Sustainable Business Magazine issue 118

ANSA McAL Limited, Group CEO Anthony N. Sabga III explains how the company’s pioneering spirit through its rich history is as much an asset today as it ever was in the past.

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Celebrating a Decade of Sustainable Leadership: The Tenth Anniversary Edition of Sustainable Business Magazine

As we mark the tenth anniversary of Sustainable Business

Magazine...

We are proud to reflect on the incredible journey we have shared with pioneering companies, universities, associations, and industry bodies. Over the last decade, we’ve had the privilege of working with some of the most in

novative organizations worldwide, exploring their groundbreaking approaches to sustainability and sharing their stories of change and transformation. In this special edition, we are delighted to celebrate many of our favorite partners from the past ten years, highlighting their efforts and the progress we’ve made together.

Since our inception, our mission has been to create a platform where sustainability isn’t just a buzzword but a blueprint for the future—a future where businesses, communities, and individuals work in harmony with the environment to build a resilient and equitable world. From corporations taking bold steps toward decarbonization to grassroots nonprofits driving local change, Sustainable Business Magazine has been at the forefront, amplifying voices that are making a tangible difference.

In this commemorative issue, we feature organizations that have been part of our story since the beginning, including GlobalGiving, a nonprofit transforming how philanthropy works by empowering local, community-led initiatives. Since 2002, GlobalGiving has connected donors and causes in over 175 countries, offering a transparent and efficient way to fund disaster relief and sustainable development. Their focus on shifting decision-making power to affected communities has allowed them to create long-term impact, helping to rebuild lives and ecosystems after crises.

Another standout feature in this edition is our conversation with ANSA McAL Limited, one of the Caribbean’s largest and most diverse conglomerates. Group CEO Anthony N. Sabga III reflects on the company’s storied history, which began in the 1880s, and how its innovative spirit continues to drive growth today. With over 30 operating companies across eleven sectors, ANSA McAL exemplifies how sustainability can be embedded in a company’s DNA—something that has helped it thrive for over a century.

We also revisit the inspiring work of Gail Lee, Sustainability Director at the University of California San Francisco (UCSF). UCSF is renowned for its leadership in health and life sciences, but it is also setting new standards in sustainability. Gail shares how the university is pushing boundaries, aiming for complete decarbonization by 2045. UCSF’s ambitious sustainability goals reflect the urgency of the climate crisis and the role that educational institutions must play in leading change.

As we look to the skies, we are proud to feature Rafael Echevarne, Director General of Airports Council International – Latin America Caribbean (ACI-LAC), who discusses how the air travel industry is tackling the challenge of sustainability. With 370 members representing 95% of air traffic in the region, ACI-LAC plays a critical role in ensuring that airports across Latin America and the Caribbean are at the forefront of sustainable innovation, from reducing carbon emissions to implementing energy-efficient technologies.

On the topic of education and leadership in sustainability, we also spotlight the Association for the Advancement of Sustainability in Higher Education (AASHE). Executive Director Meghan Fay Zahniser explains how AASHE is reshaping how we think about sustainability, going beyond environmental management to include social justice and equity. AASHE’s work is transforming higher education institutions around the world by integrating Indigenous knowledge, racial equity, and holistic approaches to sustainability.

Throughout this edition, you will also find interviews with leading architects, designers, and consultants, including John Griffith, Director of ADeB Consultants Ltd., who explains how they’re encouraging clients to adopt sustainable technologies in their projects. These conversations highlight the innovative thinking required to overcome skepticism and build a more sustainable future, one project at a time.

In the last ten years, we’ve witnessed how sustainability has evolved from being a niche concern to becoming central to business strategy. The stories featured in this special edition are a testament to the progress made by those who have embraced sustainability not just as a responsibility but as an opportunity to innovate, grow, and lead.

As we embark on the next chapter of Sustainable Business Magazine, we remain committed to showcasing the visionaries and changemakers shaping our world. Whether they are tackling plastic pollution, accelerating decarbonization, or redefining corporate responsibility, their work continues to inspire us—and we hope it inspires you too.

THANK YOU FOR JOINING US ON THIS INCREDIBLE JOURNEY. HERE’S TO THE NEXT DECADE OF SUSTAINABLE INNOVATION AND LEADERSHIP.

Toby Hutchins, Founder, Sustainable Business Magazine

The Sustainable Business Magazine Team

COMMUNITYLED CLIMATE RESILIENCE:

Why companies should get involved, by CEO of GlobalGiving UK, Alex Ritchie.

GlobalGiving is a nonprofit that connects community-led charities and nonprofits with individual and corporate donors across the world. Since 2002, they have been on a mission to transform the way aid and philanthropy work for people in 175+ countries.

Founded in the US in 2002, and established in the UK in 2006, their goal is to accelerate community-led change and make it easy and safe for individuals and companies to donate and empower change at a local level.

GlobalGiving has a strong vetting process for their local causes and established method of quickly transferring funds through fiscal agents, allowing funds to immediately activate. GlobalGiving’s meticulous vetting and due diligence process means they’re a trustworthy option for citizen donors, companies and high net worth individuals who want to do good with their money and

see how their donations are being used at a local level.

Their vast network of local causes and ability to activate funds quickly mean that disaster response is a key part of their offering. They enable local nonprofits to fundraise following natural disasters and to respond to humanitarian and geo-political crises rapidly and effectively.

Their disaster relief goes beyond simply shifting money to areas that need it, but transfers decision-making power to leaders in the affected communities, granting them the agency to create sustainable and longterm change.

CLIMATE AND DISASTER

As well as disaster relief, GlobalGiving supports Climate Action projects in areas like tree planting, agroforestry and reef restora-

Photo Credit: Yayasan Usaha Mulia (YUM)

tion among other projects. However, increasingly these two areas are overlapping.

The increasing effects of climate change are impacting those working in the humanitarian sector. Rising global temperatures are connected to extreme weather events, worsening food and water insecurity and greater incidence of disease.

Research indicates that 3.6 billion individuals currently reside in regions highly prone to the impacts of climate change. It’s projected that between 2030 and 2050, climate-related factors such as undernutrition, malaria, diarrhoea, and heat stress could lead to roughly 250,000 additional deaths annually.

The climate crisis is a threat multiplier to areas already suffering from conflict. The IMF (International Monetary Fund) reported last year that climate change is likely to make existing conflicts worse as well as exacerbating

underlying issues such as hunger and poverty.

As a nonprofit that supports humanitarian disaster response—whether environmental or geopolitical—GlobalGiving sees, via local partners, the need for companies to support not only reactive efforts following shocks, but also resilience efforts, helping equip communities in advance of incidents.

WHY ARE LOCAL COMMUNITIES BEST PLACED TO TACKLE THE CLIMATE CRISIS?

Alex Ritchie, Chief Executive of GlobalGiving UK believes the best way to combat climate change and support sustainable development is through community-led initiatives. She says:

“Projects that align community development with climate work are ultimately going to have greater positive impacts, helping

improve quality of life while supporting climate adaptation and mitigation projects.

“In situations like this, the community leaders are best placed to lead these projects because they understand local contexts like plant life, biodiversity and cultural factors like staple foods, markets, community meeting structures. Communities themselves know the barriers to their success and what they need to do to change this, and donor businesses have an opportunity to give these issues an international stage.

“According to the 2022 Global Humanitarian Assistance report from Development Initiatives only 2% of funds donated in 2022 to international humanitarian assistance reached local changemakers, with the vast majority channelled through few large nonprofits who have tight restrictions on how the money can be used.

Photo Credit: Yayasan Usaha Mulia (YUM)

“Investing in community projects like those that GlobalGiving supports can have wider implications for protecting global biodiversity.”

“Investing in community projects like those that GlobalGiving supports can have wider implications for protecting global biodiversity. Smallholder farmers have a role in protecting all of us from climate change, but they cannot do this when their resources are depleted.

“Community resilience means that communities themselves have a plan, and resources ready for when disaster hits.

Ultimately, if we are always investing in communities when they are on the brink of destruction, then they can never move out of the survival stage.”

ROLE OF CORPORATES IN COMMUNITY CLIMATE RESILIENCE

Businesses are stepping up when it comes to climate change, even moving faster than government regulations in some places.

But expectations of their role are changing at pace too. In reality, just as through the UNFCCC framework nations discuss climate response in terms of mitigation, adaptation and loss and damage, businesses need to address the climate crisis from these same multiple angles.

In late 2023, Net Zero Tracker found that in late 2023 94% of UK-based companies in the Forbes 2000 have set net zero

Photo Credit: Yayasan Usaha Mulia (YUM)

targets; however this target-setting and tracking of corporate carbon footprints, while important, cannot be the end of the road for businesses seeking to be responsible corporate actors.

A paper published by the WEF (World Economic Forum) ahead of COP28 found that while most of the 30 global businesses polled are beginning to invest in adaptation, only a small proportion are providing significant funding for operational or community resilience. This indicates that outside this very top level of multinationals, there is also likely to be a lack of investment and consideration of the need for climate adaptation and resilience strategies.

Larger companies also have a business imperative to support their supply chain, and supporting community climate resilience projects will support global socio-ecological resilience, with SMEs representing

about 90% of businesses and more than 50% of employment worldwide.

Ultimately in a shared economy, climate risks are shared too. Businesses have an opportunity to expand their understanding of risk and contribute to community resilience with programmes which foster local empowerment and climate action.

COMMUNITY RESILIENCE THROUGH AGROFORESTRY

Building community resilience to the impacts of climate change is the focus of many projects – guided by community participation and knowledge.

One example is an agroforestry project in the Central Kalimantan region of Borneo by Yayasan Usaha Mulia, a GlobalGiving partner. In this area, climate change has led to increased temperatures, water shortages and flooding during the rainy season,

threatening the livelihoods of communities reliant on agricultural work.

Community leaders have established agroforestry methods and models in their communities. Agroforestry prioritises plant variety to encourage greater soil fertility, helping farmers to transition away from harmful pesticides. An increased variety of plants supports a cooler, greener landscape which enhances working conditions for farmers, and maintains soil hydration.

This project demonstrates the value of framing projects around climate resilience. Rather than victims of the climate crisis, communities in Central Kalimantan are supported to transition to a more sustainable form of income which reduces damage to the land done by slash-and-burn forestry techniques and pesticide use, while also increasing preparedness for temperature rises and supporting women community leaders to take an active role.

In conclusion, empowering local communities to develop solutions tailored to their specific contexts can have far-reaching benefits across social and environmental fields. By stepping up to support community-led projects, businesses not only have the opportunity to mitigate their own climate risks, but also drive equitable solutions that empower vulnerable populations on the frontlines of the climate crisis.

Indeed, the most effective climate action happens at the community level, with local leaders and stakeholders driving the change. By channelling more resources and decision-making power to these community organisations—who have deep relationships and access into communities—impact will increase by expanding reach, contributing to a sustainable and resilient future for all.

Photo Credit: Donna Ford

Photo Credit: Yayasan Usaha Mulia (YUM)

Photo Credit: Lisa Damico

MEETING THE URGENCY OF THE CLIMATE CRISIS WITH THE RISE OF BIOMATERIALS

By Nuha Siddiqui, CEO and Co-founder of erthos®

As we navigate through the escalating climate crisis, the issue of plastic pollution stands as a pivotal challenge in our pursuit of a sustainable future. A material that once revolutionized industries from packaging to healthcare—plastic—is now ubiquitous in its presence and pervasive in its intersectional impact.

Traditional plastics offer undeniable benefits, such as durability, food safety, and convenience. These properties have made them integral to various sectors, driving global production of plastics to exceed 380 million tons annually. However, the downsides can no longer be ignored: these same characteristics also make plastics environmentally persistent, resulting in lasting damage to our soil, food sources, and health while threatening every species that calls our planet home.

THE CHALLENGE OF EXISTING PLASTIC ALTERNATIVES

The journey toward finding effective and sustainable alternatives to traditional plastics has been fraught with hurdles. Initially, proposed alternatives faced challenges: they were often economically unviable, did not integrate well with existing infrastructures, or fell short in performance. Additionally, many solutions marketed as ‘sustainable’—like some bioplastics, also known as biomaterials or paper products lined with plastic—have been exposed as greenwashing, thus continuing the cycle of environmental harm.

When I launched erthos® in 2018 to find viable biomaterial solutions and meet the urgency of the climate crisis, my search took me through a labyrinth of half-measures and compromises. Oftentimes, the true

environmental costs were hidden by shortterm gains and incomplete lifecycle analyses. Despite these challenges, each setback only strengthened my determination to find a solution that genuinely balances environmental needs with practicality and affordability. On this quest, I’m joined by other innovators who understand, like me, that by tackling the world’s plastic problem, we can make leaps and bounds in addressing the climate crisis.

BIOMATERIALS AS TRUE ALTERNATIVES

As the field of material science evolves, biomaterials have become the answer to this challenge. When carefully derived from bio sources, these materials can be renewable and biodegradable and reduce our carbon footprint, especially compared to traditional plastics. With ongoing advancements in technology and a deeper understanding of alternative sources, there is now true potential for biomaterials to be both durable and cost-effective.

Yet, despite the progress made, misconceptions about the viability of biomaterials continue, particularly concerning their cost, performance, and scalability. Initially, the higher cost of biomaterials posed a barrier due to lower production volumes and the nascent state of technologies. However, as the technology has matured, investments have grown and production has scaled up, these costs will continue to decrease significantly. Moreover, the increased use of these materials in high-stress environments—from automotive components to medical devices—has effectively disproven doubts about their robustness and suitability for tough applications.

Biomaterials have unlocked a new path forward with technologies that bridge the gap between functionality and sustainability. These materials drastically reduce carbon emissions during production, thanks to their origins from natural and renewable sources. At the end of their life cycle, they don’t just break down into harmful microplastics; instead, they decompose into harmless substances that contribute positively to the ecosystem. This environmental advantage is helping industries rethink their material

choices and opt for more sustainable practices. As more and more companies recognize these benefits, biomaterials are paving the way for a new era in material science and promoting a more material-conscious global economy.

INNOVATING FOR THE FUTURE

Despite biomaterials’ clear advantages, demand remains low among the world’s largest CPGs and manufacturing companies. The main reason for this is that traditional companies need solutions compatible with their existing supply chains but rarely possess the know-how to develop cost-effective biomaterial solutions in-house.

This realization is what sparked early pivots in our company. Founded in 2018, erthos® started as a biomaterial manufacturing company. However, I realized that to solve the plastic crisis, I needed to help the world’s largest companies build better pack-

aging solutions instead of trying to compete with them. Today, we are an AI-powered climate technology company that aims to accelerate the widespread adoption of biomaterials worldwide. We are leveraging our expertise in material science, chemistry, and environmental design, together with our proprietary machine learning platform, ZYA™, to design powerful biomaterial solutions for global supply chains. Through our method, we’ve effectively closed the gap between ideation and commercialization for an end-to-end design process that is five times faster than traditional methods (leading to a 92% reduction in cost). Our biomaterials, developed from sustainable biobased ingredients, offer properties comparable to traditional plastics like polypropylene and polystyrene but are significantly more environmentally friendly and are integrated seamlessly into existing manufacturing processes. This allows industries

to easily adopt greener practices without requiring new machinery or extensive process changes.

Through my own experience at erthos® and by witnessing overall industry trends, the acceleration of artificial intelligence technology fills me with hope. Combined with the rise of sustainably conscious consumers and investors alike, I have no doubt that AI will pave the way for an environmentally just world.

In embracing biomaterials, we are not just adopting alternatives; we are creating a vision of the future where our economic activities are fully integrated with the natural world’s cycles. This vision is ambitious, but with technological advancements, it is finally within reach. Let’s continue supporting this journey towards a material-conscious future by championing innovations that will redefine our relationship with materials and, by extension, our planet.

SHAPING A GREENER, STRONGER CARIBBEAN

Sustainable Business Magazine speaks to one of the Caribbean’s largest and most diverse business groups, ANSA McAL Limited. Group CEO Anthony N. Sabga III explains how the company’s pioneering spirit through its rich history is as much an asset today as it ever was in the past.

ANSA McAL Limited is a diversified conglomerate originating in Trinidad and Tobago but serving the entire Caribbean region. Since its founding in the 1880s as a trader and exporter of cocoa and other local goods, the company steadily expanded its portfolio into a wide range of other sectors. In 1904, it took on a sawmill and hardware department, and in 1914, it grew into cargo handling and ship chandlery. By 1973, it had started its beverage line, something that would grow increasingly important to the company’s modern identity.

Today, ANSA McAL stands as one of the region’s largest conglomerates, with over 30 operating companies across eleven

That means we are involved at every stage of the lifecycle and can ensure that re-using and recycling the glass and plastic is integrated throughout the supply chain. We collect 90% of the bottles in the market and re-use or recycle them up to ten times per bottle.

sectors, including automotive, beverage, construction, distribution, finance, chemicals, packaging, media, retail, real estate, and services. The group has superseded its original base in Trinidad and Tobago and operates throughout the Caribbean and North America, putting people at the heart of all its activities.

Amid the growing challenges of climate change, ANSA McAL is committed to taking action. As the company moves towards its 2X growth objective, to double in size and scale by 2027, significant efforts are being made to integrate the Group’s Sustainability

CARIBBEAN PACKAGING INDUSTRIES LIMITED

Trusted Partnerships Unwavering Service Enduring Strength since1954

Business Priorities into the Group’s culture— not only within its current operations but also across newly acquired entities.

The Caribbean is widely recognized as one of the region’s most vulnerable to the impacts of climate change, and ANSA McAL remains keenly aware of this in both its dayto-day operations and long-term strategies.

“We recognise that, as a region, we are recipients of some of the most challenging aspects of climate disruptions,” says Anthony N. Sabga III, Group Chief Executive Officer of ANSA McAL. “At the same time, proportionately, the Caribbean is also one of the lowest contributors to global greenhouse gas emissions.”

“ANSA McAL’s way of business for sustainability includes renewable energy, which we have been investing in across the Caribbean region since 2015. We saw an opportunity to invest in a wind farm in Costa Rica, as well as a solar farm in the Dominican Republic, which are the first of such investments. Together, the two projects produce nearly 100 megawatts (MW) of green, renewable energy.”

The 21MW Tilawind wind farm is in the Guanacaste province of Costa Rica. ANSA

McAL acquired it through a joint investment with MPC Caribbean Clean Energy in 2018. At the time of its acquisition, ANSA McAL said it was part of a plan to drive sustainable growth in the Caribbean region, and it was looking for further such investments.

As a result, the company acquired the Dominican Republic’s Monte Plata solar farm in 2022. At the time of its acquisition, the farm produced 33MW of energy, but ANSA McAL quickly expanded its capacity, and today it has a peak capacity of over 75MW. Furthermore, when the group acquired Berger Barbados in 2018, it also acquired the company’s 80-panel solar farm that produces 30% of the company’s energy requirements.

“In the 140+ years since the company first began, we have immersed ourselves in every new generation of technology as we understand that creating an environment in which our people and communities can thrive is an essential component in driving long-term business success.”

REDUCE, REUSE, RECYCLE

Power generation is not the only means by which ANSA McAL is confronting the climate crisis. Their companies also take

more prosaic measures. For example, Carib Glassworks Ltd, a subsidiary of ANSA McAL, is one of the Caribbean’s largest glass and plastic recyclers.

“ANSA McAL is actually both the glass and crate manufacturer for our own beverages,” Mr. Sabga explains. “That means we are involved at every stage of the lifecycle and can ensure that reusing and recycling the glass and plastic is integrated throughout the supply chain. We collect 90% of the bottles in the market and reuse or recycle them up to ten times per bottle.

“Each of our companies is engaged in a plethora of community and social projects. However, we are also doing this at a corporate level as well, and that is one of the most interesting initiatives we are involved with at the moment.”

Because we are also the leading producer and manufacturer of beverage containers for the region in general, that means we are helping to reduce carbon emissions and littering quite extensively.”

ANSA McAL launched the first phase of the Reduce, Reuse, Recycle initiative to coincide with Earth Day 2023, expanding the successful bottle project throughout Trinidad.

Recycling bins were installed at various ANSA McAL sites across the country, and a series of educational videos were produced to highlight the importance of this initiative for environmental, social, and economic sustainability. These videos were shared internally and across the company’s social media platforms to raise awareness and educate both employees and the wider public.

The initiative was not only limited to new bins, but new crates were also manufactured from recycled CDC crates, and employee competitions were launched to engage staff across the group. Most significant of these was the e-BINGO card that challenged people to complete sustainability activities, including beach clean-ups and tree planting. The winner won a $1000 gift voucher for paint from ANSA Coatings, a subsidiary of ANSA McAL.

Glass recycling in Trinidad and Tobago surged by 91% compared to 2022, with over 1,600 tons of glass collected, up from

874 tons the previous year. This growth was the result of a collective effort across various initiatives, including Carib Glassworks’ recycling programs.

“Our businesses enjoy integrating sustainability into their operations,” says Mr. Sabga III. “However, it’s not just done out of altruism. There is great economics in these practices as well. It’s important to say that doing the right thing does not need to be considered as expensive. In our view, it is hugely value-adding and creates a competitive advantage.”

The beverage sector is home to another important sustainability program for ANSA McAL. The group produces a range of beers, including the world-famous CARIB Lager, a name that stands as a point of pride for the company. Carbon dioxide is a key by-product of its brewing process, but it is also very environmentally damaging.

As a result, the group’s breweries in St. Kitts and Nevis and Trinidad and Tobago

undertake CO2 re-capturing measures that prevent CO2 from emitting during fermentation. In 2023, the company re-captured nearly 500,000 kgs of CO2 across its two sites. In Grenada, a new bottle washer for returnable bottles was installed. This increased line output by 25 percent and improved overall efficiencies. This ESG initiative will reduce water consumption, save energy, and improve recycling.

EDUCATING THE YOUTH

ANSA McAL is also committed to several social impact investments, as Mr. Sabga III explains:

“If I attempted to share with you everything we are doing, we would run out of time. Each of our companies is engaged in a plethora of community and social projects. However, we are also doing this at a corporate level, and that is one of the most interesting initiatives we are involved with at the moment.

“We have developed strategic partnerships with a number of regional entities, focusing on our commitment to youth development through education and sport. One of our key investments is an AI Tutor platform for secondary school students and a Sustainable

Stock Market Game. This digital learning platform creates a mock stock exchange environment to help teenagers understand and appreciate money, and learn how to save, invest, and trade to build generational wealth. That is crucial for them to be able to participate in the economy as they get older, helping them better plan for financial and economic sustainability.

“Personally, I have been the long-serving director of the Heroes Foundation, an organisation that supports youths in Trinidad and Tobago in developing life goals. We help them with managing their time, preparing themselves mentally, and setting realistic expectations so that they can be future heroes for themselves, their families, and their communities. It’s really been wonderful to observe their development in all spheres and how it fits so well into the ANSA McAL purpose of ‘Inspiring Better Choices for a Better World.”

Other important social projects that ANSA McAL runs include the Champions Programme, which gives graduates accelerated career opportunities within the group, and a summer internship programme offered to the families of staff, providing young people with work experience.

GREEN ELECTRON

Given ANSA McAL’s long history of commitment to sustainability, it is no surprise that it already has plenty in store for the future. Mr. Sabga III was keen to share one of the most fundamental developments currently underway:

“One of the core businesses that we are growing is in the chloral-alkali space. We are the supplier of chlorine to the entire

Caribbean region. Chlorine is crucial to the purification of water, so we are supporting the entire region’s clean water efforts. This is a technology that we are remarkably familiar with and have developed very well. We are now looking at a hemispheric strategy for that business as we anticipate some great opportunities in the future.

“Closely related to chlorine is the production of hydrogen, which is one of the pillars of future energy transition. Whereas chlorine is produced by the electrolysis of brine, hydrogen is produced through the electrolysis of water. Therefore, we are familiar with the technology. As we expand the chloral-alkali business in the region, we see opportunities to expand the ‘green electron’ hydrogen business alongside it. Water is abundantly available in our region, and turning that into hydrogen could serve as an adjunct to the petrochemical industry, a replacement for natural gas-derived hydrogen.

“We could end up exporting it, allowing the region to participate in the new global economy. That would support our own sustainability efforts, not only through exports but also by attracting foreign investment into the Caribbean. The ability to attract and participate in the global economy is critical to the future of our region and its ability to self-sustain over the next couple of generations. I see the ‘green electron’ as a place where, given our expertise and capability, we could play a deeply transformational role.

“There is a historic and generational development in our midst, and ANSA McAL’s 140+ years will set our people, communities, and businesses up for the next 140 years.”

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STRENGTHENING SUSTAINABILITY

Sustainable Business Magazine speaks to Meghan Fay Zahniser about the Association for the Advancement of Sustainability in Higher Education, a non-profit working to put sustainability at the heart of higher education worldwide.

The Association for the Advancement of Sustainability in Higher Education (AASHE) is a US-based non-profit that works towards the integration of sustainability into higher education institutions. It is an association by membership and represents more than 1000 campuses across the US, Canada, and 20 other countries. It has a 20-year history and today is headed up by Executive Director Meghan Fay Zahniser.

While sustainability is often thought about as a future for technology and city planning, Ms. Fay Zahniser explains to Sustainable Business Magazine that it means even more than that to AASHE:

“Our definition of sustainability is thinking beyond the built environment. We’re thinking about human beings. We want to centre racial equity and social justice in everything we’re doing. Indigenous wisdom and knowledge is integrated not just into our definition of sustainability but also the way that we work to advance those ideas within higher education. Across campuses in the US, sustainability is a concept that has evolved from facilities so it’s understandable that there has been an emphasis on ‘environmental management’ but sustainability brings a more holistic lens including equity and social justice. AASHE is working to broaden and deepen the understanding of sustainability.

“When we started out 20 years ago, folks would see the word sustainability and

think they understood it. Then they’d see our ratings and wonder why there was a diversity section in the system and we’d say that it’s because sustainability isn’t just about waste, water and energy. Thankfully thinking has evolved since that time and many understand the breadth and depth of sustainability and the fundamental interconnection of equity with sustainability.”

STARS

AASHE itself is a network of campuses. Its members range from those that have only just started to think about sustainability and how it applies to their institution to those that are world-leading in their approach. At the heart of how AASHE guides and rates its members is the Sustainability, Tracker, Assessment & Rating System (STARS) that today is on version 3.0.

“STARS 3.0 was launched in June 2024,” Ms. Fay Zahniser says. “It is the culmination of five years of work and the input of hundreds – if not thousands – of people. It is a holistic framework that enables the measurement of sustainability across all aspects of higher education from energy use and supply chains to racial diversity and workers’ rights.

“We’ve had technical advisors, campus staff, a variety of subject matter experts, public comment periods, and a steering committee weighing in and improving the system. STARS is a system created not

University of Toronto Mississauga: Master of Science in Sustainability Management Graduates at UTM.

just for higher education but by higher education.”

STARS is organised on a tiered system, ranging from bronze throughout to platinum. There is also a ‘reporter’ designation that is open to institutions that don’t want to pursue a ranking but want to publicly report their sustainability data.

“STARS isn’t overly prescriptive, it’s a framework, so campuses can create their own priorities in pursuing a rating,” says the Executive Director. “ There are over 1,000 campuses that have registered for STARS across more than 50 countries. Each year, we have over 300 campuses submit for a rating. Of those, only 13 have earned STARS platinum which shows the bar is

high for this level of achievement. No two of those STARS Platinum institutions did exactly the same thing because we recognise that sustainability looks different in different contexts. However, the common thread is that they have prioritised sustainability by implementing it throughout the curriculum, research, operations, governance and policies. Sustainability in STARS Platinum institutions isn’t the result of one or two leaders but has been embedded in the culture.”

TRAINING THE TRAINERS

While STARS is at the heart of AASHE’s work, it’s not the only project the association works on. For example, it runs a mentor-

ship program to help support and advance sustainability throughout its network.

“People come to our annual conference, feel like they’re among friends, and draw energy and inspiration from that” explains Ms. Fay Zahniser. “When they return to their campuses, though, they may feel like they’re alone and the only person trying to integrate sustainability into their institution. Our mentorship program tries to create the motivation and inspiration found at our annual conference for people new to the area. They may be a new sustainability manager or someone that’s starting out as a sustainability director and hasn’t served in those roles before. We pair them up with seasoned experts to not only provide them with support but also understanding and ideas for creating better institutional buy-in.

“It’s also an acknowledgement of how much our community has grown and how much expertise we have amongst our community. We’ve matched hundreds of pairs since the program began a few years ago and it has been really effective for those people in creating much needed support. Mentorship is essential to keep our sustainability change agents motivated and hungry to pursue change.”

Cornell University: Students pass by the PolyForm sculpture that celebrates celebrated College of Human Ecology’s interdisciplinary, human-centric mission spanning science, technology and design, and the connections between the natural, social and built environments.

University of Houston

Bentley University

AASHE also runs the Centres for Sustainability Across the Curriculum scheme. This program has AASHE partnering with institutions that provide workshops and professional development events for faculty in their region. This program has led to hundreds of faculty integrating sustainability into the curriculum at campuses around the globe.

“Our hope, our goal, what AASHE is driving towards is that every single college graduate is equipped with the knowledge, tools and skills they need to address climate and sustainability challenges regardless of their discipline,” Ms. Zahniser says. “yes, we want our buildings to operate well but the power of higher education is our graduates. Thinking about that as the outcome, we come back to the curriculum and the question of how sustainability is integrated across the whole curriculum whether it’s a business degree or an arts degree. That’s where the Centers come in.”

Furthermore, a notable sponsor has recognised the importance of this program and come forward to support AASHE with it.

“For 15 years we had a train the trainers’ program for faculty members of any discipline to come together and discuss integrating sustainability into their specialism,” the Executive Director explains. “The Centres were launched in 2017 as our attempt to scale up those efforts so that we could accelerate our impact. However, the pandemic slowed progress because in-person meetings weren’t allowed to happen in most places around the world.

“Then, in 2023, Microsoft stepped in. They were really interested in what we were doing with the Centres and wanted to help reinvigorate, grow, and expand them. With Microsoft’s funding we have helped create at least five new Centres and begun offering online training that has helped reach people across the globe. It’s been really heartening to have our work recognised by such a prominent company and it points to the impact of our work in advancing sustainability.”

Seneca Polytechnic: Harvesting the lettuce from The Seneca Farm, a two-floor shipping container facility at Seneca Polytechnic’s Newnham Campus turned into a hub for urban agriculture commercial growing and research. The facility uses hydroponic vertical farming technology. Opened in September of 2023, Seneca Polytechnic has renovated the twofloor shipping container facility at Newnham Campus and turned it into a hub for urban agriculture commercial growing and research. The facility uses hydroponic vertical farming technology provided by Just Vertical, who is also our research partner. The bottom floor is centered around commercial growing for our campus cafeteria. The top floor is focused on urban agriculture research that investigates how to achieve optimal growing conditions for small-scale urban agriculture suited for any climate

California State University, Stanislaus:

EXPANDING THE SPHERE OF INFLUENCE

One of the biggest challenges that AASHE faces is how it can extend its influence outside of its own network. Ms. Fay Zahniser explains how the association engages with other stakeholders to achieve this:

“We are a mission-driven organisation advocating for policies and practices that advance sustainability in higher education. We have stakeholders from government agencies, state-level agencies, non-profit organisations, and anyone else that has a role in higher education. That has played an important part in helping us gain interest at the federal level. AASHE has participated in events at the White House, with the Department of Energy, and Department of Education. That’s obviously important in expanding our influence, but it’s not the end of the story.

“In the US, higher education institutions are overseen by accreditation agencies. These are separate entities not affiliated with the government that set standards for higher education and what they do. Having them prioritise sustainability is a dream of mine.

“They present an opportunity for us to really drive change and I’m hopeful that we can pursue more meaningful relationships with them. At the same time we will, of course, continue working with a variety of stakeholders across sectors, as we have done for the past decade, to strive for sus-

tainability to be at the heart of the higher education sector.”

SUSTAINABLE CAMPUS INDEX

Looking forwards, AASHE has plenty on the horizon alongside its usual operations. First is its annual conference in October, which will only be its second since the Covid-19 pandemic, and second is the launch of its new strategic plan that will cement AASHE’s commitment to offering resources and training to institutions worldwide.

“We’ve also launched the Sustainable Campus Index, Fay Zahniser adds. It’s an annual publication highlighting what we’re learning from STARS and breaks down the top ten leading institutions by category. We want the Index to point folks to the institutions that are doing a really great job so that if they are struggling they know who they could approach to learn more.”

THE EXECUTIVE DIRECTOR

CONCLUDES WITH A BRIGHT OUTLOOK:

“With the conference, a new strategic plan and the Sustainable Campus Index, it’s going to be a busy Fall. However, these are things we’re looking forward to and the amount of work going on is testament to both AASHE’s success and an increase in the number of campuses working to advance sustainability at higher education institutions. There’s reason to be excited and hopeful for what the future holds.” c

Catawba College: Dr. Joe Poston takes ornithology students for a walk in Catawba College’s Fred Stanback Jr. Ecological preserve.

Dickinson College: Student interns complete hive check at Dickinson College. The Hive engages its members in learning about sustainability problems and solutions through the direct experience of beekeeping, honey production and community building.

“We are a mission-driven organisation advocating for policies and practices that advance sustainability in higher education. We have stakeholders from government agencies, state-level agencies, non-profit organisations, and anyone else that has a role in higher education.”

LEARNING TO THRIVE

Sustainable Business Magazine speaks to Gail Lee, Sustainability Director at University of California San Francisco, about how the campus is forging the way for sustainability initiatives at one of the most well respected universities in the world.

The University of California San Francisco (UCSF) is considered one of the top research universities in the world, with the UK’s Times Higher Education listing it as 46th best in the world by reputation. UCSF is part of the wider University of California network and is dedicated to health and life sciences including running one of the USA’s top hospitals. As a leading light, it should come as no surprise that the institution is also breaking ground when it comes to sustainability.

This groundbreaking work is part of an ambitious goal to decarbonise the UCSF by 2045. However, as UCSF’s Sustainability Director Gail Lee tells Sustainable Business Magazine, this is just the latest attempt by the university to push the envelope:

“In 2015, the university committed to carbon neutrality by 2025. When Janet Napolitano became the university’s president

in 2013, she kicked off a lot of activity around accelerating our efforts to address climate change, saying ‘if the University of California can’t achieve carbon neutrality by 2025, who can?’ One strategy to achieve this target was through the use of carbon offsets. Since then, though, both students and the faculty have questioned the effectiveness of carbon offsets in reducing emissions.

“UC carried out a year-long investigation to identify the best carbon offsets and concluded that the students and faculty were right. Offsetting is not an adequate solution. Instead, we must focus 100% on decarbonisation by eliminating methane gas usage. As a result, the University of California (UC) has a new policy target of achieving a 90% reduction in carbon emissions by 2045, using 2019 as the baseline. Each of the ten campuses were funded to conduct a decarbonization

study to include electrifying their campus, eliminating methane gas, purchasing 100% clean power, and incorporating an equity and just transition lens.” These studies were was completed recently and UCSF is planning to publish it soon. Once available, each campus of the university will then build on their study it to develop a climate action plan acting as a roadmap for the reaching 2030, 2035, 2040 and 2045 targets.

RENEWABLE ENERGY

One of the most important ways to achieve zero carbon is, of course,energy efficiency and securing clean carbon-freeelectricity.

Ms. Lee explains that UCSF is already well on the way to ddressing this:

“The UC system created a wholesale clean power company that uses several UC owned solar farms, purchased renewable solar/wind energy and seeks to provide to all 10 campuses100% carbon-free electricity by 2025. Not only does this ensure its power is from carbon-free sources, but it is able to pass any cost savings onto the campuses.”

This leave the biggest challenge of replacing existing methane gas uses with electricity. As we move forwards, we will ensure that all new buildings are fully elec-

tric, and as we plan to replace our gas fired power plant, with new technology. .”

Of course, construction is itself a major source of carbon emissions. UCSF is aware of this and has taken steps to try and limit the impact its new buildings will have at the construction stage:

“We’re calculating the embodied carbon of each of our buildings and that includes the construction as well,” says the Sustainability Director. “One strategy we’re employing is the use of low-carbon concrete that can reduce emissions. We originally estimated that it would reduce the carbon emissions of a new building

by 25% but that could change. It’s not straightforward and depends on how the concrete portions of each building need to be built and cured in order to have the strength needed to support the building. Nonetheless, we’re focused on utilising that wherever we can.”

FOOD AND FREEZERS

UCSF is getting at both ends of the energy supply chain. Not only has it moved almost entirely over to carbon-free power, but it’s making big strides in replacing everything it uses with more environmentally-friendly alternatives. This is a big undertaking considering UCSF is a major university that includes three busy public hospitals, but that’s not deterred the institution.

“We’re working on our Scope 3 emissions,” says Ms. Lee. “Scope 1 Is the burning or use of fossil fuels and we’re working

to reduce that. Scope 2 is the purchasing of electricity, and we’re already nearly at 100% renewables. Scope 3 is pretty much everything else – carbon emitted upstream and downstream by the goods and services that we provide.’

“To take on this challenge we have a range of workgroups including Green Procurement and Green Labs workgroups. This latter one is particularly important because we recognize that labs are one of the highest energy using areas on our campus. One asset we’ve identified here are our low temperature freezers. These are -80 degree freezers forresearch sample storage. There are three companies making freezers of this type as Energy Star models, which use just one-quarter to one-third of the energy of a conventional freezer so we’re investing in that and replacing all of our 1200 freezers with Energy Star models. Early on we esti-

mated we could save $2m on energy costs alone.’ This does not include the savings from not having to cool spaces due to the freezers’s increased efficiency.

Another area that comes under this Scope 3 overview is food. UCSF is a major campus with a lot of people living and working there. It’s food services department, therefore, can have a significant carbon impact. Ms. Lee explains that the university is implementing measures here too:

“We’re focusing on sustainable food. While that can have many different meanings, we’re using the AASHE definition so that we’re consistent when reporting on our food sustainability initiatives. A lot of our work in this area has to do with organic and locally grown produce because that reduces emissions from cultivation and transportation. We look at the embodied carbon of all food we purchase and reduce emissions

throughout the supply chain as much as we can.” We also share excess food with local non-profits and compost leftovers as much as we can”

NO MORE PLASTICS

Power and products aren’t the only important area for decarbonisation, though.

“If we reduce our reliance on the predominantly fossil-fuel based plastics, we reduce our demandfor fossil fuels,” explains Ms. Lee. “That’s why we’re focused on connecting our decarbonization efforts to our other sustainability programs, in particular our plan to reduce plastic consumption and waste.

“One of our waste reduction efforts is focused on how to reduce single-use and disposable plastic and instead switch to

more durable materials such as glass, stainless steel or silicone. Where we have to use plastic, we have established a closed-loop recycling system in which a company will collect the plastic, melt it down, turn it back into the original plastic item , and then we buy it back from them. We will continue reusing it indefinitely.”

As a health and life sciences university, UCSF has also connected plastic use reduction to another important form of sustainability: human wellness.

“We have a toxics reduction workgroup focused on fossil-fuel based plastics due to the material’s endocrine-disrupting chemicals and PFAS chemicals,” Ms. Lee says. “Those have significant health impact, with our own research showing they can harm bodily functions and even brain development. Studies have revealed that babies born today have up to 200 different chemicals in their blood from all the microplastics and chemicals in products ingested by the mother. Reducing our reliance on fossil fuels also means reducing our demand for feedstock for plastics and thereby reducing the levels of these types of chemicals in the environment.

“Putting this into practice, we’re currently carrying out an education campaign showing pregnant mothers how to protect themselves and their infants from chemicals that leach out of plastic .”

In addition to plastics, UCSF is aiming to achieve a 90% solid waste reduction and diversion rate in general.

RESILIENT COMMUNITIES

The university’s work on decarbonisation and measures to mitigate climate change are not entirely inward-looking. As a major

health institution in San Francisco, it strives to push its research and knowledge back out into the community where it can. Ms. Lee provides examples of how it is doing this at the moment:

“We are exploring what work has been done in San Francisco and what we as a university can do to address the resilience of the community. For example, if we consider patients at our hospital, they have identified poor air quality due to wildfires and extreme temperatures as issues that they do and will struggle with.

“With that in mind, we’re trying to educate people as to how they can take care of themselves when these two events happen. We do this by educating our faculty and

clinicians on how to educate their patients. We show them what they can do in advance to protect themselves and also in response to extreme heat or poor air quality. We also carried out surveys identifying practical measures UCSF could take, such as what the best air filters to install would be in order to protect the people living and working on campus.

“The City of San Francisco had already reached out to its communities and found that these were their concerns, so we decided to work with the city rather than just replicate that research. We will do the same thing as we begin to broach other subjects that affect the long-term climate resilience of the City such as rising sea levels and flooding

or other extreme weather events. People are now recognizing that climate resilience isn’t a passing phase and we want to work with partners so that we can share information and expertise to protect public health.”

LEADING THE PACK

It’s clear that UCSF is taking an aggressive approach to climate mitigation seriously. Moreover, as a leading research institution, it is using its position to help surrounding communities. Nonetheless, despite everything it’s already done, the university isn’t about to rest on its laurels:

“Once we’ve begun implementing the recommendations from our decarbonisation study, we’ll continue to areas

of sustainability,” Ms. Lee concludes.

“UCSF and the University of California is also addressing water conservation, green procurement, green buildings, green laboratories, wellness and equity more broadly,

and how to accelerate changes at a cultural level. The University of California has lead by example and is providing a toolkit for educating and leading so that other organisations can follow.”

KEY CONSIDERATIONS FOR IMPLEMENTING CIRCULAR IT PRACTICES

By Barton Finn, Purchaser Engagement Manager at TCO Development, the organization behind the sustainability certification for IT products, TCO Certified

Every year, public authorities in the EU spend around €2 trillion on the purchase of services, works and supplies. IT products, a category connected to a number of sustainability issues, are a significant part of this amount. A record 62 million tonnes of e-waste was produced in 2022, up 82 percent from 2010. Much of this ends up in landfill, causing pollution, risks to human health, and the loss of valuable finite resources.

E-waste is growing rapidly, and the amount is estimated to increase to 82 million tons by 2030 unless the trend is reversed. There are several reasons for the increase. The world’s population is growing, and economic prosperity reaches more people. Technological development is fast-paced, repair options are limited, and the price of IT products is dropping, leading to shorter product lifespans.

THE POWER OF PROCUREMENT

IT products come with many sustainability risks, which mostly happen in the supply chain and so are hidden from a purchaser’s view. But the purchasing power of procurement is great. Its ability to drive various industries in a sustainable direction should not be underestimated because buyers can directly influence brands toward continued improvements.

To be able to use IT products in a circular manner, you need to set the right criteria at the procurement stage. When procurement includes comprehensive, challenging environmental and social sustainability KPIs in its IT solution procurement criteria - and gives them enough weight – there is a clear message to IT manufacturers, driving them in a more sustainable direction. When purchasers will only buy products that are verified to meet a comprehensive set of sustainability criteria designed to promote a circular approach to the way IT products are manufactured and used, they are helping their organization reduce its climate footprint, e-waste levels and resource consumption.

Sustainable IT procurement can be used as a strategic tool for driving the development of more circular, sustainable products and business models. This makes procurement a vital part of organizations’ sustainability and ESG programs, putting them at the heart of driving positive change for the business.

STEPS TOWARDS CIRCULAR IT

We hear about the need to drive circularity everywhere, from policy debates to corporate reports and also increasingly in the procurement practices of many organizations, but so far, we don’t see much of it imple-

mented in practice. Implementing circular IT practices reduces climate impact, e-waste levels and resource consumption. It can also save significant costs. When it comes to electronics, it is often hard to know where to start. Here are five tips to get you going:

STEP 1: CHOOSE A SUPPLIER WITH SUSTAINABILITY AMBITIONS

Make use of dialogs, meetings and RFIs to gather information. Clarify ambitions and needs within sustainability and circularity. Specify the sustainability data you want to get access to. As mandatory sustainability reporting becomes more common, organizations are increasingly dependent on credible sustainability data from their suppliers.

STEP 2: INCLUDE CIRCULAR CRITERIA IN PROCUREMENT POLICIES AND SPECIFICATIONS

To enable circular IT management, products must be designed and made for a long life. Products must be repairable and upgradeable to function for a long time. Materials and components should be possible to recover. To fit into the circular economy, products must be of good quality and function for a long time without breaking. Ask for an extensive warranty that covers service,

repairs and battery replacements for your estimated lifetime.

Products with ecolabels or sustainability certifications can help ease the transition with driving circularity criteria and independent verification of compliance.

STEP 3: BUY PRODUCTS WITH ENOUGH CAPACITY TO MEET YOUR NEEDS FOR A LONG TIME

Think long-term when you purchase an IT product. Buy a high-performance product with enough capacity to meet your needs for several years. Replacing traditional software with cloud-based solutions can also reduce the need for performance and enable a longer lifespan. Higher performance often means that the product uses more energy, but this is negligible compared to the climate impact that stems from the manufacturing phase. Purchasing a high-performing

product may be more expensive initially, but it could pay off in the long term.

Once again, ecolabels and sustainability certifications can help ease the transition.

STEP 4: BUY AND SELL USED PRODUCTS

From a circular perspective, maximizing product life is critical. When the product no longer meets the needs of the first user, it should be redistributed or sold to a second user. Second-hand purchases generally reduce both costs and sustainability impact.

STEP 5: SET UP KPIS

Identifying the right KPIs can help you meet legal requirements on sustainability reporting and take steps toward meeting internal or external circularity goals. For IT, a prolonged use time leads to lower annual scope 3 emissions.

SWITCH TO IT PRODUCTS WITH A SUSTAINABILITY CERTIFICATION

IT products that are verified to meet a comprehensive set of sustainability criteria are designed to promote a circular approach in the way these products are manufactured and used. To enable a long lifespan, these products must be durable and upgradeable as well as possible to repair and recycle.

To look at it another way, if all notebook computers - certified according to TCO Certified - that were manufactured in 2023 were used for six years instead of three, it would result in a reduction of greenhouse gas emissions of approximately 1,257,000 metric tons per year. Even one more year would make a big difference, with annual reductions of 627,000 metric tons.

THE FUTURE OF FLIGHT

Sustainable Business Magazine speaks to Rafael Echevarne, Director General of the Airports Council International – Latin America Caribbean, about how companies in the region are leading the world in making air travel sustainable for the future.

The Airports Council International – Latin America Caribbean (ACI-LAC) is a regional branch of an international organization tasked with defending and promoting the interests of the airport industry. ACI-LAC represents 370 members throughout Latin America, from Mexico to Chile, as well as island states across the Caribbean. These members account for 95% of air traffic in the region. As such, ACI-LAC plays a crucial role in making the sector sustainable.

Rafael Echevarne, Director General of ACI-LAC, first outlines the strengths of the region’s air industry and what the association is responsible for:

“Traffic in this part of the world is doing well. We were actually the first region in the world to recover from the Covid-19 pandemic and return to 2019 levels. This was largely because we were not as exposed to regions such as Asia where it was a major problem. There are only limited flights between Mexico and Asia. Otherwise, our traffic links Latin America and the Caribbean to the US and Canada. It also helped that Mexico, the second largest

“Looking towards the future, these sources of energy will also become much cheaper than fossil fuels. We tell our members that even if they don’t think about the environmental impact of renewable power, it makes business sense to do so.”

country in the region, never fully closed its borders to international travellers.

“Our latest data shows that in the year to April 2024, total air traffic was up 5% compared to the same period up to April 2023. That may look low compared to other parts of the world but that’s because we were already ahead of other regions. It means we are now going back to normal trends of growth seen before the pandemic.”

CARBON ACCREDITATION

The air travel industry is viewed as one of the most crucial when addressing the causes and challenges of climate breakdown. With such large volumes of traffic, the onus is therefore on ACI-LAC to deliver serious plans and proposals. This is a challenge the association hasn’t shied away from.

“Latin America and the Caribbean is one of the most dynamic regions in the world when it comes to joining the Airport Carbon Accreditation (ACA) scheme,” Mr. Echevarne explains. “This is the only such scheme globally that looks at the reduction of CO2

emissions by the airport industry. Until just a few months ago, Latin America was second only to Europe with the highest number of airports participating in ACA.

“An important factor in this is that Latin America has the highest number of airports run by the private sector in the world. Many of these private operators come from Europe, such as Vinci from France, Aena from Spain, Zurich from Switzerland, and so on. They are getting all of their airports to join this program. Furthermore, many of these companies are listed on the New York Stock Exchange where demonstrating serious commitment to sustainability is very important. As a result, ACI-LAC isn’t actually needing to do much to get airports to sign up.”

In some ways, airports in Latin America have a starting advantage for their green credentials because of the region’s infrastructure.

“We’re already in a very clean part of the world because so much of our energy is produced through hydropower,” says Mr. Echevarne. “I recently learned that approximately 50% of our energy already comes

from green means of production. The ACA programme considers sources energy used by airports as a key component of its standards, so Latin America’s existing hydropower infrastructure goes a long way to helping raise standards from the outset.

“The Caribbean is a slightly different story, however. There are no hydroelectric dams because of the small size of the islands. Instead, most of the energy grid is powered by burning fossil fuels. However, the future for the Caribbean is looking very bright –literally. The potential for its self-sufficiency is enormous because of the opportunities that solar power offers. The region also has good potential for wind turbines.

“Looking towards the future, these sources of energy will also become much cheaper than fossil fuels. We tell our members that even if they don’t think about the environmental impact of renewable power, it makes business sense to do so.”

Fortunately, most of ACI-LAC’s members take to sustainability with commitment and belief.

AVIATION, THE ONLY OPTION

Air transport plays an outsized role in the region and this has been an important factor in ensuring the sector takes sustainability seriously.

“Recently, when I flew from Panama to Brazil, I spent three hours flying over the Amazon jungle,” Mr. Echevarne says. “Yes there are communities and people living there in towns and even a city, but the only way to get there is by boat or plane, there are no roads or railways. Boat travel could take days or weeks, so flying is most people’s only option. Aviation therefore plays an absolutely essential role in the economic and social development of these communities.

“Meanwhile, the geographic complexity of other countries such as Chile, Bolivia and Colombia means flying is really the

only method of long-distance travel as well. For example, the journey time between Colombia’s two major cities Bogotá and Medellín is ten hours along winding mountain roads – or 45 minutes by flight. Driving between Cuenca to Guayaquil in Ecuador takes four hours along a 4100 metres-above-sea-level winding mountain pass – or 45 minutes in a plane.

“As you can see, air transport is essential for connecting people and business here.”

It should come as no surprise then that environmental sustainability is a fundamental part of the sector in the region. Mr. Echevarne highlights one of its most famous examples:

“On Baltra, one of the islands in the Galapagos, we have Galapagos Ecological Airport. The Galapagos Islands are one of the most famed environmental destinations

in the world due to their connection with Charles Darwin. Its significance means that any detrimental ecological impact would be a disaster.

“The company that runs the airport, Corporación América Airports, is an Argentine company and one of the largest in the world. When they won the bid to build the airport in 2008, they decided it should be environmentally sustainable from the outset. It ensured that the entire construction process was carried out sustainably, using as many local and recycled materials as possible, recycling the water used, and so on.

If you go there today you will see that it is powered by solar panels and wind turbines. As a result, it is the world’s first ‘ecological airport’ and holds a Gold LEED Certificate.”

This example sets the tone for how companies in the region are putting environmental sustainability at the core of airport construction and operation rather than seeing it as an add-on. Examples aren’t limited to the environment, though.

“There are some airports doing very exciting things regarding economic and social sustainability,” Mr. Echevarne says.

“The Galapagos Ecological Airport employs first from the local community, for example. Looking at Mexico, operator Grupo Aeroportuario del Pacífico (GAP) built and run schools for their employees’ families. They also do this in Jamaica.

THE AIRPORTS COUNCIL INTERNATIONAL – LATIN AMERICA CARIBBEAN (ACI-LAC)

“A third example is Quito Airport. It is one of the few ‘greenfield airports’ built in Latin America in the last few years. The collaboration between the airport company and the local community is incredibly strong. For example, the food and beverage providers inside the airport get as much produce as they can from local producers. The airport also runs a shop where those farmers can sell their produce. This type of collaboration goes beyond token gestures and shows real commitment to sustainability in the local community.”

ACI-LAC’s role has been to support those commitments, help companies plan and pursue sustainability objectives, and then shown the world just how successful its members are in doing so.

SUSTAINABILITY AND CONNECTIVITY

Looking towards the future, sustainability initiatives are a top priority for the association and its members, and it’s got several concrete goals in mind.

“The Caribbean is one of the most

important regions for us,” Mr. Echevarne explains. “Not only is it particularly vulnerable to climate breakdown but so many of them rely on tourism for their economy. Without aviation, life there is a lot harder. So ACI-LAC is to help the island states there develop self-sustaining energy generation primarily through solar power. There is a lot of sunshine and most of the airports in the Caribbean operate only during the day anyway. It’s feasible for a small airport to run entirely off energy generated on-site.

“We are also working with international

“There are some airports doing very exciting things regarding economic and social sustainability. The Galapagos Ecological Airport employs first from the local community, for example. Looking at Mexico, operator Grupo Aeroportuario del Pacífico (GAP) built and run schools for their employees’ families”

institutions to explore the production of sustainable aviation fuel (SAF). The amount of agricultural produce in Latin America is tremendous, with Brazil and Argentina being the world’s leading grows of soybean for example. Sugar cane is another widely grown crop here. These could be used to make SAF – yet not a single drop is currently produced in Latin America or the Caribbean because it is a difficult process. As a result, we are working very closely with the airlines to support the local development of SAF. Looking a little further

into the future, we’ll also start focusing on hydrogen production.”

Alongside these practical carbon-reducing measures, Mr. Echevarne concludes by explaining how ACI-LAC is taking steps to secure the social and economic sustainability of Latin America and the Caribbean:

“Improving the connectivity of flightpaths within the region is very important going forwards. Most flows in our part of the world are northwards: they connect different parts of the region to the US and Canada. However, that has come at the

expense of connectivity between the countries. For example, if you live on one island in Trinidad and Tobago, the easiest thing to do to get to another island is actually to fly to Miami in Florida and back again. That’s three hours each way. It’s unacceptable and, in the long term, unsustainable.

“ACI-LAC is proactively working with airlines and governments to establish new inter-regional routes that benefit those who live and work here. We believe in social and economic development and will do everything we can to foster that.”

PLAN FOR THE FUTURE

Sustainable Business Magazine speaks to John Griffith, Director of ADeB Consultants Ltd, about how the design firm is encouraging clients to implement sustainable technologies into their projects – even if they at first seem skeptical.

ADeB Consultants Ltd is a design consultancy based in Barbados, working with clients throughout the Caribbean. Its roots are in the 1960s, with former sister companies located in Jamaica and Trinidad. ADeB is today an entirely independent entity whose Barbados office was opened in 1971. It specialises in mechanical, electrical and plumbing (MEP) engineering. Furthermore, it has taken sustainable technologies as a cornerstone of its projects.

John Griffith, Director of ADeB, explains what the design firm actually does:

“We are an MEP engineering company that provides services across the spectrum including surveys, investigations, reports, drawings, specifications and tender documents. We do this with partners and clients in multiple sectors including hotels and hospitality, conference centres, laboratories. and educational facilities as well as residential, commercial and industrial properties. We will design their heating, ventilation and air conditioning (HVAC)

systems, lighting, fire and security alarm systems, communications, power, and other building infrastructure.”

Sustainability is always at the forefront of ADeB’s mind when it undertakes these design projects. Mr. Griffith explains how its engineers integrate technology into their designs:

“Our designs will almost always include modern technology because we and our society recognise the importance of energy efficiency. Moreover, it also makes sense financially for our clients. LED lighting is an obvious example, but we also use building management technologies that improve water and HVAC management. Together, these reduce the overall energy consumption of buildings. We also use variable refrigerant flow (VRF) systems more than ever. That helps with the energy efficiency of HVAC systems.

“These days the uptake of photovoltaic (PV) solar arrays is also bigger than ever. A lot of our clients will agree to PV systems

because they see the cost-benefit analyses and how much PV reduces energy bills.

The number of design tools we use to integrate these energy efficient technologies is higher than ever before.”

One example of ADeB’s implementation of such devices is in the renovation of a credit union in Grenada. The three-storey building had a small physical footprint and

not much room for storage. However, the consultancy proposed a VRF HVAC system to the owner because its simplicity meant it took up less space to provide more efficient cooling. The owner took ADeB up on it and it proved to be an ideal solution.

ADeB was also responsible for Barbados’s first under-floor air conditioning system, installed in an office building.

This type of HVAC system is proven to reduce energy consumption compared to traditional models. The design consultancy has also been involved with some of Barbados’s biggest solar hot water systems, installed in the country’s hotels.

Such energy saving technologies can incur higher capital costs, which means they don’t necessarily appear as a good choice at first glance. However, ADeB educates its clients so that they understand the longer-term advantages of the technology.

“Some of our clients already have an understanding of financial benefits of energy efficient technologies,” explains Mr. Griffith. “However, some have less of an understanding. Where that is the case, we try as much as possible to present their advantages, especially when we’re doing the specifications. Sometimes the operational costs don’t change whether they invest in this tech or not. But usually, when we do the cost-benefit analysis for them, they see the benefits down the road.

They understand why energy use-reducing products or building management devices will help reduce their overall costs even if the payback takes a few years.”

In one example, ADeB was tasked with replacing 150-ton standard chillers that had reached the end of their life. Rather than replace like for like, though, the firm presented a design containing six 25-ton VRF chillers instead. Not only was this an

ambitious design that took some convincing of the client but ADeB had to turn it around quickly as the chillers needed replacing over a single weekend. Ultimately, the client saw a 30% reduction in chiller energy consumption over the course of the following year. With the chillers expected to last 20 years, that totalled to impressive saving which the customer enjoyed.

ADeB has also taken sustainability to heart in its own work, making use of collaborative designing technologies such as Building Information Modeling (BIM) software. While this type of software such as Autodesk’s Revit is common elsewhere in the world, it has until recently been absent from Barbados and the wider Caribbean.

What this type of platform offers is making the design process much more efficient by seamlessly connecting the different stages and making information available across the spectrum. Moreover, it also reduces construction waste by eliminating crossovers. There are also advantages for the client as it enables ADeB to give them better insights into the design and implementation process. It is therefore key to education on sustainable technologies.

ADeB has fully leveraged its power and sees it as a crucial part of the future.

Through this bold and pioneering attitude, ADeB has contributed towards Barbados’ overall sustainability posture. The country’s government has committed it to becoming the first sustainable island nation in the world, aiming for carbon neutrality by 2030. This won’t be achieved without every community member playing their part. ADeB’s is using its position as a consultancy to steer some of the country’s most important construction projects in that direction.

“We are a design company, not a contracting company,” Mr. Griffith says. “We don’t do the installation itself so our ability to influence sustainability in the supply chain is based on information. Our design and implementation will always put sustainability considerations at their heart.”

Another area that ADeB has some influence is in membership associations, which put it in a forum with other firms both domestically and internationally.

“We are a member of various local and international engineering associations,” explains Mr. Griffith. “That brings us several ad-

“Sometimes, as a Caribbean country, we will partner with international businesses for some projects. That gives us great exposure to sustainable technology from around the world.”

vantages. Membership helps us keep our staff up to date. The sector is constantly changing, especially when it comes to advances in technology, and those associations help us keep our training up to date and relevant.

“Our engineers, especially the ones involved with HVAC, are members of ASHRAE and that helps them update their skills over a period of time. I myself am part of the Institute of Electrical and Electronic Engineers, which helps me with updated information and occasional training so that I can stay up with cutting edge technology.

“Sometimes, as a Caribbean country, we will partner with international businesses for some projects. That gives us great exposure to sustainable technology from around the world. It also helps update our skills in a way that reflects the changes in the international market. Revit was one example of that.”

Mr. Griffith explains how ADeB is able to bring what it’s learned back into its own community, benefitting not only itself but the country as a whole:

“We’re able to use what we’ve learned to influence our peers. Some of our people including myself are members of the Barbados Association of Professional Engineers, for example. Here, we can use that knowledge and skills we’ve learned from overseas to help other companies in our country. This is essential as we’re looking towards the future and making Barbados a truly sustainable place to live.”

LEADING THE CHARGE IN GREEN HYDROGEN INNOVATION

Mohammed VI Polytechnic University (UM6P) is a hub of education, research, innovation and entrepreneurship, aspiring to become a solid bridge of knowledge between Morocco, Africa and the world.

Located in the “Mohammed VI Green City” in Benguerir, near Marrakech, UM6P applies a “learning by doing” approach and develops sound partnerships with worldwide class universities, to promote leadership and training in focused research areas. By contributing to the training of a new generation of Moroccan and African researchers, entrepreneurs and leaders, UM6P

is committed to positioning Morocco as a country at the forefront of technology and human Sciences.

DR JONES ALAMI’S BIO:

Dr. Jones Alami, is a professor in surface and nano-technology, the holder of the sustainable energy chair, ENSUS, and the head of the Materials Science, Energy and Nanoengineering (MSN) Department at Mohammed VI Polytechnic University (UM6P), since December 2016. He has a Doctorate in plasma physics (2003) and a PhD in thin film physics (2005) from the University of

Linkoping in Sweden. Following a visiting researcher position at AIST in Japan and a post-doctoral research position at Aachen University in Germany, he joined industry as a research manager and innovation manager at Cemecon AG and Sulzer Metapplas GmbH, respectively. In 2011 he founded and managed a coating R&D company that develops surface solutions for a range of industry leaders such as the Schäffler group, and Gühring KG in Germany, Teijin LTD and Umetoku in Japan, and Mont Blanc in France. During this time, he also occupied the position of Adjunct Professor at the prestigious Shanghai Institute of Ceramics, Chinese Academy of Science. Dr. Alami has more than 130 peer-reviewed publications with over 5500 citations and an H-index of 31. He has over 20 patents and patent applications to his name and is often invited to give keynotes at international venues.

At UM6P, Dr. Alami focuses on developing research, education and entrepreneurship programs, through several initiatives such the creation mixed laboratories with academic institutions and accelerated research and prototyping centres, ARC, with industrial partners.

MOROCCO’S PIONEERING ROLE IN ADVANCING ENERGY STORAGE TECHNOLOGIES

THE ROLE OF ENERGY STORAGE IN A SUSTAINABLE FUTURE

In the quest for a sustainable and resilient future, the advancement of energy storage technologies stands as a critical frontier. As the global shift towards renewable energy sources accelerates, the ability to efficiently capture and store energy becomes increasingly vital. This innovation is not only key to balancing supply and demand but also es-

sential for stabilising power grids, reducing reliance on fossil fuels, and facilitating the transition to cleaner energy.

Globally, governments and businesses are investing heavily in next-generation storage solutions. These investments are driven by mandates, subsidies, and the rapid expansion of the energy storage market, which saw its largest year-on-year growth in 2023.

MOROCCO’S COMMITMENT TO ENERGY STORAGE

Morocco is making significant strides in energy storage, reflecting its dedication to

optimising renewable resources. The country is committed to enhancing its energy infrastructure to support economic growth and establish itself as a leader in the global energy transition.

The Moroccan government has set ambitious targets to boost the share of renewables in its energy mix to 52% by 2030. This goal is underpinned by robust policies and investments designed to foster innovation and sustainability.

Morocco’s strategic advantages in developing sustainable energy storage solutions are strengthened by its robust automotive industry, renewable energy sector, and valuable natural resources, including cobalt and phosphates. The nation’s existing infrastructure has been further enhanced by the establishment of a new EV battery factory in Tangier, reflecting its commitment to leveraging its resources for innovative energy storage solutions.

The development of EV battery factories not only aligns with Morocco’s broader renewable energy goals but also attracts major industry players like Citroën. The French automotive giant benefits from Morocco’s favourable environment, with its Moroccan plant

now capable of producing 50,000 electric cars annually. This synergy between Morocco’s natural advantages and industrial advancements underscores its potential to lead in the realm of sustainable energy storage.

INNOVATIVE ENERGY STORAGE SOLUTIONS

In a world increasingly powered by renewable energy, the need for efficient and advanced energy storage solutions has never been more critical. Traditional energy storage methods are struggling to keep pace with the demands of a modern, sustainable grid. This has spurred a wave of innovation, bringing forth cutting-edge technologies aimed at overcoming the limitations of existing systems.

Morocco is at the forefront of developing innovative energy storage solutions to boost the efficiency and reliability of its energy grid. These advancements are crucial for integrating renewable energy sources and enhancing energy security.

PUMPED HYDROELECTRIC STORAGE

One significant method is pumped hydroelectric storage (PHS), which capitalises on Morocco’s mountainous landscape. This approach involves using excess energy gen-

erated during low-demand periods to pump water from a lower reservoir to a higher elevation. When energy demand peaks, the stored water is released back down through turbines to generate electricity.

This method not only stabilises the electrical grid but also offers a dependable and efficient energy storage solution, enhancing the reliability of renewable energy sources and mitigating the impacts of fluctuations in power generation.

THERMAL ENERGY STORAGE

The Noor Ouarzazate complex, a flagship solar power plant and one of the largest in the world, exemplifies the use of thermal energy storage (TES). This technology employs molten salts to capture and retain heat, allowing the plant to continue producing energy even when the sun isn’t shining. By storing solar energy in the form of heat, TES provides a consistent and flexible energy supply, crucial for meeting demand after sunset.

As Morocco strives to achieve 52% renewable energy by 2030, TES plays a pivotal role in making solar energy a reliable and flexible component of the nation’s energy mix, thereby supporting long-term sustainability and reducing reliance on fossil fuels.

BATTERY STORAGE TECHNOLOGIES

Morocco is also making strides in battery storage technologies. The exploration and implementation of lithium-ion and flow batteries play a vital role in this area. These technologies are essential for integrating intermittent renewable energy sources like solar and wind. Lithium-ion batteries, known for their high energy density and efficiency, are increasingly used for short-term storage solutions. Meanwhile, flow batteries offer scalability and long-duration storage capabilities, making them suitable for balancing energy supply over longer periods. Together, these technologies enhance the ability to store and manage energy from sources like solar and wind, ensuring a more resilient and adaptable energy system that can better accommodate fluctuations and support the broader adoption of renewable energy.

STRATEGIC PARTNERSHIPS TO POWER A MORE SUSTAINABLE FUTURE

In the urgent race to decarbonise the globe, partnerships are crucial for building a more sustainable future. These collaborations have been invaluable in accelerating progress, with energy technology innovations

benefiting significantly from international cooperation.

With its significant potential for renewable energy, particularly in solar and wind, and its strategic position between Europe and Africa, Morocco seeks to establish itself as a global leader in the production, domestic utilisation, and export of green hydrogen and ammonia. The North African country was the first in the Middle East and North Africa region to launch a National Strategy for Green Hydrogen, revealed in 2021. This strategy includes a timeline from 2020 to 2050 and outlines Morocco’s pioneering commitments to green hydrogen including designating 1 million hectares to initiatives that span the entire green hydrogen value chain.

Morocco is strategically advancing towards a sustainable energy future through innovative partnerships and initiatives that emphasise cutting-edge technologies and global collaboration. One notable partnership is between UM6P and Capgemini Engineering, focusing on hydrogen storage for transportation. This collaboration promotes research and international cooperation in green energy production, aiming to revolutionise how energy is stored and utilised.

Furthermore, the U.S. Department of Energy’s Argonne National Laboratory and UM6P have signed a memorandum of understanding to collaborate on green energy technology, focusing on the intersection of water and energy. This partnership, formalised at UM6P’s Benguerir campus, aims to address global challenges and promote sustainable innovation in renewable energy, energy grids, and water management. Over the next five years, they will exchange scientific information and facilitate joint activities, including the exchange of scientists. Key areas include advanced battery research for electric vehicles, leveraging Morocco’s phosphoric acid resources, and clean hydrogen initiatives. Additionally, AI will enhance electric grid systems, while Argonne’s water research will aid Morocco’s clean water needs through innovative treatment systems and sustainability solutions.

Morocco’s Ministry of Energy Transition and Sustainable Development has partnered with UM6P to advance green energy innovation and sustainable development in the country. The agreement outlines a collaboration to promote entrepreneurship, applied research, and innovation tailored to Morocco’s needs, while also enhancing cooperation between academia, public policy, and green entrepreneurship.

Morocco is strategically advancing towards a sustainable energy future through innovative partnerships and initiatives that emphasise cutting-edge technologies and global collaboration.

Additionally, the Energy Symposium 2023 served as a pivotal event, bringing together a diverse group of scientists, researchers, and industry leaders from around the world. The symposium fostered dialogue and collaboration, with the goal of driving innovation within the energy sector. By hosting such events, UM6P is actively developing the next generation of talent, equipping them with the skills and knowledge needed to build on Morocco’s strong foundation in energy storage and take it to the next level.

LOOKING TOWARDS THE FUTURE

Morocco’s proactive approach to energy storage and strategic partnerships is not just enhancing its national capabilities but also positioning the country as a leader in the global energy sector. These efforts are paving the way for a more sustainable and resilient energy future, demonstrating a commitment to environmental stewardship and technological advancement. As a result, Morocco is set to become a key player in shaping the future of energy on a global scale, fostering a cleaner and more sustainable world. c

THE RISE OF THE B CORP MOVEMENT

Written by John Pritchard, Illume.

IS THIS SOMETHING MY BUSINESS SHOULD BE LOOKING AT?

Most of you reading this article may well have heard of the B Corp movement by now. For those that have not, B Corps emerged in the US during the mid-2000s as a response to the need for businesses to prioritize social and environmental responsibility alongside profit. This ‘triple bottom line’ which has to be legally embedded into your business, provides the foundation of what is intended as the “gold standard” for responsible business governance, with an emphasis on a commitment to community, employees, customers, and the environment.

WHAT’S THE PROCESS?

To become a B Corp it is necessary to navigate a rigorous scoring system developed by B Lab, a nonprofit organization. It’s something I put my business through back in 2020 and I can certainly attest to the significant time and effort needed to complete the assessment. The B Impact Assessment (BIA) can be upwards of 200 questions depending on the size and scope of your business. How long it takes to submit will vary somewhat based on your industry, company size and the extent of your supply chain. As a benchmark however, for an SME you would be looking at around 3 months

to gather data and submit, if you were looking to fit this around your everyday work. There are of course consultants out there that can deal with much of the ‘heavy lifting’, but with much of the required evidence coming from your own in-house data and policy there is still a fair amount of demand on you, or your wider teams’ time to obtain the information.

One you submit your assessment, you join a verification queue which culminates in an assessor interview that drills down deeper on a selection of your answers to ensure they are fully evidenced. As of writing, this part of process takes around 3-5 months.

If you certify, then of course it is a time to celebrate. However it is not a badge for life. You’ll need to recertify every 3 years, and B Lab will want to see continued improvement in the intervening years.

Costs of certification vary. Some are fixed such as the submission fee and others are commensurate to your company revenue such as the verification fee and annual certification fee. There are reduced fees for entrepreneurs that face systemic barriers to business ownership. You can find out more about at https://bcorporation.uk/b-corp-certification/the-certification-process/pricing/

WHAT ARE THE BENEFITS?

With the rise of B Corps, more than doubling to over 9,000 in the last 3 years there is a clear momentum for this certification. The ‘B’ logo which you will be able to put across all your marketing is increasingly carrying value as more customers and consumers recognise what it stands for. It enables them to make more informed decisions regarding the companies they work with, and I am seeing more businesses experience being ‘nudged’ to consider B Corp certification as a consequence of it becoming an increasingly used question in new business conversations.

It’s a motivator for employees to be working for an employer invested not only in their future, but the future of the planet to. Equally, it provides an edge when it comes to recruiting. A recent KPMG study found that one in three 18–24-year-olds rejected a job offer based on the ESG records of their prospective company.

There is the community aspect too. You join the ‘B-Hive’ where other B Corps share ideas, policy and the potential to collaborate. There are a number of events throughout the year you can attend virtually, or real world and B Corp brings a collective voice to environmental and social issues that as an individual company you may not get the cut through.

IS IT FOR ME?

Returning to the question of whether it is for your business, I think there are some important considerations you have to make. You need to consider the financial cost of certification - both the initial and annual fees; the cost in terms of time in putting your business through the process; your motivation – the process will change your business, in terms of structure, practice and policy and it’s a lot easier committing to the

assessment when you are doing it because you want to, rather than feel as if you have to. So, take the time to reflect on these points and choose the path that compliments all the demands of your business right now.

John is founder of illume.eco providing sustainability consulting. Prior to Pala John founded Pala Eyewear, an award-winning eyewear brand and B Corp. Linked In connection.

A SEA OF INNOVATION

Held every two years in London, Oceanology International 2024 brought together thousands of the world’s professionals from the ocean industry, technology, engineering and scientific fields with a mission to shape the future of our oceans, showcasing cutting-edge technologies and shining a light on the blue economy

With a focus on a sustainable blue economy, Oceanology International 2024 (Oi24) took place at London’s ExCeL in March, providing the industry’s premier event to showcase ocean innovation and technology. Activity across the successful threeday exhibition and conference featured a strong emphasis on future technology and transformational solutions, sparking collaboration and discovery among the thousands of leading exhibitors, visitors and high-profile speakers.

Oi24 and its co-located event OceanICT reflected the global challenges confronting the industry and influencing the trajectory of technology development across numerous ocean-based sectors. Key themes included energy transition, climate change and ocean health, offshore energy, geotechnics, hydrography and ocean science, improved sustainability in offshore operations and the development of ocean-tech investment and finance opportunities, plus new applications of autonomous systems and AI, and ocean

connectivity. Visitors discovered the latest cutting-edge technology and innovations in acoustics, autonomous and unmanned vessels, bathymetry, cameras, robotics, navigation and more.

Attracting a unique attendance of 7,536 people from over 90 countries, with many revisiting throughout the week for a total attendance of 13,915, an uplift of 39% on the previous edition, Oi anchored its position as a global facilitator of ocean connection.

“This phenomenal turnout solidifies Oceanology International as the ocean science and technology community’s premier event for the industry to showcase international collaboration and innovation, and shape the future of our oceans,” said Show Director David Ince. “From a global perspective, over 90 countries were represented, and the excitement, energy and collaboration of all involved was unmistakable.

“It’s also evident that exhibitors have looked to plan their strategies around Oi24 and decided it is the best time to unveil

their latest developments, partnerships and technological advancements.”

The show floor played host to 443 exhibitors from 31 countries, over 110 product and service launches, plus a significant number of exclusive announcements. There were more than 175 dockside demonstrations and 166 conference speakers.

The organisers of Oi24 launched a number of new initiatives at the show, including a Skills and Careers Trail, an Official Launch

Partner, the Oi App, a media partner for the OceanICT Zone and a commercial Video Partner.

CATCH THE NEXT WAVE CONFERENCE

With a special edition focusing on innovation at the ocean-climate nexus, the Catch the Next Wave conference returned for the sixth time on the final day, supported by presentations from a high-profile and inspirational list

of industry-leading specialists from within and outside of the ocean community.

The speakers took a futuristic look at how key areas of rapidly evolving technology might help to achieve net zero and beyond, at the same time as supporting the restoration of the Earth’s essential biodiversity and ecosystem services.

Among the highlights was an opening keynote, ‘Rising to the Challenge’, by Sir David King, Emeritus Professor of Chemistry, University of Cambridge, a former chief scientific adviser to the UK government, and the founder and chair of the Climate Crisis Advisory Group (CCAG), an independent panel of leading international climate experts.

EXHIBITORS SHOWCASE CUTTING-EDGE SOLUTIONS

The industry’s leading companies took the opportunity to unveil their latest technology innovations and exclusive announcements.

Teledyne Marine introduced the new Slocum Sentinel Glider, an ultra-long en-

“It is the first time we have exhibited at Oceanology International, and it has been amazing. Oi attracts a lot more of the international community which is really great to see. It is also a lot bigger, with everyone under one roof. We’ve made a lot of contacts here and would definitely like to return in 2026. “

durance uncrewed vehicle which allows for persistent ocean monitoring on the scale of years. Boasting a 4-liter buoyancy engine, a 13-inch diameter, dual thrusters for burst speeds of up to 3.5 knots, and a 4000 Wh energy capacity, the Slocum Sentinel has the size and energy to address the widest range of oceanographic missions.

Teledyne Marine also announced its acquisition of Valeport, a market leader in the design and manufacture of underwater sensors and profilers.

On the dockside, hydrographic sonar systems company R3Vox launched the revolutionary Voxometer®, the only MA3® Multi-Aspect Hydrospatial Survey System. Powered by multiple new patented technologies which measure voxels, this all-in-one system reduces the complexity of survey operations and simultaneously collects high-quality data.

Exail unveiled its latest innovation, the Phins 9 Compact. Built around a high-performance Fiber Optic Gyroscope-based Inertial Measurement Unit with advanced acceler-

ometers, the Phins 9 Compact is the most compact high-performance INS in the market.

Canada’s Ocean Supercluster (OSC) CEO Kendra MacDonald announced almost $18 million in new projects. The three new projects will accelerate the development and commercialization of innovative solutions in marine shipping and involve project partners from the east and west coasts of Canada.

One of the product launches was by first-time exhibitor uWare Robotics, a leading start-up in dual-use autonomous underwater robotics and AI systems for environmental monitoring, infrastructure inspection and assets management. Sayri Arteaga, the CEO and lead robotics engineer, presented the core concepts of the highly-mobile, cost-effective, untethered AUV, the uOne. By using an integrated approach, the uOne streamlines monitoring and provides unparalleled depth in marine ecosystem analysis, which is crucial for effective management and conservation. Furthermore, the system will allow for the digital twinning of infrastructure assets.

Jaia Robotics also chose Oi24 to intro-

duce its new product, the highly portable, micro-sized and fully autonomous JaiaBot-PAM for acoustic monitoring, with co-founder Jason Webster and Product Manager Michael Rock presenting to attendees.

Tethys Robotics presented an autonomous underwater vehicle that has been specially developed for use in challenging and dangerous environments like turbid channels and rivers. Equipped with acoustic sensors and cameras, the robot can search large areas underwater completely autonomously and quickly localize objects or people.

Global subsea engineering and technology company SMD’s announced the sale of its first electric ROV to Luxembourg-based marine contractor, Jan De Nul Group. SMD’s Quantum EV will be integrated into Jan De Nul Group’s new cable laying vessel, Fleeming Jenkin, and deployed to offshore energy projects globally.

International subsea specialist Sulmara launched a new suite of services to reduce the risks clients face in subsea operations –and help them meet their net zero targets.

Saildrone also used Oi as a platform to unveil the first of a new generation of Surveyor-class unmanned surface vehicles (USVs), purpose-built for autonomous deep-water ocean mapping missions and maritime defence and security missions.

In a strategic move to strengthen its global market presence, Greensea IQ, a leading provider of marine robotics software and integrated solutions, announced the signing of BUVI Scandinavia (BUVI) to join its international sales team.

Exhibitor feedback was overwhelmingly positive, with Ryan Lumsden, Business Development Manager, SAAB, commenting: “Oi24 has been an absolute joy. The quality of visitors has been higher. Some of the other, larger shows can be very diverse. Oi is on a reasonable scale, but it’s all very relevant. We have managed to catch up with a lot of our existing clients and meet a few new ones as well, so it has been very positive from our perspective.”

Rob Howard, Chief Growth Officer, Greensea IQ, said: “Oi provided Greensea IQ an excellent venue to showcase both the full line of Bayonet AUGVs and the groundbreaking in-water ship maintenance service EverClean. We look forward to continuing the discussions from this week with the hundreds of diverse visitors to our stand looking for solutions only our dual use technology can currently provide.”

Rosa M Ceberio, Commercial Manager, iMPAQ, said: “It is the first time we have exhibited at Oceanology International, and it has been amazing. Oi attracts a lot more of the international community which is really great to see. It is also a lot bigger, with everyone under one roof. We’ve made a lot of contacts here and would definitely like to return in 2026. We’ve launched the brand, our corporate identity, to the world.

Oi has been the space to tell the world that we’re here.”

Ian Vincent, Director and General Manager, ecoSUB Robotics, said: “We are a UK-based company, so we have to be at Oi. Our customers expect to see us and we wouldn’t miss it. We have been catching up with people we are working with, meeting

new people, sharing information. It feels a lot busier this year.”

Show Director David Ince added: “It was inspiring to see the sheer amount of new technology and innovation on show, alongside a diverse, international audience – proof that we are all working hard towards a common goal, to ensure a healthy, sustainable future for our oceans.

“We are already looking forward to Oi26 in two years’ time from 10th to 12th March, with a commitment to evolve and expand the event, to introduce new features and topics, while building on the decades of history that have made Oceanology International successful. We will continue to strive to bring together the best the industry has to offer across the sectors, strengthening the bridge connecting the ocean’s three pillars of industry, academia, and government, and looking towards the future with optimism.”

Oceanology International London returns in 2026 from 10th to 12th March. To stay updated, please visit the Oi website. www.oceanologyinternational.com

HERIOT-WATT AND HOUSTON UNIVERSITIES

ACCELERATE CLEAN ENERGY SOLUTIONS

A LANDMARK agreement between Heriot-Watt University and the University of Houston aims to become a global force in combating climate change. The partnership will bring together experts from Scotland and the United States to help tackle the biggest challenges facing the planet.

Representatives from each university met in the US in April to sign a memorandum of understanding (MoU), underscoring a commitment to work together on cutting-edge research as well as providing opportunities for students and staff to participate in international exchange programmes. With a focus on clean energy, the joint agreement aims to address pressing societal challenges with the climate emergency at the forefront.

At the heart of the MoU lies a commitment to advancing research that helps society deliver a just energy transition, with a particular emphasis on hydrogen – a critical element in the transition to sustainable energy solutions. With Heriot-Watt’s expertise in green hydrogen now coupled with Houston’s strong capability in developing solutions, the MoU lays the foundations to accelerate hydrogen technology.

OPPORTUNITIES FOR STUDENTS

Professor Gillian Murray, deputy principal of business and enterprise at Heriot-Watt University, travelled to Houston for the signing ceremony, where she highlighted the significance of the partnership, emphasising its potential to propel scientific understanding. She said: “This agreement represents a pivotal milestone in the international development of our global research institutes (GRIs), forging a new partnership to address the most pressing societal challenges that lie ahead.

“It also opens exciting opportunities not only in scientific endeavour but also for our students to engage in international learning experiences, broaden their perspectives and develop valuable skills for their future careers. Through partnership research projects and potential exchange projects, we look forward to nurturing the next generation of leaders who will drive positive change in our interconnected world.”

The MoU signing was marked with a two-day technology workshop involving research academics from both universities. The workshop explored key areas of collaboration and future projects – including making,

transporting, and storing hydrogen, and molecular modelling – and included tours of the University of Houston’s research labs. Ramanan Krishnamoorti, vice-president for energy and innovation at the University of Houston, said: “I am thrilled to witness the official celebration of our shared commitment to advancing transformative energy solutions. Through this partnership, we aim to harness our collective expertise to address pressing energy challenges and drive sustainable innovation on a global scale.”

LOOKING AT GLOBAL RESEARCH

As one of Heriot-Watt’s GRIs, iNetz+ is dedicated to addressing the climate crisis and is instrumental in driving the university’s contributions towards global net-zero targets. Its research focuses on a suite of themes; as well as the hydrogen economy, the centre’s global researchers are also examining topics stretching from business and finance, energy in buildings, and manufacturing and industry, all the way through to geo-energy, nature-based solutions, materials and circularisation, and transport.

More than 80 people attended the launch of iNetz+’s hydrogen theme in February at Heriot-Watt’s Riccarton campus in Edinburgh, Scotland’s capital city. The industry-led conference, which was supported by the Scottish Hydrogen & Fuel Cell Association, was hailed for championing the importance of collaborative research and industry engagement.

Last year [2023] Heriot-Watt opened Hydrogen Works, its centre for innovation and product development. The centre brings together the academic expertise of researchers at the university with the industrial knowledge of technology companies including Logan Energy and PlusZero.

PARTNERING WITH COMPANIES

As part of its commitment to working with industry, the university’s Riccarton-based research park houses innovative companies and clusters. The institution has a long

history of working together with businesses, with its co-located research park already home to 28 companies and organisations, which together employ 1,000 people.

As well as collaborating with existing industrial partners, Heriot-Watt’s researchers are also at the forefront of launching their own ideas to help tackle climate change. Professor Gabriela Medero, the university’s Associate Principal for Business and Enterprise, and her team have developed the “K-Briq”, the world’s most sustainable brick, which is made from more than 90% demolition and construction waste, including concrete, rubble, old bricks, and plasterboard.

The construction sector accounts for 39% of the world’s carbon dioxide emissions, with the K-Briq requiring less than a tenth of the energy needed to make a traditionally-fired clay brick. Medero and her team are now commercialising their invention through their spin-out company, Kenoteq.

In addition to iNetz+’s focus on environmental stewardship, Heriot-Watt’s other GRIs also have a strong focus on sustainability. The National Robotarium – the UK’s national centre for artificial intelligence (AI), automation, and robotics – works with industries stretching from agriculture through to offshore energy, while the Lyell Centre examines the atmosphere, land, and oceans to help solve problems ranging from plastic pollution to the impact of warming seas. Meanwhile, the Health & Care Technologies GRI aims to deliver sustainable solutions for the health and care sectors. One of its recent innovations used discarded chewing gum and other waste plastics to produce prototype lateral flow tests, with the aim of cutting medical waste globally. For more information, please contact: Craig Philip, mediaenquiries@hw.ac.uk or visit Website: https://www.hw.ac.uk/

GOING BEYOND NET ZERO

CONNECTING TO THE FUTURE

Sustainable Business Magazine speaks to General Manager Clement Williams and Corporate Communications Manager Patrice Harris, both of St. Kitts energy utility company SKELEC, about becoming the first sustainablypowered nation in the Caribbean.

St. Kitt’s Electricity Company (SKELEC) is St. Kitts sole electric utility. It was established in 2011 out of a restructuring of the Caribbean island’s formerly government-run St. Kitts Electricity Department. Today, SKELEC is run as a private company with the government of St. Kitts and Nevis as its single shareholder. It provides energy to more than 20,000 customers across the island, reaching nearly the entire population. As well as its primary mission of generating and distributing electricity, SKELEC also undertakes infrastructural construction to develop its network further.

Clement Williams, General Manager for SKELEC, tells Sustainable Business Magazine that one of the biggest challenges the utility faces, is a sustainable supply chain:

“As one of many small utilities in the Caribbean, we’re often battling for available resources. The main areas that we get our resources from are the US and UK markets, though sometimes we reach out as far as Europe and Asia as well. To achieve an uninterrupted supply of electricity, what we try to do is have multiple suppliers so that we are able to benefit from competition and lower prices.

As part of an initiative by the government of St. Kitts and Nevis, the nation is striving towards becoming a sustainable island state by 2030 and we always keep this in our mind when procuring resources. That means we have to make sure that whatever we purchase is not only affordable but sustainable and good for the environment as well.”

TURTLE-SAFE LIGHTING

St. Kitts and Nevis is an island nation that is at the forefront of the impacts of climate breakdown. SKELEC therefore recognises that its sustainability must be holistic and not just focused in one area.

Patrice Harris, SKELEC’s Corporate Communications Manager, adds that the street lights themselves have also been through an upgrade programme:

“In 2020, SKELEC started a programme to make our street lights more energy

efficient. The project was motivated by the government’s commitment to promote sustainability, the programme which ran $5.8m cost was funded by the Caribbean Development Bank through a loan facility. Previously, the island’s lights were mercury-based. Now they are LEDs.”

“One unique part of the project is that we installed turtle-safe lights. We have a coastline that turtles like to come up onto during their egg-laying season. However, they see the bright street lights and confuse them for the

moon, then come up onto the streets and roads. That’s a hazard for both people and the turtles. So we installed turtle-friendly lights that are amber in color on the island main road in the Keys Community.”

SKELEC has also implemented other sustainability initiatives aimed at its staff and customers, as Ms. Harris explains:

“We make use of Microsoft Teams and Zoom for meetings to reduce travel and we use the tools and platforms available to us to minimise the need for using paper. We

rolled out training to our staff so that they are up to date with the technology we use so that they are more likely to use these paper-saving measures. For our customers, we have embarked on alternative billing options to go entirely paperless. We’re encouraging our customers to receive their bills by email rather than through the post. Not only does this help the environment but it’s a major cost saving measure because the price of printing and mailing is a net cost to us.”

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“In 2020, SKELEC started a programme to make our street lights more energy efficient. The project was motivated by the government’s commitment to promote sustainability, the programme which ran $5.8m cost was funded by the Caribbean Development Bank through a loan facility.”

Educating customers on the crucial role that energy plays in the climate crisis is part of SKELEC’s social responsibility. With St. Kitts government pushing to become a sustainable nation island, the company feels

it’s essential that everyone understands why it’s important and how it is achieved.

“It’s important for our customers to understand how they’re contributing to the government’s initiative,” Ms. Harris says. “Especially during the very hot summer months, for example, they will want to switch to air conditioning because comfort is understandably a priority. On the other hand, we want people to understand that energy use is everyone’s responsibility and conservation of energy is important, so we offer suggestions of how they can reduce the amount of air conditioning used or change it for another option altogether.

We offer tools that will calculate what a customer’s bill will be to help with that too. We also advise customers to purchase

energy efficient appliances for the home, unplugging items when they’re not in use, and other tips for reducing bills and their carbon footprint.”

SUSTAINABILITY IN THE COMMUNITY

SKELEC’s belief in a holistic sustainability means it takes that ethic beyond just its operations. It also has a strong commitment to social and community projects that help those living and working on St. Kitts. Mr. Williams shares some of the projects that the utility is involved with:

“Our most recent project was the sponsoring of the football team Garden Hotspurs FC. That one is near and dear to our hearts because the main SKELEC office sits right in

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the middle of that community. Our sponsorship has done wonders, [for the team] which hasn’t had a major sponsor for some time, and created a significant boost to the team’s confidence and the community as a whole. We have also partnered with a number of different organisations such as the fire and rescue service, that organised a Summer camp that we’ve sponsored.”

Ms. Harris highlights a different type of community benefit the company offers:

“We actively promote STEM careers where we go into schools and talk about the careers available at SKELEC. Schools will invite us to their career fairs or to give presenta-

tions in classrooms so that the students are exposed to the different career opportunities that are available, especially in technical areas. We believe it’s important to fill the pipeline with budding new engineers, mechanics, technology developers, and staff for our administration departments. We are pushing STEM because we are the only utility company in St. Kitts and it’s important we lead from the top.”

Mr. Williams expands on this point: “As part of that, our social media platforms really try to highlight a lot of the non-traditional careers within SKELEC. We have many different departments. When people

think of electric utilities, they think of a man on a ladder fixing a street light, but there’s a lot more than that, we want to show off. One we did recently, for example, was at our vehicle maintenance department showing people that, if they are interested in vehicle maintenance, SKELEC has a department for that with careers open to the public.”

Ms. Harris adds:

“We also featured the metering department, which is something most people won’t think about as a career. That team is responsible for the meters that are installed across the island. We have also featured the power generation team as well. We’re trying to showcase our technical jobs whether they are clean or not. Most people think of technical roles within an energy utility as being very messy but we’re trying to show that it is fun and that you’re part of a family.”

Emphasising that family environment, Ms. Harris goes on to explain how the company has begun recognising its staff:

“Earlier this year we hosted National Employee Appreciation Day where we recognised a number of employees who have been with the company since it was

a government department. We wanted to recognise those individuals for their long service. In 2023, we also introduced a staff award for our 12th anniversary. We recognised people that had gone above and beyond in different divisions – those showing improvements, who act as bright sparks for their team, and who are able to influence others. In total, we were able to recognize 52 members of staff, which highlighted to us how great our teams really are.”

NEW TECHNOLOGIES

SKELEC’s plans for the future are typically determined by the needs of St. Kitts . With the government pushing for its sustainability achievement by 2030, SKELEC’s eyes are focused on how to upgrade and improve its energy generation.

“SKELEC supplies St. Kitts exclusively, while our sister island Nevis is supplied by NEVLEC,” Mr. Williams explains. “The government has future plans to interconnect the power grids of both islands via undersea cabling. Nevis has tremendous potential for harnessing geothermal energy so there is

at present a federal push to advance that technology. If and when it’s installed, along with the interconnection of our networks, both our islands will benefit from geothermal generation.

At the same time, here on St. Kitts, we are introducing a solar farm. A company called Solec will build a 36 megawatt (MW) farm with 44MWh of batteries. We expect that will provide about 30% of the island’s energy needs, going a long way to reducing our carbon footprint. As soon as that’s completed, we will launch another public bidding for an alternative site that will cover an additional 30%. We hope that by 2026/27 that renewables will cover about 60% to 65% of our electricity demands. Of course, once the undersea cables are installed, our solar farms will benefit Nevis as well.”

With these projects already on the go and the future of technological development looking bright, Mr. Williams is very positive about SKELEC and St. Kitts future:

“It’s very possible for St. Kitts and Nevis to be 100% powered by geothermal, solar and wind energy by 2030. We’ll achieve that

through a range of different technologies, the interconnection, and the creation of a medium voltage line around both islands so that the remissions from St. Kitts to Nevis can be done reliably. That line will reduce technical losses experienced from the transmission of electricity.

All in all, the future of the Federation of St. Kitts and Nevis – as well as SKELEC – is looking very bright. We’re potentially going to be the first Caribbean island run entirely on renewable energy.”

“We believe it’s important to fill the pipeline with budding new engineers, mechanics, technology developers, and staff for our administration

departments”

CAPTIVE AUDIENCE

Sustainable Business Magazine talks to Wayne Fields, CEO of financial services company DGM Financial Group, about a recent entry into Canada and how its funds help support social projects across Barbados.

DGM Financial Group is based in Barbados, is owned by multi-sector conglomerate Cave Shepherd & Co. Limited and former Coca-Cola Chairman and CEO Neville Isdell. DGM remains part of Cave Shepherd and continues providing important financial services in Barbados to clients from across the globe.

These services include trust administration, corporate services, management services to both insurance and non-insurance companies, and director services. It is also a listing sponsor on the Barbados Stock Exchange. Although it has remained steadfast

in its services since founding in 1996, DGM has undergone some significant changes in recent years.

Wayne Fields, President of DGM, tells Sustainable Business Magazine that after coming on board he instituted a refining process of the company:

“When I joined DGM in 2012 we had services such as an investment bank, corporate practice and a trust practice. However, over the first two or three years I carried out a full reassessment of the business and decided that we would close the bank because we didn’t see a future for it. At

the same time, The Captive Management practice began operating in 2012. We now manage captive insurance companies, and manager other companies that are non-regulated companies. We also do some immigration work into Barbados and a little bit of tax work too, such as filing returns.

“It’s been that way since 2015 and we’re just continue to develop our business . There are no plans for any new products or services in the foreseeable future. We’re happy with the business as it is right now.”

RIGHT PLACE, RIGHT TIME

Sustainable Business Magazine previously spoke to DGM in 2021. At that time, Mr. Fields had a similar outlook on the company, saying that he didn’t want to dilute the company with new services but would expand geographically if they found a suitable fit.

This time, Mr. Fields reports that DGM had found that fit:

“Recently we opened an office in Calgary, Alberta, in Canada. Although Barbados remains our head office, Alberta province passed new captive insurance company legislation in 2022. Previously, Alberta was closed to captive insurance companies, but the change in laws made it the second place in Canada to facilitate such services.

“To ensure our new office was able to provide excellent service , we hired Leanne Corbin who had 13 years experience in the captive management business.. She previously worked at Aon but joined us at the start of 2024. We immediately moved her to Calgary.

And Mr. Fields goes on to explain why DGM chose to set up DGM Captive Managers (Alberta) in the first place:

“Many Barbadian captive insurance company have come out of Canada. In fact, 11 of our 16 clients we manage are Canadian. We felt that establishing the Calgary office would benefit us in two ways. First, it could attract new clients from Canada looking to set up a captive company. Second, it will help defend against existing Barbadian captive companies with Canadian parents that might seek to set up in Alberta. It provides our existing and future clients with far more control and choice over where they do business.”

With both Alberta’s legislation and DGM Captive Managers (Alberta) both in their infancy, DGM is still waiting to assess the full scope of what this new office means. Nonetheless, Mr. Fields says he is optimistic about its future in the hands of Ms. Corbin.

THE LITTLE THINGS

DGM’s relationship to sustainability is based on office practices and corporate generosity. As a small company that does little in the way of production or manufacturing, construction or installation, or transport or logistics, it doesn’t have the environmental footprint of many other companies. Therefore it looks at the everyday things within its control:

“We do look at things on the smaller scale,” Mr. Fields says. “We make sure the company doesn’t print onto paper unless we absolutely have to and we have a strong programme of recycling for employees. The nature of out business involves a lot of travel in order to meet clients face-to-face and that has been difficult to streamline. Client relationships are very important to us and we can’t get the same results through Zoom

There is simply nothing like an in-person meeting. Unfortunately that means we do have to travel.”

This commitment to human relationships is on display in DGM’s social aid work.

“We will donate funds to projects or events that are happening in Barbados,” says Mr. Fields. “In particular, we like supporting smaller local projects. One thing we’re supporting at the moment, for example, is a children’s charity trust. It helps young children with disabilities or who come from difficult home lives, helping them to flourish. Every year they’ll run a big charitable event. In that way we can support the trust through our time and donations and we’re very proud to do so.

DGM’s parent company Cave Shepherd is a public company, , and it has an array socially sustainable causes that it supports. At present, it has an annual commitment to more than 50 charitable and non-governmental organizations throughout Barbados. These include care homes and educational groups to religious congregations and outreach projects.

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Labour and Social partnership relations to create two internships in the ministry’s Job Start Plus Program. As a result of these two people going through the program, both gained permanent employment – one in Cave Shepherd, the other in Payce Digital.

In another success story, Cave Shepherd has also established a charitable fund in partnership with Barbados Community Foundation. It put $500,000 into the fund in 2023 and aims to continue working with the Barbados Community Foundation to provide its corporate social responsibility activities a clearer, stronger framework. s a subsidiary, DGM is part of what makes it possible for Cave Shepherd to fulfil these.

Perhaps the most crucial community function that DGM plays, though, is that it

provides internships to University students during the Summer to give them exposure to our business in te international sector.

CHANCE AND OPPORTUNITY

Much like last time, DGM’s focus for the future is to continue with what it’s already good at.

“There aren’t any major plans for development right now,” Mr. Fields says. “We are always growing and our staff roster is much bigger today than even a year ago, but that’s within the sectors we’re already serving. Based on our projections, we expect that we’ll need to continue employing more staff because our operations will grow. So right now that’s all we’re really concentrating on: developing our base and pushing our growth.”

“WE ARE ALWAYS GROWING AND OUR STAFF ROSTER IS MUCH BIGGER TODAY THAN EVEN A YEAR AGO, BUT THAT’S WITHIN THE SECTORS WE’RE ALREADY SERVING.”

Of course, this is what the CEO said last time he spoke with Sustainable Business Magazine, and since then the company has launched a new international branch. Mr. Fields acknowledges this unpredictability about the future:

“The only time we would move to another jurisdiction is if there’s a clear business

opportunity that may exist within the sectors we’re already serving. Any such expansion will come only because of chance opportunities as we don’t have any plans right now. However, that’s exactly what happened with Canada! That’s the reality of our business. We have a strategy and we’re sticking to it. It’s what we want and what our clients want.” c

NO COPPER, NO NET ZERO

~

The role of nature’s greenest metal in the energy transition

On the journey to Net Zero, electricity is our main tool, and the backbone of our electrical system is copper. In this interview with Sustainable Business Magazine, Bruno De Wachter (BW) and Fernando Nuño (FN), representatives of the International Copper Association and members of the advisory board of international electrical engineering trade show, CWIEME Berlin discuss the challenges facing sustainable use of this ancient metal and why, without copper there can be no Net Zero.

WHY IS COPPER SO IMPORTANT TO THE ELECTRICAL SYSTEM? WHY NOT SOME OTHER MATERIAL?

BW: There are several reasons that copper is the go-to metal for electrical applications. It’s the second most conductive known metal after silver, and more conductive than gold, but the scarcity and price of these two precious metals make them unsuitable for the millions of tonnes required for a global energy network. Copper’s physical properties, such as its ductility and resistance to corrosion make it ideal for countless components like cables, connectors and coils. Lastly, it’s the 25th most abundant element in Earth’s crust and it can be recycled without any significant loss of quality.

FN: Today, more than two thirds (70 per cent) of modern copper production is earmarked for electrical applications. Copper is involved at every stage of the electricity system: generating it, transferring it and using it. Humans have been working with this metal for thousands of years and demand is growing.

WHY IS DEMAND GROWING?

BW: As we move away from fossil fuels and electrical infrastructure develops to replace them, we’ll naturally need more megawatts of power to meet demand. But a side effect of the green energy transition is that each megawatt of electricity end use will be more copper intensive than fossil fuel alternatives.

Fernando Nuno

The main reason is that renewable electricity generation is much more dispersed than conventional thermal generation from fossil fuels, making it more material intensive. For example, each wind turbine of 1 to 5 MW has its own generator, while a coal fired thermal power plant has one generator of typically 400 MW. A more dispersed generation also means that the grid for transferring electricity from where it’s made to where it’s needed must expand.

In addition, generating electricity from sustainable sources is often weather-dependent. While coal can burn nearly 24/7, wind power needs a consistent breeze and solar power only works during the daytime. To compensate for natural low-output periods, we’ll need extra production capability and storage to keep up with demand, meaning more copper for more renewable energy systems. This is another reason why we need a stronger grid: the better all sites of generation and consumption are interconnected, the easier it becomes to tap the electricity from where it is available at that moment.

FN: Generation is one thing, but Net Zero means decarbonising energy at the other end of the chain too: the end user. Carbon-free end-use energy on the roads, for instance, means more electric vehicles, but each requires 2-3 times more copper than an internal combustion engine powered vehicle.

BW: Clean electricity will be the largest consumer of copper by 2040, but copper is also used for some of the non-electrical systems that aid the transition to Net Zero. For example, as an excellent thermal conductor, copper is often used in heating and cooling systems, such as those found in heat pumps, which are playing a major role in reducing fossil fuel use for heating.

Finally, the quest for energy efficiency itself is copper intensive. According to Joule’s law, energy lost as heat in an electrical wire is proportional to resistance and resistance is inversely proportional to wire diameter — so the thicker a copper cable is, the less energy is wasted as heat and therefore the more efficient the system is. This includes the windings of transformers and electric motors. Essentially, the more copper we use in each application, the more energy we save.

IS THERE ENOUGH?

FN: The short answer is yes. Enough resources exist to support the energy transition and meet society’s needs. The question is whether we can extract that copper quickly enough to align with current targets. The International Energy Agency has published two scenarios for future copper demand.

The Stated Policies Scenario (STEPS) is based on what governments have already pledged to do and the more aggressive Sustainable Development Scenario (SDS)

is based on reaching Net Zero by 2050. Both scenarios see annual copper demand increasing to 40 Mt by mid-century (from around 26 Mt nowadays), either in 2050 for STEPS or 2040 for SDS.

In the past, the drivers for copper demand were population growth, electrification deployment and electricity usage. Today, it is the green energy transition and improving global standards of living. At present, we have about 41 years’ worth of copper reserves — copper in the ground at operational mines — and up to 250 years’ worth of predicted, but currently unexploited resources.

Surprisingly, the number of years’ worth of copper reserves has been roughly the same for decades. Just like with oil, the scarcer it becomes, the more effort goes into finding more. If growth continues at historical rates and copper production increases in line, as it has done for over 100 years, we don’t need to worry about running out. Meanwhile, changes in the way we produce copper are being introduced.

HOW DOES THE INTERNATIONAL COPPER ASSOCIATION HELP ITS MEMBERS IMPROVE SUSTAINABILITY?

BW: There’s no denying that copper mining has an impact on the environment. Thankfully, it produces less emissions than it helps to avoid, but the impact can be reduced, and work is being done.

The International Copper Association is deeply committed to helping its members

achieve greater sustainability through several key initiatives. One of the significant ways we do this is by establishing a pathway to net-zero emissions. This pathway provides long-term predictability on how copper supplies are decarbonised, ensuring that our members can align their operations with global sustainability goals.

FN: Additionally, we’ve developed best practice guidance on greenhouse gas (GHG) measurements. This guidance enhances transparency and comparability across the industry, making it easier for our members to benchmark their performance and identify areas for improvement. You can find more details about this guidance on our website.

BW: We also focus on monitoring and modelling copper stocks and flows. This approach helps us understand the availability of recycled copper streams, their origins

and the role of mining and fabrication flows. Such insights are crucial for optimising the use of recycled copper and reducing the reliance on primary copper production.

FN: Strategic partnerships are another cornerstone of our sustainability efforts. We collaborate on initiatives like the Grid Efficiency and Resilience (GEAR) project and United for Efficiency (U4E) with the United Nations Environment Programme (UNEP). These partnerships aim to enhance the efficiency and resilience of electricity grids in emerging markets and promote the adoption of energy-efficient appliances and equipment.

HOW DO THESE INITIATIVES BENEFIT THE COPPER INDUSTRY AND THE ENVIRONMENT?

BW: These initiatives not only help reduce the environmental impact of copper production but also enhance the sustainability of the entire supply chain. By improving the efficiency of copper usage and promoting recycling, we can significantly lower the carbon footprint of the industry. Moreover, the adoption of energy-efficient technologies supported by ICA’s partnerships contributes to broader environmental goals, such as reducing global greenhouse gas emissions.

FN: For instance, our efforts in developing policy roadmaps for energy-efficient appliances in several African countries help ensure that the growing demand for electricity is met sustainably. Projects like GEAR and U4E are pivotal in driving these changes, creating a more resilient and efficient electrical infrastructure that supports the global energy transition.

BW: International collaboration and sharing of ideas and expertise at events like CWIEME Berlin can also help the industry collaborate and do its part to maximise the benefits of copper use and reduce the environmental impact of copper production.

Currently, mining existing resources for primary copper is essential. In fact, without mining there can be no Net Zero. While zero impact mining is impossible, mining must be responsible — a careful balance of economic, environmental, political and social challenges.

Humans have been using copper to make life better for thousands of years and, with the right approach, we can continue using it for thousands more — perhaps its greatest era is still to come c

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