FOCUS | Sustainability
My journey TO SUSTAINABILITY
Last year, Crystal Doors joined top global brands BMW, Siemens and Airbus manufacturing industry
awards. Managing director, Richard Hagan, describes the company’s journey to reach that point
L
ast year, at the Manufacturer MX awards, Crystal Doors found itself a fi nalist alongside global brands such as BMW, Siemens and Airbus, as it was shortlisted in the Sustainable Manufacturing category. But I used to be a climate sceptic. So how did Crystal Doors make the transition to where we are today? It all started fi ve years ago when, we found that we needed planning permission for a 980kW biomass burner next to Rochdale Canal, which took three years to negotiate. Crystal Doors’ next investment – a dust extractor – would have been impossible to pass planning and environmental regulations with existing technology.
Ecogate came to the rescue with its Industry 4.0 dust extraction technology. And so, from the brink of possible closure because of our impact on the environment, we secured the support of not-for- profi t organisation, The Growth Company, to undertake 26 environmental initiatives.
Now I was inspired and started hosting meetings at the factory and started talking about the Crystal Doors journey at events. Each year carbon footprint assessments by The Growth Company showed signifi cant carbon reduction.
In 2018, implementing easy wins to reduce carbon emissions with cash-neutral investments, I decided to buy a 100% electric car to replace my beloved custom XJ Jaguar. Employees laughed and I had to plan journeys carefully to be sure I could charge the car. But I achieved a 15% to 20% reduction in my carbon emissions each year and so decided to look at what else we could do to deal with the climate emergency.
Three scope plan Our company carbon footprint 50 · May 2020
assessment had three scopes. Scope one: direct emissions. Scope two: indirect emissions from purchased energy. And scope three: indirect emissions from travel, waste and product use.
Most companies just report electricity used. So, by changing to 100% renewable packages, they say they are carbon-neutral. Large companies also demand that their suppliers buy renewables to make their scope-three emissions lower. Any emissions left are offset at the lowest cost with carbon credits. In this way, company directors have retained profi t margins, marketing is selling more and consumers believe they are purchasing eco-conscious products. We need to treat the climate situation as an emergency and not as a marketing campaign. The journey I have embarked on is radical. However, as an SME, Crystal Doors proves that lack of money is no reason to wait or ignore the climate situation until regulations force change. Collecting data and fi lling out a personal carbon
The roof of the Crystal Doors factory is covered with solar panels
footprint, and company footprint is the best start. You can fi nd your initial carbon emissions using free website assessment forms.
Next, you need to choose a year to become carbon-neutral. This makes it easier to plan the actions needed each year and to make a roadmap. Once decided, the company vision must involve all stakeholders and include transparent action plans and measurable commitments. This year, I have committed to less than four tons of personal carbon emissions. To achieve this I have decided to stop all personal and business fl ights, become a vegetarian and buy local where possible. I use renewable home electricity, have switched to an electric car, purchased hardly any new clothes, and assess every purchase for its carbon footprint. As a woodland trust member, I enjoy some carbon offset and now live within walking distance of Crystal Doors. All of our 34 employees live less than three miles from the factory to help reduce
We need to treat the
climate situation as an emergency and not as a marketing campaign
emissions.
I encourage employees to measure their personal and business emissions; set a year by which to be carbon-neutral; plan costs and benefi ts; share this with all stakeholders and assess emissions and savings each year.
This year has already seen Crystal Doors investing in a second phase of solar panels for the factory roof to produce 245kW peak electricity. Now the premises are carbon- positive, having 100% LED lighting and the only source of heat is the biomass burner.
Momentum is growing from engaging with suppliers, customers, employees and the local community. The network Crystal Doors has now engaged with beyond the KBB sector and includes the Chartered Institute of Waste Management and Institute of Environmental Management. I recently hosted an event for environmental professionals to see what could be achieved when climate emergency is not led by Government policy.
The UK plans to be carbon-neutral by 2050. It’s 2038 for Manchester, but we’re aiming for 2022 at Crystal Doors – with 100% renewable electricity and carbon offsetting from UK projects. To achieve this, Crystal Doors is driving commitment from suppliers, employees and their customers. The time to act is now, before the
Government has to impose change that may cost too much.
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