“This slowdown may be due to delayed federal sustainability mandates and the changing political climate,” the company says, noting that as a result, teams might “focus more on reduction initiatives that drive both cost and carbon savings rather than for compliance and reporting, slowing overall progress in the next few months and years to come.”
Data management is a key component for teams working to improve the sustainability of their buildings, because the data can point to where they can save time and money, according to the report. But teams might not be collecting the data in the most efficient way.
“What’s surprising, slash, not surprising, is seeing that a lot of this data collection is still really manual,” Lauren Scott, vice president of marketing and sustainability of the intelligent spaces group at Acuity Brands, parent of Atrius, said in an interview. “If we think of sustainability teams, we know a lot of them are really lean, and so they’re still relying on more of these traditional data-gathering opportunities.” READ MORE
by Joe Burns
Source: esgdive.com
I have been in meetings where people were discussed almost entirely in financial shorthand. Headcount. Capacity. FTEs. These terms are not wrong. They are part of a language organisations use. The problem arises when they become the dominant. It seems easier to manage the spreadsheet than to remember that each number represents a person with judgement, commitments, and a life beyond work.
According to J.P. Morgan analysts, the labor market isn’t predicted to improve until at least the back half of 2026. It’s time to mentally and physically prepare for a longer timeline than we may have anticipated. Here are three ways to focus on finding that right next opportunity, on a longer timeline that we would have liked.
You’re not slow because your people aren’t capable. You’re slow because too many decisions live in the gray. Everyone’s busy. Meetings are full. Progress feels real. Yet the same issues keep resurfacing, deadlines slip, and accountability feels fuzzy. That’s not a talent problem — it’s a clarity problem.
