Between the noise of greenwashing and the obstacles posed by budget bloat, key stakeholders and decision makers influencing the built environment need a major wake-up call to bridge the gap between bold corporate ESG promises and what architecture, design and engineering project managers can realistically achieve.
As a collective, we must embrace a shift towards obtainable sustainability through three key pillars; front-loading the friction of sustainability goals, ensuring that project managers and C-suite executives are aligned on the plan, and using a project’s unique DNA to inform the sustainability approach and policies.
Together, these pillars create a strong foundation that allows businesses to more intentionally implement, measure, report and publicly celebrate ESG wins.For years, sustainability has been a last-minute add-on for extra glamour at the end of a project (if budgets allowed).
This evolution in expectations is why sustainability should be an agenda item starting in the kick-off meeting, not simply tacked on at the end of an initiative. Asking hard questions when the budget is still fluid is the only way to ensure goals are reachable. It’s important to start brainstorming early in the design process to generate excitement and stakeholder buy-in. Addressing sustainability too late can limit its impact and separates it into an “add-on” rather than an integrated priority of the project. Seamless sustainability project integration is key.
If an organization’s strategic plan mentions carbon neutrality but their RFP doesn't, the goal won’t be met. Carbon neutrality and sustainability language should be included within the original RFP, clearly outlining the processes that will move the project towards meeting those goals.
Furthermore, there’s a significant gap between public statements regarding corporate sustainability goals and actual results on build projects. If we can acknowledge and conquer the disconnect between stated company sustainability policies, C-suite executives and project managers, we can make major strides in the industry as a whole. Developing a more integrated and aligned process allows compromises and agreements made during the planning phase to be formally set into motion as action items, which sets up project managers for greater success.
Most companies fail at integrating sustainable practices because they often try to achieve carbon neutrality in one massive step. The reality is that many of the most meaningful changes are accomplished via baby steps. Strategies such as low VOC-materials, LED lights and low-flow toilets have evolved to be baseline for projects and are easily achievable on most any project. Start small by being intentional in outlining the “low-hanging fruit” within budget. It’s as simple as sourcing Energy Star appliances, water sense fixtures or products that come with an Environmental Product Declaration (EPD).
The key to sustainable design is to never compromise on durability, functionality or budget with over-ambitious visions. For example, from a facility management perspective, reducing lighting power density is good for the planet, but if low level lighting compromises basic building functionality, it’s not sustainable. Waterless urinals are another key example of overambition negating the larger mission. They failed as a concept, not because the technology was flawed, but because the maintenance requirements are very difficult to replicate across staff shifts.
It’s crucial to call out that every project has a unique DNA and sustainability is not a one-size-fits-all thing. Success comes from a greater mindset shift that has to take place from the very beginning: pick the specific strategies that match the project's constraints rather than chasing every "green" trend. Each organization needs to align their sustainability goals with their strategic plan to create realistic and actionable policies. These types of aligned processes yield the opportunity for better internal and external communication efforts, and in turn help to circumvent the “noise” of greenwashing and focus on real, tangible sustainability accomplishments.
