Strategic Sustainable Development in Action in the Building Industry

In previous articles, we’ve touched on a strategic sustainability framework and tools to support our journey in working more sustainably. In this article, we look at a specific firm which has implemented the framework and tools, and which shares with us what it has achieved thus far in its journey.

Our case study is based on a firm that provides architecture, planning, and interior design services to clients and has 85 employees with annual gross revenues in excess of $13 million. The firm’s projects include schools, theaters, museums, libraries, office buildings, and recreation facilities.The strategic sustainability framework provided the firm with a common language for all of its management and staff, together with engaging their employees and creating order and direction.

The firm’s vision is to have all of its buildings certified under the national Green Building Award programme. Four buildings have currently achieved this certification. The firm has introduced a Products Library Classification. This involved three steps:

• “Greening” their interiors and products library so that teams can use the best and most responsible materials available;
• Developing product classifications which describe what makes various products green; and
• Developing a classification form that product representatives can use to provide detailed information about their product’s sustainability features.

The key lessons learned to date in implementing a sustainability strategy successfully are all related to communication and taking action:

• Provide leadership from the top;
• Management communication to their staff on their commitment to the firm’s sustainability efforts through specific goals and objectives outlined in the annual business plans;
• Commitment to education and training. Providing training for all of the staff at the beginning of the process to give everyone the same knowledge base and vocabulary; and
• Take calculated risks. Believing that too much analysis can cause paralysis, the firm did not get bogged down with elaborate cost‐benefit examination or require concrete evidence of assured success before moving forward. It continues to implement ideas that intuitively seem like the “right thing to do.”

Little successes add up. Having some tangible achievements, especially if they are recognized publicly, inspires staff to ingrain the new strategy as normal business practice.

The firm has received an innovation award and two of their designed buildings were selected to be included in an exhibition showcasing the latest and best in sustainable practices and technologies.

The firm’s efforts over the past several years have focused on “building” a green firm – its people, place, and practice. It now sees its biggest challenge as “marketing” green. This shift from a more “internalized” focus to an “externalized” approach will advance the practice and business of sustainable design and build the firm’s reputation for knowing how to do this work.

Developing marketing communications materials that reflect the firm’s accomplishments and perspectives, presenting seminars on sustainable design, and promoting recent innovative sustainable design approaches and technical systems in trade newspapers and journals all contribute to their reputation as one of the most knowledgeable in this specialty.
Resources need to be allocated toward these efforts so they don’t take a back seat when other “billable” efforts are pressing.

Learning to become effective advocates of sustainable design will result in better buildings, more satisfied clients, and a strong referral base for future work. Clients may be wary of the benefits of sustainable design, either because they don’t understand it, they think it’s too expensive, and/or they don’t want to take a risk on unproven technology and equipment.

Design professionals need to better learn the language of the building owner, facility manager, and CFO in terms owners can understand‐‐first‐cost savings, return on investment, and enhanced productivity – to effectively champion the benefits and value of sustainable design. The firm is well on its way to achieving their vision and inspiring others to begin their own journey towards sustainability.

This article has been adapted from a report written by Mary Van Domelen and Julie Wallis from the firm on the successful integration of the framework and tools developed by The Natural Step, an international NGO specializing in strategic sustainable development and working with Eco Leadership in SE Asia.

Irene Millar is the CoFounder of Eco Leadership. Utilising extensive experience gained in the corporate world and a professional training background, Irene is working with organisations.