Millennials are three times more likely to seek employment with a company because of its
stance on social and/or environmental issues, according to figures from Governance &
Accountability Institute, Inc.
Environmental, Social and Governance (ESG) Investing has grown rapidly over the past decade, and the
amount of professionally managed portfolios that have integrated key elements of ESG assessments
exceeds USD 17.5 trillion globally, by some measures. Also, the growth of ESG-related traded
investment products available to institutional and retail investors exceeds USD 1 trillion and continues
to grow quickly across major financial markets.
UpBuild leverages the combined experience and expertise of more than a century of three domains – Engineering, Construction and
cutting edge Technology Advancements to create a sustained world.
At UpBuild have identified areas such as strategy execution, decarbonization, LEED certification, diversity and inclusion, community development, and employee safety and well-being as the most material issues.
“Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.”
Jack Welch
UpBuild’s core values guide our approach to Environmental, Social and Governance (“ESG”) topics:
> ENVIRONMENTAL
UpBuild recognizes that climate change is a global threat and one of the most significant environmental
challenges of our time. The Company and our employees are committed to doing our part in addressing climate change and reducing our collective environmental impact.
> SOCIAL
We seek to foster a diverse and inclusive culture, to be the Company of choice for professionals to build
and advance in their career, and to empower our people to do good in our communities.
> GOVERNANCE
Our approach to corporate governance is informed by principled actions, effective decision making and
appropriate monitoring of compliance, risks and performance.
UpBuild is committed to facilitate awareness and discussion of challenges and solutions related to ESG
investing, including with respect to the need for guidance on improving consistency and transparency,
alignment with materiality, frameworks, and good practices of benchmark and fund reporting.
> Inconsistent assessment of current capabilities.
Lacking consistency across projects and programs,
PMO leaders had their work cut out for them to get a firm understanding of current projectmanagement capabilities.
> Lack of a common language.
The absence of a consistent language hindered the assessment of current
state of planning and execution capabilities. Words like “value” and “complete” meant different things
to different roles.
> Organizational resistance to change.
Executives were quick to see the value of a strategic PMO;
however, despite having inconsistent project outcomes, middle managers and staff initially saw the PMO’s processes as overhead.
> Inconsistent project management expertise.
In almost every organization interviewed, the notion of
project management was something additional to everyone’s daily job. Only the most visible strategic
projects merited a skilled, trained project manager. Most firms had at best a spotty understanding of
what it takes to be stakeholders and sponsors of projects.
> Inconsistent assessment of current capabilities.
Lacking consistency across projects and programs,
PMO leaders had their work cut out for them to get a firm understanding of current projectmanagement capabilities.
> Lack of a common language.
The absence of a consistent language hindered the assessment of current
state of planning and execution capabilities. Words like “value” and “complete” meant different things
to different roles.
> Organizational resistance to change.
Executives were quick to see the value of a strategic PMO;
however, despite having inconsistent project outcomes, middle managers and staff initially saw the PMO’s processes as overhead.
> Inconsistent project management expertise.
In almost every organization interviewed, the notion of
project management was something additional to everyone’s daily job. Only the most visible strategic
projects merited a skilled, trained project manager. Most firms had at best a spotty understanding of
what it takes to be stakeholders and sponsors of projects.
Sustainability Consulting
The undeniable interconnectedness of the built environment’s impact on climate change, health, and equity requires meaningful and measurable actions. Stok’s breadth and depth of sustainability expertise—from strategic planning to certification—empowers our clients to establish informed goals and achieve data-driven results. We help clients discover what’s possible and tailor solutions to maximize the positive impact of their real estate.
HOW CAN UPBUILD HELP YOU?
Accelerate your journey towards environmental leadership! Your account manager will work with you to
enhance the quality of your disclosure and strengthen your sustainability strategy. We help you integrate information on climate change, forests and water security into your wider business strategy.
