How to build ownership in climate projects

If you have limited budget for sustainability, this is what I would do: 1. Host internal trainings (Lunch & Learns, Q&A sessions, short workshops). Sustainability starts with awareness. A well-placed 30-minute session can spark engagement across departments. Bonus: Invite guest speakers from your network to keep costs low. 2. Create a mini sustainability task force. Identify passionate employees from different teams who can champion sustainability. Give them ownership over small initiatives—engagement will skyrocket and you are not 'alone'. 3. Set realistic, measurable goals. Set-up monthly meetings, and first focus on the quick wins that build momentum. You don’t need a Net Zero roadmap on day one—start with initiatives like reducing waste, optimizing energy use, or embedding sustainability in procurement decisions. 4. Assess where you can embed sustainability in existing workflows. Instead of creating an entirely new process, align sustainability with existing business strategies—whether it’s procurement, HR, or product development. 5. Assess your skill gaps. Where do you or your team need support? Conduct a quick skills assessment and explore options such as training, industry communities. 6. Maximize free and low-cost resources. Platforms like the UN Global Compact, GRI, and SBTi have free guidelines, templates, and training. 7. Consider bringing in external expertise—strategically. Not everything can be in-house. For complex challenges (like regulatory reporting or Scope 3 emissions), bring in external support in a focused way. Independent sustainability consultants or industry networks can provide high-value insights without breaking the bank. 8. Communicate successes, even small ones. Sustainability thrives on storytelling and transparency. Define your narrative, share wins internally and externally to create momentum—your employees, stakeholders, and even customers will take notice. __ When management sees the positive impact - client feedback, cost savings, employees feeling proud - I think they will be far more willing to invest further in sustainability. 💚 PS. Within your budget, our Dazzle team can connect you with the sustainability experts you need. On-demand. Don't hesitate to drop me a message if you this sounds worth exploring.

'Ownership in Action' A few days ago, I met with one of our instrument engineers. They were finalizing a set of notes on level transmitter installations. At first, the conversation revolved around why they picked certain materials or mounting configurations - straightforward enough. But as they explained their reasoning, I realized it was more than technical detail. They were crafting something bigger: a foundation that would guide the next project team, help someone else make better choices, and avoid repeating old mistakes. That’s not simply documentation; that’s building something lasting. It stuck with me. Then there’s the process engineer working on a process flow diagram. By adjusting the flow rates in a side stream, they shaved off waste, cut energy costs, and improved production efficiency. These aren’t flashy changes - no groundbreaking innovations here. But they’re real, immediate. The kind of thing you can see reflected in the data and feel in the bottom line. It’s subtle, yet meaningful. The decision didn’t end with the adjustment itself; it echoed forward, showing how a small tweak, well-timed, can shape the trajectory of a project. Beyond these individual efforts, it’s the bigger picture that stands out. Real-time dashboards give people the ability to see how their decisions impact cost, schedule, and technical performance right away. Adjust a parameter, and you’ll notice the ripple effect almost instantly - lower material quantities, fewer delays, a boost in quality. That’s the sort of feedback that transforms routine work into something more deliberate. It makes every choice feel intentional, connected to something larger than a single task or a single shift. And that connection is what defines ownership at Burns & McDonnell. This isn’t about being a cog in the machine; it’s about having a personal stake. When you’re part of an employee ownership model, that sense of pride and responsibility is real. It’s not the title or the paycheck. It’s the knowledge that what you do, however small it might seem, matters. Every note you take, every adjustment you make, every improvement you document - it all adds up to something bigger, something lasting. Which brings me to Severance. In that world, work and self are forcibly separated. What happens at the office doesn’t touch the person who leaves at the end of the day. That’s the opposite of what we have here. Ownership means integration. The decisions we make aren’t isolated from who we are - they reflect us, our pride, our responsibility. Instead of splitting our efforts from their impact, we pull them closer together. Ownership isn’t a superficial badge. It’s the quiet knowledge that what we do matters, that it leaves an imprint, and that it shapes not only the projects we’re working on now, but the path ahead. 𝔸𝕦𝕥𝕙𝕠𝕣: Sean Ross, P.E. Vice President, Burns & McDonnell India #OwnerShipinAction

One of the most overlooked levers for accountability isn’t better tools or tighter timelines. It’s visibility. When people make commitments out loud, in front of others, they’re far more likely to deliver. Not because they’re afraid of being called out, but because public ownership creates social alignment. This isn’t just about pressure, it’s also about shared standards and expectations that are communicated & clear. 𝐇𝐞𝐫𝐞’𝐬 𝐡𝐨𝐰 𝐭𝐨 𝐩𝐮𝐭 𝐢𝐭 𝐢𝐧𝐭𝐨 𝐩𝐫𝐚𝐜𝐭𝐢𝐜𝐞: 𝟏. 𝐂𝐚𝐩𝐭𝐮𝐫𝐞 𝐯𝐞𝐫𝐛𝐚𝐥 𝐜𝐨𝐦𝐦𝐢𝐭𝐦𝐞𝐧𝐭𝐬 𝐝𝐮𝐫𝐢𝐧𝐠 𝐦𝐞𝐞𝐭𝐢𝐧𝐠𝐬 “Thanks, so and so. Let’s mark you for that by Friday.” It’s not just noted, it’s anchored. 𝟐. 𝐔𝐬𝐞 𝐬𝐡𝐚𝐫𝐞𝐝 𝐭𝐨𝐨𝐥𝐬 𝐭𝐨 𝐭𝐫𝐚𝐜𝐤 𝐨𝐰𝐧𝐞𝐫𝐬𝐡𝐢𝐩 Clarity isn’t micromanagement, it’s momentum. Giving everyone access to the tracker increases on time/on quality delivery. 𝟑. 𝐒𝐡𝐢𝐟𝐭 𝐭𝐡𝐞 𝐝𝐞𝐟𝐚𝐮𝐥𝐭 𝐭𝐨 𝐠𝐫𝐨𝐮𝐩 𝐜𝐡𝐞𝐜𝐤-𝐢𝐧𝐬 By statusing on open tasks collectively, you shift accountability from a one-on-one dynamic to a group-wide rhythm and cultural pillar. 𝐇𝐞𝐫𝐞’𝐬 𝐭𝐡𝐞 𝐩𝐬𝐲𝐜𝐡𝐨𝐥𝐨𝐠𝐲 𝐛𝐞𝐡𝐢𝐧𝐝 𝐢𝐭: Social proof nudges people to take action when they see others stepping up. Social pressure helps them follow through once they’ve made a visible choice. Public commitment signals alignment and activates shared responsibility. If you’re carrying all the follow-up yourself, try shifting your system from private reminders to public commitments. Make ownership visible and you'll see consistency & quality improve.

Tactics to Engage Suppliers in Decarbonization 🌎 Suppliers are essential to achieving climate goals. For many companies, most greenhouse gas emissions come from their supply chains. These emissions, known as Scope 3, are often the hardest to measure and manage. Engaging suppliers is critical to reducing overall emissions and meeting climate commitments. It also helps companies manage regulatory risks and strengthen the resilience of their business operations. Reducing emissions across the value chain requires a deliberate and structured approach. Not all suppliers have the same capabilities, resources, or readiness to act. This means companies must apply a mix of strategies tailored to different types of suppliers. These strategies should balance support with accountability and combine short-term incentives with long-term expectations. One way to drive supplier action is through commercial incentives. Tools such as long-term purchase agreements, volume increases, or expanded shelf space can be linked to sustainability performance. These measures send a clear message that climate action is part of doing business and can reward suppliers who make progress. Public recognition is another effective tactic. Publishing supplier scorecards or sharing success stories in press releases can motivate improvement and encourage healthy competition. These actions require minimal effort but can create significant visibility and validation for suppliers making meaningful changes. Some suppliers, especially smaller ones, need help to move forward. Providing personalized support or enabling access to renewable energy can remove key barriers. Companies can also offer funding solutions such as improved payment terms or revolving loan funds. These tools help suppliers act more quickly and confidently. Financial tools are especially important for suppliers with limited access to capital. Projects that reduce emissions often require upfront investment. Offering early payments or co-investing in emissions reduction projects can unlock supplier action and demonstrate shared commitment to climate goals. Accountability also plays a key role. Including sustainability requirements in supplier contracts or requests for proposals helps set clear expectations. When suppliers do not meet minimum standards, companies may reduce business or end the relationship. These measures reinforce the importance of climate performance as a business requirement. Monitoring progress ensures transparency and continuous improvement. Regular audits, third-party reviews, and clear feedback loops allow companies to verify implementation and identify areas for further action. This helps suppliers stay on track and ensures that progress toward decarbonization is both real and measurable. #sustainability #sustainable #esg #business #decarbonization