For engineering firms, climate change has been much more than a distant environmental concern for many years. As we design engineering solutions to complex challenges, advise clients in both the public and private sector and seek to future proof a built environment in which society can thrive, climate change is a defining reality. The question of how climate change considerations are embedded into our own operational management frameworks is increasingly central to our credibility, competitiveness, and long-term sustainability.
At WSP, we often emphasise that being a “responsible company” is not just about what we put in our sustainability reports, but about how those commitments translate into daily practice. The integration of climate change into management systems cannot be abstract. It must touch the way we work and report, the risks we account for, and the opportunities we pursue.
Understanding the footprint
We can’t manage what we can’t measure. WSP is measured against three ISO standards: ISO 9001:2015 for quality management, ISO 14001:2015 for environmental management, and ISO 45001:2018 for occupational health and safety. Climate change is considered under ISO 14001 and is often framed through the lens of greenhouse gas emissions, waste management and resource efficiency. For an engineering consultancy, our direct (scope 1) emissions are relatively modest because we are not a manufacturing entity. Scope 2, which includes electricity consumption, is more material. Here in South Africa, where grid power is still overwhelmingly coal-based, we cannot escape the reality that every kilowatt-hour carries a significant carbon cost.
Though shifts are happening, only 17% of South Africa’s electricity comes from low-carbon sources and household solar PV installations account for 6.8 GW of this. Though we have seen a strong push towards decarbonisation in our energy sector, we must seek out other ways to mitigate the climate impact of our electricity consumption. We see reduced commuting as a positive contributor to lowering our footprint, and this is one of the reasons we have adopted a hybrid-working approach.
Scope 3 emissions, linked to supply chains and business travel, remain relevant but relatively contained in our business model. Still, they remind us that even simple daily habits such as how we manage office waste, the lifecycle of products we consume, or our travel choices form part of the wider emissions story.
Risk and opportunity in equal measure
Every operational framework must manage both risks and opportunities, and climate change is no exception. For example, South Africa’s energy insecurity, which was characterised by loadshedding for over a decade, has been viewed largely as a power reliability issue. But it is also a symptom of an ageing, coal-dependent infrastructure. Here, the risk of disruption also creates an opportunity: to reimagine power generation.
When we are called to assess whether coal-fired stations can be refurbished or upgraded, the answer is not just about technical feasibility. As visioneers, we also have an obligation to question whether doing so would perpetuate a carbon-intensive past. Increasingly, the opportunity lies in repurposing such sites into renewable or nuclear alternatives. WSP is already supporting projects in this space, advising on the conversion of an end-of-life coal-fired power station to a small modular reactor (SMR). This underscores how climate considerations are embedded into the choices we make, not only in design but in advising on energy strategy.
Frameworks that drive accountability
Our sector benefits from internationally recognised standards and frameworks that ensure climate considerations are not optional add-ons but embedded requirements. ISO standards, environmental impact assessments, and sustainable finance principles are now part of the normal operating environment for engineering firms, and for our clients. For example, before major developments even begin, our environmental teams conduct impact assessments that explicitly consider climate risks and long-term sustainability.
Internally, frameworks such as the Plan-Do-Check-Act (PDCA) cycle place management at the centre of emissions control and reduction. But success is not the responsibility of leadership alone. Each person, from switching off unnecessary lights to rethinking material use, contributes to the overall compliance picture. Embedding climate change in operational frameworks means embedding responsibility across every level of the organisation.
The role of technology and knowledge
Digital solutions, including artificial intelligence (AI), are increasingly being applied to help monitor emissions, manage resources, and optimise sustainability outcomes. Yet technology alone is insufficient. Embedding climate change considerations requires equipping people with the knowledge and skills to interpret frameworks, implement changes, and innovate solutions.
For many South African organisations, including ours, the formation of ESG teams often draws expertise from health, safety, legal, and governance functions in the absence of specifically-trained ESG professionals. Though this demonstrates a positive shift toward integrated, cross-disciplinary approaches, it also means that additional learning opportunities may be needed to empower these newly formed ESG teams. For professionals in related spheres to thrive, it is important that organisations support their growth as they work to supplement their existing expertise with new knowledge and skills.
The road to 2050
Globally, the Paris Agreement sets a clear ambition: achieving NetZero by 2050. Achieving this requires a relentless focus on continual improvement, measurable progress, and the pursuit of both low-hanging fruit and systemic change. For engineering firms, our role is twofold: to lead by example in our internal operations and to help clients and governments design and deliver climate-resilient, low-carbon solutions.
Embedding climate change into operational management frameworks is not just about compliance. It is about leadership. As engineers, we are trained to solve problems. Climate change is the defining problem of our time, and the extent to which we embed it into our daily practice will define not only the future of our industry but also the legacy we leave for generations to come.
