Sustainable Business Magazine - issue 119

Donate your unwanted devices

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

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

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

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

Welcome to Sustainable Business Magazine...

As we bring 2024 to a close and celebrate the second part of our 10th anniversary edition, we’re thrilled to once again share stories from the extraordinary people and organizations shaping the future of sustainability. This issue is a tribute to the progress we’ve witnessed and the exciting paths that lie ahead.

We begin with Charlotte Bonner, CEO of EAUC, who shares how her organization is helping the UK and Ireland’s further education sector weave sustainability into its very fabric. Charlotte describes it best: sustainability isn’t a box to tick—it’s part of the DNA. EAUC is redefining how institutions think, teach, and operate, ensuring a greener tomorrow.

From there, we journey to Cambridge, where Emma Fromberg, Course Director of the Postgraduate Certificate in Sustainable Business, reveals how this legendary program is empowering industry leaders to take sustainability to new heights. With nearly three decades of impact, this course proves that learning never goes out of style—especially when it’s reshaping the future of business.

Down in the Southern Hemisphere, we speak to Rhiannon Boyd, CEO of ACTS, who’s leading the charge for sustainability in higher education across Australia and New Zealand. From humble beginnings focused on facilities management, ACTS has grown into a dynamic network tackling energy, waste, and so much more.

Back in the Caribbean, Darwin Telemaque, Chairman of the Port Management Association, is steering the maritime industry into bold, sustainable waters. Meanwhile, Teresa Wankin, Secretary General of CANTO, makes a compelling case for the region’s digital future—one that’s not just innovative but also sustainably grounded.

And what’s a celebration without a little spark? Julia Muggeridge of Electricity Canada reminds us of the power of storytelling to supercharge change. Her team is setting the stage for a greener energy future in Canada, and trust us, the story is just getting started.

This issue is packed with visionaries who remind us why we started Sustainable Business Magazine a decade ago: to tell these powerful stories and shine a light on the people pushing boundaries and breaking barriers. They’re proof that sustainability is about more than policy and procedure— it’s about people, passion, and the courage to innovate.

As we wrap up the year, we want to thank you—our readers, contributors, and partners—for being part of this incredible journey. Here’s to the next chapter, where we’ll continue to celebrate bold ideas, tackle big challenges, and share the stories that matter most.

CHEERS TO ANOTHER DECADE OF INSPIRATION AND IMPACT.

Toby Hutchins, Founder, Sustainable Business Magazine

The Sustainable Business Magazine Team

FOR SUSTAINABLE

SUSTAINABILITY AT THE HEART OF LEARNING

Sustainable Business Magazine speaks to Charlotte Bonner, CEO of EAUC, about how the organisation has played a crucial role in centring the further education sector on sustainability and how the future needs an acceleration of this work.

EAUC is a non-profit membership organization driving sustainability across the UK and Ireland’s further education (FE) sector. It helps FE institutions embed sustainability into the core of their policies, processes and procedures while advocating for more supportive action at a legislative level.

“One of the things that we are working on much more explicitly these days is building sustainability into the business-as-usual of the education sector,” explains Charlotte Bonner, CEO of EAUC. “Making sustainability part of the DNA means institutions don’t think of sustainability as additional work they have to fit into their schedules. Instead, it becomes part of what they are delivering to students and communities. This is mirrored in our new strategy, in which one of the four strategic goals is to build this thinking into the framework of each institution.”

Although part of a new strategy, the goal builds on practices that some of EAUC’s members are already implementing.

“Some of it is about scaling what’s already there among our members, while some of it is about more effectively replicating and disseminating promising practices we already see in the sector,” says Ms. Bonner. “We do that through communities

of practice, events, annual conferences, developing case studies, and other methods. Where there’s an established practice, we produce publications and guidance documents, meaning people or institutions new to a practice don’t have to start from scratch every time. It’s very resource efficient.

“That is also part of out attempts to create standardisation across the sector. Last year we published the standardised carbon emissions reporting framework, for example, which was a real flagship in EAUC’s portfolio. It set out what effective practice looks like across the sector whatever position or context you’re in if you have the right kind of data available to you.”

However, as Ms. Bonner explains, EAUC does face challenges such as how different its membership network can be:

“It’s challenging because we have real diversity across our members. On the one hand, we have some really excellent specialist institutions with small numbers of staff, students, and buildings. On the other, we have world-recognised universities with huge estates, hundreds of buildings, and tens of thousands of people in their communities. It is important to us that we’re providing support to that array of

Charlotte Bonner, Chief Executive, EAUC

members. One way we’re catering to that is by providing frameworks of how to mature your practice, which recognises that people are starting in different places and working within different contexts.”

BRINGING THE SECTOR TOGETHER

EAUC provides training to industry professionals so that they can understand what sustainability means for their role. Significantly, this training goes beyond just the educators and researchers within the FE sector.

“We’ve just come to the end of delivering a course for educators in FE,” Ms. Bonner says. “That was conducted in partnership with the Education and Training Foundation and looked at what it means to be a teacher and

deliver sustainability education well. It went over questions like what sustainability looks like within curriculum work, within learning progression work, and in assessments. It was very tightly tailored to the role of an educator.

“However, we’re also delivering similar courses to other important roles within the FE sector. We’ve partnered with the British Universities Finance Directors Group (BUFDG) to offer a similar course for financial professional in higher education. Next year, we’ll host a Leadership Lab aimed at helping and supporting change leaders in their achieving their goals within their institutions.”

EAUC’s approaches to fostering sustainability are as diverse as its own membership base.

“Another initiative we’ve taken is administering the Green Gown Awards, which recognize institutions for their impact on and innovation to sustainability,” says Ms. Bonner. “We use the awards to celebrate the hard work already done by colleges and universities but also to springboard further activity. Winning a Green Gown Award gives kudos and authenticity to your institution that can then be used to drive further action.

“At the same time, EAUC can use the awards to shape and steer the sector too. For example, a few years back we introduced a new category called Money for Good, which recognised the way that institutions invested and used their financial services to continue sustainability efforts. Just by introducing that

EAUC holds an annual conference to bring together sustainability professionals in the post-16 education sector. credit - EAUC and Tobie Charlton (2)

“We use the awards to celebrate the hard work already done by colleges and universities but also to springboard further activity. Winning a Green Gown Award gives kudos and authenticity to your institution that can then be used to drive further action.”

category, we got people asking us what they need to do to win that award. It showed us how we can use the event to further embed sustainable practices into the sector.”

The CEO also explains that EAUC’s annual conferences also play an important role in holding the network and efforts together:

“Working in sustainability can be quite an isolated role. If you’re the person that wears the sustainability badge for the institution, it can sometimes feel like you’re trying to affect change against the stream, and that’s really difficult for people. EAUC brings those people together from across the sector so they can exchange ideas and learn from each other, but also so they can be among others like them. It provides space for assurances that there are other people in other institutions that are in a similar position.

“At the conference this year, someone said to me that it was so nice for them to not have to spend anything between two minutes and two months explaining to people around them what they are trying to do before they can even have a conversation about how to proceed with it. That shows

that just bringing people together who share an objective, a vision, and have similar contexts is in itself really helpful for individual wellbeing as well as how effective they can be collectively within their institutions.”

ACHIEVEMENTS

Looking back on 20 years of history, Ms. Bonner illustrates the important role EAUC has played in turning what was once an afterthought into a fundamental value today:

“Some of EAUC’s biggest achievements are things that we are still working on and improving. The sustainability exchange, for

example, which is a central open source repository for people to publish their resources, expertise and tools for use by the sector is hugely ambitious. That type of aspiration and ambition is what has made EAUC so effective since it began. Nonetheless, the exchange needs tidying up and we’re about to embark on a major project to curate it and make it much more efficient.

“Retention and saturation of membership is another sign of EAUC’s success. The fact we have grown membership from a small group of interested parties back in 2004 to an organisation today that truly represents

EAUC supports the post-16 education sector to embed sustainability in everything it does. Credit - EAUC and Tobie Charlton EAUC conference. Credit EAUC and Tobie Charlton

EAUC and Tobie Charlton

the breadth of the sector is a huge achievement. I also think some of the publications we created through our partnerships have been signifiant sector-wise. One close to my heart is the Climate Action Roadmap for FE Colleges, published in 2020. It was the first time that an FE-specific sustainability resource had been published for many years and it put the topic back on the agenda of many senior management teams.”

One of EAUC’s most important successes, though, has been its role in connecting institutional sustainability efforts with governmental policies.

“Our work as a convenor is something that we’re really proud of,” says Ms. Bonner. “When the UK hosted COP26 in Glasgow, the Department of Education hosted its first ever sustainable and climate change unit. EAUC did a really crucial job of bringing our members together to make sure their voices were heard in that space. We ensured that the FE sector was well represented in discussions around the role of education and how it can be an enabler of climate action alongside taking climate action ourselves.”

PLENTY IN THE PIPELINE

EAUC is building on this legacy to take it into the future. As the climate emergency becomes more pressing, the need for sustainability within the FE sector is only going to become more crucial. Ms. Bonner explains how EAUC has laid out a path to tackle this:

“We recently published our strategy taking us up to 2030. It offers a model that will help us affect change across the education sector, which we believe is more urgent now than ever before. What we really need to do is accelerate the pace of reach, engagement, impact, and ambition. We know the challenges we face are stark and time-

bound, so accelerating that impact is really where we need to start putting our weight.

“Our strategy lays out a set of goals that will help us achieve that by being an excellent membership organisation, wide-reaching in our work, providing great insights to inform that work. That way we’re not just working on small pet projects but something that is meaningful and will create systemic change. This includes programs like the Climate Ambassadors program, which we’re delivering alongside the University of Reading, or the refining of the Sustainability Exchange that I previously talked about.

“We’ve come a long way in 20 years. Now we need to look after ourselves so that we can look after our members and achieve the goals we are aiming at over the next 20 years. We have so much in the pipeline and can’t wait to deliver on that.”

EAUC supports the post-16 education sector to embed sustainability in everything it does

EAUC conference - credit EAUC and Tobie Charlton 10

EAUC Leadership Lab. Credit - EAUC

EAUC is celebrating its 20th anniversary this year

SOWING THE SEEDS OF CHANGE

Sustainable Business Magazine speaks to Emma Fromberg, Course Director of the Cambridge Institute for Sustainability Leadership’s Postgraduate Certificate in Sustainable Business. She explains how the programme remains at the forefront of sustainability through diversity and changing with the times.

The Postgraduate Certificate in Sustainable Business (PCSB) is a Master’s-level programme designed for industry professionals. It is a world-leading programme run by the University of Cambridge Institute for Sustainability Leadership (CISL) for nearly 30 years. Today, it remains at the forefront of developing ideas, technologies and strategies for industry’s response to the increasing need for environmental and social sustainability.

“It is one of the most iconic programmes in the sustainability academic landscape,” says Emma Fromberg, the PCSB Course Director. “The Certificate is one-third of a Master’s degree, run part-time for nine months. During the programme students attend two workshops in Cambridge and submit three written assignments. This is an academic programme that approaches sustainability from a business perspective, not a training course. The emphasis is on academic process and rigour. Nonetheless, it’s for business professionals and entry requires students to have worked within a business for a minimum of three years. PCSB, gives our students a chance to step back from the details of their own business to look at the bigger picture of how business and sustainability can work together.”

Ms. Fromberg explains that PCSB can be used as the first stage of an optional Master’s degree:

“The Certificate is a great starting point for students’ academic journeys. Some complete it and then move straight onto the full Master of Studies in Sustainability Leadership degree. Others choose a step-by-step route named the flexible route, moving from the

Certificate to the Postgraduate Diploma and then completing the Master’s through two additional years of study. All the programmes are designed in a modular way so Certificate students won’t have to repeat the assignments or the content covered during the Certificate if they then move onto the Master’s.”

The Course Director expands on what PCSB involves:

“Our approach is to make two of the assignments problem-based learning so when students apply to the course they bring a sustainability challenge with them. It needs to be a business challenge, not just ‘how do I implement this technology?’ but

a sustainability problem that’s broader than the business itself. During the programmes’s first assignment they will understand the complexity within which the problem exists and then conclude with strategic areas for intervention. In the second assignment, they will write a very specific plan of action to put to the group or organisation they wish to influence. This way they are immediately applying knowledge from academia and applying that to their real-life business context.

“Sometimes students go on to study the Postgraduate Diploma, which is the second stage of the full Master’s for those that opt for the flexible route. The Diploma’s first assignment is to look at a case study,

and students who had a break between the Certificate and the Diploma can leverage this additional assignment to check how the implementation of their change project went. This is harder to do for those that move onto the Diploma right after the Certificate, because they might not have had sufficient time to implement their change project, but in that case they get to explore how others have successfully achieved what they are aiming for, and can learn from that. I think that’s really cool and shows how our robust academic perspective is really tangible and applicable for students in a business context.”

EXPANDING HORIZONS

One of the most exciting aspects of the PCSB is that CISL brings in guest speakers and facilitators to teach and speak with students.

“One interesting speaker we had was Tim Brooks from Lego,” Ms. Fromberg says. “He shared some of the projects he’s worked on, how they went, and what he learned from them. Rather than lecture, he just has a conversation with our students. It was right after the news that Lego was cancelling its plan to make bricks from recycled plastic because it didn’t make sense from a sustainability or commercial perspective, so our students were able to have a long conversation with him about that. It was really special because I felt like the speaker got as much out of it as the students.

“I believe it’s important to have people from the academic side too, though, and not just the commercial side. This summer, for example, we welcomed Bill McDonough who co-wrote the book Cradle to Cradle. I feel like so many ideas in the sustainability space trace back to his book, which was published in 2002. Last year we had Walter Stahel, who wrote The Performance Economy. Both talked about the history of sustainability and how it has changed, giving the students a sense of being part of such an incredibly massive movement where many others have gone before them and really made a substantial change in the public discourse.”

“Other notable speakers we’ve had include Kresse Wesling from Elvis and Kresse, Prof. Wayne Visser from the Antwerp Management School, and Prof. Jennifer Howard-Granville from the Cambridge Judge Business School. We always get a really interesting mix of people and every year we’re trying to tailor that to reflect what really goes on in the lives of our students.”

Ms. Fromberg believes this sense of scale created by sharing all sides of sustainability is an essential learning tool for the course:

“FOR SUSTAINABILITY, THE DEVIL IS IN THE DETAIL. HOWEVER, IF YOU DON’T LOOK AT THE BIGGER PICTURE THEN YOU’RE GOING TO MISS THE POINT.”

“For sustainability, the devil is in the detail. However, if you don’t look at the bigger picture then you’re going to miss the point. Being able to see yourself and your humble circle of control, being part of this larger movement, yet also going back into the technical detail of where something is going to happen or not happen – oscillating between those two worlds is really critical. Being able to do that with good spirits and find enjoyment will ultimately put sustainability into your career as well.”

OSCILLATING BETWEEN WORLDS

Ms. Fromberg explains how all of these constituent parts come together to support, improve and direct students in their professional life:

“On the one hand, the very specific assignment tasks apply to the student’s individual situation and their company. On the other, many of the competencies the programme works towards are timeless. It’s not that students could necessarily create a list at the end of the programme to show exactly

what lessons solved which problems, but more about how the programme has influenced patterns of thinking about their lived experiences. We talk about ethics and have sessions on leadership, systems thinking, sustainability concepts, and what to focus or not focus on. We’re building academic critical thinking for business professionals.

“Peer learning is also important. Students complete an academic research project working alongside a small group of their peers. Many of the students have been out of academic life for some time, leaving them a bit uncertain about research or academic writing, but this group work means they are more comfortable in figuring solutions out together. Every group has one supervisor that stays with them throughout the programme, supporting them in academic research and individual issues. The purpose of this group work isn’t just about academic competency and how to research as a group but also building cohesion within the group and how to learn with each other. Those skills then feed back into their careers. Nobody can tackle sustainability alone and this project helps them understand that.”

Another really important part of this team-based learning is the opportunity for students to learn from each other.

“Last year we had the CEO of a large company in the cohort,” explains Ms. Fromberg. “That was really useful because sometimes we had conversations in the classroom where students that were more middle-management level were demanding things from the CEOs in their own compa-

nies. But this CEO-level student was able to explain that they were beholden not only to the needs of those middle-managers but to other shareholders in the company. It produced really interesting conversations that helped the middle-management level students learn from a different perspective. We also have students from different industries and different countries. They can then compare and reflect on how business is

run in the UK versus China, or in construction versus hospitality. That leads to a well-rounded way of understanding what sustainability really means for business.”

Diversity plays a key role in the course, and CISL offers bursaries to people that may otherwise feel they aren’t in a position to fund the Certificate.

“It’s a very international cohort that’s diverse culturally, geographically, industrially, and in terms of seniority and disciplines. That’s really close to my heart. A lot of our speakers get an honorarium but then they say they wish to donate the honorarium to the bursary fund. Our contributors also pay directly into that pot. That means more people get access to this kind of education at a prestigious university, meaning they can bring their perspective to the mix as well. Otherwise, we’d have entire groups in society under-represented and that would leave big gaps in the programme.”

CHALLENGES OF THE FUTURE

Ms. Fromberg says every year raises new issues and questions for sustainability, and the next few years are no exception. She explains

that sustainability has come a long way since CISL started, but it’s stayed at the front by responding to the changing global landscape:

“Sustainability 27 years ago when PCSB began was very different to what it is now. I have spent days going back through the old course designs, seeing what was involved, and it’s clear the early days were mostly equipping students with what sustainability

means and why companies should look at it. Today, that awareness is very much part of mainstream consciousness and there are very few companies that don’t already have sustainability on their radar. As a result, we are now approaching sustainability in terms of systems thinking and critically reviewing information because there is so much of it out there. Sustainability is no longer treated

as an add-on, we are making our students ready to put it at the core of their business.

“What I’ve found this year in terms of challenges is that there are so many policy and reporting requirements, people are really focused on getting better at that. So how is PCSB responding? By getting students to ask big questions about the need for reporting, like what exactly are they reporting on? What’s the bigger change or vision that’s meant to come out of this reporting? PCSB this year is looking at the role reporting has to play, how it can drive radical change, and understanding the stories behind the numbers. That’s an example of how we’re trying to create that oscillation between the micro and macro worlds of sustainability.

“I think we’re quite lucky to have such an iconic programme and there are people working in the sustainability space today that completed PCSB 25 years ago. It’s a well-known programme for the industry and it’s very well received. We’re going to continue creating great content and compelling programme design for industry professionals, making sure it is very applied but also has that academic integrity.”

A Glimpse into Cambridge’s Premier Sustainability Programme

As part of our series with the University of Cambridge, it’s time to find out what being a student on the Postgraduate Certificate in Sustainable Business is really like. Having interviewed many of the key players within the delivery team in recent issues, it was our turn to get some real-life experience of the course.

Earlier this summer we were invited to spend the day alongside the students, at one of the historic colleges. The weather was on our side and we arrived to a picturesque sunny gathering on the lawn as students, speakers and team members were enjoying refreshments in between workshops.

We had already been told about the diverse student population, but seeing and speaking with the students present, brought to life, the vast spectrum of experience, seniority and differing industries, represented from around the globe. You could feel (and hear) the buzz this creates - bringing people together, who often still feel siloed in their own organisations, championing sustainability together. It a was a recurring theme chatting to the students throughout the day, with many students sharing how the opportunity to network with others in their field was definitely a course highlight

Onto the talks and again we were witness to a fascinating fusion of old and new. Sitting in the beautiful traditional interiors of the Grand Hall hearing from leading figures of UK business on how they were driving change for the future.

Chris Fielden’s talk on what he had achieved in the past at Innocent Smoothies was fascinating and inspirational. Hearing how vital the entrepreneurial spirit is and the bravery needed to progress and make sustainable change in the supply chain arena. We are interested to see how his visionary practices will continue in his new role as Supply Chain Manager at Brew Dog.

The final talk was then excitedly anticipated, with Bill McDonough giving a lecture, that took the audience on his monumental journey that led him to write the seminal Cradle to Cradle and the impact this had on corporate America and beyond.

We now hear from a selection of current students, who shared their journey so far on the course with us:

Rebecca Nguyen, Manager, KPMG

What is your role and why did you choose to study PCSB? I joined the Postgraduate Certificate in Sustainable Business (Value Chains) to understand more about sustainability and how I could apply that with my background in building supply chain and logistics information systems.

I’ve been working as a Product Manager in a technology start-up venture within KPMG Australia to help enable transparency within the supply chain through traceability data of materials and products. Recently, I’ve been working directly with a government department to help track the movement of hazardous waste across state borders within the country.

As someone in a solution-oriented role, I am excited to write the Analysis Paper, which requires me to reflect on and explore the problem rather than jumping to solutions. I look forward to researching the systemic issues of hazardous waste management and unpacking how to progress hazardous waste tracking beyond compliance but also promote awareness and help inform government institutions when developing policies and initiatives. It will be a challenge to go from business case writing to academic writing to tackle problems, but I am looking forward to learning how to apply academic frameworks and methodologies to solving business cases.

One of the most enjoyable experiences has been meeting other people at the workshops with similar passions and values to drive positive impact through resolving sustainability issues. Through the programme, I can see I will develop friendships and bonds which progress beyond my professional career.

While the Certificate assignments focused mainly on my professional role, I’ve always wanted to explore my own personal sustainability interest areas and originally aspired to apply directly into the Master’s continuous route, however, I realised it would be nice to have more time to apply the content, develop academic writing skills further and have more time to reflect. Thankfully, CISL offers a flexible route where I aspire to continue with the Postgraduate Diploma and hopefully onto the Master’s to learn more about sustainability in different contexts.

What is your role and where are you located?

I have been in Banking in the Far East for the last 20 plus years in Singapore and Hong Kong. Currently in Singapore, I’ve spent time with a few institutions. I worked initially with ABN AMRO, which is a Dutch bank, as well as Citigroup for about 20 years. In the last four years I have been involved in CMB International, which is a regional Chinese institution. I have lately become a Senior Advisor assisting clients and institutions with their businesses in Asia.

What’s the most important area on PCSB that you’re looking to learn from?

I would say it would be the assignments. Somehow, I’ve always had a soft spot for practical stuff like that through my career and my academic life. I resonate with the practical aspects of the programme, not only in the classroom but also speaking to so many people, multiple people that are global in nature and coming from different industries, you really pick up a lot.I really like the aspect of a small core group coming together. I am part of one group and we are all very different people. I’ve got a brilliant supervisor and I’m excited that we are now going to dig that much deeper into our individual projects and then the group project. Sharing with the other members, that’s the beauty of this programme.

Secondly, I happen to be in the right spot, in Asia, which is Singapore. Singapore has continued to invest a lot in this particular field when it comes to green finance and sustainability. Transition finance is extremely relevant and has been taken up in Singapore, like in some European countries; most importantly, Singapore has introduced the framework that will be critical in the future growth of this subject and practise in Asia and other Emerging Markets.

Amit Sheopuri, Senior Advisor

Muhammad Rehan Razzak, EVP Finance, Siemens Industrial LLC,

What made you decide to study PCSB?

I am part of Siemens and look after energy and sustainability business finance for the Middle East. Many customers enter participation in the marketplace with guidance and push from the top. Leadership of the country are now focused very much on sustainability. They want to reduce their carbon footprint, see how they can optimise and improve the way they operate. That’s where a technology company like Siemens comes in. We are helping our customers, especially in the building space, because the Middle East is all about building. We are helping them optimise the way they cool their buildings and reduce the consumption of utilities like what we saw in the presentation earlier. We’re doing things like this on a daily basis.

What I see on PCSB is a lot of use cases, not only during the presentations but in interactions with different participants coming from around the world. I think that’s where the programme brings value of people like me, we see what’s going on in different parts of the world like the EU, where it is quite advanced. Then we can take our learnings to stakeholders locally.

In the UAE I am engaged not only with the customers, but with certain leadership groups, like the Emirates Green Building Council. I will share these learnings in my interactions with the council. I see big value there. It’s not only about making money, it’s also about bringing quality, making an impact, and increasing the awareness of other people.

The combination of thoughts from different industries, transnational mindsets, and learned speakers is a real winner. Combining all this, we need to take small bits and pieces, take it to the society, take it to the partners, take it to the customers and suppliers, and start changing the way they think.

How have you found the first week?

It’s working like clockwork. I think the organisation is amazing. If you look outside during lunch, people are engaging with each other. So, we are not talking about drinks, bars and parties, we are talking about the problems and topics we have discussed inside. I think that it’s a creative environment.

Have you made contacts here that you’ll stay connected to after the programme?

Yes, that’s an excellent point. I have made quite a few contacts. In fact, one of the participants has created a LinkedIn group for my cohort. When we are working in our own jobs we are only looking at micro level, but here, using the example we saw earlier, I am also working with a beer manufacturers to supply them with energy efficiency technologies. These kinds of connections, people from different industries and countries, coming together and finding out how they are thinking. If you take a step back and see the big picture, everything is connected.

One other important point is that most of the sessions have quite a significant amount of time kept for the Q&A. It’s not just presenters speaking and that’s it. It’s well organised, I would rate it highly. If you ask me would I do it again? Yes, surely. Will I recommend my peers or colleagues to do it? Yes.

Mary Jacques Executive Director Global ESG & Regulatory Compliance

Can you provide an overview of Lenovo’s sustainability journey and the key milestones that have defined it?

Sustainability is something we have been focused on for many years, through everything from hardware designs, our service offerings, to our operations and our suppliers’ operations. We first published a sustainability report almost two decades ago, and first set goals to reduce our greenhouse gas emissions in 2010. Another key milestone was having our second generation of climate change targets addressing Scope 1, 2 and 3 greenhouse gas emissions reductions by 2030 approved by the Science-Backed Targets Initiative (SBTi) in 2020 (we exceeded our own previous emissions goals in that year). Last year, we announced that we were the first PC and smartphone manufacturer to have a net-zero target validated by the SBTi to their net-zero Standard.

Our sustainability journey is not one-dimensional and focused solely on carbon; our program spans everything from minimising e-waste to helping create more efficient data centre solutions. We have been using post-consumer recycled plastic in products since 2008, and have used more than 140 million kilos of net recycled plastic thus far. We’ve expanded our focus on recycled plastics to use more certified recycled content metals including aluminium, magnesium and other materials. We continue to set and achieve ambitious goals.

How does Lenovo collaborate with its supply chain to achieve sustainability goals?

In the climate area, we have set targets that address the full scope of our climate emissions, including Scope 1, 2, and 3 emissions covering our value chain. The value chain is crucial here: our own emissions, or

Scope 1 and 2 emissions, account for just around 1% of our overall emissions, so mitigating value chain emissions is by far the biggest aspect of our net-zero targets, since Scope 3 emissions account for 99% of our total emissions. It’s incredibly important that organisations think beyond their own operations to consider the impact of their supply chains, not just for carbon but for water resiliency and other issues as well. Organisations need to engage with suppliers to exchange accurate data on carbon and other sustainability impacts and work together to focus on where collectively we can make the most progress.

To support this mission of collaborative action, we are already working closely with partners across our value chain and engaging with other stakeholders including NGOs and governments. We are always innovating to create new approaches to driving sustainability with our partners in the supply chain, including encouraging suppliers to join us in aligning their climate goals to SBTi targets, and using our generative AI-powered sustainability advisor LISSA, which helps communicate the environmental impact of IT purchasing decisions when our sales teams meet with customers.

What role do recycled and renewable materials, such as bamboo and recycled packaging, play in Lenovo’s sustainability strategy? Recycled and renewable materials such as ocean bound plastics, and bamboo can help reduce the demand for single use plastic packaging. However, it’s important to look at the full picture when it comes to sustainable packaging. For example, I love what we’re doing to eliminate plastic entirely from some of our product packaging. For almost all our ThinkPad notebook models, we’ve switched to 100% plastic-free packaging, eliminating 548 tons of plastic in packaging since we started this about 2 years ago.

There are many aspects to consider from simply reducing the size of packaging to switching to bio-based materials to increasing the use of bulk and reusable packaging options. We have ambitious goals to increase our use of sustainable packaging in future. By financial year 2025/2026, we will use recycled materials in 60% of our smartphone packaging and in 90% of plastic PC packaging, while also using 50% less single-use plastics in our packaging.

How do Lenovo’s Asset Recovery and Certified Refurbishment services contribute to a circular economy? We have worked for many years to help reduce the electronic waste, and our Asset Recovery and Certified Refurbishment services are a key part of this. At Lenovo, we have a focus going back for many years on designing hardware for repairability, recyclability and longevity, and offering services such as ARS alongside services to extend product life such as self-repair guides, out-of-warranty repair services and certified refurbished offerings.

We have partnered with iFixit to evaluate the repairability of our ThinkPad models and are working on step-by-step self-repair guides. Our 2025/2026 key performance indicators include targets around repairability, such as that 84% of repairs can be done at a customer site without having to send PCs to a service centre, and that 76% of repairable PC parts returned to the service centre will be repaired for future use. By the same year, our goal is that 100% of PC products will contain post-consumer recycled content, and

we will have enabled the recycling and reuse of 800 million pounds of end-of-life products.

What challenges has Lenovo faced in balancing innovation with sustainability, particularly in sustainable product design? It’s crucial to consider the full picture in terms of resource efficiency strategies and circular economy principles and to base your decisions on good data. For example, sometimes switching to a new material to build your products or make your packaging might have an impact on product weight, quality, or longevity. We try to use data as part of our environmentally conscious design process to ensure we’re considering many of the potential impacts from our design decisions. The other consideration is that in the sustainability area, we are all interconnected. One company can only do so much tocachieve systemic changes on its own: driving real measurable change requires companies to collaborate and cooperate with all actors in the value chain, from consumers to regulators to recyclers to suppliers. All of us need to work together to reduce the life cycle impacts of products and services, while also consuming less.

How is Lenovo progressing toward its net-zero target, and what role do innovative solutions like Neptune liquid cooling play in this journey?

We are on track to achieve our near term 2030 emissions goals, through efforts to reduce emissions in our own operations as well as to support our customers and suppliers with their emissions reductions goals. As we see energy consumption supporting AI growing around the world, innovative solutions like Neptune liquid cooling are going to grow in importance, particularly in the data centre. There is also huge opportunity to help us accelerate our sustainability journey using the insights and power of AI. AI will enable organisations to drive improvements in the efficiency of their organisations, in everything from building construction to the supply chain, but we also need to ensure that AI is powered in the most efficient and clean way possible.

An important part of that is driving efficiency in the data centre through warm water-cooling technology that reduces the energy required to cool data centres. Technologies such as Neptune enable data centres to move away from chilling the entire space with fans and air conditioning, and instead using warm water that can then be used to heat nearby areas. Water cooling is simply more efficient when it comes to servers and data centres and Neptune direct water-cooled servers enjoy up to 40% lower power consumption for cooling, alongside 95% heat removal efficiency.

What sustainability initiatives or innovations should we expect from Lenovo in the near future?

Data is going to grow in importance when it comes to managing our ESG programs and product development, including using IOT and other innovations in our own operations to more effectively gather data and measure progress. We’ve done this in our own operations, specifically at our Tianjin Smart Campus where we use thousands of sensors to track environmental data, allowing us to instantly identify inefficiencies in our operations which can be corrected more quickly, such as wasted energy or water. This is in line with a broader industry trend to see AI tools applied to evaluating sustainability information, recommending action and reporting progress. c

TEACHING

THE TEACHERS

Sustainable Business Magazine speaks with Rhiannon Boyd, CEO of sustainability network ACTS, about how it is helping to embed sustainability into Australia and New Zealand’s higher education sector.

Australasian Campuses Towards Sustainability (ACTS) is a network of tertiary education institutions and sector supporting organisations committed to holistic sustainability. Its original form, born in the mid1990s, was known as Australian Universities Environmental Management Network and came out of a network across universities in Sydney. Then, as now, it focused on energy, water, and waste and was driven primarily by facilities managers who incorporated sus-

tainability into their profile. What’s different today, though, is that the network’s scope has expanded dramatically.

“Today, our operations have grown to cover a diverse range of initiatives to support our mission of empowering campuses to lead on the transition to a sustainable future,” says Rhiannon Boyd, Chief Executive Officer of ACTS. “We continue to be the peak membership organisation for sustainability practitioners and educators in Australa-

sia. Supporting and expanding our network is our top priority because we know there is good work being done at every organisation. Rather than try to reinvent the wheel, ACTS is connecting leaders in this space so they can collaborate, share learnings and use that collective knowledge and expertise to drive action across the sector. We are so successful as a network because are members are all trying to reach the same goal: creating a better future for people and planet. Beyond coordinating the network, that we also deliver professional development, training, collaborative projects, engagement programs, and take try to advantage of any opportunity to further action across the sector as a whole.”

ACTS doesn’t say these thing as platitudes, though. As Ms. Boyd elaborates, it has concrete steps and metrics by which to achieve its goal:

“Each year, our awards program serves as a benchmark for tracking sustainability progress and innovation. We develop case studies from our finalists that we showcase throughout the year to inspire and motivate further action. We also host a variety of member opportunities, including special interest and working group, as well as roundtables on different sustainability topics, to foster dialogue and share valuable insights. Often these focus on recognising the challenges and barriers facing us, acknowledging them openly, and collaboratively exploring how we can overcome them as a connected network.

“For example, we have the ACTS Biodiversity Working Group where members from all over Australia and New Zealand are working to develop a standardised set of reporting metrics for biodiversity baselines. Rather than everyone doing their own thing in isolation, ACTS provides the platform to work towards shared goals collectively. We have recently established a new working group focused on developing a set of climate scenarios tailored to our region, with the goal of establishing these as a sector wide standard. This initiative aims to sup-

port institutions in meeting their evolving reporting requirements for climate related risk and planning.

“We’re also working with the Sustainable Development Solutions Network (SDSN) to mainstream Education for Sustainability.

While ACTS traditionally has a very strong focus in supporting innovation in campus facilities and operations, we acknowledge that there are massive gaps in sustainability literacy and graduate learning outcomes.

Our goal is to ensure every student that graduates from tertiary education has an understanding of the important part they

have to play in a future that is just, fair and sustainable. So we’re working to educate the educators as well as exploring how we can better support the incorporation of sustainability into all fields of study and ensure the next generation are equipped with the green skills we so desperately need to drive the transition to a sustainable future.”

BREAKING DOWN BARRIERS

This process of holistic engagement across all areas of a campus is seen best in the Green Impact Programme, an ACTS-led initiative that aims to broaden the scope of sustainability on campuses in Australasia.

“We deliver Green Impact, an engagement and learning programme that provides a structured framework for anyone working or studying within an institution to implement small but tangible sustainability actions in their day to day,” says Ms. Boyd. “Green Impact was developed by the National Union of Students in the UK in 2006. In 2019, Students Organising for Sustainability (SOS-UK) was created from the NUS, and they now deliver this United Nations award-winning program. ACTS has a partnership with SOS-

“Going forward, we’re committing to hosting a physical conference every second year, alternating with virtual events. This strikes the best balance for our network: virtual conferences significantly lower the carbon footprint, broaden accessibility, and enhance student engagement by reaching a larger and more diverse audience.”

UK to be the regional delivery partner for the programme in Australasia.

“The actions that the Green Impact Programme offers are broad and diverse. It’s not only learning about sustainability issues and increasing literacy, but encouragement to take practical steps to improve sustainability outcomes, whether it’s turning off light switches or making sure they’re using the correct waste streams when throwing things away. While it starts small, Green Impact can really build momentum.

“We get people to work in teams. We want to break those silos down and get people working together to create communities of change. We try to encourage as many teams across an organisation to participate in the programme as possible. There are incentives built into it, so each team works on their own award certification, so that they get recognition and accreditation as they work through the program. While actions of team can start small, over time they build up over time. Each action represents efforts to learning more about sustainability, to addressing the organisation’s targets to becoming net

zero or closing the waste loop and supporting a circular economy, or making sure that everyone in their community is treated fairly and equitably.

“In the seven years we’ve been supporting delivery of Green Impact, our participating organisations have collectively completed over 48,000 sustainability actions. While the sheer number of actions is incredibly impressive in its own right –more impressive is the broader reach and engagement achieved. Through those actions, participants engaged with thousands of people such as a friends, families and local communities to get involved with their efforts. This ripple effect is the true power of the program: enabling and encouraging others to be part of the change.

IN-PERSON GROWTH

One area that ACTS has been keen to promote is community-building for those working in sustainability roles. Working in the spirit of breaking down silos, it has recognised the isolated role that many sustainability professionals have within their own organisations.

“Sustainability professionals in our sector have often been in one-person teams – or, in some cases, are not even in a dedicated sustainability role, but just have sustainability included as part of a larger portfolio.” Ms. Boyd says. “In our early years it was all about bringing these individuals together, helping them feel connected and supported, knowing that others were working towards the same goals as them. While sustainability has grown in prominence across the sector with more resources, the development of dedicated teams and in case cases even entire departments addressing sustainability, there are still those people that operate solo. That’s one of the key reasons we host an annual conference.

“The ACTS Conference first began in 2000, and while we were set to celebrate its 20th annual event in 2020, the COVID-19 pandemic disrupted those plans. Until recently, we hadn’t held an in-person conference since 2019. This shift pushed us to re-evaluate how we align our events with our sustainability agenda, which includes cutting down on emissions from air travel.

“In 2024, we successfully hosted our first physical conference in five years at the University of Tasmania’s Launceston campus, complemented by a New Zealand hub co-hosted by Massey University and Victoria University of Wellington. This approach allowed us to reduce the impacts of international travel for our New Zealand members while fostering local engagement.

“Going forward, we’re committing to hosting a physical conference every second year, alternating with virtual events. This strikes the best balance for our network: virtual conferences significantly lower the carbon footprint, broaden accessibility, and enhance student engagement by reaching a larger and more diverse audience. While we recognise the important of in-person events, which are vital for fostering organic networking opportunities and deepening the personal connections that are so essential to our mission.

By alternating between virtual and physical formats, we’re embracing the best of both worlds—advancing our sustainability goals while maintaining the strong sense of community that defines the ACTS network.”

OPENING THE DOOR

ACTS is still a relatively small organisation but one that is thriving. It has a clear path of opportunities ahead and is keen to exploit those. Ms. Boyd talks about what ACTS is looking at in the future and where it wants to go:

“We’re eager to expand some of our programmes into secondary education and build stronger connections with those institutions. We see it as an important area where we can make a meaningful impact. Take Carbon Literacy Training, for example. ACTS has just developed its own Carbon Literacy course, which we’ve been delivering to university staff and students. Our focus is on empowering educators, ensuring they have the tools and knowledge to embed sustainability into their teaching. By educating the educators, we’re equip-

ping the next generation of students to the knowledge to drive positive change and skills to help fight the climate crisis.

“Our Carbon Literacy Training is specifically tailored to our region, and we’re really excited to be able to put incorporate elements of Indigenous knowledge and learning. That’s a big focus for our area and adds a valuable dimension to the training. It also allows an opportunity to address the interconnected issues around colonisation and climate change. We recognise this is a complex topic we’re still grappling with, but it’s one we are committed to exploring and integrating into our programmes.

“In terms of other work we’re doing,

addressing scope three emissions is a top priority right now. This is a critical area of focus for our members to be able to reach their net zero targets. However, the methodology is complex. We’re collaborating with the Tertiary Education Facilities Managers Association (TEFMA) to provide practical, actionable support to navigate scope three challenges.”

Ms. Boyd concludes with a hopeful outlook for the future not just of ACTS but of sustainability in general:

“It truly feels like sustainability is gaining momentum right now. Over the years, we’ve seen peaks and troughs of interest, but with the undeniable impacts of the triple planetary threats of climate change, biodiversity loss and pollution becoming increasingly evident, there’s no hiding from it anymore. After 20 years of advocating for change, it’s a bittersweet relief to see the door finally starting to open, allowing sustainability to take its rightful place on the agenda of the tertiary education sector. Moving forward, I’m focused on leveraging this moment to continue driving progress and creating an even greater impact”

CARIBBEAN SEA CHANGE

Sustainable Business Magazine speaks to Darwin Telemaque, Chairman of the Port Management Association of the Caribbean, about how and why the organisation is upending the global maritime industry for the better.

The Port Management Association of the Caribbean (PMAC) provides a collaborative forum and advocates on behalf of its members. It was established in 1998 as a successor to the Port Management Association of the Eastern Caribbean and has become a primary industry body for the region. PMAC’s remit covers all port activities including operations, supply chains, training, and strategy. Most importantly, the Association has become a hub through which ports across the Caribbean have collaborated to become better and stronger.. Darwin Telemaque, Chairman of PMAC, tells Sustainable Business Magazine about PMAC’s raison d’etre and why it plays such an important role for countries throughout the Caribbean:

“PMAC is the only port association in the region born out of the need for smaller ports to have a platform to advocate for their development. Most global port-related activities and equipment cater to large ports, as do many digital solutions. This focus is understandable as large ports can purchase multiple cranes at once which is often unaffordable to smaller ports, so the suppliers focus on the larger ports. In addition, as small, single-port islands we found ourselves with a dearth of management capacity and accordingly PMAC was founded.

The Association has since created a space, supported by governments, that enables regional ports to collaborate, share information, discuss outcomes and difficulties, and be truly open and transparent so that we can effectively serve our individual markets. We have worked hard to cultivate

an environment that emphasizes collaboration over competition.

Through sharing ideas and experiences, we identify member ports that have developed better solutions to common challenges, enabling us to implement those improvements collectively. As small ports, we are compelled to work within our means and persevere through challenges, particularly those related to equipment; our equipment is often outdated but we find a way to make it work. In that sense, if a mechanic at one port devises a way to optimise the use of equipment that may be common to multiple ports, we could share that technique throughout the Association.

Currently, we have grown to include 24 regional ports. While not a massive number, our membership continues to increase steadily by one or two ports annually, and we are grateful for every member. We take pride in being an open and collaborative group; everything we learn, we want to share and every achievement we have is an opportunity for collective growth. If a solution works well for one of us, it might very well benefit us all.”

SERVING THE PEOPLE

PMAC has a very specific angle on sustainability, one borne out of its circumstance as a grouping of mostly government-owned entities.

“First and foremost, we have established that we’re not competing members. Secondly, we recognized that most of our members are the only port entity providing services to their respective islands, meaning they are monopolies. Accordingly, they are

“We cannot have a global system that is meant to save the planet while hurting our people in the process. That is not a good strategy.”

providing services to both citizens and the private sector, meaning their roles have both a commercial and a social component.

With that in mind, it is understood that we have to structure our ports so that they are not driven exclusively by commercial but also by social interests. We are primarily here to serve our people and social sustainability should also be at the core of what we do.

While we aspire to be compliant with International Maritime Organization (IMO) regulations, GHD strategies or Carbon Intensity Indicators (CIIs), we agree that the delivery of services to our citizens who are the primary owners of the ports is the most critical sustainability factor that we want to maintain.”

The reason for such commitment to social sustainability is clear: most islands in the Caribbean are connected only by shipping.

“The transport modality we have is singularly maritime by nature.” explains Mr. Telemaque. “Ports are therefore the most critical assets we have on our islands. We are not connected by road or rail, and the

cost of air transportation is high. At the same time, we don’t produce very much so our core supplies – food, clothing, shelter –flow through our ports.

Getting the right corporate governance structure and operational focus in place is therefore important. We then create a workforce that understands the mission of delivering services for the people. That is the driving force of PMAC. We build sustainability around the capacity to maintain a good quality of life by delivering efficient, cost-effective port services to the private sector and our people.”

ONE SIZE DOESN’T FIT ALL

One of the biggest demands that PMAC and the Caribbean maritime industry faces is the CII. This metric was developed by the IMO and measures the fuel efficiency of a ship through its carbon emissions. However, a quirk of its design has presented nations throughout the Caribbean with challenges.

“We live in a region where short sea shipping is the only mode of service.” Mr. Telemaque states. “It just so happens that

when the matrix of the CII is evaluated, short sea shipping becomes the most significant contributor to the index due to the number of stops a ship makes. According to the CII, a ship can sail from Hong Kong to California and get an A rating because it only makes one stop. Yet if a ship sails for Antigua to Dominique, stopping at St Kitts and Nevis, which is less than 200 miles in total, it receives a D rating because there are three stops.

That’s not the only issue though. As I’ve said previously, most of our islands have a single port, with outdated equipment having been constructed predominantly in the 1960s by the British and Canadian governments for

handling breakbulk pallets and boxes, not containers. In addition, being popular tourist destinations there might be a cruise liner docked for a whole day which already poses berth capacity and operational challenges. Accordingly, ports require cargo ships to stay at anchorage for too long and when the cargo ship eventually docks, the equipment isn’t optimal which slows down the unloading process. In some cases, it can take up to 20 hours to unload a single vessel.

When regulatory agencies are punitive to that ship because it steamed for that long, there needs to be a conversation. The delays aren’t the ships’ fault but the

repercussions can discourage them for returning to our ports.”

This is one of the biggest issues facing PMAC right now. The Association therefore aims to make the Caribbean port industry’s voice loud enough that global authorities can’t ignore it, and in so doing achieve results that benefit the region and its citizens. Mr. Telemaque is advocating a solution to the IMO.

“We can’t move the islands any closer and can’t connect them with bridges, so I’m suggesting that short sea shipping should be exempt from the CII, given its unique operational challenges and constraints. Alternatively, in environments where short sea shipping is necessary, we should end the calculations for emissions from a ship at the port’s pilot station, so that it eliminates the time at anchorage which may be related to the port, or the time at port, which varies based on port equipment and the quality and efficiency of the port itself.”

There are real human consequences to the model as it stands. “We cannot have a global system that is meant to save the planet

while hurting our people in the process. That is not a good strategy. PMAC is taking this fight to the IMO on behalf of all our ports. It’s not a very popular action to take, but I strongly believe that we shouldn’t ignore the good for the perfect.”

27TH ANNUAL GENERAL MEETING

PMAC recently held its 27th Annual General Meeting (AGM) in Suriname. This is the Association’s key event, drawing together members from across the region to discuss issues such as CII’s inherent challenges for the Caribbean and laying the groundwork for solutions.

“We acknowledged in the end that the AGM is one of PMAC’s major achievements.” says Mr. Telemaque. “The port and staff in Suriname were unbelievable. Antigua – my country – hosted the event last year and we attempted to make it the best event possible because it was in the Chairman’s home. However, it was clear Suriname decided they wanted to outdo Antigua.

The event itself highlighted a global environment that is evolving and how PMAC

is ready to engage its members, preparing them for what is to come, and illustrating the dependencies each port has upon each other. We established two new Associate Member committees, with Risk and Resilience being one of the most engaging. The whole idea of sustainability was highlighted throughout the forum, with concrete goals discussed. We are pushing for achievement of those goals to be shared at our next webinar. We didn’t have that sort of dynamism before it came out of Suriname.”

We committed to expanding implementation of the Maritime Single Window, a digital platform that logs ship movements across all IMO member states. In the Caribbean it has so far only been executed in Antigua and Barbuda, but we are now on track to roll it out across multiple islands for the first time. PMAC is coordinating training through the IMO and Port Authority of Antigua and Barbuda, and the Port Authority is also paying some of the costs of this program. At present, the training is occurring in St Lucia, St Kitts, St Vincent, Grenada, and Dominica. Then we’ll move onto Montserrat, Anguilla, and Aruba.”

The AGM also attracted more than just PMAC’s members, as Mr. Telemaque explains:

“One of the highlights too was the speech from the President of Suriname. To be at a port meeting in a country the size of Suriname and have the President attend with his cabinet and Speaker of the House, was really unbelievable.

He was present throughout the opening ceremony and delivered a mandate to ports to come forth and advise governments of strategic requirements for port sustainability and development. He stated that as experts who know how to do this, we can suggest what’s needed. We couldn’t have asked for a better and more impactful mandate than that.

The fact is also that a month and a half later the President attended a CARICOM meeting of Heads of State where he spoke about the necessity for CARICOM to recognise the role and responsibility of PMAC, thus giving our association the gravitas needed to be heard at a regional and even global level.

Consequently, ports are reaching out in greater numbers and with more consistency, providing better input and responses to their needs as well as responding to the needs of others.”

SHAPING THE FUTURE

With PMAC going from strength to strength, it’s clear that the future looks bright for the Association and its members. Mr. Telemaque emphasizes how important PMAC’s role is for the future not just of regional ports but for all of the countries’ citizens as well.

“I recognize that there is a dearth of effective representation of ports at a global level, and especially small ports. I would like to suggest that PMAC transition from being an Association towards more of a regulatory entity that focuses on ports, providing the standards for operations, safety and training. I want to ensure we focus on sustainable change management, improving the quality of people that are coming up the ranks.

There is no global institution that is advocating for small islands ports. What I ultimately want to see is a global forum where PMAC and small islands ports in the Pacific, as well as others in India, South and Central America, and around the world that don’t now have a voice can confer and work as one. I would call such a grouping the Global Port Management Association for Small Island Ports. We all face the same issues, with ports being responsible for the national security of their people, and it’s essential that we share and help each other.

PMAC is driving the initiative to create the global association. If we can do it, then it will create a brighter future for all small island ports and the people that rely on them. We can set a stage where we are heard and push for the creation of software and equipment priced attainably for us and play a serious role in discussions around ship sizes, efficiency metrics, environmental sustainability measures, and other matters that the global institution ignore right now.

Our people have a voice and needs which we must meet. That reality is driving PMAC to play a role in the future of shaping global island port architecture.”” c

“One of the highlights too was the speech from the President of Suriname. To be at a port meeting in a country the size of Suriname and have the President attend with his cabinet and Speaker of the House, was really unbelievable.”

BRINGING THE CARIBBEAN TOGETHER

Sustainable Business Magazine speaks to Teresa Wankin, Secretary General of ICT business association CANTO, about the important role that a sustainable digital future has for the Caribbean region.

CANTO headquartered in Trinidad and Tobago, is the leading association for the telecommunications and ICT sector across the Caribbean and Latin America. It serves as a unified voice for the industry, championing its interests with governments, regulators, and the public sector. Renowned for its dynamic training programs and impactful conferences, fostering collaboration, innovation, and professional development among its members. It also plays a pivotal role in advocating for progressive regulatory frameworks that drive growth and connectivity in the region. The organization also comprises eight specialized committees, including those focused on marketing, financial advisory, and corporate social responsibility (CSR), reflecting its commitment to addressing diverse industry needs.

Teresa Wankin, Secretary General of CANTO, shared with Sustainable Business

Magazine that the association is currently undergoing significant transformation. These changes are aimed at enhancing CANTO’s impact and relevance in the rapidly evolving telecommunications and ICT sectors.

“CANTO plays a pivotal role in advocating for the Caribbean ICT sector’s growth and development. Currently, between 80% and 90% of our work is done in the Caribbean but we are seeing more and more members come in from Latin America including rapid growth in participation at our in-person events.

“Recently, the emphasis of our work has driven towards sustainability, digital inclusion, and innovation. We follow sustainable development goals quite closely because everything that originates in Europe and North America has a direct impact on the Caribbean. As a result, we’ve changed some of our programmes and shifted our focus in that direction. In particular, we are

looking at women and girls as it pertains to sustainability and digital inclusion. Our newly established CSR committee was created with this in mind.”

In order to achieve these goals, CANTO has partnered with the region’s biggest pan-national networks including Cable and Wireless and Digicel as well as local networks like TSTT.

“We work closely with governments and regulators because our businesses are highly dependent on the regulatory environment,” the Secretary General says. “That means CANTO speaks regularly with government telecommunications and technolo-

gy ministers as well as the regulatory bodies across the region. We believe that, once we have a good regulatory environment, our members’ businesses can thrive.”

DISASTER RELIEF

CANTO’s newly created CSR committee is using the leverage that the association has within the business world to benefit communities across the Caribbean. One of its most important undertakings has been its work on emergency disaster relief – crucial for such a hurricane-prone region.

“Following Hurricane Irma in 2017, we partnered with some of our members to

provides backpacks and school books for children affected by the disaster,” says Mrs. Wankin. “Dominica, Antigua, and Trinidad all benefitted from that program. We were able to distribute more than 400 backpacks and sets of school supplies in each of those countries. In the past we have also sent our members to different countries in the aftermath of a disaster to help with the assessment phase. At one point we even had splicers and workmen from places like Cuba stay in affected countries for a couple of months to assist in restoring their networks.”

“Right now, in the wake of Hurricane Beryl, we have been championing our resources

“The conference remains a unique avenue for us to bring content to the region. We always seek to choose topics that have a high impact on the countries here and want to highlight solutions that are available to us.”

across St. Vincent and Grenada through the Cable and Wireless Foundation. I’m not sure if we’ll do the backpack and school supplies initiative again for those countries but will look at practical measures. What we will do is liaise with the countries affected and be led by their requirements. Once we know, we will definitely rally our members and ensure they get what they need.”

CANTO also works on longer-term benefits for the region.

“One notable partnership initiative we recently hosted was the Girls in ICT Day Virtual Workshop,” Mrs. Wankin explains. “We began with a local leg in Trinidad and Tobago, followed by a regional leg organized by our members in The Ba-

hamas. These regional events attracted participation from girls and women across the Caribbean. Outside of that one day, we also reach out to women in rural and underserved communities. To date we have trained over 2000 women, some of whom have gone on to become entrepreneurs and successfully manage online businesses.”

“Separately, we recently partnered with one of our vendors here in Trinidad to carry out a community development project focusing on the creativity of the youth. We went to children in the Diego Martin area of the country and put them through six weeks of technology training with a competition at the end of it. They looked

at robots and things like that. At the end of it, they developed their own project which was judged for its innovation and execution. One of the projects that won, for example, recycled school lunch boxes for use in the agricultural sector. It developed skills that are essential for the Caribbean’s vision of a gigabit society by 2030.”

“We also have a wider youth innovation challenge that we’ve just created. In our first phase we received over 20 application that we then brought down to ten. There will be a second phase that will whittle it down further. The winners will then be able to pitch to telecom companies in the region and hopefully get some kind of partnership going with them.”

Mrs. Wankin explains why these initiatives are not only important but also close to her own heart:

“I’m a big champion of these projects that focus on girls, women and youth as I came from a rural area myself. What I found is that a lot of people in these underserved communities have a lot of talent but no way of using those skills. Someone might be a good programmer or developer or entrepreneur with good ideas but doesn’t have the skills to market themselves. What we are trying to do with our ‘Youth Innovation Challenge’ and ‘Girls in ICT Day’ is seek out these bright ideas and help the people pitch and market them.”

LOBBYING FOR THE INDUSTRY

Of course, CANTO is more than just CSR –it is a vital platform for its members.

“What we do is provide a platform that brings everyone together,” says Ms. Wankin. “The region is small so we don’t have multiple conferences. Instead, we hold a single big conference that brings all sectors across the region together. Governments, regulators, industry and business come together to discuss topics and issues important to the Caribbean and, increasingly, Latin America. For example, when Samsung recently updated some of their policies, it meant that people across the Caribbean could no longer use roaming data on Samsung phones. As a result, we brought our members together to lobby for that and bring roaming data back.

“The conference also showcases what we can achieve in the region. For example, we have a fully automated AI vehicle that can aid in the fighting of crime. There was also a solar panel box displayed that could fully power a three-bedroom house that was

displayed for the first time in the region. That is important for future disaster relief effort. The Prime Minister of Jamaica was here and he was fascinated by both these technological developments.

“Cybersecurity is also a big topic at the moment so that was a major feature of the conference. In particular, we wanted to highlight attempts at creating uniform legislation so that we can tackle it as a whole region. At the moment the laws differ from country to country, making prosecutions difficult. That brought together companies, regulators and government ministers. We also highlighted ways that we can educate our citizens about cybersecurity and best practices they can follow to protect themselves.”

“Finally, one other thing I wanted to highlight was the healthcare showcase. The sustainability in healthcare showcase had several speakers from the governmental and private sectors. They talked about the challenges facing the healthcare system and some of the solution available.”

Ms. Wanking explains that CANTO’s conference remains a crucial platform for the present and future of the ICT sector and its attempts to drive the Caribbean and Latin America towards a digital future:

“The conference remains a unique avenue for us to bring content to the region. We always seek to choose topics that have a high impact on the countries here and want to highlight solutions that are available to us. We had 11 ministers attend including two Prime Ministers and, despite Hurricane Beryl happening just two weeks before the conference, we still had a good time. More than 600 people attended including ambassadors from the EU and USA.”

BRIGHT HORIZONS

CANTO’s future is closely tied to the growth and success of its members and the region’s ICT sector. Fortunately, the outlook is bright. Mrs. Wankin emphasizes CANTO’s commitment to shaping a positive future for all:

“With our members and other stakeholders, resilience remains a top priority. Business continuity and sustainability are central to our plans moving forward. We’re proud of the progress we’ve made and excited about the opportunities ahead.”

WATER WORKS

Sustainable Business Magazine speaks to Lorena Patterson, President and CEO of trade association WaterPower Canada, about how the future of hydroelectricity as a crucial pillar in Canada’s sustainable energy future.

WaterPower Canada is an association for water-based energy producers throughout Canada. The country has a long history of hydropower, relying on it to provide the backbone of electricity production across many regions of the country for more than a century. Today, it forms over 63% of Canada’s energy production, making it the third largest hydroelectric producing country in the world. WaterPower Canada’s role as a trade association is, therefore, a significant and globally important one.

“WaterPower Canada was founded in 1998,” says Lorenna Patterson, President and CEO of the association. “We represent about 95% of the companies that produce hydroelectric power in Canada. They distribute it to communities across the country, from the

“Our message to the government is that it must encourage the growth of hydropower because it is an important source of zero-emissions power that can help meet Canada’s net zero goals.”

metropolitan south to the sparsely-populated far north. Hydropower is a proven technology. Our job is to advocate on behalf of our members and our industry to make sure it remains a crucial part of Canada’s future energy mix.”

Representing 95% of the industry, WaterPower Canada boasts a diverse membership. It includes Crown corporation entities such as BC Hydro and Columbia Power Corporation, private producers such as Innergex, and supply chain companies including technology manufacturer Mecan-Hydro and environmental assessment organisation Ecofish. The association provides a hub through which the many different aspects of the industry can speak to one another and learn from each other.

LOBBYING

One of WaterPower Canada’s most crucial roles is working with the government to foster a beneficial regulatory environment.

“Our engagement with the federal and provincial governments is about encouraging them to make hydropower possible,” Ms. Patterson explains. “Canada has a lot of good things that we are proud of but unfortunately the regulatory environment isn’t one of them. We have very heavy environmental regulations that impede the quick deployment of projects. At the same time, we are under a lot of pressure to meet net zero goals because the government wants a net zero electricity grid by 2035. But when the permitting process alone can take five or six years so it would be impossible for us to

even get shovels in the ground before that permitting process has been completed. In industry terms, 2035 is only tomorrow.

“Our message to the government is that it must encourage of hydropower because it is a historically proven, cost effective, zero-emissions technology and can help meet those aggressive net zero goals we have as a country. We are trying to reduce the regulatory barriers that stand in the way of implementing hydropower projects.”

Ms. Patterson also elaborated on its others stakeholders:

“Many of our members are provincially-owned power generators so our engagement at that level is in acting as a guide and sounding board for them. We always follow their leads while encouraging them to

ensure that the future will include further growth of hydropower to provide that safe, low-emissions energy into the grid. Other stakeholders we interact with include suppliers, academia, and other electricity and business associations. We are all united by a number of things but regulatory issues in particular. Whenever there is development in Canada, it’s all subject to the same regulations, so we’re working hard to get that changed for the benefit of not only our members but Canadians in general.. We’re conveying the urgency of correcting the problem.”

As an example of this multi-stakeholder co-operation, WaterPower Canada teamed up with five other trade associations to form Electricity Alliance Canada in 2021. The

alliance aims to advocate for further electrification of the country’s power as part of a sustainable future.

WATERPOWER WEEK

Helping its members isn’t just about advocating to government. WaterPower Canada also creates an environment that fosters progress and future-thinking amongst its members. While providing them with a permanent network through which they can communicate, the association has also taken the important step of creating a conference where member representatives can meet and talk face-to-face with ministers and members of the public.

“One of the things we are most proud of is our flagship event Canadian Waterpower

Week,” says Ms. Patterson. “In 2025 it runs from October 1st to 3rd. It has become the place where the whole industry comes together to speak about new technologies, emerging innovations, and fresh ideas. We bring in students, universities, government representatives, and of course members, so that they can all hear about the great things happening in the industry.

“That’s a major achievement for us because when you get people that are in the same sector together in the same room, they can talk about the issues they’re dealing with. One example of the success of that related to very serious concerns voiced by one community about the potential impact hydropower might have on their fishing industry. Our members were able to talk about

it, go back to the engineering phase, and engineer a solution that further protected the fish. Working together, our members were able to proceed with minimal impact on the environment and provide reassurance to the local community that our members are there for everybody and not just themselves.

“Those sorts of innovations are what we talk about at the conference. These sorts of innovations can be made available to other companies across the country. We also extend the invitation to international companies if they’re interested in seeing what we’re doing here.”

GIFT OF QUIET

Communities, of course, are crucial stakeholders in any work conducted by WaterPower Canada’s members. WPC works to amplify what its members do to ensure that local communities remain at the forefront of operational discussions.

Ms. Patterson talks more about this and highlights one example of hydroelectricity can even bring unexpected benefits:

“Canadian companies are very supportive of community outreach and, particularly pertaining to watersheds, there are a lot of initiatives that they’re proud of. One great example of this is how firms are bringing this sustainable energy generation to the more remote areas of the country.

“Geographically, Canada is such a large place that is has many isolated communities, particularly in the northernmost reaches of the country. Many of those are indigenous. Just recently there was a project that brought water power in to replace the diesel-fired generation that a local indigenous community had usedfor decades. The community had no option but to listen to the noise of the diesel generators which interrupted the silence of the the natural landscape around.

“When the hydro-power facility was commissioned, the thing that the commu-

nity noticed and commented on the most was the silence that this new form of power brought back to them. The far north is a quiet place so they really appreciated the noise having gone away. That is one of those that most people don’t even think about. So the water industry was able to bring not only reliable baseload energy to this remote community, but it was able to return silence to them as well. These areas sometimes have just four hours of sunlight in the winter, so having a safe and secure supply of energy is essential. The quiet, sustainable, non-polluting water power solution was perfect for them.

“That’s one example of how our members work benefits the communities where they invest.”

HISTORY AND THE FUTURE

Canada’s first hydroelectric facility started producing power in 1891. Today, there are over 700 facilities along the coastlines and rivers of the country, which produced nearly 400,000 gigawatt-hours of energy in 2022. Yet there is plenty of scope for developing that even further, with one estimate suggesting it could double this figure. That’s where WaterPower Canada’s work lays.

“There is a very strong future for this technology in Canada and a bright future for our members,” explains Ms. Patterson. “We as an association are proud of the part we’ve played since establishing in 1998, and our members are proud of the part they’ve played in the history of the country. The hydroelectric sector is very strong in Canada and has been supporting the country’s development since the very beginning. Canada is a young country and we’ve produced clean energy for most of our history. That’s a point of pride for us, and we want it to continue and expand well into the future.”

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“The hydroelectric sector is very strong in Canada and has been supporting the country’s development since the very beginning. Canada is a young country and we’ve produced clean energy for most of our history. That’s a point of pride for us, and we want it to continue and expand well into the future.”

HOW SUSTAINABLE STORYTELLING IS SUPER CHARGING ELECTRICITY CANADA

Sustainable Business Magazine speaks to Julia Muggeridge, Vice President of Communications and Sustainability at Electricity Canada, who shares the dynamic changes this organisation is committed to continue making, in pushing the Canadian sustainability agenda forward.

Electricity Canada has undergone a major transformation in its sustainability efforts over the past 18 months. When Julia took over the sustainability portfolio, she set out to streamline and refocus the organization’s approach.

SO MUCH MORE THAN A NAME CHANGE

Starting with a rebrand. Julia starts off the conversation with us, by sharing the reasons behind this change. Being so much more than a name change, it signalled their shift towards innovation and their commitment to attracting the best talent in the industry.

“When you last spoke to someone at our organization, we would have been the Canadian Electricity Association. I’m delighted that we’re now Electricity Canada. It’s simpler for everyone. We’re still a trade association, but I think we’re now seen as a more innovative and energetic place to work.”

The new vibrant pink logo is a deliberate departure from the typical blue and green hues of other

clean energy associations. “It was important that we rethink how electricity is perceived to outside stakeholders,” explains Julia. “Committing to sustainability while embracing a new and unique identity was an important part of our rebrand.”

ACCESS TO AN IN-DEPTH TOOLKIT THAT REWARDS MEMBERSS

Electricity Canada’s core membership is 42 organisations, representing every province and territory, from independent power producers to vertically integrated utilities. All of the major Canadian electricity companies are involved, and the organization is still actively looking to grow, as new players enter the market.

EMPOWERING MEMBERS WITH ITS SUSTAINABILITY PROGRAM

Electricity Canada has implemented a comprehensive sustainability program to support and empower its diverse membership. At the heart of this initiative,

is the organization’s Sustainable Electricity Program for members.

This includes: Leader designation (A certification program that 13 members have currently achieved.) Mandatory reporting and an awards program recognizing it’s members’ sustainability achievements. There are also many best practice opportunities through their knowledge hub.

THE POWER OF STORY TELLING

Clearly a project close to her heart, Julia lit up, when animatedly explaining what their printed booklet of stories is. .

“Every year, we ask members to submit a story that goes beyond the quantitative metrics we track. These can be anything from the process of preserving a heritage building, protecting a bee colony, or investing in education.

We have taken these important initiatives presented in more narrative format, as a way to tell the Electricity story to energy stakeholders in Canada.

I also enjoyed the process of interviewing members and hearing what they’re doing from less of a statistical standpoint. It’s those real personal stories that matter.”

Electricity Canada also hosts an annual event every November, called Powering Partnerships. Here they invite members of the environmental departments of the government, Environment Canada and Natural Resources Canada where they ensure that some of the policy discussions had, are focused on the sustainability work of their members.

STREAMLINING THE DATA

Muggeridge goes onto explain, how streamlining the data was also another priority for Electricity Canada.

“When I took on the program, I knew it needed to be updated. We had 200 indicators that we were collecting, and those indicators were going into a database and not being utilized. So, the first thing I did, was go through them with a team of sustainability experts, and we said, ‘What is the story here?’ I wanted every single number to tell a story. If there wasn’t a story, we didn’t need the data. As a national association, we have to be more focused on what information can be disseminated publically and why people should care.”

“In doing so, we’ve tried to reduce the burden on our member companies, but at the same time, we are doing a better job amplifying the stories

behind our work, areas of improvement and areas of leadership.”

She gave the example of measuring spills - highlighting the minute detail they went into and how the questioning of this data, has lead to powerful information that informs their future strategies and goals.

“At one point I said, ‘why are we collecting spill data? I don’t want to know how many spills our members are having across their company, across the country,’ but a member was right to say to me, ‘we need that data if we want to continuously improve as a sector. We need to know how many spills are happening and then we need to talk to our colleagues at other companies to find out how they’re reducing their spills.’

Ultimately, we took both the good and the bad numbers and we created this concise list of 40, with each one of those telling a story about the good work we are doing as a sector, or highlight the areas of improvement.

It now comes down to - how can we work together to change those numbers, to hopefully see continuous improvement on a year-by-year basis. Ideally, it means that we all get better together, growing as sustainability experts across the country.” c

BEACON OF THE REGION

Sustainable Business Magazine speaks with Kenrick Bobb, Chief Executive Officer and Nigel Chinapoo, Chief Operating Officer of Trinidad Generation Unlimited, about the Caribbean nation’s impressive natural gas fired power generation plant and how it’s aiding local and regional communities.

Trinidad Generation Unlimited (TGU) is one of the Caribbean nation’s state-owned electricity companies. Unlike other electricity companies in the region, TGU offers entirely clean-burning natural gas power generation from its plant on the island’s south-western town of La Brea. The combined-cycle plant is one of the most efficient in the Caribbean and produces enough energy to meet half of the country’s average energy needs.

Nigel Chinapoo, Chief Operating Officer at TGU, explains to Sustainable Business Magazine why the company’s plant is such a beacon of energy efficiency:

“We generate 450 megawatts (MW) by burning natural gas at our combined cycle plant on Union Industrial Estate. However, that’s not the extent of it. At other gas plants around the world, stacks release steam and heat but you won’t see that at TGU. Instead, if you drive past our plant, there’s nothing coming out of the stacks. We capture all the heat generated from burning natural gas and we use it as additional ‘free’ energy by routing it to heat recovery steam generators and produce another 270MW via two installed steam turbines. This approach allows us to bring the nation’s efficiency rates up to international norms. As a country, therefore we’re on the favourable side of heat conversion rates.”

“From a strategic standpoint, if TGU can generate 720MW of power by only burning the equivalent of 450MW of gas, the surplus of gas can now be sold. This means we are preferentially dispatched on the national grid securing our position as the nation’s preferred energy producer. We are currently able to provide about 55% of the country’s average energy requirements which is a result of our efficiency, putting out almost everything we produce. Overall, though, the country’s average demand is an additional 45% to what we produce.”

FENCELINE COMMUNITIES

Energy efficiency is not TGU’s only form of sustainability as it also places significant emphasis on the role of community on both a local and national level. In fact, it has a specific term of pride for the people living and working in the plant’s immediate vicinity: fence-line communities. While TGU focuses on supporting all communities within Trinidad and Tobago, it prioritises the needs and interventions required for these fence-line communities when considering its own operations.

“Part of the reason we situated our plant in La Brea is because of its history and what we can contribute to that history,” Mr. Chinapoo explains. “Trinidad’s oil and gas industry began in the area over 100 years

ago, La Brea has a history of championing the struggle of people to build an industry where there was none. Now, a lot of those energy industry players have left the area but, of course, many of those people and their families still reside there. We wanted to embed ourselves in that community, serve it, and skill the people so they can thrive. There are also some advantages due to the location of natural gas pipelines, but the volunteerism and the fence-line projects are our little pride and joy.”

“This means that our fence-line communities receive priority. Whether it’s through training courses or hosting conferences, we work with those communities most closely. Over the years, we conducted numerous

training and developmental programs which contributed to the employability of many people from in and around the fence-line communities; some of whom now work at our facility.”

TGU is not only committed to CSR initiatives but is also cognisant of the environmental impact of its operations.

“We are located on an industrial complex which is surrounded by residential areas,” says Mr. Chinapoo. “Some of those are more developed while others are less developed, but they are all deeply concerned with the impact of the plant in terms of noise, pollution, traffic, and health and safety. In response to these, we developed a robust health and safety initiative that addresses not

only the conditions in the plant but within the fence-line communities, as well. This makes compliance everyone’s responsibility.

To support this, we have partnered with our local environmental management agency.

We don’t view them as a regulator, instead, we treat them as a partner. We invite them to participate in our initiatives, collaborate on planning, and ensure regular testing.

“TGU is also committed to volunteering within our fence-line communities with all our CSR initiatives being executed by our employee volunteers. It’s not uncommon to see our staff, along with their families, volunteering their time in the neighbourhoods and at our various events. One example our Annual Excellence Awards Ceremonies hosted for

primary and secondary school students within our fence-line communities. We usually host a large event for them, and during setup, you’d see our staff’s children helping with decorations and venue preparations. Additionally, we facilitate internal recycling programmes which includes an electronics recycling initiative.”

THINK LOCALLY

TGU’s history is also an example of the strength of localisation. Having begun in 2006 as a joint venture between the Trinidad and Tobago government and multinational AES Corporation. The government created the wholly owned Union Estate Electricity Generation Company for the sole purpose of

its joint venture but ultimately bought AES Corporation out in 2009, just as the global financial crisis was starting to bite, assuming majority ownership of the project and responsibility for its financing. In December 2012, TGU assumed care, custody, and control of the entire facility from German contractor Man Ferrostaal and thereafter declared Commercial Operations to T&TEC.

“One of the benefits of that initial involvement by AES Corporation lies in how we are

structured. While the Union Estate company is no longer in operation, it was replaced by a similar holding company, National Investment Fund Limited (NIF). We are unique in that we operate in an international environment but are entirely locally state-owned. We’re not fully government-funded although, the government holds our equity. This ensures long-term independence and brings significant benefits to Trinidad’s power network.”

TGU isn’t the country’s only power producer. There are three others: Con-

tour Global Trinity Power Limited, which operates a 225MW natural gas plant; the Grid Operator T&TEC (Trinidad and Tobago Electricity Commission) owns and operates Cove Power Station in Tobago; and The Power Generation Company of Trinidad and Tobago Limited (PowerGen), which has the largest capacity of the four producers. “What sets us apart is the scale of our combined cycle technology,” Mr. Chinapoo points out. This is the area the company is focusing on as it looks towards the future.

ACT GLOBALLY

TGU’s primary goal is to achieve even greater efficiency of its plant, and it hopes to do that by reducing the plant’s internal energy consumption of our plant Mr. Chinapoo explains:

“Any power company that produces electricity is paid based on the net amount they generate as they need to consume some of the produced power to operate. The industry term for this is the ‘parasitic load.’ We are always exploring ways to improve our combined-cycle process and as part of this, we are reviewing plans and budgets for a renewable energy initiative that would address our plant’s internal energy consumption.”

“Implementing a solar or wind solution close to the plant to absorb the internal energy consumption, would allow us to deliver the plant’s full capacity into the grid. While this would contribute only a small amount to our generation capacity, about 30MW to 40MW, or less than 6% of our overall capacity. We believe that is a worthwhile investment that will further enhance the plant’s energy efficiency, especially during times of planned outages.”

The efficiency of the plant isn’t the only benefit TGU sees in pursuing the plant’s internal energy consumption. In addition to the relationship between TGU and its fenceline communities, Mr. Chinapoo concludes by explaining how TGU interfaces with the wider national and regional community:

“Learning to plan and implement the internal energy consumption project is something we can share with other entities around us. They may not even be power generators, but the knowledge and techniques acquire could be applied to suit their own operations. Our reach also extends into other nations in the region through the Caribbean Electric Utility Services Corporation (CARILEC).

“CARILEC represents many of the producers across the Caribbean, and we are

looking forward to exciting developments through our partnership. We believe we have a key role to play in helping the region find the right solution and what we learn from our new energy efficiency projects will be a major part in that. TGU is fortunate because we are based in a country that is a natural gas producer, something that many other power generation entities in the Caribbean do not have access to. We view TGU as a beacon for other local producers and that chasm is more pronounced in countries that are still relying on heavy fuel oils and inefficient methods while pursuing renewable energy. We are exploring partnering with CARILEC, visiting our neighbouring countries, and helping improve the region’s overall energy efficiency.”

LEADING THE CHARGE: KENRICK BOBB ON INNOVATION, SUSTAINABILITY, AND TGU’S FUTURE

In a Q&A with Sustainable Business Magazine, Kenrick Bobb, the newly appointed CEO of TGU, shares his vision for the

company’s future. He highlights how TGU is championing innovation, operational excellence, and sustainability to remain a leader in Trinidad and Tobago’s evolving energy landscape.

VISION AND STRATEGIC DIRECTION:

Q: As the newly appointed CEO, what is your vision for the future of TGU? How do you plan to drive the company forward and ensure continuous growth and success?

A: At TGU, we’re proud to be recognised as a leader in the energy sector, committed to providing clean, safe, and affordable electricity across Trinidad and Tobago. Moving forward, my vision is to continue building on our strengths by focusing on sustainability, innovation, and reliability. As CEO, I aim to drive growth by leveraging advanced technologies that enhance our operational efficiency and keep us competitive.

We’re embracing the global shift toward cleaner energy while ensuring we maintain our high standards of performance. A big

Empowering the Caribbean’s Digital Future

part of this involves expanding our efforts around Environmental, Social, and Governance (ESG) principles. By embedding these principles into our Strategic Plan and Corporate Social Responsibility (CSR) strategy, we ensure that TGU not only supports Trinidad and Tobago’s economic growth but also contributes to environmental protection, social responsibility, and strong governance. With ongoing investments in our people, infrastructure, and operations, and through strategic partnerships, I’m confident we can lead TGU into the future.

SUSTAINABILITY GOALS:

Q: Sustainability has been a major focus for TGU. How do you plan to build upon the company’s sustainability initiatives and continue to meet environmental goals in the energy sector?

A: Sustainability is at the core of TGU’s operations, and I’m committed to building on what we’ve already achieved. Our power output comes from gas turbines using natural gas, the cleanest burning fossil fuel, and we capture waste heat to convert it into additional power. This makes us efficient, but there’s always room to do more.

We’re looking to integrate renewable energy sources into our plant to reduce our internal energy consumption. We’ve done the research and are assessing options for incorporating cleaner technologies, like wind and solar energy, particularly for our perimeter and security lighting projects.

In line with Trinidad and Tobago’s greenhouse gas reduction goals, we are partnering with stakeholders and adhering to international environmental standards. Sustainability isn’t just about what we do internally; it’s about supporting our broader community in their sustainability efforts as well. By continuously improving our practices and collaborating with others, we aim to set a benchmark for energy produc-

tion in the region while contributing to the global fight against climate change.

OPERATIONAL EFFICIENCIES:

Q: You’ve had an extensive career in improving operational efficiencies. How do you intend to apply this expertise at TGU to enhance performance and stakeholder value?

A: While TGU is already leading in energy-efficiency, there is always more we can do. Throughout my career, I’ve focused on improving operational efficiency, and I plan to bring that same approach to TGU. I’m conducting a thorough review of our processes to find ways to streamline operations, reduce waste, and optimise resource use.

At Infotech Caribbean, we transform technology into business value, driving sustainable success across the region. With decades of expertise and partnerships with global technology leaders, we deliver tailored solutions in digital transformation and cybersecurity, enhancing operations and securing growth. As

We gather unique data from our operations, which helps us make better, more precise decisions. By leveraging this data, we plan to integrate advanced digital technologies that will improve our monitoring and decision-making, allowing us to respond quickly to ensure that we deliver electric energy onto the national grid as efficiently as possible.

In addition, we’re committed to sustainable practices. By fostering a culture of continuous improvement and innovation, we’ll not only boost performance but also enhance value for our stakeholders and quickly respond to changes in the energy market.

LEADERSHIP IN ENERGY TRANSITION

Q: The energy sector is undergoing significant change with the shift to renewable energy sources. How is TGU positioning itself in this transition, and what role do you see the company playing in the region’s energy future?

A: TGU is actively working to integrate cleaner energy technologies into our operations, with the goal of reducing emissions while maintaining efficiency. We’re already taking steps, like incorporating renewable energy to reduce our plant’s internal energy

consumption and using green technologies in upcoming infrastructure projects.

Our expertise in Combined Cycle Generation positions us well to lead in the region’s energy future. We’re looking to support other power companies, both locally and across the Caribbean, in transitioning from simple cycle to combined cycle systems. This shift will not only improve efficiency and reduce emissions but also contribute to the region’s overall sustainability efforts.

As the energy landscape continues to evolve, we’re aligning our strategies with global trends to ensure we play a key role in supporting the region’s energy security and transition to cleaner power. Through partnerships, innovation, and ongoing development of our technical capabilities, TGU is ready to play a leadership role in the energy transition.

MAJOR PROJECTS & INNOVATION:

Q: Can you share any upcoming projects or innovations that TGU is working on to ensure it remains a leader in the energy sector?

A: One of our key focuses is addressing obsolescence issues with our gas and steam turbines to ensure they remain reliable and

efficient. We’re using advanced data analytics and Asset Performance Management to predict potential problems before they occur, helping us avoid downtime and keep our machines running at peak performance. We are also exploring the use of Artificial Intelligence in our day-to-day operations, so we can respond in real time to the ever-changing energy environment.

We’re also exploring renewable energy projects, like using wind and solar power, to reduce the internal energy consumption of our plant. This aligns with our commitment to sustainability and innovation. Our new security and technical services building will incorporate green technologies, further underscoring our dedication to sustainable infrastructure. In addition, we expect to incorporate green technologies within our existing buildings.

Beyond our internal operations, we’re also collaborating with local and regional stakeholders to explore broader renewable energy projects. By staying ahead of technological trends and focusing on continuous improvement, we’re committed to ensuring TGU remains a leader in delivering reliable and sustainable energy solutions for the future.

NAVIGATING SUSTAINABILITY IN TRAVEL:

OVERCOMING CHALLENGES THROUGH COLLABORATION AND INNOVATION

Jackson Pek, Senior Vice President and Group General Counsel, Amadeus.

Sustainability ranks as a top priority in the travel industry, reflecting a global shift towards more sustainably driven and ethical practices. In response to mounting ecological and societal challenges, travel organizations are increasingly prioritizing Environmental, Social, and Governance (ESG) initiatives as integral components of their operations. Recent research commissioned by Amadeus

underscores this trend, shedding light on the industry’s perceptions and commitments towards sustainability goals.

Our research revealed that 94% of respondents are either currently active or plan to be actively involved in social sustainability initiatives, aiming to generate impact beyond their organization. Equally, 90% of respondents have or plan to implement

step-by-step strategies to achieve environmental sustainability objectives, reflecting a proactive stance towards mitigating the industry’s impact on the planet.

BARRIERS TO OVERCOME

However, our research also reveals that navigating sustainability in the travel industry presents various challenges. Resources and cost constraints, as well as the need to secure buy-in from C-suite executives, emerge as significant barriers to the successful execution of sustainability initiatives. Overcoming these hurdles is essential to drive meaningful change toward a more sustainable industry.

One approach to overcoming these challenges is through the use of technology. 92% of respondents emphasized the importance of technology in helping organizations achieve environmental sustainability objectives, with 91% saying the same for social objectives. In this piece, I delve into four areas where I see technology making a difference.

INNOVATIONS SUPPORTING MORE SUSTAINABLE TRAVEL

Technological advancements play a pivotal role in promoting sustainability initiatives within the travel industry and accelerating pro-

gress towards ESG goals. In particular, innovative approaches such as carbon offsetting and climate solutions for airlines and travelers are driving change. For example, the technology embedded in corporate travel management tools enables corporate travelers to calculate carbon emissions across various modes of travel, providing them the option to make informed choices in line with their sustainability goals. This technology not only offers employees visibility of CO2 emissions for different travel options but also provides organizations with the capability to report and evaluate the impact of their business travel programs. With respect to airlines, by leveraging detailed data on carbon emissions, they can gain valuable insights into the environmental impact of their operations, enabling them to explore mitigation strategies.

While innovation in technology is key, we need collaboration between its developers and users in order to drive long-lasting change across the industry. For example, as a member of the Travalyst coalition, Amadeus aligns with leading brands in travel and technology to create a common standard when calculating the impact of travel. This data-driven, collaborative approach not only facilitates the dissemination of valuable insights and KPIs but also scales up efforts to offer travelers the option to prioritize en-

vironmentally conscious practices and travel behaviors. By working together, stakeholders within the travel industry can overcome challenges and help to bridge the gap between intention and action.

CREATING INCLUSIVE TRAVEL

In addition to environmental considerations, inclusion is increasingly significant for ESG decision-makers. For example, features like gender-neutral signifiers and safety information for LGBTQI+ travelers within the Amadeus Mobile Messenger contribute to a more inclusive environment.

Additionally, Accessibility is being increasingly prioritized when creating new technology. For example, at Amadeus, we have Digital Accessibility teams that are working to grow internal awareness of the importance of disability inclusion through information sessions, coaching and the annual internal Digital Accessibility Forum that we hold to promote inclusive and accessible software development.

Moreover, corporate tools that can track nights spent away from home demonstrate a commitment to prioritizing traveler well-being. By embracing such innovations, travel companies can not only achieve sustainability goals but also cater to diverse traveler needs effectively.

LEVERAGING AI

Emerging technologies such as virtual or augmented reality and Generative AI interfaces have the potential to accelerate achievement of environmental, social, and governance objectives in the travel industry. These technologies can revolutionize operations, leading to more sustainable practices and lower carbon emissions.

Generative AI, for example, offers a solution to address the challenge of equipping employees with the skills needed to drive sustainability. By leveraging AI, companies can provide accessible guidance on sustainability best practices, facilitating workforce training and fostering a culture of sustainability.

Furthermore, AI algorithms can improve resource efficiency in tourism facilities by optimizing energy consumption, waste management, and water usage. Similarly, AI-powered chatbots and virtual assistants can provide real-time information about the impact of attractions, enabling visitors to make more environmentally-conscious choices and cultivating deeper connections between tourists and destinations. In transportation, AI also optimizes routes, reduces congestion, and enhances fuel efficiency, minimizing environmental impact and raising greater awareness about the carbon impact of commuting.

These innovations not only align with more sustainable practices but also meet the growing demand for more sustainable options by allowing travelers to understand the impact of their travel and make more informed decisions.

INDUSTRY COLLABORATION AND PARTNERSHIPS

When navigating sustainability in the travel industry, collaboration is a critical strategy for overcoming the multifaceted challenges posed by ESG concerns. By harnessing expertise and resources, we can advocate for collective action among industry stakeholders.

This is why Amadeus has joined with several alliances and partnerships in the ESG space. One example is our work with the Sustainable Hospitality Alliance, marking a significant milestone as the first global travel tech company to do so. Through collaborative efforts with industry stakeholders, including hotel companies, owners, investors, and suppliers, the Sustainable Hospitality Alliance aims to address key global challenges affecting our planet and its people.

By focusing on areas such as education, accessibility, and providing travelers with

BY FOCUSING ON AREAS SUCH AS EDUCATION, ACCESSIBILITY, AND PROVIDING TRAVELERS WITH THE OPTION TO MAKE INFORMED DECISIONS, WE HOPE TO PLAY A MEANINGFUL ROLE IN ADVANCING THE ALLIANCE’S GOALS.

the option to make informed decisions, we hope to play a meaningful role in advancing the Alliance’s goals.

WHAT’S NEXT FOR THE INDUSTRY?

The journey towards sustainability in the travel industry demands collaborative efforts and innovative solutions to address challenges and pursue our goal of transforming travel into a force for good. As highlighted by Amadeus’ research, technology plays a crucial role in driving ESG initiatives forward. From carbon offsetting tools to inclusive features within booking platforms, technological innovations may enable travelers and companies alike to make more sustainable choices.

While progress is being made, our research shows that significant barriers such as resource constraints and organizational alignment remain. Overcoming these hurdles requires continued investment and a holistic approach encompassing all elements of ESG. Together, we need to ensure we minimize the potential negative impact of travel and maximize its positive contribution to our planet and our society. By embracing collaboration, innovation, and our collective commitment and expertise, the travel industry can navigate towards a future where more sustainable practices are not just a goal but a fundamental aspect of the travel experience. c

PLANNING FOR THE FUTURE

Sustainable Business Magazine speaks with Josee Atkinson, founder and CEO of Blue Print Management, about sustainable design and construction in Barbados.

Blue Print Management offers clients a turnkey construction solution in Barbados. CEO Josee Atkinson established the firm more than 20 years ago having moved to the island from Canada. Since then, Blue Print has built an impressive portfolio of residential, commercial and private luxury projects in which it has taken on full responsibility for every stage of construction.

“We have an architectural design team that works with the construction team, which will then handle full construction from A to Z,” explains Ms. Atkinson. “Once they’ve finished, the team will hand over to our interior designers who choose everything from colours to towels. We offer a full turnkey solution.

“The advantage of a full turnkey operation is that we don’t have to piece together a team from lots of different people. Everybody is under one roof. That means people at every stage of the project are in communication with each other, making coordination much simpler. That’s very important for us

“THE BEST PEOPLE AND COMPANIES WANT TO WORK WITH US, WHICH IS LUCKY BECAUSE WE OFFER OUR CLIENTS A BROAD SPECTRUM OF WORK.”

because, although we have plenty of local clients, we also work with ex-pats and second homeowners. Those people aren’t always here in Barbados so it’s difficult for them to follow along with the project and ensure everything is going the way they want it to. A single project team prevents breakage in communication or delays in construction, so the client can feel confident knowing that everything is carried out the way they expect it to be.”

When Blue Print last talked with Sustainable Business Magazine, Ms. Atkinson discussed the opening of a new retail storefront. Today, that shop is called Blue Print Imports and is a thriving fixture of the company. Moreover, as the CEO describes, it plays a crucial role in Blue Print’s turnkey service:

“Our Blue Print Import store enables clients to see samples firsthand. They can look at the tiles, light fixtures, faucets, and other finishings that we use in person to see what

they look like in real life. That’s been a great advantage for us and the client in helping them get exactly what they want.”

STRONG CHAINS

Getting the full range of materials required for Blue Print’s turnkey service means a reliance on the supply chain, especially as an island country. That’s why the company has established a strong and long-term network:

“In the local chain, we sometimes need products from other suppliers here in Bar-

bados that are offering services. Obviously, because many of our projects are large, we draw on a large pool of both people and suppliers. We always make sure they are all up to our standards. The best people and companies want to work with us, which is lucky because we offer our clients a broad spectrum of work.

“Many of our products are from overseas and we handle the importation process. Several items we use are from the European market, although we also

draw on the US market as well. Wherever we go, the goal is to find a good supplier with an excellent reputation and highquality products. An excellent warranty is also important.”

Importing items to an island makes sustainability a challenge. That’s why Blue Print does what it can to make sure the goods themselves are as energy efficient as possible, thereby reducing the overall impact it has.

BUILDING GREEN

It also strives for energy efficiency in its own operations, as Ms. Atkinson explains: “One of the things we do is use Building Information Modeling (BIM) software,

which enables better product planning. It helps us avoid wasted time and materials. We use BIM for not only drawings but also integration with all the relevant teams such as electrical, mechanical and plumbing. Once we have all that information, we integrate that into the 3D model, we reduce clashes or cross-overs and wastage is definitely cut to a minimum.

“In terms of functionality for the finished building, we always make sure that everything has automated and remotely controlled switching. For example, smart air conditioning systems can detect the proximity of occupants through their phone so that it starts up when they’re nearby. That way the room or building can be at the correct temperature when the occupants arrive but it doesn’t require leaving the air conditioning switched on the whole time. Alternatively, this could be manually controlled through a phone. We also use LED lighting in our houses, which reduces energy consumption. Wherever possible we push our clients to include solar panels on their buildings or try to integrate them in every project that we do.”

Blue Print has faced some issues in this area, though. “In some places, our aim to get solar panels on our projects has faced pushback from homeowners associations,” Ms. Atkinson explains. “They don’t want to see solar panels on roofs. So now that is part of the discussions we have when setting out our work. We’re trying to show people that it’s not just an aesthetic choice, that solar panels are part of the equation for a better tomorrow. We’re hopeful that most if not all people will come around eventually.”

Nonetheless, what Blue Print is doing is clearly working out well for the company

and their clients. In October 2023, both the company and Ms. Atkinson received awards at the International Property Awards for work carried out on the Porters Place luxury housing development. In particular, this project showed off Blue Print’s commitment to sustainability. Each of the villas at Porters Place included a solar water heater, photovoltaic electrical system, and rainwater collection tank for grey water. The International Property Awards recognised Blue Print for the architectural triumph of the development.

COMMUNITY SPIRIT

Sustainability doesn’t just mean technology to Blue Print. The company is also invested in social and community projects that aim to help the people of Barbados as a whole.

“There are two important things we’re working on at the moment,” says Ms. Atkinson. “The first is our partnership with schools for handicapped children and children from less favourable backgrounds. We sponsor those and try to raise money for them. Sometimes we’ll do something as simple but significant as purchase books and pencils for the children.

“While children are always in my heart, we more recently have undertaken a partnership with the Diabetes Centre. Again, we’re raising funds for them so they can conduct more research and provide help to more people. There are so many families in Barbados that don’t have access to certain levels of health care because it’s not cov-

ered by their medical insurance, so we help the centre in trying to assist them. Sometimes we’ll use our expertise to help. For example, we have been to some of the homes of people with diabetes in wheelchairs and modified their homes. We’ve carried out the work to modify them from a ‘walking’ house to one that is wheelchair accessible.”

REDUCE, REUSE, RECYCLE

Looking towards the future, Ms. Atkinson wants to push Blue Print’s sustainability credentials even further by making its construction phase even more sustainable.

“I want to see our teams making even more of an effort to get recycled items out of their construction sites,” the CEO says. “If we go and dismantle a kitchen, for example, there’s always some components in there that are in a good, usable condition. We can re-home those. We try to do that by seeking out people who may not be able to afford a brand-new kitchen but can afford a second-hand kitchen. We give the items a coat of paint and they are perfect for the price.

“We also want to encourage people to start to re-use materials from the site. Before discarding something into a skip, we want them to ask themselves if they can do something else with it. Or, if the answer is no, then could the item be recycled somewhere? Blue Print is trying to encourage a principle of sustainability and recycling throughout our construction teams, whether they are working on building or demolition.”

“WE ALSO WANT TO ENCOURAGE PEOPLE TO START RE-USE MATERIALS FROM THE SITE. BEFORE DISCARDING SOMETHING INTO A SKIP, WE WANT THEM TO ASK THEMSELVES IF THEY CAN DO SOMETHING ELSE WITH IT. OR, IF THE ANSWER IS NO, THEN COULD THE ITEM BE RECYCLED SOMEWHERE.”

LIGHTING UP THE BAHAMAS

Sustainable Business Magazine speaks with Rodesonne Louis, Operation Manager for Green Bahamas, about turning the island nation into a sustainable haven – and helping others to achieve that goal too.

Green Bahamas is an energy services company providing sustainable options to customers in the Bahamas. It has more than 20 years of experience in electrical and energy services and has harnessed that to provide future-proof options to private clients.

Rodesonne Louis, Operation Manager for Green Bahamas, says that the company is currently focused on three key verticals:

“As well as our traditional electrical installation services, Green Bahamas is also undertaking work in solar and LED installations as well as home automation options. We are keen right now to make home automation and solar and LED a fundamental part of the landscape in the Bahamas. We’re actively working on encouraging solar take-up by making it more affordable and accessible to residential, commercial and industrial clients.

“For example, we’re looking at a financing and leasing programme that will help customers install solar arrays with very little upfront cost. At present, it is the upfront cost that is the biggest challenge to getting people in the Bahamas to switch over to solar. Whether it’s a residential home or large commercial

premises, we’re going to eliminate the burden of that initial outlay by providing a full leasing program. Once a customer qualifies for the programme, we will install solar photovoltaic at no upfront cost to them at all. In this way, we’re making solar affordable and accessible to everyone in the Bahamas.”

Across all of its segments, Green Bahamas offers years of experience. It has offered its electrical services for more than 20 years and worked on some of the Bahamas’ most significant construction projects. This has also given the company a good foundation for pursuing solar, LED and home automation.

RECENT PROJECTS

Green Bahamas has already had success with its drive towards affordable solar solutions.

“Recently we completed one 100kW and two 50kW projects,” Mr. Louis says. “They were two 50kW systems at private residential sites, with one using the mains grid as back-up and the other totally offgrid and relying on the solar system as its only source of electricity. We’ve also installed several 10kW residential systems lately, as well as completing a solar system for a private residential school. It’s been our primary focus for a long time.”

However, the company is now looking towards light and automation solutions to

support its commitment to sustainability.

“In recent times, we provided major support for automated lighting at the Margaritaville Beach Resort in Nassau,” explains the Operation Manager. “We undertook similar work at two other private hotels across the islands. When it comes to LED projects, that hasn’t been our main focus, but we try to combine our solar projects with LED installations as well. We can provideLED solutions for as little as US$3000.”

Green Bahamas carries out electrical work through its contractor Newport Builders and its home automation work through Lutron Electronics. Through Lutron, it even

offers to reduce energy consumption at client’s sites by up to 70%, turning a returning on investment in less than two years.

INSIDE AND OUT

Sustainability isn’t only an external value for Green Bahamas. The company has enacted many such initiatives within its own operations as well.

“Throughout all of our premises, from offices to warehouses, we have installed motion sensor lighting and LED bulbs,” Mr. Louis explains. “At our current offices we also have a solar array for electricity and, even though we’re moving, we’ll make sure the new site has solar power too.

“Throughout all of our premises, from offices to warehouses, we have installed motion sensor lighting and LED bulbs. At our current offices we also have a solar array for electricity and, even though we’re moving, we’ll make sure the new site has solar power too.

“We use as little paper throughout the office as possible and where we do use it, we try and recycle as much as we can. These days we use email more and more and this helps contribute to that goal of sustainability. Beyond that, we are also upgrading our fleet. As each vehicles reaches the end of its life, rather than replacing it with gas or diesel vehicles, we’re upgrading them to electric vehicles.”

Mr. Louis also highlights how Green Bahamas is trying to benefit the wider community:

“As well as making solar more affordable, we’ve also designed training pro-

grammes to enhance the technical knowledge of other companies on this islands. That’s always been a major issue here so we want to help all green companies provide better technical support to their customers. Besides that, we are also educating the public. We will be going into schools and already have conferences to give presentations on solar power and the solar industry.”

There’s another way that the company tries to practice sustainability: through its relationship with its suppliers.

“We have direct purchase from all of our major suppliers and direct purchases with our distributors as well,” says Mr. Louis. “In

the last few months, we’ve started having regular zoom meetings with those suppliers and distributors. During those meetings we give our projections for solar and home automation for each upcoming quarter as well as the entire year. Then, using those projections, they can have the expected amount of equipment already in place. They can decide to speed up their manufacturing or book in delivery times. That way they can work much more efficiently and with far less waste, so that we can complete our projects with minimal downtime. That saves money and energy for everybody.”

FOR THE NATION

There’s a lot on the horizon for Green Bahamas. Mr. Louis is enthusiastic for the company’s expansion, something which has been a long time coming after the success it has had in recent years.

“We’ll be doing a lot in the next few years,” he says. “We have plans to do so much more that we are right now. For example, we’re in the process of expanding our business so that we will have a full in-house

“In the Caribbean, we have a mandate to achieve 30% dependence on renewable sources of energy by 2030 and we want to do everything we can to help the country move in that direction.”

technical team that can provide technical support across all three segments: home automation, solar, and electrical. We’re also going to bring onboard a complete inhouse design team for small scale and large scale solar projects,“At the moment we’re already operating across all three major islands of the Bahamas: Freeport, Nassau, and Abaco. While we’re operating on these islands, we’re now planning to build our own warehouses. For example, in Freeport, we’re already building a 5000 square foot warehouses that will house about US$3m of equipment. We’ll employ 10 people there. Meanwhile, in Nassau, we’re going to start leasing a warehouse and employ 30 people there to work it.”

Reflecting it’s ongoing community spirit, Mr. Louis explains how these warehouses will benefit not only Green Bahamas but other companies in the nation as well:

“The stock and equipment that we’ll store in these warehouses will make our work more efficient. However, it will also benefit the wider community. We will make the stock available to other installers as well. They will be able to buy the equipment from us at wholesale prices. To help with this, we’re currently in negotiation with several of our suppliers to negotiate lower prices to make it competitive for our customers.”

Mr. Louis concludes that, true to its name, Green Bahamas want to not only help the individual customer but works towards a bigger goal as well:

“In the Caribbean, we have a mandate to achieve 30% dependence on renewable sources of energy by 2030 and we want to do everything we can to help the country move in that direction.” c

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