters. With recent new funding, IDRIC is doubling down on its vision to accelerate this industrial decarbonisation through collaborative research, innovation, and stakeholder engagement. Over the next 12 months, IDRIC will maximise the impact of its work to date by consolidating and communicating learnings via, among other documents, its Frontiers Report and

Industry Net-Zero Innovation Roadmap.

In addition to these key deliverables, IDRIC will advance its work in relation to cross-cutting themes of policy, workforce development and diversity and inclusion. This all-systems approach recognises that technological solutions alone are insufficient and systemic change requires a wider, holistic view of the competing objectives at play in decarbonisation.

By fostering open knowledge sharing, cross-sector collaboration, and whole-systems thinking, IDRIC remains uniquely positioned to maintain the UK’s leadership in industrial decarbonisation. With its unparalleled convening power and trusted expertise, it can unite the efforts of government, academic research and industry to drive the crucial transition to a just and sustainable future. c

THE UNIVERSITY OF CAMBRIDGE INSTITUTE FOR SUSTAINABILITY LEADERSHIP (CISL)

LEADING THE WAY

Sustainable Business Magazine returns to the Cambridge Institute for Sustainability Leadership to speak with Dr Kayla Friedman, Course Director for the sustainable built environment programmes. She explains how its programmes are helping shape business leaders for a more sustainable future.

The University of Cambridge Institute for Sustainability Leadership is a flagship academic centre that focuses on building sustainability into the businesses of tomorrow. Part of the University of Cambridge, it runs a number of postgraduate-level courses targeted at people already within industry who are looking to expand their capabilities.

Two such programmes are the Master’s and Postgraduate Certificate in Interdisciplinary Design for the Built Environment (IDBE). In this context, the built environment industry includes everything from real estate construction to facilities management, architecture and design to urban planning. Course Director Dr Kayla Friedman tells Sustainable Business Magazine about its background and its aims for students:

“We are right now receiving applications for our 30th cohort. The programme has been around for 30 years and was originally conceptualised following the publication of the Latham Report in the early 1990s. Constructing the Team was, at the time, a seminal publication in UK built environment research. It explored the idea that

inefficient outcomes were the result of a lack of collaboration between different disciplines. Subsequently, this was picked up by research that discusses the ‘vicious circle of blame’, which still appears to be endemic within the built environment industry.

“The course was built on the idea that people have trained in their own disciplines but lack enough understanding of other disciplines to work better together. A lot of challenges in practice therefore arise from the lack of communication and understanding related to inter-disciplinary workflows. The IDBE course was designed to address this issue at a postgraduate level for working professionals.

“For a long time the Master’s sat with the University of Cambridge’s departments for architecture and engineering. However, somewhat ironically, within the complexity of the University structure, the departments found it challenging to run an interdisciplinary course! CISL, as a sustainability focussed institute of the university was much better suited to hosting the programme, and as a result the course was moved to CISL.

Kayla Friedman, Course Director for Sustainability Leadership for the Built Environment.

Ultimately, we are trying to deliver better and more efficient built environments because they are also more resilient and sustainable built environments.”

When the course arrived at CISL, it was reviewed to make sustainability and resilience the explicit outcome of better working between disciplines. Today, the course is presented in two different formats to meet the needs of its students: a two-year, part-time Master’s course; and a ten-month, part-time Postgraduate Certificate course.

PROFESSIONAL NETWORKS

Both sustainable built environment courses are designed to reflect the practicalities of the industry today. To that end, they are structured around what’s at the cutting edge of theory, research, development and reg-

ulations. However, what marks the courses out is that they stress the importance and benefits of interdisciplinary collaboration, and how people can help and learn from one another.

“What’s interesting is that people in the built environment work with other people by default, but their thinking is often confined,” Dr. Friedman says. “Within their firm or discipline they’re probably pretty active. Real estate professionals know other real estate professionals, architects know other architects. However, a lot of the time, it doesn’t occur to them that they don’t then have a wider professional network.

“We survey students when they first join us to learn about what they’re looking to get out of the courses. Usually they talk about sustainability and leadership. That’s

great, we do offer that. But when we ask our alumni what they gained and what they thought was the biggest benefits of our courses were, they talk about the interdisciplinary network it helped develop and how much they value having a wide range of professionals to whom they can ask questions. You don’t know that you don’t have a good professional network. We want to show people how important it is. By the end of our programmes, the students often talk about the network and relationships with other students on the cohort being as important as the teaching they get from us.

“In CISL’s other postgraduate programmes – where most of our students come diverse business backgrounds – the people are all over the professional network. Part of the nature of business is understanding the

THE UNIVERSITY OF CAMBRIDGE INSTITUTE FOR SUSTAINABILITY LEADERSHIP (CISL)

benefits of connections. So much of it comes down to the training you get. If you’re going to get a degree in geography, real estate, architecture, engineering, or urban planning, it’s unlikely that someone in those disciplines is teaching you about business networks. Then you go to work and you think you know loads of different people so it doesn’t occur to you. Our courses change that.”

ACADEMIC RIGOUR

While networking is an unexpected benefit of the sustainable built environment programmes, it also has plenty of expected benefits as well. Specifically, it’s a Masters-level academic programme with all the advantages that academic rigour provides. Dr. Friedman explains further:

“We really want students to think deeply and question what they hear and what they’re being told. We want them to get to the root of problems and understand how exactly to do that. Our programmes use academic rigour and structure to encourage students to make arguments and decisions based on evidence. We want to show them how to find evidence, how to critique evidence,

and how to create their own data so that it’s not just what someone told you or what you heard or is popular, but that they understand it factually. That’s powerful when you’re trying to persuade other people – and so much of leadership is about persuading other people.

“The built environment industry is a collaborative one. Nobody can do it on their own. In practice you’ll have to convince clients, consultants, financiers and other stakeholders to buy into your idea. They’ll want to see proof because you might be asking them for more work or resources. They want the evidence that what you’re saying is the right thing to do and our course helps our students learn to build the case in a way that gets others on board. We really focus on using evidence, knowledge, and questioning skills to do that. That’s what the academic rigour of this course provides.

“It’s also essential that our students understand the impacts of their choices on other people. Built environment projects are many-staged and long, involving lots of people and someone makes a choice that could limit or restrict the choices that other involved people make. We provide systems training

that cultivates an understanding of complexity, acknowledging that there is no winning in the real world but a series of trade-offs.”

One of the most notable benefits is the expert supervisors and guest speakers available as part of the programme.

“In our core team we have myself and fellow director Dr. Tim Forman as well as six other supervisors for Year 1 of the Master’s,” Dr. Friedman explains. “Those supervisors work with us and the students for the whole year, supervising assignments and supporting group project activities. The supervisors come from across the value chain of construction. One is from an ESG finance background, another from an engineering background, others from whole life carbon

or heritage and innovation, and so on. They each provide a summary of their expertise and students select who they want to work with during their studies. It’s telling of the diversity of our course that most students get their first or second choice. During Year 2 of the Master’s, when students are doing their dissertations, we have a vast range of former students that supervise and support the dissertation work. We pair students up with an expert that is knowledgeable in their area of interest and help them go deep into that subject area.

“During our residential weeks, we will typically have 20 to 25 speakers come in. Those speakers represent the breadth of our discipline as well as the geographic diversity that is crucial to the industry today. The interconnectedness of sustainability means that it’s not just the Global North that matters but the Global South as well. Recent speakers have come from countries in Africa as well as China and Singapore, for example. Others have been involved with Sterling Prize-winning projects.

“We have to represent different perspectives as well as teach the content, so we blend academic insight and real-world practice when balancing the programme. I say to the students that they come to us for ten months – if studying the Certificate - or two years – for the Master’s - and we can show them whatever is new and exciting now, but they still have 20 or 30 years of professional practice ahead of them. I want them to have the critical skills to evaluate the things they hear about in the future. Everything moves so quickly. We can’t just teach it to you and then you’re done, so we’re teaching the skills to understand what’s being proposed and how to evaluate, assess, and decide whether implementing it is worthwhile. That’s the empowered part of teaching people to evaluate technology and innovations.”

BACK TO THE FUTURE

Sustainable and resilient design is essential for the future of the planet. For that to succeed, people need to work together, and disciplines must be able to communicate effectively with one another. Together, they can reach better conclusions and more effective solutions. That’s what CISL is achieving through the sustainable built environment courses alongside its other programmes and research.

“Our course is still really unique even though it’s 30 years old, but that’s probably not a great thing,” says Dr. Friedman. “I’ve worked in industry and I’ve learned so much

“People come to us for that help and we want to provide it, to help them move forwards. We help them mobilise other people to achieve the sustainability and resiliency goals that they and everybody needs.”

from the diversity of speakers and students we have and I can’t imagine what it’s like still to be in a little silo. The reality of our future is that we’ve got to join up our thinking. It’s also a reality that we don’t know how to talk to each other because there’s a lot of animosity and mistrust between disciplines and within industry. Sometimes there are good reasons, but we need to be creative and think about ways to work around those because they’re not helping deliver the types of projects that we need.

“Looking at the future, in the Global North, restrictions are increasing. The circular economy is growing in importance and there are expanding restrictions on new construction. Meanwhile, material scarcity is growing. There’s no overcoming those challenges without joined-up thinking. We need more people that can be nimble and think outside the box. We can’t just tear down a building to make flat ground and go fresh, we can’t keep doing that. Instead, we’re going to have to work within the limitations of space and resources. That’s going to demand a lot of working together. Meanwhile, in the Global South, we also have the

challenge of an incredible need for so many new homes, streets, infrastructures but with less concrete, less steel, more renewables, more regenerative materials. Whether you are looking to the Global North or South, there is so much need and we can’t keep doing things the way we’ve been doing.”

Dr. Friedman says CISL aims to try and push the industry in the right direction, something that is for the betterment not just of the industry but for everybody, everywhere:

“People come to us for that help and we want to provide it, to help them move forwards. We help them mobilise other people to achieve the sustainability and resiliency goals that they and everybody needs. That’s what leadership is all about. It’s not that you can make all the decisions, but that you can find the right people to help you make and execute those decisions. We are better together.” c

Applications for the 2024 the Master’s and Certificate in Interdisciplinary Design for the Built Environment (IDBE) close 8 May 2024. Find

DEZEEN AWARDS 2024

IN PARTNERSHIP WITH BENTLEY MOTORS IS OPEN FOR ENTRIES

Dezeen Awards 2024 is open for entries! The seventh edition of the annual awards programme is once again in partnership with Bentley. This is part of a wider collaboration to inspire, support and champion design excellence and showcase innovation that creates a better and more sustainable world.

Last year marked the start of this partnership, which will continue to foster talent that is dedicated to making a beneficial impact within social and environmental sustainability, inclusivity and community empowerment.

FORTY-ONE CATEGORIES TO ENTER

This year we have 41 project categories to enter across architecture, interiors, design and sustainability.

This includes three new awards, one of which is for landscape and urban design in architecture and will award landscape design, masterplan and public realm projects. The other two new categories for this year are surface design and textile design.

The winners of these 41 project categories will go head-to-head for the chance to be crowned one of four overall project of the year winners across architecture, interiors, design and sustainability.

Dezeen Awards prioritises excellence and sustainability through its unique judg-

ing criteria. The judges score entries based on three fundamental principles: beautiful, innovative and beneficial.

DESIGNERS OF THE YEAR AWARDS OPEN TO PUBLIC NOMINATION

Last year we introduced six Designers of the Year awards, which celebrate the leading emerging and established names across architecture, interiors and design. Winners included Spanish architect and designer Patricia Urquiola and French designer Audrey Large.

This year we will ask Dezeen’s readers to nominate designers, which will then be shortlisted by Dezeen’s editorial team.

“Together we will search for exceptional projects around the world”

BENTLEY JOINS DEZEEN AWARDS FOR A SECOND YEAR AS HEADLINE SPONSOR.

“We are delighted to continue our journey with Bentley again this year,” said Claire

Barrett, head of Dezeen Awards. “Together we will search for exceptional projects around the world – incredible buildings, stunning interiors and products that make a difference, as well as those that show both innovation and commitment to the challenges of the climate crisis.”

“Building on the success of last year, we will again launch our search for 2024’s Bentley Lighthouse Award winner – to reward someone who is pushing to make deep and lasting change in our industry and to help give them a voice.”

“We are delighted to be continuing our partnership with Dezeen Awards 2024 as Bentley transforms itself into a luxury lifestyle brand,” said Steven De Ploey, global head of brand at Bentley.

“This is the second year of our wide-ranging partnership with Dezeen and we look forward to supporting the architectural and interior design sectors as they push into a more sustainable future.”

SUSTAINABILITY CATEGORIES

In 2023 we grew our sustainability categories adding a category for sustainable renovations and retrofits, as well as sustainable building products to reward cutting-edge products where the innovation delivers carbon reduction or improved climate resilience.

Last year a material innovation category was also added to the programme. Products that have made an outstanding contribution to material development can be entered, for example, those that significantly reduce embodied carbon or use circular economy principles where waste is designed out and materials are re-used, or new materials that could shape the future of construction, interiors and design.

Our sustainability entry forms ask studios about the project brief and constraints as well as explore materials and construction methods. We ask how the designs are new solutions and how they are addressing pressing issues.

From the building to its interior, the submission form and scoring system prioritises designs that maximise reuse, minimise waste, and reduce carbon footprints throughout the project’s lifecycle. By examining key project details and manufacturing processes, Dezeen Awards also highlights transparency and accountability, essential elements of sustainable design.

SUSTAINABLE BUILDING

New-builds that excel in their approach to sustainability, including zero-carbon or negative-carbon projects, zero-energy projects, circular projects, reversible buildings or buildings that employ environmentally friendly construction techniques, materials, energy sources etc. Must be completed between 1 June 2022 and 31 May 2024.

SUSTAINABLE RENOVATION

Renovations or retrofits of existing buildings to make them more efficient demonstrate embodied and operational carbon savings

and a holistic whole-life carbon approach to sustainability. Must be completed between 1 June 2022 and 31 May 2024.

SUSTAINABLE INTERIOR

Interior designs that demonstrate a strong commitment to sustainability by using ethically sourced products, making use of recycled materials, or using innovative materials. Must be completed between 1 June 2022 and 31 May 2024.

SUSTAINABLE DESIGN (CONSUMER)

Commercially produced products designed for the consumer market including furniture and fixtures such as chairs, tables, seating, lighting and storage solutions for indoor and exterior use, mobile phones, televisions, cameras, laptops, tablets, drones, gadgets, robotics, beauty equipment, toothbrushes, water bottles, sports and exercise equipment, luggage, medical devices, bathroom and kitchen products (including appliances and sanitaryware), bicycles, cars, motorcycles and transport-related accessories. Must be completed between 1 June 2022 and 31 May 2024.

SUSTAINABLE DESIGN (BUILDING PRODUCT)

Commercially produced building products where the innovation delivers carbon

reduction or improved climate resilience. Building products can include floors, wall systems, insulation, bricks and masonry products, facade or roof systems, windows, doors, acoustic panels, supply technology (to include sanitary, ventilation, heating and energy) as well as building automation systems and systems for energy generation and water treatment. Must be completed between 1 June 2022 and 31 May 2024.

MATERIAL INNOVATION

New or improved materials that significantly reduce embodied carbon or by using circular economy principles where waste is designed out and materials are re-used. Any bio-material that could shape the future of construction, interiors and design, for example, mushrooms, seaweed, coffee and cellulose, can also be entered. Must be completed between 1 June 2022 and 31 May 2024. Please enter commercial consumer or building products into the sustainable design categories.

SUSTAINABLE PROJECT OF THE YEAR

The winner of each of the above categories will automatically qualify for the chance to win overall sustainable project of the year.

For more details on Dezeen Awards 2024 visit www.dezeen.com/awards

BRIDGING THE DIGITAL DIVIDE

Sustainable Business Magazine speaks with Helen Milner OBE, Group CEO of Good Things Foundation. The charity provides digital devices that are donated by businesses to people in the UK who need it most, as well as internet access and digital skills learning to use digital services affordably and confidently.

Good Things Foundation is a UK-wide charity looking to bridge the country’s digital divide. There are ten million people in the UK currently lacking basic digital skills to navigate the contemporary world, and 2.5m households that lack internet connectivity due to cost. Good Things Foundation is attempting to resolve that issue through enduring partnerships and community action.

Helen Milner OBE, the Group CEO of Good Things Foundation, gives a rundown of what she and her organisation are doing to bridge the digital divide - and what they need from businesses to help fix it.

“The charity was set up in 2010 and sprung out of a recognition that the divide is a growing problem across the country. We help people that are on the ‘wrong side’ of the divide by working with local community centres, charities, food banks and other groups connected with people that might need our help. That way we reach right into the community and bring our resources to the people that really need it. In total, we

work with more than 4000 local community organisations called Digital Inclusion Hubs.

“We focus on more disadvantaged communities because we know digital exclusion overlaps greatly with social exclusion. People who are on low incomes, for example, or in insecure housing or employment. Strategically, we look at places in the country where there are higher levels of deprivation and see if there are local partners that we can work with and bring into the network. Although 5000 existing local partners sounds like a big number, it doesn’t actually reach everywhere – and we’re determined to reach as widely as possible with the three pillars of digital inclusion: devices, data and digital skills.”

Although Good Things Foundations is now more than a decade old, a certain world event saw the charity’s biggest change yet.

“The Covid-19 pandemic had a major impact on our work,” Ms. Milner says. “Not only did it raise awareness of digital exclusion across certain social strata, but it also led to businesses digitising much more

“We have five times the need of our current supply, so we are absolutely in need of more device donations... we’ve built a sustainable business model – financially and environmentally – where everything is free to those donating their equipment to us.“

quickly than they had before. The change of pace for everybody, and especially those without digital skills or access, was huge –and so was the change of pace for us.

“One of the biggest challenges we faced was our work with local physical locations that had to close during the first lockdown. People in the community relied on those places for internet access, then all of a sudden it disappeared. It wasn’t just about a lack of skills, confidence or motivation, people simply didn’t have access to devices and connectivity they needed. That’s what we’re trying to provide as broadly as possible.

“We power the National Digital Inclusion Network, the National Databank and the National Device Bank to try and resolve these issues. Our aim is to support one million people in three years.” One of the greatest needs to fix the digital divide, is access to devices such as mobile phones, laptops and tablets. For this, Good Things Foundation is reliant on it’s partners to donate to the National Device Bank.

The charity can’t do this work without

its partners. Not just the partners delivering help and devices, but the partners that provide those resources in the first place. Good Things Foundation relies on businesses donating their end of life digital devices to the National Device Bank. This helps the charity to continue building its bridges. As Ms. Milner explains, the charity already has strong partnerships –but it still needs more:

“We have five times the need of our current supply, so we are absolutely in need of more device donations – particularly from organisations who are those interested in forming permanent relationships. Right now there are some major organisations donating to us such as Deloitte and the London Metropolitan Police Service, both of which have pledged all of their end of life devices towards digital inclusion as part of their lifecycle policies and procedures. Other companies, including Ocado, Which? and Microsoft have donated on an ad hoc basis because they’ve restructured, refreshed their tech or moved offices. We would love

to have permanent partnerships where we can take the equipment at every tech refresh and make sure it goes into the hands of people that need it.”

MEANINGFUL CHANGE

While many services such as banking and job listings have moved online, making them difficult to access for some people, it’s not just bills and information that people miss out on due to lack of connectivity. Ms. Milner highlights two examples where Good Things Foundation’s work was essential for people’s wellbeing:

“We talk a lot about transactions –

Helen Milner, Group CEO of the Good Things Foundation

people that can’t get a job, can’t get a GP appointment, can’t do banking – but when you speak to people, it’s the need to have a human connection and support from the people they love that is so powerful. One young mum, in her 20s and two young kids, was clearly struggling financially. We provided her with a free device and mobile connectivity. She was living in Birmingham but her mum was in Ireland. She wept with joy because she said, ‘I can now talk to my mum and I won’t be so lonely, I can ask mum for help when I don’t know what to do with the kids’. It was that genuine human side that really mattered to her.

“Good Things Foundation is helping people who have very real, complex situations and the transformation stories are just amazing.”

…AND A BETTER, GREENER, FUTURE FOR ALL

Ms Milner explains how the charity’s partners benefit from their relationship with Good Things Foundation - by addressing the digital divide many of their customers face, alongside supporting their sustainability ambitions:

“Businesses are very focused on regulation and legislation. They are concerned

about how they can legally get rid of IT equipment. However, if they put an additional social impact step into their circular ESG plans then you have a social impact as well as an environmental impact. That creates a truly circular economy. The amazing thing is that we’ve built a sustainable business model – financially and environmentally – where everything is free to those donating their equipment to us.

“We take the equipment and work with a professional refurbishment partner to ensure everything is wiped and cleaned properly. Anything that is waste or can’t be used is recycled appropriately, while a percentage of the usable equipment is sold for funds that finance the recycling and refurbishing. The remaining devices go straight into the hands of people that need them. We have this amazing distribution network of Digital Inclusion Hubs that already know who needs what in their local areas.

“Our model helps businesses be good to the planet and good to the community as well.”

Hayley and Sam

In order to reach new partners at both ends of the supply chain, the charity has been running their Digital For All Campaign.

“Digital for All is raising awareness around digital exclusion and what Good Things Foundation can do to help,” Ms. Milner says. “Today, 92% of all new jobs are advertised online. If people don’t have the skills or a device to get online then they simply can’t get a job. Recently, I heard on the radio about how people are struggling to get GP appointments due to the move online. Research shows that 21% of the general public feels like technology is leaving them behind. All of these factors are a ticking time bomb that could cause serious problems further down the line.

“Digital for All raises awareness of what we do and the free digital inclusion services that we provide in partnership with local organisations. We’ve got some of the amazing and real stories from people from across the Network and highlighted how digital access has brought incredible benefits into their lives. It really demonstrates the human value of the services, such as the impact of donated devices.

“We want to make sure if people do get left behind that they get the message that there’s help. We also want to raise the profile of Good Things Foundation because we’re funded through businesses and we need businesses to support us by donating their devices.”

FIXING THE DIVIDE

Looking forwards, Ms. Milner puts a call out for new partners in Good Things Foundation’s ambitious plans to end the digital divide forever:

“I hope people don’t just think about a small action they can take tomorrow, that they actually think about digital exclusion. Of the millions of individuals and households lacking connectivity and skills, it’s not just elderly people – it’s people from across society who lack it but need it for many different reasons.

“We want to make sure that everyone hears about Good Things Foundation, of course, but we also want to get the message out that digital exclusion is a big problem for the country. It’s not just a social equity issue, there is an economic issue as well. If we can

fix that digital divide, the benefit to the nation would be £13.7bn. Building the bridge makes economic as well as social sense.

“We love to work in partnerships. Not just with community organisations but with businesses on a national level, and with governments of the nations throughout the UK as well. Anyone who is inspired to donate devices but also anyone who wants to work with us in any other way in the future should contact us. We want to reach the people that are excluded and don’t even know how to resolve that issue. By doing that, I believe together we can bridge the UK’s digital divide.” c

If you're an organisation and you want to donate your used tech to the National Device Bank, simply visit Good Things website to get started. You’ll be helping digitally excluded people, all whilst having a positive impact on the planet.

www.goodthingsfoundation.org

Donate your unwanted devices TO THE NATIONAL DEVICE BANK, a sustainable alternative to IT asset disposal

DONATING CORPORATE DEVICES IS GOOD FOR PEOPLE, THE PLANET, AND YOUR ORGANISATION

It’s free and easy for organisations, both in the private and public sector, to donate unused devices to the National Device Bank as an alternative to other IT asset disposal services:

• Your company advises us how many and what type of IT equipment you’re donating.

• Good Things and our trusted partners handle the collection, data erasure, refurbishment and distribution across our National Digital Inclusion Network, getting devices into the hands of those who need them

• All at no cost to your organisation!

This process enables organisations to adopt a circular electronic for social good model, meaning you can embed device donations into your company’s long-term IT asset management strategy – and establish your business as a leader in reuse of IT for social good.

“We were looking for a better way to dispose of our devices instead of sending them to landfill. We chose the National Device Bank for 2 main reasons: the social and environmental impact.”

– Nicola Sinclair, Head of Responsible Business, People’s Partnership

We have distributed almost

7,500 DEVICES

We have saved

77,656kg of e-waste We helped to avoid

5,797,260.5 of Co2 emissions

SECURE, SUSTAINABLE & SOCIALLY RESPONSIBLE IT ASSET DISPOSAL

SCAN HERE to join business leaders in donating end of life tech to the National Device Bank

INVESTING IN OUR FUTURE

Sustainable Business Magazine talks with Tyler Lewis, CEO of Right Season Investments Corp, which is building a portfolio of start-ups committed to disrupting their industries with ethical sustainable products.

Right Season Investments Corp is a Canadian venture capital firm specializing in sustainable and planet-positive investments. As a long-term holder, it is committed to the sort of sustainability it invests in, and its portfolio shows a commitment to innovation in rapidly expanding marketplaces. It wasn’t always this way for the firm though. As CEO Tyler Lewis explains, this is a new direction for a company with many years already under its belt:

“When I got involved with Right Season in 2022, it was known as Roadman Investments. Roadman was incorporated in 2007 and was a simple investment issuer that mostly invested in junior mining stocks. How-

ever, our group decided to do a complete overhaul of the business and philosophy and transition the business to a sustainable investment fund. We recognize that the business landscape is changing. Companies are now prioritizing their carbon footprint and environmental impact, and we very much subscribe to this ethos of sustainable business. We only have one planet and want to do our best to preserve it. As a result, we wanted to get involved with companies that share such values and are looking to make a difference themselves.

“We made that shift in 2022. Right Season today is a publicly traded capital firm on the TSX Venture exchange, trading under

“Right Season offers a combination of financial support, strategic guidance, and access to network and resources. We can significantly contribute to the success of startups that are committed to sustainability and positive societal impact.”

the symbol LITT. Our mission is to create an investment portfolio that can thrive and provide returns to our shareholders in any market condition, hence the inspiration for the name. We aim to be one of the world’s leading venture capital firms to lead through all economic seasons, build world-class teams and outstanding companies with capital, and lead with the best experience and skills in innovating and marketing. We’re trying to identify undervalued startups and developing companies that are industry disruptors and potential market leaders. Innovators for the betterment of society. We want companies that are able to offer our shareholders exposure to increased returns and are of course employing sustainable business practices, which is a hallmark of our business.”

BENEFITS OF A STRONG PARTNER

While Right Seasons is ostensibly a venture capital firm, its actions aren’t limited to financial provision. It invests based on a belief in the potential of its partners and therefore wants to see them succeed in

the long-term. To this end, the firm offers a wide range of services.

“The primary way we help start-ups is, of course, financial commitment,” says Mr. Lewis. “We take equity positions in their company and provide them the necessary capital to grow and scale their business. They can use that money for product development, marketing, hiring talent and expanding operations.

“However, we also provide many other services. We can offer our expertise and guidance, for example. Our team is filled with experienced investors and advisors who can offer valuable guidance to new companies around strategic planning, market insights, and navigating the challenges of building a successful company. We also provide help with due diligence and validation. Right Season can also help with networking opportunities. We have an exclusive network of investors and businesses through which we introduce startups to potential partners, customers, mentors, and other investors who can help them grow and succeed.”

Startups also gain benefits simply by association with Right Season, as Mr. Lewis explains:

“Our investment in a startup can serve as validation of the company’s business model, sustainability initiatives, impacts and goals. That can be reassuring to other investors and stakeholders, attracting further investment. We’re also a long-term holder. We’re not in this to just quickly flip our investments, we’re committed to helping our portfolio companies achieve their goals over several years. This can be very beneficial to startups, knowing they have that support in a tough market. It’s not easy to start something from scratch, so they benefit from knowing that we’re committed.

“Overall our impact on companies goes beyond just providing capital. Right Season offers a combination of financial support, strategic guidance, and access to network and resources. We can significantly contribute to the success of startups that are committed to sustainability and positive societal impact.”

MILK AND SHOES

Despite its relatively brief time in the sustainability sector, Right Season already has a stable of strong brands. One of the most outstanding is Bettermoo(d) Food Corp (CSE: MOOO). Mr. Lewis talks glowingly about the company:

“It’s a dairy alternative beverage company that is focused on becoming a leader in the plant-based food revolution. Bettermoo(d)’s flagship product is an oat-based milk that is infused with an herb blend that is similar to what cows eat in the Alps region of Europe. This is where the best-tasting dairy in the world comes from, and the company was created with the idea of emulating the taste and protein profile of that milk. The company’s slogan, ‘What a cow eats and a human needs’, is born from that idea.

“In my opinion, Bettermoo(d) has hit a home run and created a product that completely distinguishes itself from the competition. One of the major advantages it has in terms of profile is it’s very close to actual milk but with no dairy. Furthermore, a major selling point for us about Bettermoo(d) is the team who’s behind it. They have decades of experience in the food and beverage industry and have consistently been able to get products listed in some of North America’s largest major retailers.

“In addition to that, Bettermoo(d) has also been able to partner with some very recognizable figures in anticipation of its launch – such as vegan Canadian rock legend Bryan Adams. They also partnered with social media sensation by the name of Creative Explained. He does a lot of DIY-type videos and life hacks. Together they have a reach of over 30 million people on their various platforms and they’ve been creating some fantastic content for Bettermoo(d) in anticipation of its launch.

“The brand has just started to hit shelves in Canada and over the next two months, they’re going to be in all the major retailers

in Canada. When we first invested, they just had an idea and they were working towards it. Now, seeing that come to life is very rewarding. We love seeing success.”

Mr. Lewis gives a bit more detail on how Right Season helped Bettermoo(d) beyond its capital investment:

“We helped them make connections by putting their deal in front of brokers and introducing them to other industry experts. We’re just trying to help them wherever we can. I

think they’re poised to take over the plantbased milk market. /They have a product that is so much better than the competition.”

That’s not Right Season’s only notable client, of course. The firm is interested in all aspects of sustainable living and companies that can help society as a whole and has cast a wide net. Another company that’s come up is Grounded People Apparel (CSE: SHOE), a fashion company that’s trying to disrupt the fast fashion industry.

“Grounded People is an ethical shoe company that is making high-quality, cruelty-free shoes,” Mr. Lewis explains. “They are 100% vegan, fair trade, and earth-positive. These are the principles the company was founded on. The company launched its products in 2021, starting with a high-top and low-top canvas sneaker. Grounded is manufactured by fair trade workers in the world’s only 100% vegan manufacturing plant located in Brazil.

“In addition to producing stylish and sustainable sneakers, Grounded People is looking to solve the fast fashion problem

and disrupt current practices in the fashion industry. At the moment, the fashion industry is a significant polluter with more than 26 million pounds of textiles ending up in landfills yearly. Grounded is committed to addressing this problem by using sustainably sourced and recycled materials in its products.

“What we’re excited about is that the company is operating in an industry that is set to explode. The global sustainable footwear market is valued at $8bn a year and is projected to grow over the next five to six years. Consumer preferences have changed and the fashion industry recognises that. Major brands such as Nike, Adidas, Patagonia, and Levis have all made changes to incorporate sustainable materials and fair wage practices in their business. What makes Grounded different from all these businesses is that they have been doing this from day one. We really believe they could be a market leader in an industry that is about to explode and we’re pretty excited about that.”

SLOW AND STEADY

As a venture capital firm, Right Season is always on the search for its next Bettermoo(d) or Grounded People. It’s looking to build a portfolio of companies that are not only successful but use that success for the betterment of their industry and their communities.

“We continue to be mindful of where we’re deploying our capital, with our investment committee continuing to identify opportunities that fit our criteria and taking time to patiently wait for those opportunities to arise,” explains Mr. Lewis. “We’re a long-term holder and want to make sure our portfolio companies are properly supported and set up to achieve success. That being said, the team here is continuing to seek out investments that align with our sustainable agenda while being mindful of providing our shareholders returns.

“In this market, we firmly believe that numerous startup and developing company opportunities await us. Having perspective, though, is paramount. It’s not a quick business. We remain committed to a longterm vision and view this market downturn as an opportunity to grow and further our business. While others may grapple with market volatility, we have a long-term view and are looking to position ourselves properly. That’s where we stand right now. We’re looking forward to the future.” c

“What we’re excited about is that the company is operating in an industry that is set to explode. The global sustainable footwear market is valued at $8bn a year and projected to grow over the next five to six years.”

FLYING HIGH

The Turks and Caicos Islands Airport Authority is responsible for air travel across the nation, including improving the sustainability of their operation. Manager of Corporate Affairs and Communication, Nikeva Ariza, speaks to Sustainable Business Magazine about what projects and initiatives the authority has up its sleeve.

The Turks and Caicos Islands Airport Authority (TCIAA) is a state-owned entity responsible for running airports and air travel across the country. The government established the TCIAA in 2005 and today it is responsible for six sites including the Howard Hamilton International Airport, which is the only one receiving flights from other countries. The remaining five are: JAGS McCartney International Airport; Norman B. Saunders International Airport; Clifford Gard-

ner International Airport; Henry Leon Wilson Airport; and Eric Arthur Airport.

A crucial part of TCIAA’s history was the acquisition of Howard Hamilton International Airport, which was previously owned by private company Provo Airport Company (PAC). The authority acquired 100% of the shares in PAC during April 2010 for USD$30m. PAC’s acquisition also brought with it the JAGS McCartney International Airport. This meant that an important national asset was taken into na-

tional hands and handed over to the people of Turks and Caicos. As a result, the country was able to offer world-class standards at its most important international gateway.

Nikeva Ariza, Manager of Corporate Affairs and Communication at TCIAA, expands on what the authority brings to its assets:

“Across all of our sites, we strive to operate according to our six values, or what we call the Six Beatitudes – innovative, collaborative, respect, integrity, loyalty and growth.”

“Sustainability criteria such as energy efficiency, waste reduction, renewable resources are at the top of the list when we’re looking at what to bring in. “

KEEPING TCI BEAUTIFUL

country, keeping an eye on our beautiful country. Meanwhile, our plans for the holiday season are to have a luncheon and give toys to the SNAP centre, which is a special needs centre for ages two to 20 years old. The team will go and have a Christmas lunch with them and spread the holiday cheer.

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“On the island of Gran Turk, our plan is to visit the old aged centre and donate to 138

We are committed to the protection of the environment through the implementation of an effective sustainable recycling and solid waste management collection and disposal programme. We provide our residential customers with proper bins for storage of refuse/garbage and recycling. Depending on the need of our commercial customers, we provide open, close skips and Refuse/ Garbage Compactor(s). Our collection fleet consist of Roll-off and Rear Load Compactor vehicles.

COMMUNITY INITIATIVES

Just as acquiring Turks and Caicos’s only international airport was a display of commitment by the authority to the nation, so is its wide-ranging social benefit and community projects. Ms. Ariza talks in more depth about these initiatives:

“Since taking over my current role, I’ve pushed for a larger budget for social projects so that we can be more engaged with the community and show them that we as an authority care. Last year we did a lot of events such as luncheons and gift giving. We had a luncheon with the elderly in North Caicos and Middle Caicos, for example, where we celebrated them and gave some lovely gifts. In South Caicos we did something similar, donating gifts to the elderly at Christmas time. Meanwhile, here in the capital Providenciales, we donated to the Social Services Department and to twice to the less fortunate.

“This year, our plans were even more diverse. The TCIAA collaborated with schools to facilitate their tours, field trips and career days, We want to inform the youth about various roles in aviation. In November, we engaged this with tourism awareness

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month. As part of that we are organised a clean-up campaign around the country, keeping an eye on our beautiful country. Meanwhile, our plans for the holiday season are to have a luncheon and give toys to the SNAP centre, which is a special needs centre for ages two to 20 years old. The team will go and have a Christmas lunch with them and spread the holiday cheer.

“On the island of Gran Turk, our plan is to visit the old aged centre and donate to the elderly there. We’ll also visit the centre for mental health donate to the mental health centre, while spreading Christmas cheer across Grand Turk generally. At the moment, we are working with Louise Garland Thomas High School. We sponsor their basketball team, which means we pay for their uniforms, and they this year they will be carrying the TCIAA name and logo on their jerseys.”

One really important social initiative that TCIAA has undertaken relates to the provision of health services.

“We collaborated with the Ministry of Health to provide free mobile clinics across all of our airports,” Ms. Ariza says. “The Ministry’s mobile health clinic provided free blood pressure and other health checks to users of all our airports. That means not only customers but airport staff as well. We have provided that at least once a month across all sites. Recently, the collaboration established stands where people can receive free flu shots. We want to play our part in promoting healthy living for the people of Turks and Caicos.”

SUSTAINABLE SUPPLY CHAINS

Of course, alongside its social commitments, TCIAA is keen to foster an environmentally sustainable consciousness for its

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MAKING VISIONS BECOME REALITY OLYMPIC GROUP

From it’s origins on the island of Salt Cay in the 1990s, the Olympic Group has grown exponentially, encompassing a diversified portfolio of businesses at the heart of the thriving Turks and Caicos economy. With offices in Grand Turk and Providenciales, we are proud to serve all islands of the Turks and Caicos.

As a family business with deep roots in the Turks and Caicos Islands, Olympic Group understands the specific needs of the region and has designed and implemented commercial projects of varying sizes utilizing its expert knowledge and experienced building practices geared to the local market. Our businesses have always been set up with integrity as its cornerstone, and despite the larger hotel, commercial and governmental projects we now undertake, we pride ourselves on owning a full-service construction company that will do everything from simply changing a door lock, to constructing a multimillion-dollar resort development project or luxury villa.

Olympic Group has invested into multiple new businesses that service the logistics and supply chain operations within the Turks and Caicos. Through our subsidiaries Tropical Oil Limited and Tropical Gas Limited, we are one of the premier wholesale and retail distributors of Bulk Fuel and LPG within the Turks and Caicos Islands, being the trusted supplier of many of the premier luxury hotels, resorts, and marinas. We have nurtured international partners in the material supply chain and through our subsidiary ENE Shipping & Trading Limited, operate cargo vessels servicing the Dominican Republic, Turks & Caicos Islands, and the Bahamas.

We pride ourselves on being a multi-island operation, where our group is the heart of not just improving the infrastructure of the islands, but also serving over the one million tourist that arrive on our beautiful by nature Turks and Caicos, enabling them to explore our magnificent islands.

Sustainable Partnership with TCIAA.

We are proud to be a trusted partner of the Turks and Caicos Islands Airport Authority, where we are delivering projects at both JAGS McCartney International Airport Grand Turk and Howard Hamilton International Airport Providenciales.

operations. This is especially true because Turks and Caicos is an island nation that relies heavily on imports.

“When dealing with international suppliers, we have to build relationships with partners that we understand and can rely on,” explains Ms. Ariza. “This helps us to ensure we’re bring in only high-quality goods that have reliable environmental credentials throughout the supply chain. Products that we need for our operations include fire trucks, air traffic control equipment, office supplies, construction materials, and other goods and services that help us run our operations smoothly.

“Sustainability criteria such as energy efficiency, waste reduction, renewable resources are at the top of the list when we’re looking at what to bring in. One significant example is that, lately, we have looked at sourcing electric vehicles. Specifically, we’re looking at bringing in electric buses that can take airport users from the car park to the terminals. We haven’t confirmed anything for this yet but it’s in the plan for the near future. Meanwhile, we’ve actually already rolled out a programme for employees regarding conservation of energy.”

At the moment, a number of TCIAA’s sites are undergoing development, and this has provided an opportunity for the authority to explore its sustainability credentials as well.

“Currently, we are going through a redevelopment of Howard Hamilton International Airport in Providanciales, and are now at the pre-qualification stage,” Ms. Ariza says. “The authority and the Turks and Caicos government have together initiated a process of implementing a public-private partnership (PPP) to identify a private sector operator with proven experience in the aviation sector to finance the airport’s development. This will be under a long-term concession contract, but will enable Howard Hamilton to remain in public hands.

“This project is of strategic relevance to the strong growth and trajectory for the country’s economy, which is heavily reliant on tourism sector. We call the Howard Hamilton International Airport the main gateway to the Turks and Caicos because it is the only international airport where flights commute in here from other countries. You then have to catch another inter-island flight to get to the other islands. We therefore believe this is

Helping you select the best vehicle to suit you

BUTTERFIELD MOTORS LTD. are the authorized Chevrolet Dealership for the Turks & Caicos Island. Providing a friendly, relaxed, transparent, and ‘no-pressure’ sales experience in helping you select the best vehicle to suit your needs. We offer a selection of vehicles for every budget, taste, or preference. We also provide fleet purchases and company service packages.

Our relationship does not end at purchase. The Parts Department stocks a large selection of genuine GM OEM Parts for purchase. We are proud of our factorytrained certified technicians and state-of-the-art Service Center, equipped with the newest diagnostic equipment. You can trust us to take good care of your car irrespective of the brand, at a very competitive price. Butterfield Motors strives to exceed your expectations.

The Silverado ZR2 comes equipped with beefed-up skid plates, a high-performance lifted suspension and unique bumpers that maximize approach and departure angles. Those rear bumpers also have steps cut into the corners, providing a low-tech solution for a step-up into the bed. The Silverado ZR2 comes equipped with forward collision warning, automatic emergency braking, pedestrian braking, rear parking sensors, a surround-view parking camera, blind-spot monitoring, rear cross-traffic alert and lane-departure warning. It also comes with a helpful hitch guidance feature that uses cameras to allow the driver to accurately back the truck up to a trailer. The ZR2 comes equipped with GM’s Safety Alert Seat, which vibrates a section of the seat to alert the driver to a potential hazard. It also comes with the Teen Driver system, which allows the owner to set speed and volume limitations for a second set of keys.

a project is essential. The country has already outgrown the current facility, so this PPP project will enhance the overall experience of all passengers and staff.

“All of this necessary development will be carried out with environmental sustainability in mind. While we will need to import a lot of the materials, that will provide us a chance to develop our nation with the planet in mind.”

This type of environmental sustainability is important for Turks and Caicos

“Recently we established a Virgin Airlines connection with direct services from London Heathrow. This now connects us directly to European market.”

because it is a country on the frontline of climate breakdown. In particular, it is susceptible to increasingly frequent and aggressive storms. Ms. Ariza explains how the TCIAA is already taking practical measures to improve its defences against this:

“The island of Grand Turk recently had a restriction on airlift due to the fence at JAGS McCartney International Airport being damaged by storms. As a result, we are now installing a fencing system that can withstand such storms. We are prone to

hurricane season on the islands so we are looking to install a fence that can withstand storms of up to Category 5.”

INTERNATIONAL DEVELOPMENT

Improving JAGS McCartney’s fence is part of wider renovations at the airport. TCIAA wants to turn it into another truly international airport. “Alongside the new fence, we are also looking to develop JAGS McCartney into an international airport again, enabling flights to go into Grand Turk directly,” Ms.

LEADING THE CHARGE TO TURKS

& CAICOS SUSTAINABILITY

Nestled within the idyllic setting of the Turks and Caicos Islands, where azure waters meet pristine beaches, environmental preservation is not merely a choice but an important responsibility. The region's tourism industry, vital for the local economy, relies heavily on its natural beauty. HAB Group, which includes Royal Turks and Caicos Golf Club, The Regent Village, Provo Water Company, and Eco Habitat Ltd (the dedicated environmental arm), is leading the way in sustainable practices.

At the core of HAB Group’s sustainability strategy lies a commitment to using modern technologies and innovative solutions to reduce our environmental impact while improving efficiency. Central to this ethos is the steadfast dedication to reducing reliance on conventional energy sources in favor of embracing renewable alternatives. Leading the charge at our head office, HAB has implemented a range of sustainable measures, from pioneering paper-free endeavors to the installation of natural-light Solatubes, EV charging points,

and a complete ban on aluminum coffee pods. Provo Water has embraced solar power to produce Providenciales de-sal water from its state-of-the-art reverse osmosis plant; and underscoring the club’s commitment to conservational stewardship Royal Turks and Caicos Golf Club has wholly embraced the power of its solar electricity grid. Through the installation of solar panels and advanced energy storage systems, the club has significantly reduced its reliance on traditional fossil fuels, including its maintenance and groundskeeping

department, thereby lowering its carbon footprint and aligning it’s operations with our goals.

Moreover, our water utility company has spearheaded the adoption of electric vehicles as part of its broader sustainability initiatives. By transitioning its entire fleet to electric vehicles, the company aims to reduce greenhouse gas emissions and combat air pollution. In tandem with this transition, Provo Water has established charging stations throughout its premises, facilitating seamless integration of EVs into its operations and promoting the widespread adoption of clean transportation solutions.

Our group emphasizes the importance of green design and packaging. HAB as a whole has opted for eco friendly bags and packaging, and embraced paperless billing procedures, thereby reducing paper usage and promoting digital solutions.

Central to HAB Group's ethos is a commitment to employee engagement and empowerment. Through ongoing training programs and the establishment of a dedicated green team, employees are actively involved in new “green” projects within the organization. By fostering a culture of social responsibility and innovation, we encourage our workforce to contribute to meaningful sustainability efforts, thereby inspiring positive change throughout our group.

Looking ahead, we remain focused on the future and are actively exploring new solar and waste energy projects to further diminish our reliance on traditional power sources. In essence, our sustainable business initiatives encapsulate the essence of the triple bottom line - people, planet and finally profit. By aligning financial success with environmental and social responsibility, HAB demonstrates its commitment to creating a sustainable future for the Turks and Caicos Islands. Through continued innovation, collaboration, and dedication, we remain steadfast in our mission to lead the charge towards a more prosperous future for all.

Ariza says. “Furthermore, we plan to link Grand Turk up directly to southern Florida.”

This plan is part of a wider programme of improvements that TCIAA is rolling out. As well as the redevelopment of Howard Hamilton and JAGS McCartney airports, the authority wants to upgrade user experience across all of its assets.

“The goal of the TCIAA is to provide world-class airport operations with a high standard of safety, security and quality,” explains Ms. Ariza. “In the future, the authority will seek to continuously improve our facilities in order to keep the airport modernised and sustainable. That means continuous upgrading of technology and improving the overall travel experience. For example, we have recently had more up-to-date check in kiosk machines to make customer experience more efficient.

“We’ve also enhanced and beautified a few airports. Eric Arthur Airport on Middle Caicos was closed for a number of years, for example, and we’ve now carried our repairs to that building so that it useable in emergency operations. Clifford Gardener Airport on North Caicos was also closed for a number of years. We’re now opening that back up to operations and are looking in the future to develop the airport into a fixed-base operations airport. That will provide the people of North Caicos plenty of new employment opportunities.”

Turks and Caicos is an increasingly popular tourist destination, which means that at the top of TCIAA’s future priority list is improving the country’s international links. As Ms. Ariza explains, the authority is in a good position on this front:

“Recently we established a Virgin Airlines connection with direct services from London Heathrow. This now connects us directly to European market. We also have British Airways, which does a stop on Bahamas, but Virgin Airways now provides a non-stop flight between the UK and Howard Hamilton since November 2023.

“We’re now also looking to open Turks and Caicos to the west coast of the US. We don’t currently have any airlift from the west coast so we’re actually attending conferences and looking to attend the Routes World conference in Colombia in March 2024 where we will explore and meet with airline stakeholders for more route development into Turks and Caicos.

“In a nutshell that’s where we’re at and where we want to go. We’re looking to continue to growing.” c

RECOGNISING THE IMPORTANCE OF THE ‘S’ IN ESG AND ITS ROLE IN THE TOTAL EXPERIENCE

Deborah Johnson, Head of ESG at Agilitas

Environmental, social and governance (ESG) has gained significant momentum in recent years, with businesses, end-users and partners becoming more aware of the impact that their decisions have on the environment and society. It could be argued that companies are prioritising the environment and governance due to increasing market and legislation pressures. But it’s no longer an option to simply meet the legal requirements - organisations must take proactive steps to address social issues and promote sustainable development.

With that in mind, many businesses are now considering a strategy that encompasses the Total Experience (TX). TX puts stakeholders at the heart of everything a company does, which not only helps to mitigate ongoing business and market demands but also provides solutions that are aligned with the needs of its people. This strategy recognises the role that each

stakeholder has to play in the business, ensuring the organisation can act with impact, lead by example and remain competitive in the longer term.

WHAT IS THE ‘S’ IN ESG?

Social sustainability involves identifying and managing a company’s impact on the wider community. It’s all about the organisation’s relationships with people, as well as its policies and actions to help individuals, groups and society. This includes ensuring employees are treated fairly, providing equal opportunities for all, and working to address any social disparities. Social considerations such as diversity and inclusion, worker rights and employee welfare also play a crucial role in a company’s long-term and sustainable growth.

The goal of these factors is to measure how well a company is meeting its human obligations across its operations, global supply chains and local commu-

nities. Businesses that successfully adopt the social pillar of ESG recognise that social considerations need to be ingrained across all functions and practices, fostering a cohesive approach that aligns with their overall vision. This means employees are more likely to actively work toward a future where they value their place of work enough to forgo external opportunities.

INTRODUCING THE TOTAL EXPERIENCE

Many organisations aren’t waiting for regulation to develop before making progress on social factors. Organisations are increasingly going above and beyond what they’re required to do, to show they’re doing the right thing for all of their stakeholders. Designed to connect employees and customers, the TX’s intention isn’t to focus on the business’s products or services, but rather on the relationship between its stakeholders and their business.

The strategy is made up of four key areas; the multi-experience, the customer experience, the employee experience and the user experience. By meeting the goals of stakeholders - across all channels

and interfaces, during an engagement or interaction - businesses can ensure more effective and efficient operations. Ultimately, providing more meaning, value, and purpose to stakeholders.

As employee and customer experiences mature, the need for internal and external synergies has never been more important. A recent survey from Gartner revealed that in 2024, organisations providing a total experience will outperform competitors by 25%. This is because organisations are adequately equipped to implement user feedback, focus on employee wellbeing and retain customers. TX helps position organisations as forward-thinking, one that puts people over profit, and ensures its products, services and presence positively impact stakeholders’ lives.

BOLSTERING THE BUSINESS

FROM THE INSIDE OUT

Embracing social responsibility is crucial for businesses to realise their ESG potential. By considering the needs of all stakeholders, organisations can contribute towards improving their total experience (TX) strategy and align with their wider ESG goals. Social responsi-

bility enables companies to support their customers and employees, ensuring a cohesive environment for business development.

Engaged employees who feel valued and supported are more likely to deliver better customer service by identifying issues quickly, mitigating problems efficiently, and keeping client satisfaction rates high, creating a customer-centric culture. By optimising total experience, companies can enable consistent delivery of information, allowing end-users to solve issues while staying engaged with the brand. TX also creates a better understanding of the customer journey, allowing companies to identify points where customers are having difficulty and improve those experiences.

For companies looking to lead by example, TX seamlessly interlinks experience ecosystems, meaning they will benefit from reduced customer friction, empowered employees, and improved stakeholder relationships. By optimising the total experience, companies can ensure that every touchpoint is as efficient and effective as possible. This helps drive further investment while allowing companies to stay ahead of the competition and remain poised for growth.

STAYING ESG COMPLIANT

Compliance is critical, but to successfully implement a TX strategy, it is essential. Without the capacity to be held accountable, many businesses can and will take advantage of their hardworking employees. Businesses with high staff turnover rates often need to be more consistent with their services and customer support teams.

Adhering to strict labour, supply chain laws and partnerships is indispensable for companies. Employing ESG compliance frameworks helps to considerately evaluate the impacts a business can have on the environment, society and industry. Adhering to guidelines and standards like the Sustainability Accounting Standards Board (SASB), Global Reporting Initiative (GRI) Standards and the International Sustainability Standards Board also further a business’ impact and accountability to its ESG targets.

THE FUTURE OF SOCIAL SUSTAINABILITY

The ‘S’ elements of ESG have played a secondary role to environmental and governance factors to date. This is because environmental and governance issues have been much more defined with better-developed regulations and data that are easier to measure and quantify.

However, the changing consumer preferences, employee attitudes and emerging regulations encourage firms to re-focus on social issues. As a result, more businesses are realising that social issues should be an integral component of their sustainability strategy - which is where the total experience comes into play. Employee, user and customer satisfaction underpin the TX and helps businesses evaluate the impact of social initiatives and how best to harness these practices to improve performance in the long term.

Overall, an organisation’s purpose can only be fulfilled if environmental, governance and social challenges to the business are considered together, and a total experience strategy stands as the cornerstone of sustainable business success. c

THE CULTURAMA FESTIVAL

The dual federation of St. Kitts and Nevis, which is located in the Lesser Antilles region of the Caribbean plate, has a complicated history. Though the smallest sovereign state in the Americas, the federation’s past is one that Kittitians and Nevisians cannot forget, fraught with global tensions, colonial degradation, and widespread exploitation.

Once inhabited by the native Kalinago people, St. Kitts and Nevis was extensively used for tobacco and sugar cane production under British and French colonial rule. The European nations, when not engaged in territorial warfare across the islands, briefly joined forces in the 1626 massacre of the Kalinago population, during which an estimated 2,000 people lost their lives.

As with most Caribbean islands, the period that followed was defined by the institutional exploitation of African slaves, a practice that continued until 1 August 1834. Fast forward to the present, and 1 August remains an important date in Kittitian and Nevisian cultural history. On the first weekend of August every year, Nevisians host the Culturama festival, a celebratory event that aims to preserve and enshrine the native customs and traditional folk art of the region.

During the festival, Nevisians wear delightfully vivid garments that represent characters, including moko jumbies (colorful stilt walkers) and masquerade dancers, from the West African folkloric tradition. Though it is a period of dance, song, and merriment, the history of colonialism and slavery lurks beneath the extravagance to remind locals and tourists alike of the federation’s difficult past.

The colorful masks worn by dancers recalls the egregious performances that slaves were forced to act out for the amusement

of their owners, while the whips held by performers dredges up vivid images of colonial punishment and racial enslavement.

Yet, in their extravagant reclamation of past events, Culturama performers regain control over their history and past oppressors. In the process, the West African folkloric tradition, which was brought to the islands by the slaves who built them, is preserved. Their culture, celebrated. Their heritage, sustained.

For many locals, Culturama is the cultural highlight of the year. It’s a time to remember, it’s a time to celebrate. But it’s also a time to learn! Attendees of the festival are welcome to participate in a variety of workshops, from arts and crafts to costume design to creative writing.

Proceeds raised by the Cultarama festival are directed back into the Nevisian community. The festival is currently raising funds to build a community center, which will serve as a hub for a variety of Nevisian-led cultural awareness programs.

WHERE TO START YOUR ADVENTURE

ST. KITTS AND NEVIS KEY FACTS

Capital: Basseterre, St Kitts

Population: 53,199 (2020)

Language(s): Saint Kitts Creole / English

Major resort areas: Tortola, Little Sisters, Anegada Virgin Gorda, Jost Van Dyke

Tourist season: December - April

Annual visitors: 1.11m (2019)

Currency: The Eastern Caribbean Dollar (EC$)

Avg. temperature: 70-87 °F

Highest point: Mount Liamuiga, 3,792 feet [1,156 metres]

Time zone: UTC-4:00 (AST)

Dialling code: +1

St Paul’s

Black Rocks

Mt Liamuiga

Sandy Point

Cayon

Challengers

BASSETERRE

KEY ATTRACTIONS

Art

Batik

Beach

Bird Spotting

Boat Trips / Catamaran

Brimstone Hill Fortress

Dolphins

Dining

Diving

Eco Park

Golf

Hiking

Horse Riding Market

Monkeys

Mount Liamuiga

Museum

Nevis Peak

Rainforest

Rum Tour

Sugar Train

Volcano

Watersports

Wildlife Viewpoint

Zip Line

KEY REGIONS

North St Kitts

South St Kitts

West St Kitts

East St Kitts

Nevis

Frier’s Bay

Newcastle

Butlers

Nevis Peak

Charlestown

WHAT TO DO...

NORTH ST. KITTS

ENJOY UNPARALLELED VIEWS AT THE TOP OF MOUNT LIAMUIGA

At an impressive 1,156 meters tall, the beating heart of St. Kitts and the highest point on the island, is the Mount Liamuiga stratovolcano. Its name, Liamuiga, derives from the native Kalinago name for the island itself: fertile land. Led by local guides, tourists can explore Mount Liamuiga by foot on a six-hour guided hike; small groups travel via safari truck into the tropical forest, before continuing their trek on foot to witness the

rich flora and fauna of St. Kitts. It can take up to one full day to reach the peak of the now-extinct volcano, where a sky-high picnic awaits you at the volcanic crater top. The views are certain to give any adventurer an adrenaline buzz!

AWAKEN YOUR AWARENESS AT ST. KITTS ECO PARK

After scaling Mount Liamuiga, what better occasion for a little downtime – or limin, as the locals would put it? Head over to the St. Kitts Eco Park, a haven for all things nature. Developed in partnership with the Republic of Taiwan over a period of three years, the eco-project is built on three pillars: agriculture, green energy, and tourism. As such, the park invites visitors to slow down, absorb nature, and open up their awareness to the environment. Over two hundred plant species are dotted around the Rose, Desert, and Tropical Orchard gardens, and have

been planted with the intention of educating tourists on the botanical history of the island and its inhabitants’ heritage.

ALSO IN TORTOLA

• Scout out local wildlife across Convent Bay, including the white-faced whistling-duck and the Little Blue Heron.

• Head to Sandy Point Town to the Amazing Grace Experience to learn about the dramatic story, told with original artifacts from slave ships, of how John Newton would transition from prominent slave trader to staunch abolitionist and writer of the well-known hymn ‘Amazing Grace’.

• Find the Black Rocks of St. Kitts! Located near the town of Saddlers, the Black Rocks will remind of you Mount Liamuiga’s incredible volcanic origins, themselves formed from the cooled lava flow of the stratovolcano.

Come feel the magic.

THE OCEAN LOVERS' CHOICE ON ST. KITTS

Contact us on:

T: 869-465-8597 F. 869-466-7085

Toll Free US & CA: 888-229-2747

Toll Free UK: 0800-032-7739

E. info@timothybeach.com www.timothybeach.com

EAST ST. KITTS

TAKE A TRAIN JOURNEY AROUND THE ISLAND

Most guidebooks will tell you that the best way to explore St. Kitts is by car – drive wherever you want, see whatever you want.

If everyone were to take that advice, carbon emissions on the island would skyrocket. Instead, take the more environmentally friendly, sustainable, and relaxed alternative: the St. Kitts Scenic Railway. Though originally built between 1912 and 1926 to transport sugar cane from plantations to the main sugar factory in Basseterre, the train (which has six-foot vaulted windows and an observation deck) now invites visitors on a relaxed but incredibly meaningful 3-hour tour of the east coast of St. Kitts, through unspoiled countryside and important scenes of the island’s complicated colonial history.

ALSO IN EAST ST. KITTS

• Play a round of golf at the Royal St. Kitts Golf Club, built with sustainability in mind: native grasses match the landscape and conserve water by maintaining natural watersheds; while food producing crops, planted around the course, supply local communities with accessible and organic ingredients.

• Go bird-spotting at Half Moon Pond! See if you can catch sight of the beautiful ruddy quail-dove and the yellow-billed cuckoo.

Nestled on the golden Caribbean beach in Frigate Bay, Timothy Beach Resort features spacious deluxe suites, beautifully appointed hotel rooms, sunset balcony views, snorkeling, water sports, nearby golf & ambiance of the ocean front pool, Sunset Cafe restaurant and The Dock Bar on the beach.

*Timothy Beach Resort is a completely Non Smoking hotel*

SOUTH ST. KITTS

TRY A COOK’S TOUR OF BASSETERRE

Become the star of your own food and travel documentary series with a walk through the palimpsest city of Basseterre, itself destroyed and rebuilt throughout colonial wars, riots, hurricanes, floods, and fires. With a population of just 14,000, the capital and cultural center of the island will never feel daunting; its streets and haunts unfurl before you to deliver an olfactory voyage of Kittitian cuisine. Spicy plantains, seasoned breadfruit, stewed saltfish, coconut dumplings, guava cheese, sugar cakes, and coconut fudge – there’s lots to explore and even more to eat, so ditch the guidebook and head down the side streets and alleyways between colonial façades to sample the city’s countless food trucks and street wagons!

WEST ST. KITTS

WANDER (AND WONDER) IN A RAINFOREST

Suit up. Buckle up. It’s time for adventure! Catch a buggy ride to St. Kitts’ National Park, the Central Forest Reserve (CFR), which was established for biodiversity conservation and sustainable development, and wander through the nearly 10,000-acre area. Be prepared for lots of wonder, too – the reserve’s dense greenery and tropical fronds house many species. It goes without saying, but be prepared to get wet! It’s an experience that only adds to the forest’s charm.

EXPLORE LOCALLY MADE TREASURES AT ROMNEY MANOR’S BATIK MARKET

There’s lots to see at Romney Manor, including a beautiful house, luscious garden, and eight-acre estate with effulgent sea views. The history of the land itself is also tantalizing. Evidence suggests the village of Kalinago Chief Tegreman originally occupied

ALSO IN SOUTH ST. KITTS

• Those living a vegan lifestyle can still savor Kittitian cuisine: head to Ital Creations at Fari Organic Farm for locally grown plant-based food; relax under mango trees and find a sense of calm with their guided yoga sessions.

• Embrace a once-in-a-lifetime opportunity and swim with dolphins off the south coast of the island; keep an eye

out for spinner dolphins, hawksbill sea turtles, angelfish, spiny lobster, and the endemic flamingo tongue cowrie sea snail.

• Leave central Basseterre and head towards Port Zante. Here, you will find engaging street entertainment and a local crafts market, the perfect place to find some holiday souvenirs!

the site, and ancient petroglyphs can still be seen across the estate. Some of the trees which line the house are over 400 years old, thus commanding their own sense of spiritual and historical splendor. The manor is also a batik enterprise: peruse the colorful shop; treat yourself to handmade, unique, and one-of-a-kind batik products; add some color to your wardrobe!

ALSO IN WEST ST. KITTS

• Consider the historical implications of Britain’s involvement in the slave trade at the ruins of the sugar plantation on the Wingfield Estate.

• Continue your historical voyage at the UNESCO World Heritage Site of Brimstone Hill Fortress, a military fort built during the 18th century by African slaves, overlooking the ocean.

• Part of the Wingfield Estate and Romney Manor’s grounds, the Sky

Safari allows visitors to travel through the rainforest at speed on a 411 meter-long zipline. Can you think of a better way to see St. Kitts’ tropical biome?

SCALE THE HEIGHTS OF NEVIS PEAK

Located two miles southeast of St. Kitts is the neighboring island of Nevis. The smaller of the pair, the island of Nevis is home to another formidable stratovolcano: the 985-meter tall Nevis Peak. The name Nevis comes from the Spanish nieve (snow),

and its origins are still apparent: most of the year, dense white clouds surround the pinnacle, creating the illusion of a snow-covered peak. With the help of a local guide, visitors can scale Nevis Peak for a glimpse of the volcano’s rich array of flora and fauna. Keep an eye out for the naturalized African vervet monkey, Antillean crested hummingbird, and the federation’s national animal: the brown pelican!

IMMERSE YOURSELF IN TROPICAL BOTANY

A multitude of tropical flowers and shrubs, ornate fountains, orchid terraces, and lily ponds await visitors to the Botanical Gardens of Nevis, located just a short journey from the island’s capital, Charlestown. A mosaic of samples from around the globe have been brought together to make up the five-acre botanical expanse. Run with sus-

tainability in mind, water is recycled across the estate for use in ponds and fountains, while existing solar-powered lighting is being expanded and upgraded. Just remember to gaze upon the Poinciana (Delonix regia), the national flower of St. Kitts and Nevis, well-known for its flamboyant display of orange-red flowers.

ALSO IN NEVIS

• Learn about Nevisian history at the site of Alexander Hamilton’s birthplace in Charlestown, now the Museum of Nevis History.

• Scuba dive among monkey shoals and a delightful coral atoll in the tropical reefs and shallows between Nevis and St. Kitts.

• Head to Nelson’s Lookout, an old stone military fort, for breathtaking views of the island and the ocean beyond.

ENJOY NATURE’S LITTLE SECRETS