FIDELITY INTERNATIONAL
“ We want to increase efficiency , both in terms of improving building infrastructures and looking at renewable energy sources ”
BEN CLIFFORD GLOBAL HEALTH , SAFETY AND SUSTAINABILITY ASSOCIATE DIRECTOR , FIDELITY INTERNATIONAL
The second focus is on energy efficiency . This aspect looks at the electricity being consumed in Fidelity ’ s offices – a significant proportion of the company ’ s operational carbon footprint . Ben says : “ We want to increase efficiency , both in terms of improving building infrastructures and looking at renewable energy sources , but also making sure we ’ re using all our spaces as efficiently as possible .”
The third area is around business travel and , specifically , air travel . Another significant proportion of the company ’ s wider global operational footprint . Remote working has , in this regard , also been a revelation with far fewer corporate trips and a much greater number of virtual events . Renewable energy is the fourth item on the manifesto with Fidelity prioritising the switch to renewable energy contracts or onsite renewable generation . This step has already been undertaken at two of the company ’ s offices , with other feasibility studies underway .
The fifth really drills down on the carbon emissions from Fidelity ’ s operations it is unable to eradicate – establishing residual emissions and making every effort to create rapid solutions for carbon removal .
Dancing to a different tune Fidelity International ’ s sustainability efforts and impact are already resonating through the company .
The company epitomises the optimism and determination of neo-sustainability companies who reach above the general standards and have instead begun to navigate the terrain according to their own higher expectations .
Following COP26 it has become clear that the future involves company autonomy over their own responsibilities to people and the planet – effectively transcending their own service provision and making sustainability the defining aspect of what they do .
This culture shift has been accelerated by Fidelity ’ s own 2024 set of milestones – six years before the recommended year of 2030 .
By setting this immediate ‘ futureproofing standard ’ the hazy non-specifics of international conferences and government recommendations suddenly become crystallised ; representing something people can believe in .
That is the sign of something authentic and , above all , something sustainable .
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