Sustainable Business Magazine 03/18

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SUSTAINABLE ISSUE 03/18

B U S I N E S S

M A G A Z I N E

ROSEBEL

GOLD MINES

UNIVERSITY OF

CALGARY

ACLA:WORKS

RORAIMA AIRWAYS ALSO FEATURED THIS ISSUE

GUYANA CIVIL AVIATION AUTHORITY • LIFETIME SOLUTIONS

S U S TA I N I N G T O M O R R O W. T O D AY

2018 AASHE Conference & Expo Global Goals: Rising to the Challenge October 2–5, 2018 Pittsburgh, PA

conference.aashe.org

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CONTENTS ISSUE 03/18

Welcome to the latest North American edition of Sustainable Business Magazine Sustainable Business Magazine aims to spread awareness of the values of sustainability, as well as the exciting ways in which organizations continue to meet challenges and champion corporate social responsibility.

To begin this issue, we take a closer look at some sustainable businesses in CARICOM’s most southerly members: Suriname and Guyana. We spoke to Jerry Finisie, Sustainability Manager overseeing Community, Social Relations, and Environment at Rosebel Gold Mines N.V., about how a Surinamese gold mine is supporting employment creation, working closely with the local community, and protecting the Amazon rainforest.

We also spoke to Lt. Col. (Ret’d) Egbert Field, Director General of the Guyana Civil Aviation Authority, about presiding over a rapidly-growing aviation sector in the southern Caribbean, and to Captain Gerry Gouveia, CEO of Roraima Airways, about regional business opportunities and the future of Guyana as an aviation hub.

We continue our new series produced in partnership with the Trinidad & Tobago Green Building Council (TTGBC). TTGBC aims to foster green building practices in Trinidad and Tobago and the wider Caribbean. Each installment of the series features detailed profiles of member companies and is prefaced by a foreword from Mandilee Newton, Founding Member of TTGBC. This issue, we spoke to Mandilee Newton herself, Director at acla:works, about how passive, contextually-appropriate architectural strategies can create sustainable, inclusive buildings in the Caribbean.

We also took a closer look at the construction industry in Trinidad and Tobago with an interview with Franka Costelloe, Director at Lifetime Solutions. Lifetime Solutions provide hurricane-resistant roofing and have recently been involved in the rebuilding efforts on the ravaged island of Dominica.

Our AASHE ‘Sustainable Campuses’ series celebrates how universities continue to lead the way in sustainable operations, as well as educating students and the wider public in sustainability issues. This series is prefaced by a foreword from AASHE’s Executive Director, Meghan Fay Zahniser. For the latest installment, we spoke to Joanne Perdue, Chief Sustainability Officer at the University of Calgary, about how their Institutional Sustainability Strategy is infusing sustainability into everyday campus life.

Details of upcoming sustainability events in North America throughout July, August, and September can be found on our events calendar. Our featured events are the AASHE 2018 Expo and Conference from October 2-5 in Pittsburgh, PA, the Water Expo (7th Edition) on August 29 & 30 at the MACC Convention Center in Miami, and the Energy Expo (formerly the MiaGreen Expo & Conference) on January 23 & 24 2019, also at the MACC Convention Center.

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Rosebel Gold Mines

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Guyana Civil Aviation Authority (GCAA)

14

Roraima Airways

20

Lifetime Solutions

24

Trinidad & Tobago Green Building Council (TTGBC)

26

acla:works

34

The Association for the Advancement of Sustainability in Higher Education (AASHE)

36

University of Calgary

42

Global Events

43

Advertisers Index

We hope that you find this issue both interesting and inspiring. Thank you for reading.

The Sustainable Business Magazine Team

© SBM Media Ltd 2018. No part of this publication may be reproduced in any form for any purpose, other than short sections for the purpose of review, without prior consent of the publisher.

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ROSEBEL GOLD MINES

THE CORPORATE SOCIAL RESPONSIBILITY (CSR) INFRASTRUCTURE RUNS PROGRAMS AND DEVELOPMENT PROJECTS IN THE AREAS OF SAFETY, ENVIRONMENT, AND COMMUNITY LIVELIHOODS.

FUTURE Sustainable Business Magazine speaks to Jerry Finisie, Sustainability Manager overseeing Community, Social Relations, and Environment at Rosebel Gold Mines N.V., about employment creation, community outreach, and working with the Surinamese government.

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Rosebel Gold Mines N.V., located in the Brokopondo district of north-eastern Suriname, began production in 2004, and as of last year had produced 4.4 million ounces of gold. Jointly owned by IAMGOLD (95%) and the Government of Suriname (5%), the 170 km2 Rosebel mining concession has eight open pits, and employs over 1,600 Surinamese employees and contractors.

Rosebel’s latest estimates show a mine life of around ten to twelve years from 2018,

with an expected gold production averaging 300,000 ounces per year.

“The concession that we are working on has a long history, which extends well before we got here,” explains Jerry Finisie, Sustainability Manager overseeing Community, Social Relations, and Environment at Rosebel Gold Mines N.V. “In 1992 Golden Star Resources Ltd. purchased the exploration rights for the area. After gold prices dropped, activities in this area was put on

hold until 2000, when the prices started slowly creeping up again. Some environmental studies were initiated at the time, and we decided to take over and complete these studies. Consequently, construction started in 2003, with production beginning in 2004.

Until last December, this used to be the only large-scale gold mine in Suriname. We have recently acquired additional exploration land that is connected to our current area, which increased our life-of-mine considerably, and

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ROSEBEL GOLD MINES

WE HAVE AN ENVIRONMENTAL DEPARTMENT, WHICH IS RESPONSIBLE FOR ENSURING OUR ACTIVITIES ARE NOT NEGATIVELY IMPACTING THE ENVIRONMENT.

thus ensures job security for our employees in the coming years.”

PRIORITIZING SURINAME As a partly-state-owned enterprise, job creation for local people is a priority for Rosebel. “We employ around 1700 people, of whom over 1600 are nationals, and one of the things that we take seriously is job possibilities,” says Mr. Finisie. “Our project is primarily staffed by Surinamese people and we draw contractors from within the Suri-

namese workforce. Several local companies act as suppliers, and over the years we have seen them grow at the same time as us. We have the largest kitchen in the country at our mining site, and are happy to buy the eggs for our breakfast from a local village chicken farmer who was able to start his company from a community project. The corporate social responsibility (CSR) infrastructure runs programs and development projects in the areas of safety, environment, and community livelihoods. Moreover, whenever possible,

we partner with government and civil society to help deliver more effective and sustainable community development.”

Financially speaking, in addition to regular taxes like the 36% income tax, IAMGOLD Rosebel Gold Mines contributes a fair share to Suriname. “The ownership of the mine is shared with the government,” says Mr. Finisie. “They have a 5% share in the overall operation and they receive an additional 2.25% royalty out of the gold produced by the mine. Then 0.25% of that royalty is directly contributed to the Suriname Environmental and Mining Foundation (SEMIF) for improving mining and environmental practices in the country, which is being promoted by the government and us. This is a national foundation, which is open to anyone to apply for funding of projects related to mining, education, and the environment.”

PROTECTING THE REGION The Rosebel property is located within the Amazon rainforest. “The fact that we are

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ROSEBEL GOLD MINES mining in such a diverse nature area makes us extra aware that we should adhere to the highest possible standards,” says Mr. Finisie. “We of course adhere to ISO guidelines. We have continuous programs with our colleagues to enhance knowledge and expand our joint efforts to operate an environmentally sound and safe mine.

More specifically, we have an environmental department, which is responsible for ensuring our activities are not negatively impacting the environment. A national environmental law, which would also regulate mining impacts, is still in development.

Because there are limited national guidelines, we follow international best practice codes very closely. For example, we have a closed circuit so there is no water from the mine itself flowing into the surrounding environment. There are also industrial hygiene programs that we are running specifically for this area.”

“Since Suriname is an environmentally intact region, both the government and Rosebel Gold Mines are focused on ensuring minimal impacts,” elaborates Mr. Finisie. “The Mining Association of Canada (MAC) created a set of standards in Towards Sustainable Mining (TSM), stating that companies who signed up to be part of it had to abide by their tools and indicators, and demonstrate an appropriate amount of care

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for the local environment, including specifics such as health and safety, biodiversity, sustainability, and the community. IAMGOLD is one of the few mining companies that applies TSM to its non-Canadian operations, such as here at Rosebel and other IAMGOLD sites worldwide. We signed up to this protocol and aim to perform better every time, holding ourselves to the highest of standards.”

COMMUNITY OUTREACH In addition to environmental protection, community outreach is central to the way Rosebel Gold Mines does business. “Since we began construction, we have been building our relationships with the surrounding community,” says Mr. Finisie. “We’re creating infrastructure in a way that gives local people ownership over the platform through which we communicate. We have at least two

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ROSEBEL GOLD MINES meetings per month with communities for them to make requests for support or give us feedback. Our Community Relations programs focus mainly on education, health and income generation. These programs aim to generate effective sustainable development that will support the long-term growth of successful communities in Brokopondo far beyond the closure of our operations. The rural nature of the area requires us to make substantial investments in basic infrastructure. We have therefore been building schools as one of our priorities, as well as updating existing buildings, training teachers, supporting the schools in terms of transportation, and teaching students in terms of practical skills, such as public speaking.”

This educational component is the centerpiece of Rosebel’s approach to CSR. “We not only have our 1600-plus national employees, we also have a new generation growing up in communities around the mine,” says Mr. Finisie, who grew up in one of those communities himself and is passionate about education opportunities and guidance. “Education is key for them to connect with their future. We run, for example, a ‘dropout’ program to get kids to find their passion, as well as a full scholarship program for high-performing students from the communities who need to move to the capital city, Paramaribo, to advance their

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educational careers. The scholarship not only covers tuition but also ensures those students have somewhere to live, buys them books and school appliances, and gives them access to tutoring – basically all things they need to help them succeed.”

“Our technical support has shown to be invaluable, as well as the social programs we run to help these young adults adapt to the city lifestyle,” says Mr. Finisie. “It is quite a change for those that move from rural areas into the city. Our program helps them to learn basic life skills like budgeting,

expressing your opinion, and presenting yourself. Our priority throughout these programs are the technical-oriented studies, since most of the available jobs in rural Suriname are in the technical fields, and as a developing country, technical skills need to be supported and promoted. To support basic needs in our direct communities and guarantee health services, we joined with the Government of Suriname and Project C.U.R.E. in a health project supplying medical products and services to all health centers in the Brokopondo district and

one hospital in Paramaribo. Next to this, we are now shifting to projects developing income-generating initiatives.”

At Rosebel and throughout Brokopondo, Rosebel Gold Mines partners with local stakeholders to enable sustainable income generation through employment and supply chain benefits. “One initiative has included heavy equipment training for young professionals in nearby villages to help them build the skills needed for employment in the mining sector,” says Mr. Finisie. “Some of our other projects have included the construction of a brick factory that supports the construction of local infrastructure, including local schools and a community centre, and a production facility that supplies fisherman and other locals with a dependable source for ice. Rosebel will continue to support programs that best empower our local communities and generally contribute to an improved standard of well-being in the region.”

SUSTAINABLE VISION Rosebel Gold Mines is currently preparing for a new mining project. “We are develop-

ing a new satellite pit 25km southwest of our current location,” says Mr. Finisie. “We plan to start production by the end of 2019 and are currently amidst of the licensing processes with the government. The new project would guarantee a longer stay of our operation in Suriname. This gives us the opportunity to enhance our existing relationships and expand our sustainable investments. We have developed a 5MW solar farm, the first of its size in the country, that enables us to reduce our expenditure on energy and improve our environmental impact, as well as increase our productivity.

Projects like this, which are mutually beneficial, are things we will continue to explore in the future.” This solar farm will be handed over to the Surinamese government after Rosebel Gold Mines concludes their mining activities in the area.

“We are very proud of the way our future looks today, and we also have a strong connection with our host community.” says Mr. Finisie. “As a result of this connection, we have been rated AAA for our community outreach by MAC. It’s a big win for the company, our employees, the communities,

suppliers, and the Government of Suriname.

Rosebel Gold Mines is one of the biggest players in the gold mining industry in Suriname. Part of what makes us unique is our commitment to continually strive to reach the highest standards in health and safety, minimize our impact on the environment, and work co-operatively with our host communities. Since adopting the Zero Harm Vision in 2008, we continuously seek to add rigor to our health, safety, and sustainability practice, building on the challenges and successes of the past. We know achieving Zero Harm is not only a vision but an ongoing journey which we continue in partnership with our internal and external stakeholders.” c

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GUYANA CIVIL AVIATION AUTHORITY ARTIST IMPRESSION OF THE CHEDDI JAGAN INTERNATIONAL AIRPORT.

GUARDIANS OF THE SKIES Sustainable Business Magazine speaks with Lt. Col. (Ret’d) Egbert Field, Director General of the Guyana Civil Aviation Authority, about presiding over a rapidly-growing aviation sector, new technology, and highly-trained staff.

The Guyana Civil Aviation Authority (GCAA) was established in 2000 to manage and regulate Guyana’s aviation sector. As a semi-autonomous agency, GCAA reports to the Honorable Annette Ferguson, the Minister within the Ministry of Public Infrastructure. GCAA ensures that all aircraft operators in Guyana adhere to domestic and international laws, as well as operating air traffic control throughout the nation.

“A core part of the GCAA’s mandate is to ensure that air operators in Guyana comply with the Standards And Recommended Practices (SARPs) of the International Civil Aviation Organization,” says Lt. Col. (Ret’d) Egbert Field, Director General of the GCAA. “If we find out an operator is breaking these practices because they are 10 | SUSTAINABLE BUSINESS MAGAZINE

ignorant of certain things, we try to school them. If, however, we find out that it’s being done willfully then the Authority has no other choice but to be an enforcer. In as much as we want to see the industry grow and to assist operators, we maintain a keen eye to ensure operators don’t go out of line.”

ECONOMIC DRIVER Aviation is one of Guyana’s most important economic sectors. “The Aviation Sector in Guyana contributed approximately 3.7% to Guyana’s GDP in 2015, and created approximately 20,000 jobs,” says Col. Field.

“The Eugene F. Correia International Airport at Ogle is one of the busiest aerodromes within the South American hemisphere. On the local scene, aviation operation provides

a vital link between the coast and the ten administrative regions of Guyana. Access to many part of the hinterland regions are gravely impossible without the help of the aviation sector. The mountainous terrains and rivers are not easily accessible or navigable, and in some cases there are no roads in those areas.”

The GCAA is currently working with the Inter-American Development Bank (IDB) to develop a 20-year Civil Aviation Master Plan (CAMP). “We are the coordinating body on behalf of the Government of Guyana, working closely with the IDB to develop this Master Plan,” says Col. Field. “The Government of Guyana has recognized the importance of air transport to Guyana’s economic and social development and the need for

new approaches to be exploited in order to ensure the sustainable development of the civil aviation sector. A grant of approximately USD$500,000 from IDB will help CAMP provide a comprehensive road map chartering the development for aviation in Guyana over the next 20 years. It is expected that CAMP will produce a coherent compendium of plans with respect to air transport, airspace management, airports, and the administration of civil aviation. These plans will collectively provide a seamless synergistic guide into the future. The exact goals are being formulated but one of the things we would like to see is better use of our airspace.”

A supplementary project that will reinforce this long-term goal is the ongoing project to expand and extend the runway at Cheddi Jagan International Airport, Guyana’s main airport, from 7500 feet to

11,000 feet. This will mean aircraft will be able to fully fuel for long-distance flights without being forced to stopover at nearby countries such as Barbados.

BETTER MANAGEMENT GCAA are also creating an Automatic Dependent Surveillance – Broadcast (ADS-B) system. This tracking system will enable better management of all air traffic in Guyana’s airspace and help in any emergency or recovery scenarios. “As part of this project, four Very High Frequency (VHF) repeater ground stations were installed at Annai, Port Kaituma, Kamarang, and Kaieteur,” says Col. Field. “The main system was installed at the air traffic control tower at Timehri.

The ground stations are all solar powered, in keeping with the Guyana Green State Development Strategy. At the moment, we

CIVIL AVIATION TRAINING SCHOOL CERTIFIED AS AN APPROVED TRAINING INSTITUTION.

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GUYANA CIVIL AVIATION AUTHORITY bly. Our electronics company are trying to acquire a public static IP address for the station, so we would be able to download information a lot faster for the controllers.

One item of importance I think the entire aviation sector would be happy about is we would be able to locate aircraft when they go down. Guyana’s jungles are really massive, like a carpet, once you leave the outer coast land until you get to the savannas. We have had occasions where aircraft went down due to weather or got lost, and when they fly through the jungle canopy we have been unable to find them.”

THE GCAA’S GREATEST RESOURCE REMAINS A WELL-TRAINED STAFF.

TRAINING WITH THE 3D SIMULATOR.

can identify aircraft flying over 28,000 feet, and detection below that height will become operational soon. We’ve encouraged the aircraft industry here to start installing the complimentary equipment, which is a particular type of transponder, into their

aircraft. Some operators have already completed the installation while others are now having the pieces installed.”

The ADS-B system is currently being tested. “We are really excited about it,” says Col. Field. “So far it has tested relia-

GREENING AVIATION In 2017, Guyana’s government began developing the Guyana Green State Development Strategy (GGSDS), aiming to ensure a low-carbon environment in Guyana as the country’s economy diversifies and grows.

“Currently the GCAA is working with guidance to develop programs addressing noise, as well as to ascertain the carbon footprint of aviation operations,” says Col. Field says.

“The GCAA is an integral part of the National Aviation Environmental Working Group, working on the State’s CO2 Action Plan as

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outlined by the International Civilian Aviation Organization (ICAO) to reduce CO2 emissions by the aviation industry. The GCAA continues to play a vital role in encouraging stakeholders to embrace a greener operation in the aviation sector.”

The GCAA works with key partners to ensure environmental compliance across the industry. “We work closely with the airports to ensure the wildlife management program and waste disposal are addressed and maintained,” says Col. Field. “The GCAA also attends the Ministry of Public Health International Health Regulations Committee, where matters pertaining to health and the environment are discussed.

Additionally, the GCAA will be embracing the GGSDS when it constructs its new headquarters within the next two years.

The aim is to establish an environmentally-friendly office space, reducing the use of paper and dependence on fossil fuels. The GCAA intends to use photovoltaic systems to provide a reliable and cheap source of energy for its day-to-day operations.”

TRAINED STAFF Ultimately, the GCAA’s greatest resource remains a well-trained staff. “The GCAA spent in excess of $150 million on training during 2017 in an effort to

improve the knowledge and skills of its personnel,” says Col. Field. “The GCAA now has a cadre of highly trained and qualified safety and security inspectors who operationalize the GCAA’s annual surveillance program. The management has given a commitment to ensure that all staff are provided with the opportunity to attend at least one training session per year. The intent is to continuously build the capacity and capability of the GCAA’s human resources. As a result of improved competencies, the Authority was able to improve Guyana’s level of effective implementation from 44% to 64.66% in relation to compliance with ICAO’s Standards And Recommended Practices.”

GCAA has also invested in a training school that will train new air traffic controllers and Aeronautical Information Management Officers (AIMOs). In 2017, using 3D simulators and training, the Civil Aviation Training School graduated 11 new air traffic controllers, while a further 14 completed the AIMO course. “With this school we will be able to train more of our air traffic controllers, thus being able to regulate more traffic in an orderly manner,” says Col. Field. “We are also carrying out training for operators, such as dangerous goods training. We hope we can put that into the program, along

with security training and safety systems management training, too. We invited the industry to be part of creating that training.”

IMPROVEMENTS ALL-ROUND GCAA is now building on their existing projects, to make Guyana a leading figure in the regional and global aviation sector. “The GCAA will continue to invest in training and development of our human resources, particularly for those personnel whose functions involves regulatory surveillance,” says Col. Field. “Much emphasis will also be placed on training and developing our Air Traffic Controllers. In addition, our plans are to also widen the scope of the Civil Aviation Training Academy to offer a wider array of training. “ “Our intent is also to continuously improve our oversight capabilities,” says Col. Field. “The goal is to achieve beyond the ICAO’s target of 80% effective implementation. We are committed to improving our levels of safety and security compliance. We will continue to work towards ensuring safer skies, safer operations, and having a safer aviation sector. The GCAA also intends to play a greater role in the lives of the Guyanese people, by being more actively involved in the socio-economic environment.” c WEB LAUNCH.

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RORAIMA AIRWAYS

THE

NEXT DUBAI Sustainable Business Magazine speaks to Captain Gerry Gouveia, CEO of Roraima Airways, about new opportunities in Guyana, protecting the environment, and training the next generation of leaders.

In 1992, an ex-Guyanese Army pilot and his wife set up a small business flying tourists and investors around Guyana in rented aircraft. Today, Roraima Airways, based out of Cheddi Jagan International Airport, owns a fleet of five Britten-Norman Islanders and Trislanders, as well as restaurants, hotels, a travel agency, and a full-fledged eco-resort in the rainforest. “It’s our twenty-fifth anniversary this year,” says Captain Gerry Gouveia, CEO of Roraima Airways.

“We’ve recently expanded our operations 14 | SUSTAINABLE BUSINESS MAGAZINE

into aircraft maintenance, as well as growing our fleet, building our new conference facility, and our new partnership with Aruba Airlines. Then there’s the work we’ve been doing with Exxon Mobil, who have been conducting oil exploration off the shores of Guyana. So we have a lot to talk about!”

In 2016, last time Sustainable Business Magazine spoke to Roraima Airways, business was booming as international companies looked at mining and investment opportunities in Guyana. Tourists were dis-

covering the beauty of Guyana’s rainforest, waterfalls, and biodiverse plant and animal life. At the same time, with a significant population in the hinterlands and deep within the Amazon, Captain Gouveia’s fleet of planes were needed more than ever, for vital medevac flights connecting these rural populations to the regional and national hospitals. (See Sustainable Business Magazine issue 4/16 for the full feature.)

Again, this year, when Sustainable Business Magazine spoke to Captain Gouveia, he

dedicated aircraft maintenance division.

“We bought three Britten-Norman Trislanders out of New Zealand,” says Captain Gouveia. “We actually bought the entire company that owned them, put all the equipment in a ship and brought it back to Guyana. It meant we could grow our fleet in response to the tourism industry, the oil exploration, and the huge interest in manganese deposits here in Guyana. In November last year, I actually flew Prince Charles around Antigua in one of these Trislanders, to give him the

chance to survey some of the devastation caused by the hurricane.”

As a result of acquiring these new planes and preparing them for flight after transit, Roraima Airways established their own dedicated maintenance division. “We now have our own maintenance crews, certified and accredited by the Civil Aviation Authority,” says Captain Gouveia. “This meant adding another 50 people to our payroll. It’s a big deal for us. We’re now able to do all the repairs and maintenance on our own planes.

had just returned from a medevac flight. “We still save lives every day with these flights,” says Captain Gouveia. “What we’re doing now, as Exxon Mobil have been discovering huge oil reserves here, is we’re extending these flights to support the oil sector.”

CORE BUSINESS GROWTH As the Guyanese economy goes from strength to strength, Roraima Airways have expanded their airline operations, purchasing three new planes and establishing a SUSTAINABLE BUSINESS MAGAZINE

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RORAIMA AIRWAYS

We were also just certified to do overhauls on aircraft landing gear, and we’re now selling that service to other airlines, as contract maintenance.”

WELCOMING HOSTS As new international businesses have expressed growing interest in Guyana, new opportunities for local businesses have sprung up in their wake. “This year, we finished building our state-of-the-art conference and banqueting facility,” says Captain Gouveia.

“It’s called the Symposium Banquet and

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Conference Facility. We host conferences for the oil and gas industry, for the legal fraternity, and for the diplomatic community. We’re also providing other services in support of oil operations, whether it’s flights or hotel accommodation.”

It isn’t only industry which is flocking to Guyana. Tourism has begun to take off – particularly among Cubans. “We have developed a new partnership with Aruba Airlines,” says Captain Gouveia. “Cubans are coming to Guyana through Aruba Airlines, around 1000 a week, and coming to

Guyana, spending money, shopping, and contributing to people’s livelihoods. It’s a phenomenon. We welcome these Cubans, and we’re very pleased to have this partnership with Aruba Airlines.”

TO LOVE AND TO CHERISH Some of these tourists go on to stay in the Arrowpoint Nature Resort, Roraima’s flagship environmental project, located in the rainforest not far from the Kaieteur Falls. “It’s where we lead the way in terms of good environmental practices,” says Captain Gouveia.

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RORAIMA AIRWAYS

AS THE GUYANESE ECONOMY GOES FROM STRENGTH TO STRENGTH, RORAIMA AIRWAYS HAVE EXPANDED THEIR AIRLINE OPERATIONS.

“It’s totally powered by solar power. We look at everything, from the washing materials we use, the kinds of air conditioners we have, the way we treat our garbage. We also have a very good relationship with the local Amerindian community.”

As a result of longstanding lobbying efforts by Roraima, the government of Guyana recently changed the local marriage law so that people no longer had to reside in Guyana for at least two weeks before getting married. “It makes Guyana much more

suitable and attractive for wedding tourism,” explains Captain Gouveia. “It means we’re now getting a lot of reservations for weddings out of the United States and Canada.

People want to come and get married in the rainforest, or at the Kaieteur Falls. We have been hosting the Wedding Expo here for ten years, most recently from the 23rd to 25th of March. This allows all the service providers for the wedding industry to come and showcase their products and services. That’s a longstanding Roraima project which really benefits those other businesses.”

NURTURING AND GROWING Because of the complexity and breadth of Roraima’s operations, well-trained employ-

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the world hasn’t seen in a while. So we’re training young Guyanese to be pilots, engineers, hospitality people. We’re investing in the future, not only of this company, but of this country.”

“Even as I get to the stage in my life where I’m slowly handing over the reins to my sons, I’m very excited about the future of Guyana,” says Captain Gouveia. “I’m quite comfortable that this company is

well-prepared to meet this new economic explosion, and the increase in demand.

We have great capacity and capabilities to bring services to all kinds of industries. Our people are well-educated and well-geared to meet the challenges that are going to be demanded of us in the next five to ten to twenty years. We will continue leading the way, for the good of the company and for the good of Guyana.” c

ees are a necessity. “We have our own training facility, and do a lot of in-house training,” says Captain Gouveia. “We also send our staff on training courses. Also, particularly in the Arrowpoint Nature Resort, where we link to the village nearby, we train a lot of those Amerindian villagers to work at the resort as chefs, tour guides, and administrators. We’re continually looking for young people to upgrade, so they can participate in this economic growth.

We recognize that, with this oil find and everything else that’s happening here in Guyana, Guyana is going to be the next Dubai of this region. We believe the next ten years are going to bring an explosion of economic development, the likes of which SUSTAINABLE BUSINESS MAGAZINE

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LIFETIME SOLUTIONS

CURRENTLY, LIFETIME SOLUTIONS IS WORKING ON LARGE PROJECTS IN SEVERAL KEY MARKETS.

ROOFING

FOR A LIFETIME Sustainable Business Magazine speaks to Franka Costelloe, Director at Lifetime Solutions, about hurricane-resistant roofing, investing in disaster-struck areas, and family values in a regional business.

Lifetime Solutions is a Trinidadian manufacturer of roofing systems, utilizing leading-edge technology to provide products and solutions which are tailored to the unique requirements of the Caribbean environment. Founded by Robert Costelloe 20 | SUSTAINABLE BUSINESS MAGAZINE

in 1983, Lifetime remains a family-owned and -run business. Today, the company employs over 100 people full-time, runs a 35,000 square foot manufacturing facility, five retail outlets, and exports throughout the CARICOM region.

“Currently, we’re working in Dominica, restoring some of the buildings that have been decimated there,” says Franka Costelloe, Director at Lifetime Solutions. “One of our most important products for the region is the Standing Seam Roofing System, which

AERIAL VIEW OF MAGDALENA, TOBAGO ON THE ATLANTIC COAST FEATURING THE STANDING SEAM PROFILE IN PACIFIC BLUE 0.04 ALUMINUM KYNAR.

GLENCOE, TRINIDAD ON THE PACIFIC COAST. DECRA STONE COATED ALUZINC TILES.

island, killing tens of people and causing an estimated $1.37 billion of damage, equivalent to 226% of the country’s 2016 GDP. According to the International Federation of Red Cross and Red Crescent Societies, 98% of roofs were damaged. “We did some work in Dominica in 2010, and so we did not hesitate to return to assist,” says Ms. Costelloe. “The island was devastated and living conditions were very hard. We immediately donated five containers of materials to Dom-

inica to provide some temporary shelter.

Now we’re investing in the island and trying to turn a good thing out of a bad thing. We have a standing seam roll former, a bender, and a gutter machine on site with a crew of twenty-five men. Our focus is on providing hurricane-resistant roofs, as opposed to the traditional corrugated roofs.”

Lifetime Solutions is also training local contractors in Dominica. “We recognize that standing seam is not traditionally used, and

ROBERT COSTELLOE ON A STANDING SEAM ROOF IN DOMINICA THAT WAS INSTALLED IN 2010 AND HAS WITHSTOOD TWO HURRICANES INCLUDING MARIA IN SEPTEMBER 2017.

is hurricane-rated. The standing seam panel is a full-length panel that can span as long as 250 feet. The panel has a male and female leg that interlocks with a clip. The clip is fastened to the frame thereby preventing penetration of the panel. This reduces the opportunity for corrosion. Lifetime Solutions has installed Standing Seam as far back as 1994 in Antigua, and our roofs there have successfully withstood multiple hurricanes.”

HURRICANE-PROOFING Hurricane Maria, which hit Dominica in September 2017, was the most devastating natural disaster in the history of the SUSTAINABLE BUSINESS MAGAZINE

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LIFETIME SOLUTIONS BERMUDA TILE, FULL LENGTH SHEETS, TRINIDAD.

we are offering training to local Dominican contractors on how to install the standing seam roof panel,” says Ms. Costelloe. “We don’t have enough labor to send to Dominica, so we need the local Dominica contractors.

We’re also working with clients in Guyana, Antigua, St Maarten, and Cuba, by exporting products and sending installation teams.

ROBERT COSTELLOE TO THE FAR LEFT CORNER ON A ROOF THAT IS A WORK IN PROGRESS IN DOMINICA.

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NEW MARKETS Lifetime Solutions is committed to expanding their export drive. “Lifetime carries a complete product line of roofing products that export and retail very well for hardware stores and contractors,” says Ms. Costelloe. “Our products are a very high quality and range from metal roofing pro-

files, steel purlins, waterproofing agents, skylights, and all the accessories required.

But the real value comes with the supportive expertise we offer, from advising on product selection, preparing a customized roof list, and through installation. We’ve got a thirty-year history, which means we not only have an experienced team, but we

have the testament of work done decades ago, and they’ve withstood multiple storms and hurricanes up to Category 5 over the years.”

Currently, Lifetime Solutions is working on large projects in several key markets.

“In Guyana, we’ve completed the Republic Bank, Massy Distribution, and the Pegasus Hotel,” says Ms. Costelloe. “In Grenada, we recently did the waterproofing for the Sandals in St. George. And we have a number of projects in Antigua.”

“Our CEO, my mother, Deborah Costelloe, is passionate about the factory and the manufacturing equipment,” says Ms. Costelloe. “She is as hands on in the factory as much as my father Robert Costelloe, our Managing Director, is on the roof. She finds innovative ways to make the line more efficient and cost effective. The client’s needs are always foremost in her decisions when procuring new equipment, so she always considers how she add value for money. Technology is forever updating and changing and Lifetime can boast that we stay on top of these changes to pass on the benefits to our customers, expand markets, and improve safety for our employees.

SUCCESS RATE Over the years, Lifetime Solutions has received many industry awards. “We’ve received awards through the Trinidad and Tobago Manufacturers’ Association, Trinidad and Tobago Contractors’ Association, and the National Roofing Contractors Association,” says Ms. Costelloe. “We’re also members of many organizations, including the Trinidad & Tobago Green Building Council. Our proudest achievement, though, is that our work has stood the testament of time and the pressures of changing economies and politics. We’ve come through two recessions and various political changes here in Trinidad, and we’ve grown to a 100-person company and expanded regionally. Most of all, we have our success rate against hurricanes, which is our most prominent achievement.”

“My father, Robert, has a strong attachment to the Tobago market,” says Ms. Costelloe. “He commutes to Tobago every week and has done so for the last twenty-plus years. Lifetime’s Tobago installation crew is one of the best roofing crews the company has ever employed. Lifetime was given the honor of working on various

prestigious projects in Tobago, including the Magdalena Grand Beach Resort and the A.N.R. Robinson International Airport. Lifetime further committed to the twin island five years ago, when we opened a retail office in Bon Accord.”

“This is a business which was cultivated through family efforts and values, and so we place high importance on community, at work, at home, and our CARICOM neighbors,” says Ms. Costelloe. “Our job is to adapt to all the things we can’t control, whether it’s economic rigors or things like weather and hurricanes, and to keep moving forward. Other than donating materials to Dominica, Lifetime always budgets a certain amount for local Trinidad charitable contributions by providing materials to homes, schools, and centers. We take care of one another, and we take care of our clients. Our name comes from the idea that we’ll be here through your lifetime to offer support. Now we want to further expand that support to other islands in the Caribbean and we’re making the investments needed to do so. We’re saying: We know you’ll bounce back, and we want to be a part of that.” c

STANDING SEAM MALE AND FEMALE CLIP SHOWING HOW ALL THREE INTEGRATE.

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TRINIDAD & TOBAGO GREEN BUILDING COUNCIL PRESIDENT OF THE TRINIDAD & TOBAGO GREEN BUILDING COUNCIL DEVANAND RAGBIR (RIGHT) PRESENTS TTGBC’S CERTIFICATE OF GREEN BUILDING LEADERSHIP, 2017 TO RGM LIMITED ON THE ROOFTOP OF RGM’S SAVANNAH EAST – THE FIRST LEED CERTIFIED BUILDING IN TRINIDAD AND TOBAGO. TTGBC AWARDED 100MWH OF RENEWABLE ENERGY CERTIFICATES. ACCEPTING THE AWARD ON BEHALF OF RGM LIMITED IS SENIOR MANAGER, FACILITIES SERVICES, RONALD AYOUNG. PHOTO CREDIT: CURTIS KHAN

TRINIDAD & TOBAGO

GREEN BUILDING A foreword to the ‘Trinidad & Tobago Green Building’ series by Mandilee Newton Founding Member of the Trinidad & Tobago Green Building Council.

The Trinidad and Tobago Green Building Council (TTGBC) was established in 2010 by a small group of industry professionals seeking to thrust green building into the national agenda. Today the Council’s membership stands at over 100 companies, individuals and student members.

Green building and sustainability are particularly relevant to Trinidad & Tobago not just as an island state, but also due to the fact that electricity is immensely subsidized (the cost of electricity being approximately US 4-7 cents per kWh). In addition, the country has a disproportionately high 24 | SUSTAINABLE BUSINESS MAGAZINE

rate of CO2 emissions per capita, largely because Trinidad & Tobago is based on an oil and gas export economy (i.e. all the attributes from fossil fuels which are extracted and produced are allocated to Trinidad & Tobago rather than to the importer who actually uses them).

At present the TTGBC operates strictly as an NGO and is run by an elected board of directors who serve on a voluntary basis.

The board is made up of a President, Secretary, and Treasurer, with Vice Presidents in Marketing and Communications, Advocacy and Awareness, Public Relations, and,

Research and Development. The operation of the Council is driven by (1) membership subscriptions, (2) Leadership in Energy and Environmental Design (LEED) Green Associate training, and (3) seminars.

The mission of the TTGBC is to foster green building practices in Trinidad & Tobago and the wider Caribbean through participating in the following activities: • Development of programs to educate professionals and the general public in green building practices.

• Cooperating with non-governmental agencies in the promotion of green building practices.

• Advising governmental agencies on green building practices.

TTGBC EXECUTIVE (FROM LEFT) MS. ALYSSA KURBANALI, MR. MALI QUAMINA (FORMER EXECUTIVE), MR. DAVID FOJO, MR. DEVANAND RAGBIR, MR. CHAD LUE CHOY, MR. COLIN COCKBURN, MS. MANDILEE NEWTON.

• Representing professionals involved in green building practices.

• Developing green building best practices and standards.

• Contributing to the development of codes for green building practices.

The values of the TTGBC are centered around the following: • Sustainability - respect for the limits of natural systems and non-renewable resources by seeking solutions that produce an abundance of natural and social capital.

• Equity - respect for all communities and cultures, aspiring to an equal socio-economic opportunity for all.

• Inclusiveness - practice and promotion of openness, broad participation, and full consideration of consequence in all aspects of decision-making processes.

• Progress - striving for immediate and measurable indicators of environmental, social, and economic prosperity.

• Connectedness – recognition of the critical linkage between humanity and nature as well as the importance of

place-based decision-making to effective stewardship.

The TTGBC is currently an active participant in the development of a Regional Energy Efficiency Building Code for the Commonwealth Caribbean. In addition, the TTGBC has participated in the development of the National Spatial Development Strategy for Trinidad & Tobago. Also, through invitation from the US Green Building Council, the TTGBC has served on the USGBC’s International Roundtable for the development of region-specific credits for the LEED green building rating system.

The TTGBC was the recipient of the Trinidad and Tobago Coalition of Services Industries Service Association of the Year Award in 2013. This award is a prestigious award “designed to recognize role models in the industry for outstanding performance and contribution to the growth and development of the Services Industries in Trinidad and Tobago. Launched in 2011, the TTCSI Excellence in Service Award is the highest accolade given to local organizations for their achievements in quality and performance. It also contributes to

raising awareness about the importance of quality and performance excellence as a competitive edge.”

In 2014, TTGBC in partnership with the USGBC brought the LEED Green Associate exams to Trinidad and Tobago in paper-based format. Prior to this, candidates would have travelled to the United States in order to test for the credential. Now, the electronic exams are available locally through a Prometric Testing partner. This has had a significant impact on the development of green building culture in Trinidad & Tobago, from 5 LEED credentialed professionals in 2010 to over 30 in 2018.

Recently, Trinidad & Tobago witnessed its first LEED certified building (RGM’s Savannah East). The TTGBC sees this as a validation of its cause and is very proud of this accomplishment.

Going forward the TTGBC will continue to play an active role in the development of the green building agenda in Trinidad & Tobago and the region. The TTGBC will continue to collaborate with public and private enterprise to safeguard sustainability for future generations. www.ttgbc.org c

TTGBC’S SEMINAR ON “GREEN BUILDING MAKING PROFITS SUSTAINABLE”, PAST EXECUTIVE MEMBERS (FROM LEFT) MR. ROGER SALLOUM, MS. SHAREN BIDAISEE, MR. CHAD LUE CHOY, MS. MANDILEE NEWTON,

HIS EXCELLENCY YOSHIMASA TEZUKA FORMER AMBASSADOR OF JAPAN TO TRINIDAD & TOBAGO AND MRS. CHIZURU TEZUKA AT THE TTGBC’S ANNUAL END OF YEAR EVENT ‘GREEN DRINKS’. PAST EXECUTIVE MEMBERS (FROM LEFT) MS. LENIQUECA WELCOME, MR. ROGER SALLOUM, MS. MANDILEE NEWTON AND MR. MARIO LANS.

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ACLA:WORKS

“WHEN A CLIENT COMES TO US AND IS OPEN TO PURSUING ACTIVE SUSTAINABILITY STRATEGIES, WE DO SO.”

GREEN ARCHITECTURE

Sustainable Business Magazine speaks to Mandilee Newton, Director at acla:works, about passive sustainability, social inclusivity, and the Trinidad & Tobago Green Building Council. acla:works is an architectural firm based in Trinidad and Tobago. Established in 1945, acla:works offers custom construction strategies and interior design for clients, using building information modelling (BIM), integrated project delivery (IPD), and sustainable design. In addition to their United States Green Building Council membership, acla:works was one of the earliest members of the Trinidad & Tobago Green Building Council, and they look to create sustainable, green architecture using

26 | SUSTAINABLE BUSINESS MAGAZINE

passive, contextually-appropriate strategies and design. “acla:works is one of the oldest architectural practices in the region,” says Mandilee Newton, Director at acla:works. “We celebrated 70 years of business in 2015. We simply aspire to do really good work using sustainable designs. The firm was founded

by Anthony C. Lewis, one of the early architectural practitioners in Trinidad & Tobago, and his son Brian Lewis carried on the practice. Today the directors are Gary Turton and

myself. The practice has designed some of the major landmark buildings in this country, including the Hall of Justice, as well as the financial complex.”

PASSIVE SUSTAINABILITY ‘Passive design’ refers to an approach to designing buildings where structural elements are used to minimize resource consumption by maximizing ambient sources of heating, cooling, and light. “We tend to focus on passive sustainability at acla:works, as here

in Trinidad & Tobago the cost of energy is heavily subsidised,” says Ms. Newton. “This means the bottom line benefits of incorporating active technological sustainable strategies into buildings tend not to be received very well, because the payback period can be so long compared to other countries.

Instead, we create sustainability within our designs by using passive strategies in every case in order to achieve our desired energy performance – though of course when a client comes to us and is open to pursuing active sustainability strategies, we do so.”

“Step one of passive energy efficiency is orientation,” explains Ms. Newton.

“So we try to make the shortest elevations of all our buildings on the east and west sides, in order to best mitigate the heat. The other thing we always try to do

is shading, since we have a lot of sunlight here in the Caribbean. We also use maximum roof insulation to give the air conditioning system a head start in keeping the building cool. Things like pitched roofs and so on might not necessarily be applicable to commercial buildings, but we try to take the principles of rainwater management and build our roofs to be as efficient as possible. Within the site landscape we use permeable surfaces to allow for rainwater absorption, rather than allowing water run off. We include low flush fixtures and low flow fixtures for water efficiency. We use a lot of natural light to reduce the reliance on electric light while balancing glare, and we also use daylight sensors, to optimize the electric lighting within the spaces.”

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MORE GREEN, LESS OFFICE BLUES When it comes to the health of your corporate work environment, switching over to our Greenguard Certified® range of products may be the best decision you’ll ever make. These solutions are designed to be breathable, hereby affording a cleaner air flow.

Also because it’s made for indoor environments, Greenguard® produces low carbon and chemical emissions so you’re guaranteed a cleaner environment.

CORPOATE MEETS CREATIVITY Corporate spaces doesn’t have to mean a caged space. We were recently tasked with crafting a creatuve yet highly functional corporate space for a client in the East of Trinidad & Tobago.

Their choice; the eco-friendly and versatile Greenguard Certified® Teknion Leverage System®.

Stylish, elegant and always functional. This design can move as the needs of our client moves; from space to space with transparent finish.

28 | SUSTAINABLE BUSINESS MAGAZINE

SUSTAINABLE BUSINESS MAGAZINE

office furniture · design · maintenance · space planning · repair · demolition & construction · modification · project management

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ACLA:WORKS

SOCIAL INCLUSIVITY acla:works prioritises social inclusivity, designing practical, accessible buildings, while being mindful of the contextual environment. “In every single project we do, we try to be respectful of public space design,” says Ms. Newton. “The building that we recently created at the University of the West Indies campus has a very beautiful

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student plaza that connects the primary bus route to the campus and forms the main attraction when viewing the building, uniting social inclusivity with contextual relevance.

No matter where a building is, it should encourage socialisation and be memorable for the people who use it. It must be conducive to human activity. Wherever we are building, whether it’s a green field development

or in an urban setting, it should be sensitive and adherent to the scale and development of the surroundings, taking into account the flow of wind and the path of the sun.”

When designing a new building or architectural feature, acla:works focus above all on user experience. “We try to take inspiration from the principles of what different existing architectural elements are trying to achieve,” says Ms. Newton. “So if there is a veranda or some other aspect of traditional architecture, we try to think about what they were trying to achieve with it. For example, a veranda was a traditional way of trying to mitigate and manage the temperature between the inside and the outside. So to create the same effect, we create interstitial spaces such as a terrace or an atrium. We look at things like rhythm, since buildings do have unique and very specific proportions, and an older building might have a very beautiful and very practical proportion. In short, we want to take all these different elements from traditional architecture and reinterpret them into our modern architecture, to emulate that same rhythm and aesthetic and express it in our buildings in

a way which improves the environment for the people who inhabit it.”

GREEN BUILDINGS Ms. Newton is one of the founders of the Trinidad & Tobago Green Building Council, and acla:works was one of the first mem-

bers. “We believe the private sector and the NGO sector have many common aims,” says Ms. Newton. “Sustainability is one of my passions and I had this great opportunity to form the Council. acla:works has been 100% supportive of my work, and has given me the personal ‘space’ to do so and grow the

Republic Bank Administration Centre, Trinidad, W.I.

organisation as much as possible. Running an NGO is hard work and without compensation, so being allowed that ‘space’ and time to organise it goes a long way towards its success.”

Recently, acla:works has worked on two significant green buildings. “We worked on

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ACLA:WORKS

“WE ARE PASSIONATE ABOUT ARCHITECTURE AND ITS ABILITY TO TRANSFORM THE WAY WE LIVE, WORK, AND LEARN.”

a building for Republic Bank in South Park Tarouba,” says Ms. Newton. “Through passive sustainability, we were able to achieve a 30% energy savings from a previous similarly-sized project. That’s thanks to a focus on orientation, insulation, and shading. The

32 | SUSTAINABLE BUSINESS MAGAZINE

other is another Republic Bank building we have completed on the University of the West Indies campus, where we incorporated low-impact development strategies. Since the site was very sensitive to flooding, we created a holding cistern and lots of land-

scaping to minimise and mitigate the water run-off. We also applied similar sustainability strategies within that project by using energy-efficient lighting, daylight controls, shading, and roof insulation.”

SUSTAINING ARCHITECTURE As the Trinidadian economy has contracted recently, so too has acla:works had to adapt in order to survive. “The industry has suffered quite a lot, and we’ve been forced to downsize,” says Ms. Newton. “We want and need to find a way to bring the profession of architecture back to a place where the field itself can be sustainable, and young people can find a meaningful career and profession.

Sometimes government-to-government agreements can rule out local consultants, so bigger projects may go to international firms with no local component here in Trinidad.

We need to find a way to make our sector a

priority again on a national level. We want to see the industry continue to improve, grow, and develop, and for acla:works to continue for the next 70 years – at least.”

In light of the challenges facing the sector, acla:works continues to do what they do best. “Recently, we have been working on a new administrative building and employing social sustainability strategies,” says Ms. Newton. “We have been creating lots of social spaces within the office building itself. We try to employ modern workplace designs, so making sure that the workplace

is a very pleasant environment for people to be in. It’s a 24-hour support facility, so we tried to create a place where people would feel at home, using a lot of natural lighting and materials and really focusing on the human component throughout the project. We have been exploring workplace culture for some time, and our ideals remain broadly the same. We are passionate about architecture and its ability to transform the way we live, work, and learn, and our designs will continue to be socially inclusive, contextually relevant, and sustainable.” c

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AASHE NIAGARA COLLEGE CANADA.

SUSTAINABLE

CAMPUSES A foreword by Meghan Fay Zahniser, AASHE Executive Director

MEGHAN FAY ZAHNISER, AASHE EXECUTIVE DIRECTOR.

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The Association for the Advancement of Sustainability in Higher Education (AASHE) is proud to support Sustainable Business Magazine’s “Sustainable Campuses” series, recognizing the achievements of the higher education sector and their efforts toward developing a thriving, equitable, and ecologically healthy world.

AASHE empowers higher education administrators, faculty, staff, and students to be effective change agents and drivers of sustainability innovation. We enable members to translate information into action by offering essential resources and professional development to a diverse, engaged community of sustainability leaders. We work with and for higher education to ensure that our world’s future leaders are motivated and equipped to solve sustainability challenges.

Additionally, we support the higher education community through the Sustainability Tracking, Assessment & Rating System (STARS), the AASHE Conference & Expo, partnerships, and other professional development opportunities.

STARS STARS was introduced nearly 10 years ago as a transparent, self-reporting framework for colleges and universities to measure their sustainability performance. It incentivizes institutions to deepen their efforts and provides an open platform for information sharing.

STARS currently has more than 300 rated institutions out of 890 participating institutions (734 in the U.S., 73 in Canada, and 83 in other countries) including Colora-

do State University, Stanford University, and the University of New Hampshire as the first three institutions to earn a STARS Platinum rating, the highest available level of recognition in STARS. 2018 AASHE CONFERENCE & EXPO Expected to draw approximately 2,000 participants, AASHE’s annual conference is the largest stage in North America to exchange effective models, policies, research, collaborations, and transformative actions that advance sustainability in higher education and surrounding communities.

We stand at a key moment in history.

As sustainability challenges intensify, the need for leadership by higher education is greater than ever. With a theme of “Global Goals: Rising to the Challenge”, the 2018 AASHE Conference & Expo will examine the critical role of higher education in achieving the United Nation’s Sustainable Development Goals (SDGs). Adopted by the world’s governments in September 2015, the 17 SDGs establish ambitious global targets to end poverty, protect the planet, and ensure prosperity for all by 2030.

This year’s conference takes place Oct. 2-5 in Pittsburgh, Pennsylvania, USA. Attendees can expect thought-provoking keynote speakers, hundreds of sessions to engage all higher education sustainability interests, and an expo hall with innovative products and services sure to inspire.

PARTNERSHIPS We work with a wide variety of partners to help advance our mission to inspire and catalyze higher education to lead the global sustainability transformation. Our partnerships

help to increase awareness of sustainability in higher education, align with other sectors, and create space for stronger collaboration.

We value the important role that all sectors of society can play in advancing global sustainability. Higher education, along with businesses, governments, and civil society organizations around the globe, have significant impacts on human and ecological health. While we believe that higher education can be the foundation for creating a thriving, equitable, and ecologically healthy world, we embrace and support the contributions that all sectors make to provide a better world for all generations.

It is more important now than ever before that we come together to learn from one another and work vigorously toward a

more sustainable world. The “Sustainable Campuses” series provides us the opportunity to better understand what strategies and programs are working well at institutions throughout the world. Higher education, in many ways, already leads the sustainability transformation, and other sectors can learn a lot from the successes of colleges and universities. My hope is that we will continue to come together, to learn, innovate, and advance sustainability everywhere.

Meghan Fay Zahniser AASHE Executive Director STERLING COLLEGE.

SMITH COLLEGE.

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UNIVERSITY OF CALGARY

THE UNIVERSITY OF CALGARY AIMS TO BE A CANADIAN POST-SECONDARY EDUCATION LEADER IN SUSTAINABILITY AND IS A TOP PERFORMING UNIVERSITY WHEN MEASURED AGAINST VARIOUS SUSTAINABILITY INDICES.

THE TAYLOR INSTITUTE FOR TEACHING AND LEARNING IS ONE OF 11 LEED CERTIFIED PROJECTS ON THE UNIVERSITY’S MAIN CAMPUS.

JOANNE PERDUE, CHIEF SUSTAINABILITY OFFICER AT THE UNIVERSITY OF CALGARY.

AIMING HIGH IN SUSTAINABILITY

Sustainable Business Magazine speaks to Joanne Perdue, Chief Sustainability Officer at the University of Calgary, about a new sustainability certificate, project-based learning, and a culture of collaboration.

The University of Calgary is a Canadian public research university, spread across five campuses in Alberta’s largest city. With 30,000 students and 1,800 academic and 3,200 non-academic staff, the University of Calgary is one of Canada’s larger 36 | SUSTAINABLE BUSINESS MAGAZINE

universities – and also one of its youngest.

The Times Higher Education Top 50 Under 50 2016 named the University of Calgary the eighteenth best young university in the world, and first in Canada and North America, and the Times Higher Education

Sustainable Campus Index, achieved STARS Gold rating for the second time in 2017, and were ranked number 2 in Canada and 11 in North America for overall sustainability performance by AASHE’s STARS self-reporting framework (as of July 2017).

When Sustainable Business Magazine last spoke to the University of Calgary in early 2016, the university had just officially launched their new Institutional Sustainability Strategy (ISS). The ISS joined together three interdependent frameworks, focused on sustainability in education and teaching, community engagement, and administration and operations, with the intention of infusing sustainability into everyday campus life. We caught up with the team at the University of Calgary to learn about some of the impacts the ISS is having on everyday life for students, faculty, staff, and the community.

Participation in AASHE’s STARS program allows the university to benchmark progress against themselves and other institutions across North America. “Because we’ve participated in STARS since 2010, we’ve developed a good foundation in sustainability measurement and data management,” says Joanne Perdue, Chief Sustainability Officer at the University of Calgary. “Sustainability reporting requires large amounts of data and involves a continuous improvement and refinement process. Our approach is to leverage enterprise data management platforms for data capture as much as possible, and to complement this with strong data governance practices. Most of our business transactions run through enterprise data management systems, purchasing, travel, waste tracking, etc. When we have these systems configured right, we can readily harvest data. Some data points are more World University Rankings 2018 named the University of Calgary as the joint seventh best overall university in Canada.

With close proximity to the local petroleum industry, the University of Calgary aims to be a Canadian post-secondary education leader in sustainability and is a top performing university when measured against various sustainability indices. Most recently, the University of Calgary received a Global Compact Network Canada 2017 Sustainable Development Goals Award in the Large Organization category, were ranked number one by Corporate Knights in the 2017 Greenest Campuses in Canada index, were recognized as a top performer in research, campus engagement, purchasing, and coordination and planning by AASHE’s 2017

challenging due to the diffuse nature of the activities. How do we quantify the number of student volunteer hours across 30,000 students? Here, creative thinking and strong partnerships across campus are the key to success. For example, we identified over one million hours of student volunteerism supporting sustainability in the community for our last STARS report.”

SUSTAINABILITY STUDIES This year, the University of Calgary launched a new Certificate in Sustainability Studies program, fulfilling one of the goals of the ISS. The model is new and innovative, with the sustainability component embedded within and integrated into the student’s degree program, permitting students to complete their degree program in a context of a broader interdisciplinary understanding of sustainability. The embedded certificate model is available to undergraduate students from most disciplines at no extra cost. In addition to sustainability-related elective courses within their faculties and departments, students take four mandatory sustainability courses, which comprise interdisciplinary cohorts of students. The courses focus on problem-based learning around real-world questions. Through classroom theory and

THE UNIVERSITY OF CALGARY RECEIVED THE GLOBAL COMPACT NETWORK CANADA 2017 SDG AWARD RECOGNIZING THE UNIVERSITY’S EFFORTS TOWARD MEETING THE UN’S 17 SUSTAINABLE DEVELOPMENT GOALS BY 2030.

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UNIVERSITY OF CALGARY CERTIFICATE IN SUSTAINABILITY STUDIES STUDENTS CALVIN NG AND ERIN KNIGHT ARE THE INAUGURAL RECIPIENTS OF THE TD BANK GROUP AWARD FOR SUSTAINABILITY STUDIES.

STUDENTS IN THE CERTIFICATE IN SUSTAINABILITY STUDIES WILL GRADUATE WITH THE KNOWLEDGE AND SKILLS TO BECOME SUSTAINABILITY LEADERS IN THEIR CAREERS AND COMMUNITIES.

ALAN ATKISSON, AUTHOR AND INTERNATIONAL SUSTAINABILITY ADVISER, COACHES POST-SECONDARY STUDENTS TO BE CHANGE AGENTS AT THE FIRST SUSTAINABILITY STUDENT FORUM, HOSTED BY THE UNIVERSITY OF CALGARY.

project-based learning, they aim to have students graduate with core competencies for sustainability leadership whatever their life path. When they graduate, they have an additional credential to differentiate them when they move out into the workplace.

Sustainability as a core value is embedded under the priority of Driving Innovation in the university’s Academic and Research plans, reflecting the spirit of entrepreneurial thinking at the university. In addition to the dedicated certificate, the University of Calgary offers over 350 sustainability-related courses at undergraduate and graduate levels across all faculties. “What is notable is how sustainability is integrated across different faculties,” says Ms. Perdue. “The Faculty of Environmental Design has a deep focus on sociocultural and ecological challenges in the built environment. In our Werklund School of Education, you’ll see courses as diverse as Self-Realisation,

Sustainability, and Well-Being, which focus on resilient social-ecology systems. Our Haskayne School of Business MBA program is ranked number fifteen globally in the Corporate Knights Top 40 Better World MBAs. And in Law, there is a specialization in Natural Resources, Energy, and Environmental Law, among others. The university also offers interdisciplinary programs such as the Sustainable Energy and Development program offered through Haskayne School of Business, Law, Schulich School of Engineering, and the Faculty of Environmental Design. Sustainability isn’t sitting in one department in one faculty; work is being done to integrate sustainability across disciplines.”

DEEPENING ENGAGEMENT The second framework under the ISS is community engagement. “A key initiative to highlight here is Campus as a Learning

Lab (CLL),” says Ms. Perdue. “CLL is an experiential learning platform to enable students to engage in project-based learning about sustainability through campus-based sustainability projects. Through CLL we are working to build core competencies for leadership in sustainability – these competencies are outlined in our ISS. Our model includes several pathways to participation, examples include co-curricular projects where students explore permaculture or food equity and justice in the community garden, class-based research projects such as life cycle assessment of food or energy choices on campus, capstone projects such as smart grids or energy exchange between our Olympic ice skating oval and swimming pool, etc. CLL is an integration platform for operational excellence, research for sustainability, and project-based learning.”

“Our students are highly interested in sustainability and they are stepping up, “

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UNIVERSITY OF CALGARY PRESIDENT AND VICE CHANCELLOR, ELIZABETH CANNON CONGRATULATES RECIPIENTS OF A SUSTAINABILITY AWARD FOR THEIR WORK ON THE CAMPUS COMMUNITY KITCHEN PROGRAM.

says Ms. Perdue. “We have well over fifty sustainability-related clubs on campus, several of which work together through the Sustainability Club Alliance. This past year several clubs came together to align their efforts with the United Nations Sustainable Development Goals (SDGs). We support our student sustainability leaders through a variety of programs offered out of our Sustainability Resource Centre. A few examples include a one-day student sustainability leaders workshop with Alan AtKisson, an internationally known sustainability consultant and author, and a sustainability careers networking event where students had the opportunity to network with professionals from a diversity of industries that are working on sustainability.”

The University of Calgary also has numerous global and local research partnerships. “Our Eyes High strategic vision is to provide a high-quality learning environment where students can thrive in programs made rich by research, hands-on experiences, and entrepreneurial thinking,” says Ms. Perdue.

“By 2022, our goal is to be recognized as one of Canada’s top five research institutions fully engaged with the community

we serve and lead. That vision drives a broad range of ways we engage with the community. Together with the university’s Academic Plan, the Research Plan sets a roadmap for achieving the Eyes High vision.

The university’s Research Priorities, including Matching Strengths with Opportunities, Increasing Research Capacity and Driving Innovation, guide the university’s advances in the areas of our six strategic research themes: Energy and Innovations for Today and Tomorrow, Infections Inflammation

and Chronic Diseases, Human Dynamics in a Changing World, Engineering Solutions for Health; New Earth-Space Technologies, Brain and Mental Health.

THE ‘HOW’ OF SUSTAINABILITY The third framework of the university’s ISS is advancing sustainability in operations and administration. We asked Ms Perdue to discuss how they bring sustainability in operations to life. “For a number of years, we’ve had a strong emphasis on fostering

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UNIVERSITY OF CALGARY THERMAL BUFFERING FROM THE OUTDOOR TEMPERATURES USING AN ENERGY EFFICIENT DOUBLE WALL FAÇADE AND GENERATING ELECTRICITY ON-SITE FROM THE SUN USING BUILDING-INTEGRATED PHOTOVOLTAIC PANELS ARE JUST TWO ENERGY EFFICIENCY FEATURES OF THE REDEVELOPED MACKIMMIE TOWER AND NEW LINK AND BLOCK.

a culture of collaboration and a shared commitment to common goals, as outlined in our formal strategies,” says Ms. Perdue.

“There are four approaches that help us move forward: engage at systems-levels, pilot then scale, develop the capacity for many to lead, and tell our stories.”

Systems-level thinking and engagement allows the university to take a more holistic approach. “We have a number of cross-functional committees and working groups, which are important to drawing on the diverse perspectives and knowledge to effectively move sustainability practices forward,” says Ms. Perdue. “For example, one of our goals is 80% waste diversion by 2020. When you think of this from a gate-to-gate perspective – what comes into the university, how we use things, and then ultimately what happens to things – that’s not one department. We need cross-functional teams engaged that allow us to see

the larger system of materials flow and to identify the best approaches to leverage change in that system. This allows us to come up with more innovative approaches to reaching our goals. Our second approach is that we often start with pilot-scale trials, then follow a process of reflection and continuous improvement. As sustainability practitioners, you need an entrepreneurial mind set of learning from failure, and having the tenacity to adapt until you find success.

Pilots help people start at low risk, and then when you find success, you gain confidence to go bigger.”

The University of Calgary is also committed to developing the capacity of their community. “Developing the capacity for leadership and knowledge about sustainability in a wide array of campus community members builds the capacity that we need to lead and enable change across the institution and beyond,” says Ms. Perdue. “We’re now looking

at integrating sustainability modules in the university’s learning management systems.

Ultimately there will be credentials staff can earn which will be specific to sustainability. This will give us a much broader reach across our community. Then our fourth key tool is storytelling. Through telling stories, we celebrate success, we tell the story of sustainability, and we recognize those who are leading and supporting change. People are very proud of their initiatives, and recognition ties directly to staff engagement.”

PROGRESS METRICS Collecting and synthesizing data is an important part of fulfilling the sustainability goals set out in the ISS. “If you’re not measuring, you can get very busy doing something without realizing it isn’t having the impact you want,” says Joanne Perdue, Chief Sustainability Officer at the University of Calgary. “We employ a range of progress

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measurement practices, which are key to understanding how we are progressing and to informing our implementation strategy and action plans. We publish an annual sustainability report, which is available online.

The report includes a compilation of stories that provide qualitative examples of how we’re advancing our goals. It also includes a Report-at-a-Glance with quantitative infographics. Storytelling is an important tool that allows us to highlight the rich quality of our sustainability practices.”

REACHING HIGHER With twelve LEED certified projects to date, including two Platinum buildings, the University of Calgary is a Canadian higher education sector leader in high performance green buildings. But they are reaching higher. The $280M redeveloped MacKimmie Tower and new link and block will provide more than 40,000 square meters of re-energized space in the heart of campus, and is aiming to be net carbon neutral. The University of Calgary is also participating in the Canada Green Building Council’s pilot program to develop a new zero-carbon building standard for Canada. “We’re one of 16 Canadian pilot projects testing and refining this new standard,” say Ms. Perdue.

“The project is a fantastic opportunity to showcase leading-edge sustainability

innovations in the heart of campus, The project is expected to reduce current energy use by 90%, and incorporates innovative technologies such a double-skin façade, envelope-mechanical system integration, building integrated photo-voltaic energy, new approaches for tower buildings to integrate passive cooling and night flushing, and more.”

The project also directly intersects with the Campus as a Learning Lab platform by providing diverse opportunities for sustainability-focused applied research and experiential learning throughout the project’s design, construction, and ongoing operations. One project example is a life cycle assessment (LCA) study undertaken

by Dr. Getachew Assefa, the Athena Chair in Life Cycle Assessment at the University of Calgary. Dr. Getachew’s LCA assessment was an important decision support tool to help inform the decision on whether to demolish the existing library tower and build a new one versus remove outdated components but retain the concrete superstructure.

Ultimately, the university elected to retain the concrete superstructure. CLL projects are expected to range from biomimicry projects, to technology competitions to help reduce building plug-loads, to a broad cross section of post-occupancy performance evaluation. Through case studies, research

publications and more, the university aims to promote knowledge transfer from the project to help accelerate the adoption of ultra-low energy efficiency and zero-carbon buildings in the Canadian marketplace.

This year the University of Calgary is also renewing their Climate Action Plan (CAP).

“We released our first plan eight years ago, and we’ve achieved a lot since then,” says Ms. Perdue. “On a per student basis, we’re achieved over 40% reduction from our 2008 baseline, and on an absolute basis we’re down approximately 30% from 2008, which is impressive because we’ve also seen substantive concurrent growth on campus. The renewal of our CAP will set the trajectory for the next ten years, looking at energy supply, new and existing buildings, IT, waste, and more. We’re very proud of what we’ve achieved so far, but there’s always more work to be done!” c

THE REDEVELOPED MACKIMMIE TOWER AND NEW LINK AND BLOCK WILL BE ONE OF THE MOST ENERGY EFFICIENT BUILDINGS ON A CANADIAN POST-SECONDARY CAMPUS AND STRIVES TO BE NET CARBON NEUTRAL FOR ANNUAL OPERATIONS. THE BUILDING WILL MINIMIZE ENERGY USE, MAXIMIZE ON-SITE/ON-CAMPUS RENEWABLE ENERGY PRODUCTION, AND WHERE NEEDED, PROCURE CARBON NEUTRAL OFF-SITE ENERGY.

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GLOBAL EVENTS

JULY

2018 6th - 7th

11th - 12th

25th - 27th

2018 International Conference on Clean Energy and Electrical Systems Vancouver, BC, Canada

CEES 2018 is an annual conference, which aims to foster communication among researchers and practitioners working in a wide variety of scientific areas with a common interest in improving clean energy.

www.cees.net

UFI Educational Forum on Sustainable Development Orlando, FL, USA

Engagement, collaboration and measurement are recognised as the most important drivers for implementing sustainability in the exhibition industry. It will include interactive sessions to facilitate exchanges between the audience and international experts.

ICCE 2018: 7th International Conference & Exhibition on Clean Energy Québec City, QC, Canada

ICCE 2018 provides a platform for researchers, scientists and industry experts to share their work while the participants from industry can promote their products. An opportunity for delegates from industry and institutes to interact with the their colleagues.

2nd International Conference on Energy Materials and Fuel Cell Research Boston, MA, USA

The theme for this conference is Generation of Energy Evolution for Sustainable Future. This premier event aims to connect professionals, scientists, academics, and students in the fields of Energy Materials and Fuel Cell Technology.

www.icce2018.iaemm.com

27th - 28th

Ecology and Ecosystems 2018 is mainly based on the theme “Challenging ecological and evolutionary ideas and assumptions”. It provides a platform for young researchers and students to present their research.

www.ecologyecosystems.conferenceseries.com

www.ufi.org/susdev

20th - 22th

2nd International Conference on Ecology and Ecosystems Toronto, ON, Canada

www.energymaterials.conferenceseries.com

SEPT

2018

2018

11th - 13th

Critical Power Expo 2018 Novi, MI, USA www.criticalpowerexpo.com

Critical Power Expo is an exhibition and conference for global critical power infrastructure. This unique show attracts engineers, architects, decision makers, buyers, and specifiers of power solutions for critical infrastructure and facilities.

19th - 20th

Energy Storage Canada Toronto, ON, Canada

This is the largest conference in Canada solely focused on energy storage. This annual conference brings together the latest in energy storage across Canada.

Find out what’s driving the market today and connect with leaders in the industry.

Offshore Wind Executive Summit Houston, TX, USA

The Offshore Wind Executive Summit: The Parallels of Wind, Oil and Gas will provide the forum to establish new business relationships, education on the current market, including project development, important policy issues, and the complicated supply chain.

www.energystoragecanada.org

24th - 25th

www.offshorewindsummit.com

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AUG

ADVERTISERS INDEX A AASHE Conference & Expo 2018

Inside Front

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D DIALOG P40 E Energy Expo Back Cover ESAU Oilfield Supplies Company Ltd. P23

I Interfarm N.V.

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M Mattai’s The Food Market Metro Office & Computer Supplies Mozart Security Services N.V.

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P Phillips Engineering Ltd.

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