Building Sustainability into Your Corporate Culture
Building sustainability into your corporate culture Will your company be the first to see a golden opportunity, driven by pent-up market demand? Or will you straggle to market late? You might not be able to predict the future, but there are several steps you can take to improve your guesses and see trends early. Here are four tips for building sustainability into your corporate culture. These will help you anticipate and prepare for disruptive environmental change.The next energy, environmental and/or climate breakthrough that will disrupt your industry is probably around the corner. But how will you see it if no one is looking? Assign a person or team to be in charge of watching for and reporting on environmental change. Some companies are even creating formal "Green Teams" consisting of employees from across the organization who have a strong interest in the environment and the ability to impact operations on many levels. Whether you give the assignment to an individual or a team, make sure your company's management is behind the effort. And make sure you ask for regular reports to be given to the executive team and to other employees. Tip No. 2: Be prepared to act Once you identify a looming environmental change that has real business ramifications, what do you do about it? Businesses must become accustomed to viewing environmental issues the same way they view other critical business issues. Get your top corporate talent involved in planning and ask hard questions along the way. For example, suppose your Green Team brings you an energy management idea that potentially involves much of your company-from production and finance to marketing, public relations and corporate citizenship? Should this be managed by your facilities group or would you elevate it to your ethics and/or finance team? Does the issue deserve or demand executive visibility and tracking? If so, how will that be implemented? Should you engage a third party who can add the expertise and resources that your organization may be lacking? When preparing to act, you must also create a plan to implement suggestions from your Green Team. Tip No. 3: Measure performance Companies measure their performance in many areas. It's time to also start measuring environmental performance. This is no easy task. Your building systems can measure energy use and efficiency, but you must also factor in how you performed in terms of public relations, legal compliance, competitive standing and other areas that have real business consequences. You should consider appointing someone in a position of power to monitor progress, measure success and help you correct course, if needed. Tip No. 4: Be prepared to change It can be difficult for a company to make changes, move to new ideas and pursue new avenues of growth. But environmental change will be disruptive to your business and industry. The survivors will be the nimble, agile companies that can quickly adjust. Be willing to explore new ways of doing business. Be ready to change course if something doesn't work. The impact of environmental change is sweeping across the world, from the living room to the board room. Much of this change may be truly disruptive, altering habits and business models. The exact impact of the environment on business is impossible to predict. But one thing is certain: you won't see the next big change coming if you aren't looking for it. Brandi McManus is the Global Business Development Manager, Energy at TAC. Over the past nine years, Brandi has worked at TAC to ensure efficient sales operations through strategic planning and proactive leadership, with a focus on training and development of personnel. Brandi is highly skilled in both domestic and international product development and improvements, as well as process creation and implementation. Before entering into her current role at TAC, Brandi held positions as an energy analyst, technical development team leader and solutions manager. She uses her expertise in course creation and instruction by implementing global training programs on solutions, processes and sales. Brandi's role in process creation and improvement helps her to share best practices between Europe, the Americas and Asia-Pacific regions. Prior to TAC, Brandi worked for Conoco as an environmental engineer, where she gained experience in energy procurement and refining and distribution, focusing heavily on the environmental impact of natural gas production. Brandi earned her Bachelor of Science degree in environmental engineering from University of Oklahoma and her MBA from Southern Methodist University. Brandi is also a Certified Instructional Systems Designer, Certified Energy Manager and Certified Demand Side Manager. She can be reached at firstname.lastname@example.org.
Tip No. 1: Assign responsibility