It’s no secret that the construction industry is largely responsible for the carbon footprint of UK businesses. In April 2022, sobering statistics from Bimhow revealed that the industry contributes to:
Of course, it doesn’t have to be this way – and the onus is on us as business owners to make better decisions. Much of this comes down to the supply chain, leveraging transparency and visibility, and working with sustainable suppliers.
It’s a topic that we discuss at length in our latest report, Conscious Construction: Building a Sustainable Supply Chain. Here, our senior project manager Antonio Borges shares his tips for sustainable store concepts and materials – without breaking the bank.
Construction projects aren’t running 24 hours a day – and neither should your power. Powering down temporary installations such as lighting can save up to 5 tonnes of CO2 emissions per year.
Working with recycled or recyclable materials reduces our reliance on new production. Educating yourself on factors like the four main types of plastics and looking for credentials such as ISO 14001 will guide decision-making.
Not only should materials be sustainable; they should be robust. Consider the long-term impact of the materials you use. For example, investing in hardwood flooring once will have less impact than continually reflooring a retail store.
The space itself should be designed efficiently, with zones to encourage free movement rather than staying in one place. This will help to disperse energy equally, and without waste.
When signing up to work with any new supplier, always enquire about lean materials. A value engineering approach will help to use fewer materials without compromising the overall look and feel of the project.
By grouping deliveries, you can save on journeys and reduce emissions. Bulk ordering materials to the site will decrease mileage, as will working with local suppliers. According to the World Economic Forum, last-mile deliveries will contribute to some of the largest increases in carbon emissions by 2030.
Demolition is a huge factor in the footprint of the construction sector – contributing 0.004 to 0.1kg of CO2 per kg of concrete material. Reusing elements in an existing space will lessen our reliance on demolition.
Smart control systems offer a holistic dashboard of analytics to identify where energy is being used – and crucially, where it’s being wasted. Keeping an eye on these analytics will help to drive costs down and maintain lower emissions.
Lower temperatures work wonders for energy consumption. The UK alone has the potential to save 1.18 million tonnes of CO2 per year by turning down thermostats by just 1C.
With transportation accounting for 14% of all greenhouse gas emissions, it pays to use local suppliers. Once again, optimising deliveries in bulk will reduce mileage, while it’s also advisable to work with greener logistics teams where possible.
Creating a more sustainable supply chain doesn’t need to be overwhelming. Even making the smallest changes can have a huge impact – it all starts with education. For more insights, download our free copy of Conscious Construction: Building a Sustainable Supply Chain today.
Like it or not, the past few years have shone a light on just how much the workplace can impact on people’s behaviour, mood, and productivity – with colleagues now demanding the right to choose where they carry out their tasks, in line with what matters to them from a work-life balance perspective. But how has the workplace evolved over the years, and what design ideas can we still see today? We take a look…
The open-plan office
While the notion of ‘open-plan’ might conjure visions of distinct zones for very different types of work, the original open-plan concept came to the fore in the early 20th century, and was borne from efficiency, and the adoption of regimented office layouts that saw workers siting along rows of desks, with managers located in encircling offices where they could observe.
Take Frank Lloyd Wright's Johnson Wax Headquarters as a great example. While not every HQ has the advantage of a world-renowned architect behind the space, this is a great example of ‘traditional’ space-planning, designed to increase productivity by fitting over 200 sales staff on a single floor - interesting concept, right?
Office landscaping
Those who began their careers in the 1960s might remember the idea of the ‘office landscape’ (otherwise known as Burolandschaft) which saw teams sit together, but in clusters, rather than endless rows. This layout focused primarily on encouraging interaction between colleagues, marking the start of the era of understanding colleagues’ collective needs.
By removing partitions and encouraging managers to sit amongst their direct reports, this ‘progressive’ model encouraged collaboration, and the methodology is still used in workplace design today.
Cubicle cities
Watch any film from the 1980s, and you’ll almost certainly see evidence of the ‘stack them highly, sell them cheap’ model which dominated this era represented in characters’ workplaces. The availability of modular walls saw the ‘design’ of offices regress, with workers crammed into uninspiring, windowless, fabric-panelled walls.
The rise of technology
While the pandemic has truly shone a spotlight on remote and hybrid working, many forward-thinking organisations didn’t need a global pandemic to highlight the power of technology when it comes to harnessing the power of an agile workforce.
In the 1990s it wasn’t uncommon to see people working from coffee shops, or their home offices – with the company HQ swapping out allocated workstations for the new hot desking approach.
Fitting it all together
Looking back, it’s easy to see how the eras and scientific approaches to office design have fed into the ‘pioneering’ layouts we see today. Colourful co-working spaces, designed with different working styles in mind take the concept of workspace design forward, while still giving a nod to the ideas of the past.
A workplace that feels like home
As employers across the globe face the challenge of enticing workers back into the office – if that’s what their operating model dictates – there’s now a distinct shift towards making workplaces ‘feel like home’.
From soft furnishings to cosy lighting, the latest ‘design trend’ takes into account the wellbeing of all who occupy the space which, arguably, shouldn’t be classed as a trend at all – in fact, evidencing a commitment to sustainability, mental health, and employee comfort is what will set employers apart when it comes to attracting, and retaining, top talent.
Biophilic design
One of the ‘buzzwords’ of the moment, biophilic design is a concept which aims to increase building occupants’ connectivity to the natural environment – through the use of both direct and indirect nature.
Linked to wellbeing, the notion centres around its ability to provide comfort, simply by introducing nature to the space – such as daylight and ventilation, physical landscape features, and other organic elements. What’s more, it also satisfies some of the requirements laid out in the BREEAM and LEED certifications – which many workplace designers actively seek. In addition, the WELL certificate allows businesses to demonstrate commitment to employees’ wellbeing by delivering on 10 key principles — a qualification that our design and consultancy project manager Lucia Prado has been studying hard for, in preparation for her exam in September.
As the needs of the modern workplace – and workforce – continues to evolve, whether you’re working on a completely new strategy or redefining existing principles, the planning and vision should encompass a brand’s overarching goals and values – and look at how best to bring such sentiment to life though a variety of communication channels. And you can download your FREE copy of our ‘guide to building a strategic workplace,’ here.
As the need to protect your supply chain was brought into sharp focus during the height of the COVID-19 pandemic, businesses have been forced to address their own partnerships to ensure they continue to offer robust and reliable delivery to their customers — wherever they are in the world.
The notion of supply chain sustainability centres around the impact a company’s network can have in promoting and protecting human rights, enlisting fair labour practices, and contributing towards environmental progress.
To foster a sustainable supply chain, businesses must address environmental, social, economic, and legal factors around its entire supply chain. In turn, this can help to reduce waste, boost environmental footprints, and improve labour conditions and health and safety. Focusing on these practices can protect the planet — and its inhabitants — while also supporting business growth.
Here are a number of ways a strong and sustainable supply chain can positively impact your business model…
Diversifying your supply chain will reduce over-dependence on a single, unreliable source link, which can have a knock-on effect on your customer satisfaction levels.
Establishing strong connections with multiple suppliers across various territories boosts continuity of your services — preventing costly downtime and a damaged reputation. Take the pandemic, for instance, when significant challenges were brought to the surface due to materials and labour shortages all over the world. Organisations that were resilient and responsive — with a protected network — weathered the storm quickly, while mitigating the damage to their customer relationships.
Making your organisation’s green agenda known — and seeking credentials such as ISO 14001 — can help to establish strong professional connections with other likeminded organisations, potentially leading to more business opportunities.
Displaying accreditations which support your environmental policies helps to demonstrate to potential clients that you’re taking action to reduce your negative impact on the planet — not simply saying all the right things.
There’s no denying, the past couple of years have seen a real ‘shake up’ in people’s priorities —particularly when searching for their next career opportunity. In today’s society, job seekers look at much more than simply salary and progression opportunities when searching for the next organisation to call their own.
And so, businesses that clearly prioritise corporate social responsibility (CSR) — and particularly sustainability — will be viewed more favourably than those that merely focus on that bottom line.
It’s a common misconception that reducing your business’ environmental impact comes at a cost to your outgoings. On the contrary, it can actually lead to huge savings — while reducing waste, boosting efficiency, and creating a positive culture within the organisation.
To find out about Agilité’s reliable, secure, and sustainable supply chain, head to our website. We are always on the lookout for construction specialists who care about our clients just as much as we do, so if you’d like to team up with a pan-European organisation that has quality at the heart of everything they do, get in touch today, or complete our supply chain enquiry form.
Cormac O’Sullivan is no stranger to the wider Agilité family, having been a part of our team since 2019 – when he joined as a project manager. Following his recent promotions to operations director (Rest of Europe), we caught up with him, to find out more about his new role – and his ambitions.
Under his new remit, Cormac assumes ultimate responsibility for any of our deliveries outside of France and Italy – which are led by Galia Minkara and Maria Luisa Daglia, respectively. Day-to-day, he will oversee our international commercial interiors projects, taking them from A-Z and ensuring our teams, partners, and suppliers are set up to do just that.
Having been an integral part of the business for the past four years, Cormac’s progression has been in tandem with Agilité’s own exponential growth. A civil engineer by training, and with a background in Cat A/B corporate real estate fit out projects, Cormac is our go-to for the ‘big’ projects that land at our door.
Challenges he enjoys because of the diversity within the team: “Bigger projects equate to more people and therefore a more diverse crew. You’re meeting individuals from all walks of life, with differing experiences and opinions – allowing for a truly collaborative build,” explained Cormac.
So, without further ado, we thought we’d put Cormac in the hotseat, and find out a little more about him...
Which one word would colleagues use to describe you?
Direct - I like to get to the point!
Why do you think Agilité stands out from competitors?
We get things done. By understanding our clients, we know how to get them from point A to point B – on a hassle-free journey. No matter what happens on a project, we’ll find a way to facilitate it, whatever it takes.
You have worked in some amazing places around the world. Which has been your favourite?
San Fransisco. It was prior to working with Agilité, and I was doing groundwork in civil engineering. If I had to choose somewhere in Europe it would have to be Lisbon – and project-wise, I’d probably say Booking.com, Kirkland and Ellis, and many of the confidential tech projects we work on.
What’s your biggest career highlight to date?
Having my own career follow Agilité’s growth trajectory – the genesis of it feels pretty special.
The phone rings and it’s your dream client… who is it?
Patagonia
What key piece of advice would you give to a client planning a commercial interiors project?
Proper due diligence is key – on the building or the space you’re taking – and underpins the success of the entire delivery, so don’t rush it!
When you’re not at work, where are we most likely to find you?
I live in Bordeaux, France, so much of my downtime is spent on the beach or in the water, surfing.
What’s next for Agilité?
That would be telling! What I can say, is that you can expect to see us exploring new opportunities and new geographies – both in and outside of Europe.
As an organisation with sustainability at its heart, Agilité is dedicated to minimising environmental impact within the construction industry. What do you think is the biggest challenge facing the sector, and how do you think we can rectify it?
That is such a hard question, because there are so many wider economic factors at play – particularly now. As an industry, we need to phase out old methods of choosing products, and manufacturers and designers should seek to collaborate to offer more sustainable options.
Those involved in planning a project would use ‘greener’ options if they knew where to find them, but if such a solution isn’t obviously on the market, people won’t go looking for it. I do believe that clients would buy into them, if they were readily available.
European commercial interiors specialist Agilité has expanded into Berlin, Germany – marking a natural progression in the company’s international growth.
The news follows several retail roll-out projects in the country – for clients such as NBA, Lids, Fred Perry, Lululemon, Instant, Facilitate/Zander, and TOG Berlin. Since its creation in 2021, the business has over-performed, with turnover in excess of €5m, six full-time members of staff, and a forecasted increase of 200% in both turnover and headcount by the end of 2023.
“Germany is a very important market for Agilité, and one that has continued to grow as we maintain our strategy of following clients into new territories,” explained Kirsty Shearer, Agilité development director.
“Due to its vast geography, it has quickly become apparent that we need to have people and a supply chain spread across the country to support the growth that we are seeing as a business – as well as that of our clients.”
As opportunities in Germany have increased, the local team continues to flourish and there are plans to recruit for further roles, including project and construction managers, as well as cost estimators in the coming months.
Neil Coales, managing director of Agilité said: “Given our ever-increasing order book in Germany, expanding our operational footprint has been a natural growth progression and will allow us to better serve our customers in the region. The Berlin bureau is important for colleagues and team building as our organisation grows, as well as to uphold our ambition of being a truly local delivery partner.”
It’s also loyal customers — who account for 65% of Agilité’s portfolio — that are the driving force behind its rapid expansion, as Neil continued: "When we decided to launch Agilité, the strategy from the beginning was to have a seamless pan-European business that could be operational in numerous locations for multiple customers.
“We don't want to have an office in every country, rather, we identify locations that best support our clients' growth plans and the strong local supply chains we are trying to build. The pursuit of quality is as much our goal as the overall expansion."
The expansion of the European company — which provides office, retail, and hospitality construction and fit-out work across the continent — promises further growth in all locations in 2023, as well as exciting new geographies.
1. Tell us what attracted you to Agilité Solutions?
As a native Italian and having lived and worked in Dubai for over four years, I felt myself being drawn back to Italy, where the construction industry continues to grow and thrive. The role at Agilité presented an opportunity to hone my skills and tackle a new challenge. Plus, I really enjoyed speaking to human resources manager, Naomi Felix, during my initial interview, which further cemented my desire to become a part of the team.
2. Can you share a little bit about your background?
I have over 10 years of experience in the construction industry and a master’s degree in architecture. Having held positions in countries all over the world — including U.A.E, Switzerland, Iran, India, and the UK — I’ve worked with a number of high-profile brands which has allowed me to strengthen both my management skills as well as design, construction, and architectural knowledge.
3. Describe a defining moment in your career.
There are lots of moments! One of the most significant was when I went to work in Dubai — it was a completely different way of working, living, and interacting with others, so I was required to adapt very quickly.
4. What does your new role involve?
In a nutshell, I will be overseeing Agilité’s ongoing commercial interiors projects from start to finish.
5. What are you most looking forward to doing?
Developing my knowledge of the organisation, travelling to, and working in numerous countries across Europe, and maintaining total oversight throughout whole developments.
6. The phone rings and it’s your dream client… who is it?
Zegna — I worked on two extremely successful projects for the brand in Dubai and Saudi Arabia, where I developed a strong working relationship with the team.
7. When you’re not at work, where are we most likely to find you?
Now that I am back in Italy, I am enjoying roaming around, taking in the scenery and landscapes — something I really missed while living in Dubai.
8. Which country or city is at the top of your ‘must-visit’ list?
Japan — I have always been fascinated by the culture and architecture.
9. What’s your favourite productivity trick?
I find a good starting point is to put some motivating music on — anything from deep house to classical!
10. How would you describe Agilité Solutions to a relative?
A commercial interiors company with a growing reputation.
11. As an organisation with sustainability at its heart, Agilité Solutions is dedicated to minimising environmental impact within the construction industry. What do you think is the biggest challenge facing the sector, and how do you think we can rectify it?
Europe, people are becoming increasingly aware of the need to be sustainably conscious — with lots of rules and regulations being brought into effect. My advice would be to adhere to the guidelines and make an effort in all areas of our lives.
Congratulations to our client, OKTA, on its recent LEED silver certification – awarded in recognition of its new office in La Defence, Paris – a single-storey, 950sqm space located the city’s Europlaza Tower.
LEED (Leadership in Energy and Environmental Design), developed by the U.S. Green Building Council (USGBC), is the most widely used green building rating system in the world and an international symbol of excellence.
Through design, construction and operations practices that improve environmental and human health, LEED-certified buildings are helping to make the world more sustainable.
OKTA Paris achieved LEED certification for implementing practical and measurable strategies and solutions in areas including sustainable site development, water savings, energy efficiency, materials selection, and indoor environmental quality.
Speaking about Agilité’s role in the construction project, Galia Minkara, Agilité operations director, explained: “We reused the existing ceiling and carpets, but when it came to construction waste, we collated and audited all output and sent 87% of everything we removed from the site for recycling.”
“LEED is a transformative tool that ensures a building is designed and operated to achieve high performance, improve human health, and protect the environment,” said Peter Templeton, president and CEO, USGBC. “By prioritising sustainability, OKTA Paris is leading the way in their industry and helping USGBC continue towards our goal of green buildings for everyone within this generation.”
Green buildings allow companies to operate more sustainably and give the people inside them a healthier, more comfortable space to work. Certification is proof that buildings are going above and beyond to ensure the space is constructed and operated to the highest level of sustainability.
In the wake of a successful retail roll-out in London and Paris for National Basketball Association (NBA) and Fanatics, Agilité is delighted to share a look inside the latest store – in Berlin, Germany.
To find out more about the newest opening on the continent, read the official press release from NBA Communications, below.
Creating an interactive and vibrant space for NBA fans in Germany to come together.
Fanatics and Lids opened the doors to its largest NBA Store in Europe in the heart of Berlin. NBA Store Berlin further builds on the fandom and brand presence in Europe, as well as the ongoing relationship between NBA, Fanatics and Lids.
The new NBA (National Basketball Association) flagship store that opened earlier this month is situated within the newly renovated The Playce at Potsdamer Platz, a unique shopping mall in the centre of Berlin’s dynamic community. Its purpose is to create an opportunity for fans in the region to connect and engage with the sport and each other. The real differentiator for this store is its size; at nearly 1,000 square-meters, it is the NBA’s biggest retail space in Europe. As such, this allows room to incorporate more features and activations that really bring the NBA to life. The team have added a nostalgic feel, using surprising yet familiar detailing and iconic moments from the history of the NBA. The store journey begins even before entering, with league logo silhouetted figures lining the upper section of the street-facing façade.
To create a local grounding whilst celebrating the richness and vibrancy of the NBA story, there is a seamless blend between the diversity and colours of Berlin and those of the game. Using a stripped back, minimal base palette allows the NBA colours to shine through in the products and key accent materials, such as the iconic NBA red and blue. To elevate the product presentation, consideration went into showing the pieces with well-placed lighting and branding integrated within the displays. Building brand affinity through these elements draws repeat footfall and business.
Going beyond sales to create an engaging, multi-purpose retail experience, visitors can interact with digital screens to compare their height with NBA players past and present. Other interactive features include 3D printed hand measure-ups, an NBA 2K gaming lounge, a customisation lab, and a large multi-media screen showing around the clock NBA highlights and content. An experience zone at the heart of the store also provides a space for curated events and product drops. Thanks to the scale of the store and it being across one level, the design team were able to fit NBA regulation size basketball court markings to the floor design, complete with LED basketball hoops to add an element of playfulness to the in-store experience.
Modular fixtures on moveable castors have been used throughout the store to facilitate its flexible nature. The aim is to create an interactive space for fans to engage with the NBA and build a sense of community. This store is a place for both new and lifelong fans to visit and feel a sense of belonging in an authentic NBA environment.
As part of this year’s Crew UK Real Estate Conference, hosted by Cushman and Wakefield, Agilité’s development director, Kirsty Shearer, was invited to join a panel discussion which explored ‘women in leadership’.
Chaired by Shelley Frost, head of corporate solutions at Cumming Group, and sitting alongside Jennie Dorsaint, partner at Norton Rose Fulbright, and Rebekah Tobias, managing director of Marcol, Kirsty reflected on some of the key learnings from her career to-date. In case you missed the discussion, you can catch up, below:
What is the best leadership skill you’ve learned and who did you learn it from?
When I was 23 and working in my first ‘proper’ job, I was at an event with some very influential people in the industry. It was a classic case of imposter syndrome, and not knowing how I should act, or speak in front of my peers.
My manager at the time stood back and watched how I handled a particular situation, before telling me: “You never have to put up with bad behaviour, no matter who they are.” By empowering me to deal with a situation myself, and the positive reinforcement I gained from how I had handled it, gave me a confidence that has remained with me ever since.
What’s more, I believe it’s important to be authentic because, whether things go right or wrong, at least you know you remained true to yourself, instead of trying to be something you’re not.
Something I’ve learned from being a part of the CREW Network, and which I really believe in, is that as women in the real estate sector, we shouldn’t be coy about discussing our achievements and things that we’re truly proud of.
Finally, conflict resolution is a great leadership skill too. Don’t be afraid to tackle things head on, because when things have time to fester they develop into something much bigger. At the same time, always remember to be prepared to accept feedback – some of which may be hard to hear – and take time to pause and reflect, before responding.
The pandemic has hit women particularly hard...any perspective or insights that you can share from your personal experience?
Firstly, I would say that it’s hit everyone hard, but in different ways. In the case of women, it could be perceived that it’s set females back a little, because of the family divide – but you could also argue that depends on the family dynamic. We need to be prepared to adapt, because the conversation around this topic is still evolving, and businesses are working hard to find the right solution.
What we can’t avoid, is that the past two years have put the work-life balance firmly into perspective – particularly in the sense that it’s vitally important to be upfront about what you do want from your career.
As I’ve learned from experience, it’s much easier to set out your stall and ask for what you want when negotiating your contract, rather than trying to make changes further down the line. If things do alter, though, compile a coherent case which explains how and why you want to work going forwards – it’s in your own hands.
What advice do you have for women regarding leadership skills required to advance?
I believe it’s important to play to your strengths and not try to be all things to all people. It’s easier said than done if you’re building your own company, but I’ve learnt that having the right people in place as you grow – and knowing how each experts’ strengths complement the wider team is key.
You don’t have to be an expert in everything, rather, aim to recruit the very best people you can – and look inwardly at how your skills can support the wider team.
What will it take for more women to progress into executive leadership roles in commercial real estate?
Our industry needs to understand and implement the right support and encouragement for women at the beginning of their careers, as well as nurturing them to remain within real estate as they grow.
We must maintain that ours is an interesting sector for females and allow them to take career breaks as needed – without feeling as though it will have a detrimental effect on their progression.
Employers have the means to go above and beyond basic legislation, particularly around requirements such as maternity/paternity/shared parental leave. Done right, such behavior could encourage staff to be more loyal. After all, the more you give, the more you get.
Kirsty is chair of CREW UK’s communication committee. To find out more about how the organisation is transforming the real estate industry, visit: https://crewnetwork.org/about.
"With our sustainability consultancy partner, A Beautiful Green, we conducted a supplier analysis to understand where we stood regarding sustainability into our partnerships.
“It helped us see more clearly where we needed to improve, and where we wanted to strengthen valuable partnerships. As for now, we have a responsible purchasing policy and ask each one of our suppliers to sign and comply to our supplier code of conduct.”
Kirsty Shearer, development director, Agilité
The challenge
Agilité was purposefully established to redefine the spaces it works in – but recognises that the construction industry needs to evolve as well.
There is no escaping the fact that the design and build sector is having a significant impact on social and environmental factors – be it though the raw materials used, traditional construction techniques, or the choice of energy installations.
Agilité has never wanted to simply subcontract its work – and therefore risk jeopardising the integrity it focuses so hard to deliver. That’s why it’s important for the firm to work alongside construction specialists who care about people and the planet just as much as they do.
Since its inception, Agilité has focused much energy on establishing trusted relationships throughout the European supply chain – and when it enters a new geographical market, the same search for potential strategic partners, unfolds
An essential component of the construction industry, the supply chain comprises organisations of all sizes and specialism – therefore, establishing a partner code of conduct was essential to support the wider work Agilité was undertaking, in its bid to become a more sustainable business.
The aim of this project was to reaffirm lasting commitments to its trading partners, but also to reform the partnership process for the future. We are talking about the integration of official policies and selection criteria in the selection of new suppliers.
The strategy
Regulations, procedures, sustainability ambitions, and cultures vary, sometimes even on a state-to-state level, and Agilité relies on the input of its local specialists.
On every project, it sought to appoint the optimum combination of suppliers – whose own vision aligns with Agilité’s overarching commitment to socio-economic and net zero factors – particularly across design, materials, manufacture, logistics, construction, and disposal. As such, A Beautiful Green worked with Agilité to:
The results
Now in place, Agilité’s responsible purchasing program seeks to build a supply chain which understands – and shares – its guiding principles. For the client, sustainable procurement is about working with partners to ensure long-term benefits to the economy, communities, and environment – to deliver best value for Agilité’s customers.
As a result of this project, Agilité has been able to gain better visibility of how its supply chain operates – meaning the trade relations of the future will be based on collaboration and mutual trust. What’s more, as legislation affecting supply chains evolves, each trading partner will have to be held accountable.
Through this project, Agilité was able to ‘screen’ partners who were/weren’t willing to collaborate towards more sustainable business practices – gaining oversight on who was aligned with its wider business ambitions, and those open to evolution.
Allowing Agilité to review all commercial links, the project also helped to establish a sustainable foundation for its purchasing department. Agilité now has policies and procedures in place that regulate and structure procurement – including a ‘responsible procurement policy’, ‘modern slavery policy’ and ‘supplier code of conduct’.
“With our sustainability consultancy partner, A Beautiful Green, we conducted a supplier analysis to understand where we stood regarding sustainability into our partnerships.
“It helped us see more clearly where we needed to improve, and where we wanted to strengthen valuable partnerships. As for now, we have a responsible purchasing policy and ask each one of our suppliers to sign and comply to our supplier code of conduct.”
Kirsty Shearer, development director, Agilité Solutions
The challenge
Agilité was purposefully established to redefine the spaces it works in – but recognises that the construction industry needs to evolve as well.
There is no escaping the fact that the design and build sector is having a significant impact on social and environmental factors – be it though the raw materials used, traditional construction techniques, or the choice of energy installations.
Agilité has never wanted to simply subcontract its work – and therefore risk jeopardising the integrity it focuses so hard to deliver. That’s why it’s important for the firm to work alongside construction specialists who care about people and the planet just as much as they do.
Since its inception, Agilité has focused much energy on establishing trusted relationships throughout the European supply chain – and when it enters a new geographical market, the same search for potential strategic partners unfolds.
An essential component of the construction industry, the supply chain comprises organisations of all sizes and specialism – therefore, establishing a partner code of conduct was essential to support the wider work Agilité was undertaking, in its bid to become a more sustainable business.
The aim of this project was to reaffirm lasting commitments to its trading partners, but also to reform the partnership process for the future. We are talking about the integration of official policies and selection criteria in the selection of new suppliers.
The strategy
Regulations, procedures, sustainability ambitions, and cultures vary, sometimes even on a state-to-state level, and Agilité relies on the input of its local specialists.
On every project, it sought to appoint the optimum combination of suppliers – whose own vision aligns with Agilité’s overarching commitment to socio-economic and net zero factors – particularly across design, materials, manufacture, logistics, construction, and disposal. As such, A Beautiful Green worked with Agilité to:
The results
Now in place, Agilité’s responsible purchasing program seeks to build a supply chain which understands – and shares – its guiding principles. For the client, sustainable procurement is about working with partners to ensure long-term benefits to the economy, communities, and environment – to deliver best value for Agilité’s customers.
As a result of this project, Agilité has been able to gain better visibility of how its supply chain operates – meaning the trade relations of the future will be based on collaboration and mutual trust. What’s more, as legislation affecting supply chains evolves, each trading partner will have to be held accountable.
Through this project, Agilité was able to ‘screen’ partners who were/weren’t willing to collaborate towards more sustainable business practices – gaining oversight on who was aligned with its wider business ambitions, and those open to evolution.
Allowing Agilité to review all commercial links, the project also helped to establish a sustainable foundation for its purchasing department. Agilité now has policies and procedures in place that regulate and structure procurement – including a ‘responsible procurement policy’, ‘modern slavery policy’ and ‘supplier code of conduct’.
At Agilité, we’re no stranger to charitable initiatives — having committed to donating 2% of our profits each year to help projects close to our hearts. And, recognising the harsh reality that construction creates a vast amount of CO2 — of which mangroves are a significant consumer — earlier this year, the Agilité team resolved to make a conscious effort to preserving such a precious resource.
We joined forces with the Mangrove Action Project (MAP), a 30-year-old cause which exists to preserve, conserve, and restore the vital ecosystem. We were impressed by the organisation’s grassroots, bottom-up approach to mangrove issues, and decided to make a sizable donation in support of the numerous initiatives all over the globe.
Since our donation, the charity has had a busy calendar of activities, and we caught up with executive director, Dominic Wodehouse, to understand what our money has helped the team achieve…
Highlighting change in the Mangrove Photography Awards
The annual photography competition — organised and held by the Mangrove Action Project — aims to celebrate the beauty and diversity, while also shining a spotlight on the fragility of the world’s mangrove forests, and this year's entries were no exception.
The series of photographs — shot from all over the world — captures the rates of reforestation, deforestation, and climate change, and highlights the impact these issues have on plant populations. Referred to as ‘blue carbon ecosystems’, mangroves help to sequester and store carbon dioxide, but as such deforestation occurs, much of this carbon is instead released into the atmosphere — further advancing global warming.
A mangrove restoration workshop in the Bahamas
In April, the MAP team joined Waterkeepers Bahamas and Earthcare in Grand Bahama to lead a restoration workshop at the Rand Nature Centre — home to a thriving mangrove nursery.
After Hurricane Dorian destroyed over 70% of the island’s forests in 2019, community groups have been working hard to restore such vital ecosystems and educate the public on their important environmental role, too.
Restoration projects in Kenya
Collaborating with not-for-profit, Wetlands International East Africa, representatives from MAP travelled to Eastern Africa to lead a restoration session for members of the community.
Lamu County is home to over 60% of Kenya’s mangroves, which protect against coastal erosion and storm surges as well as providing a home to vast populations of fish and other wildlife. In addition, the plant has cultural and heritage significance in the region, with many structures, boats and other amenities being built using mangrove wood.
The workshop aimed to enhance understanding of mangrove ecology and improve project efficiencies across coastlines and was met with plenty of enthusiasm and discussion around further measures to protect such a precious resource.
To find out more about the Mangrove Action Project, head to the website. And, keep your eyes peeled for more details about our various charitable initiatives.
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