Formatted Title
Lessons Learned from the Consideration of ESG Goals during Remediation at a Portfolio and Site Level
Background/Objectives
The practice of sustainable remediation relies on the identification and incorporation of suitable environmental, economic and social indicators to represent sustainability. The identification and balance of indicators is usually undertaken on a site-specific basis considering the views of relevant stakeholders. In many cases mapping of the indicators is undertaken to demonstrate alignment with the UN Sustainable Development Goals (UN SDGs). At some sites there is also the potential to align indicators with relevant corporate environmental social and governance (ESG) goals such that remediation activities are subject to the same approaches as other elements of business. To date however there has been limited up take of this approach and many companies have not designed their sustainability management or ESG programmes to include remediation activities.
Approach/Activities
The SuRF-UK framework recognises that sustainability can be assessed at different scales (site versus portfolio) and times (remediation strategy versus technology implementation). This paper will provide examples of the incorporation of ESG goals in the remediation of a single site and in the review of a portfolio of sites highlighting the key benefits and challenges.
The single site is a former agrochemical manufacturing facility where a key consideration at the outset of the project was the agreement of clear project objectives (technical and business) and project boundaries. The identification of appropriate sustainability indicators for the project was based on a combination of the client’s sustainability policies (including reduced greenhouse gas (GHG) emissions, zero waste to landfill where possible and improved soil health) and site-specific considerations. These indicators were included in the remedial options appraisal process using a semi quantitative multicriteria analysis (MCA). Following agreement of the preferred remedial strategy with the regulators sustainability was considered as part of the contractor procurement process and was carried forward into the remediation implementation phase by the contractor proposing and adopting a number of sustainable management practices (SMPs) that reflected the chosen indicators. The benefits of these SMPs were tracked and reported through the duration of the project. Highlights included a reduced carbon footprint and a minimum amount of waste to landfill.
The portfolio of sites relates to a downstream operations at a major energy company where soil and groundwater remediation activities were mapped against the key elements of the company’s ESG strategy. In the first instance the impact of remediation activities on each of the main components of the strategy was quantified this included analysis of water consumption, waste generation and greenhouse gas emissions. The results of this assessment highlighted some of the key drivers in each of these categories. In the second stage the study modelled the potential benefits of consistent SMPs across the portfolio. These considered five areas – operational excellence, energy efficient equipment & design, on- and off-site renewables and carbon off setting practices. The study highlighted that the greatest benefits would accrue if the SMPs were applied consistently at a portfolio level.