While sustainability issues are quickly gaining recognition, the real challenge lies in turning awareness into tangible action. But where do we start? What do we prioritise? And, most importantly, how do we build momentum – moving those small steps forward into significant strides towards positive change?

Our Sustainability Director, Jamie Richardson, has been working hard behind the scenes to define a new Sustainability Strategy that will guide us – and our clients – into a more sustainable future. 

In this interview, we talk to Jamie about why we’ve put this strategy in place and what it really means for us, our clients, and the planet. 

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It feels like there’s a new sense of urgency surrounding sustainability and what it means for businesses worldwide – would you say that’s true? And if so, why do you think that is?

Yes, I’d say sustainability used to be seen as a ‘nice-to-have’, but now, individuals, organisations and international governments are taking it more seriously, and it’s transforming how we do business. 

In the last decade, we’ve started to see the very real impact of climate change. Last year was the warmest year on record (across the globe) by some margin. We’ve also all witnessed energy prices rocketing, so people are looking at how to make energy more secure, cost-effective and efficient. We’re taking it more seriously because we’re starting to feel the impact. In our industry, we need to make sure our buildings can stand up to the effects of climate change and influence a better future.  

We’re beginning to see more policies and commitments around things like phasing out fossil fuels and climate change adaptation measures. In the UK, there have been government procurement notices around carbon reduction plans, and there are far more sustainability requirements for contractors than ever before. 

In short, failure to adapt not only threatens the planet, but also puts businesses at risk of losing talent, credibility and contracts. 

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Tell us a bit about the sustainability strategy you’ve developed for TSK and what you hope this will help to achieve.

We’re at that point in our journey when we’re ready to make a commitment around sustainability and how we do business sustainably. We’ve developed a strategy to set that bar and direction. It’s an opportunity to outline our focus areas and what sustainability means to us as an organisation. Focusing on these core areas holds us accountable and means we can actively measure our impact and success.

If your company wasn’t serious about health and safety, you might not want to work there. People now feel that way about sustainability – job seekers care about the values of the companies they’re working for.  

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Can you briefly run us through the four key areas TSK will focus on? And how did you land on these key areas?  

To understand where you can make an influence, you’ve got to start by looking at the global picture – so, global-level initiatives such as the United Nations Sustainable Development Goals (SDGs), right down to UK policy and what the industry is doing. 

Without these priorities, it’s easy to get overwhelmed and think change is beyond your control. Whereas if you start by looking at the 17 global priorities, you can identify the areas you can really influence as a business. 

At TSK, we identified four of the 17 SDGs to target. These are: 

1. Good health and wellbeing – creating workspaces that promote health and well-being for its occupants
2. Responsible consumption and production – considering the impact of the resources and materials we use when redefining workspaces
3. Sustainable cities and communities – supporting cities and communities in becoming more sustainable, flexible, resilient, inclusive and attractive
4. Climate action – reducing climate impact and building resilience to the effects of climate change 

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What are the next steps for turning that strategy into action? 

Our approach includes four key focus areas: reducing our GHG emissions, increasing employee engagement and awareness, reducing our clients’ environmental impact, and wider stakeholder engagement and awareness. 

We’ve mapped out a clear action plan which details how we will deliver our commitment and strategic objectives. While I’m responsible for setting out the direction, it’s everyone’s collective responsibility to make it happen and be mindful when making decisions. Through transparency and reporting, we can clearly track our achievements and address any setbacks. 

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Although we do need to work at pace, this is the start of the long-term journey we’ll be taking alongside our employees, contractors and supply chain – it’s about making transformational change. 

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What advice would you give to organisations considering their own workplace transformation and sustainability journey?

As the title suggests sustainable business implementation is a journey requiring engagement, awareness and buy-in from a range of stakeholders including colleagues, clients and suppliers, therefore you need to consider striking the balance between level of ambition to make a significant contribution to safeguarding the planet and moving too quickly and drastically in a way which alienates and disengages your stakeholders. 

Secondly make sure you give Sustainability sufficient 'air time' within your organisation, whether that be an agenda item in key meetings, a working group, regular communications about the sustainability journey and opportunities for colleagues to put forward ideas. This will ensure that you achieve transparency and a strategy people will trust and support. Most strategies will be a long-haul approach - so you need to make sure people are with you every step of the way!

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What sparked your interest in starting a career as a sustainability director?

I originally wanted to pursue a career in project management, but the opportunity came up to become an environmental manager at the company I was working for at the time, and I really liked the idea of a job that was aligned with my passion for the environment. As the environment and sustainability agenda has become more prominent on corporate agendas, it’s been an incredible opportunity to progress my career within the profession while learning so much from colleagues and industry leaders. 

But ultimately, it is a subject I’m deeply passionate about. I can make a real positive difference to processes and culture within the business that enable more sustainable practices.

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‍What steps have you taken outside of work to live more sustainably? 

I’ve had an electric car for the last two years, and I make a conscious effort to limit my travel by plane (the UK has some amazing places to explore). We’ve reduced the amount of plastic in the house, using the local refill shop for essentials such as handwash, olive oil and shampoo – and I get most of my clothes from Vinted these days to avoid buying new.

I also founded a local sustainability group in Whaley Bridge back in 2018 to help the local community become more sustainable. This included local talks, installing bike stands and setting up a hard-to-recycle scheme.

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‍What’s a common myth about your role?

That it’s a fluffy nice-to-have extra for a business – but in reality it can make or break the success of a business today. 

‍What's the best advice you've ever received?

‍Always take time to step back and look at the bigger picture. It is quite easy to be consumed by 'the moment' whereas a more holistic view helps me to put things into perspective.

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Want to know more about our new sustainability strategy?

Find out the details about our sustainability journey, including our route map to Net Zero, here.