July 2025
17
Focus: Life Science Facilities The Next Evolution of Sustainability in Life Sciences
By Michael Asher Sustainability in the life sciences industry has come a long way over the past three decades. What began as a focus on energy efficiency has grown into a broader commitment to occupant well-being and green building practices. However, traditional approaches remain largely inward-looking and centered on individual facilities, limiting their overall impact. To truly move the needle, the industry must embrace an ecosystem mindset, shifting from siloed efforts to a collaborative, outward-facing model. This means focusing not just on internal operations, but also on the full value chain, partnerships, and broader environmental and societal impacts. The early wave of sustainability (shaped by programs like LEED and ENERGY STAR in the 1990s) was largely
driven by operational cost savings through improved energy efficiency. These efforts targeted heating, cooling, and electrical usage, yielding measurable savings in both new construction and renovations. By the 2010s, the industry’s focus expanded to include human health and well-being. Initiatives like WELL and LEED v4 emphasized occupant experience—access to sunlight, acoustic comfort, mobility, and material selection—recognizing that employee satisfaction boosts productivity and long-term success. As climate change and supply chain challenges gained urgency, the conversation shifted again, prioritizing responsible sourcing, reduced waste, and use of alternative materials. Yet even as thousands of life sciences companies make intentional changes, the cumulative effect remains modest. Studies show these actions often result in only low-single-digit reductions in organizational carbon emissions. That’s because the real opportunity lies in Scope 3 emissions, which represent over 85% of an organization’s carbon footprint. While Scope 1 (direct emissions) and Scope 2 (energy-related emissions) are better understood and
more commonly addressed, Scope 3 encompasses the entire value chain: supplier practices, business travel, employee commuting, product distribution, material sourcing, and end-of-life disposal. Addressing Scope 3 emissions requires systemic change and collaboration across industries. It challenges companies to go beyond compliance and cost savings to embrace ethical sourcing, social equity, material responsibility, and lifecycle thinking. It also demands partnerships with suppliers and engagement with downstream users—shifting from competition to cooperation. Adopting this ecosystem approach
is not just a technical challenge, but a cultural one. It calls for leadership willing to pursue long-term goals and influence change across the supply chain. Encouragingly, many life sciences organizations are already embedding ecosystem sustainability into their 2025 strategies and corporate missions. The shift is gaining traction across conferences and professional forums. As the industry continues to evolve, those willing to lead with an ecosystem mindset will help shape a more sustainable, resilient, and collaborative future. Michael Asher, PMP, CPM is the regional director, Mid-Atlantic at A/Z Corporation.
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