The advent of exponential technical progress and its cost to our environment has become a growing concern of late. Not surprisingly, major media organisations have been swift to latch on to a plethora of contemporary terminologies inter alia ‘carbon footprint’, ‘renewable energy’, ‘green’ and ‘pollution free’ which is a step in the right direction. All of us would agree on that.
Why, then, have so few organisations in the security guarding sector adjusted their working practices to accommodate these ethical philosophies?
A glaring reason has to be cost. In this free market economy of ours, Cash is King and Profit is Paramount. Another view is that our sector has a relatively clean carbon footprint, so the negligible environmental impact is likely to be of little concern.
Some of Security Management Today’s readers will no doubt agree with this notion, but such a theory is massively out of step with reality if not totally absurd.
Prerequisite for the tender
What is the basis of that absurdity? First, with the ever-increasing fear of climate change and wider realisation that existing natural resources aren’t limitless, conscientious clients are now stipulating mandatory minimum requirements in respect of ecological preservation. For instance, BS EN ISO 140001 is now a prerequisite on many tender documents. This excludes from the process unscrupulous contractors who have little or no thought for the consequences of their operational actions.
Second, innovative organisations have access to a range of external funding streams for ‘green improvements’. However, due to a rationing of these schemes it would be shrewd to exercise vigilance and undertake regular monitoring. Availability is usually on a ‘first past the post’ basis.
At AA Security, we installed photovoltaic panels at our offices last October. The total cost was approximately GB pound 12,000. By securing a 50% grant from the Energy Savings Trust and liaising with our local Council’s Environmental Department who helped convince the Planning Department to waive any costs for permissions and a scaffold licence we were able to proceed. The project will now provide 85% of our annual general electricity consumption, at the same time helping greatly to preserve the environment.
These solar panels will save us from the burgeoning costs of electricity while paying for themselves within four years (or less, if electricity prices continue to exhibit the steady increases of recent times). Furthermore, we’ll not feel the impact of any National Grid failures – the panels are linked to an Uninterruptible Power Supply (UPS) back-up. Any surplus electricity isn’t wasted, but consumed by the National Grid (at which point we are paid an incremental sum via our Powergen contract).
Previously, we also attained the LPG fuel conversion grants for two of our company vehicles via the Trust. More of that anon…
The collective moral conscience
Third, company directors have a responsibility to reduce the environmental impact made by their organisations as part of a collective moral conscience. It could be argued that this ethical approach is highly desirable but not a prescriptive requirement. Yes, this may be true, but times are changing.
Little by little we have seen the trickle of significant developments in environmental legislation. Fly-tipping fines have been increased. Some Borough Councils are issuing penalty notices to residents and businesses deemed not to have recycled their waste in the appropriate manner. Then there’s the tiered road tax system to consider.
Some would refer to these measures as stealth taxes. However, it would be better if more schemes like this were operational in the business sector. For instance, if the Government calculated a discount system for business rates against an organisation’s carbon footprint that would encourage better ‘green’ practice. In the security sector proper, the Regulator could look at placing a stronger emphasis on environmental issues as part of the Approved Contractor Scheme assessment.
Contentious opinions and views, yes, but the alternative is a changing climate (for the worse), major natural disasters and a changing landscape (again, not for the better).
Which would you prefer?
Examples of Best Practice
I’m neither a pessimist nor a scaremonger. The reality of the situation is that we must all play our part in the preservation of the ecosphere.
How, then, might you and your organisation take part in this process? Let me offer you some examples of what we’ve implemented as a company in an attempt to share Best Practice.
Waste minimisation is an essential element of our working practices. We use paper of the highest environmental specifications in taking ownership of our administration activities. Recycled paper and that bearing the Nordic swan logo it has been tested for emissions are popular options. By using the back of ‘used’ paper as rough paper we reduce overall wastage. By printing draft quality documents for internal matters we save on consumables.
In addition, we have a plastics bin, a general waste bin and ‘paper only’ bins in our offices, thereby enhancing our recycling programme. We are only a stone’s throw away from our local recycling plant and, as such, can deliver waste items without burning excess fuel that could negate the value of recycling.
We refill our printer consumables. However, this process may not be compatible with all printers. You should discuss this thoroughly with your suppliers prior to embarking on a similar scheme such that you don’t risk damaging your machines.
Printer consumables and old mobile telephones may be recycled via the Royal National Institute for the Blind. They’ll undertake collections on the provision of 13 items or more. As mentioned, using diesel vehicles or LPG is preferable to petrol-based patrol cars, etc due to better fuel efficiencies and reduced engine wear.
If we are to espouse a culture of responsibility among business leaders and employees then sustainable development programmes must be designed from the inside. In this way, ‘realness’ and appropriateness in relation to the individual machinations of the company is promoted.
Be sure to induce holistic involvement. A management-led scheme will often fail to address operational needs. Conversely, employee-led solutions may be totally bereft of financial boundaries. A collective effort is what’s needed.
