Tomorrow's earth, today's journey: Exploring pathways to sustainability
Market View
Produced by:
Interview with
Alistair Blackmore
HEAD OF SUSTAINABILITY, BIDWELLS LLP
Tomorrow's earth, today's journey: Exploring pathways to sustainability
Market View
Produced by:
Interview with
Alistair Blackmore
HEAD OF SUSTAINABILITY, BIDWELLS LLP
About Alistair Blackmore
Alistair Blackmore, Head of Sustainability at Bidwells, is a seasoned professional dedicated to driving positive environmental and social change. He oversees sustainability initiatives across Bidwells' UK-wide operations, encompassing 10 offices and a diverse portfolio of client assets. Alistair's innovative approach and passion for sustainability have been instrumental in positioning Bidwells as an industry leader in environmental stewardship, reducing its environmental footprint, and promoting sustainable development.
What are the primary challenges you face when implementing sustainable practices at Bidwells?
The primary challenge is the sheer variety and span of topics we deal with on a daily basis. Just this morning, I've delved into the social value added by our business in the communities we operate in, all the way through to calculating the carbon footprint of decisions we advise our clients on. These topics are conceptually quite different, so you have to switch your mindset frequently between a range of stakeholders. From a CEO aiming for the most sustainable company to clients asking about sorting their waste, it can range from granular to strategic. It's the breadth and the different scales at which we have to operate that create a slightly unique challenge in this role.
How do you align environmental goals with financial and operational objectives in your corporate strategy?
I'd actually challenge the notion of "balancing" environmental goals with financial ones, because I see it as a more nuanced dynamic. The right environmental decision, if planned and prepared for, can align with the right financial decision. We're installing solar panels in our head office, set to cover a third of our electricity demands, with a payback period of about four and a half years. Presenting this to the finance team as a solid investment option with such a return period is met with enthusiasm. It's about finding these win-win scenarios where positive feedback loops are created, promoting both the right environmental and economic outcomes. And, of course, our staff are equally thrilled to see these strides towards sustainability.
Speaking of solar panels, we're interested in exploring how geospatial technology and GeoAI could potentially help us optimise these installations and better manage our own land bank assets. While we currently use geospatial tech to some extent, there is room for us to leverage these tools more strategically to provide a fully integrated, standardised service.
It's about finding these win-win scenarios where positive feedback loops are created, promoting both the right environmental and economic outcomes.
How significant is supply chain visibility in achieving your sustainability goals, and what approaches support this process?
Supply chain visibility is absolutely crucial, and I'd say it's the million-dollar question for us right now. As a professional services firm, our own supply chain upstream is relatively limited, with the majority of our revenue going straight to our employees. So, when we think about impact, it's often our clients' supply chains that come to the forefront.
Accurate data is essential for informed decision-making. Without trusted data, decisions can't be made, compromises can't be weighed, and informed choices become impossible. This is just one facet of the broader picture. From design to end-of-use considerations like demountable car parks, sustainability requires a comprehensive approach across the entire lifecycle of a building. We're striving for solutions that retain energy and materials, promoting reuse and reducing waste in the process.
How do you measure the impact of your sustainability programs and engage employees in these initiatives?
At a portfolio level, we utilise various metrics to assess the environmental value of a building. One benchmark we use is GRESB, which focuses specifically on the environmental performance of assets. But data alone isn't enough to engage employees - that's where storytelling comes in. While data is the backbone of decision-making and demonstrating the triple bottom line, contextualising numbers through relatable examples makes the impact more tangible and motivating for individuals.
For instance, saying we generate 700 cubic metres of waste annually might not resonate, but framing it as producing an Olympic swimming pool's worth of landfill waste every year paints a more striking picture. Adding that 50% of this waste could be recycled gives additional context. So while hard data drives strategy, stories bring sustainability to life for our teams.
This shift towards data-driven sustainability is a marked change from two decades ago when initiatives were often more emotionally led. Today, robust data analysis and visualisation are key to pinpointing areas for improvement, optimising our efforts, and ultimately delivering on our sustainability commitments.
Without trusted data, decisions can't be made, compromises can't be weighed, and informed choices become impossible.
Can you share examples of how more sustainable business practices have impacted Bidwells' bottom line?
When we focus on the bottom line rather than the top line, we see tangible impacts. By closely analysing energy consumption across our offices, we pinpoint inefficiencies and prioritise areas for improvement. Remote assessments for solar panel installations help us strategically reduce electricity spending, which is one of our top 10 expenditures. Even a modest reduction of 10 to 20% translates to significant savings. While there's an initial capital investment, the return on this activity typically materialises within 4 to 5 years. By 2028 or 2029, these solar panel installations will directly contribute to our bottom line, either by generating revenue or reducing costs.
On the regulatory front, the biodiversity net gain mandate has actually opened up opportunities for us. Our rural and natural capital teams collaborated to identify ways to deliver BNG credits, developing the largest such project in the UK. This has not only supported local developers in meeting the BNG hierarchy requirements but also bolstered our own top line. We anticipate similar opportunities arising from upcoming water neutrality regulations, where a credit system may help address abstraction issues.
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While data is the backbone of decision-making and demonstrating the triple bottom line, contextualising numbers through relatable examples makes the impact more tangible and motivating for individuals.
About Bidwells LLP
Bidwells LLP, a leading UK property consultancy established in 1839, is renowned for its exceptional service and expertise across commercial, residential, rural, and urban real estate. With a strong focus on agency, investment, planning, and sustainability, Bidwells leverages its team of over 600 skilled professionals across 10 offices nationwide to deliver superior results and drive positive change in the built environment while minimising environmental impact and maximising social value. Bidwells is now a Certified B Corporation.
