The biggest ESG reporting mistake I see is this: organisations list initiatives, but they dont link them to project risk and performance. That approach creates two problems. It doesnt help decision-makers allocate capital, approve projects or manage delivery risk. It doesnt stand up well when stakeholders ask, So what changed because of this? Im Monique Chelin, sustainability consultant and Board Director with over 20 years of experience across mining,…
Biodiversity isn’t a nice-to-have metric. In mining, infrastructure and land-intensive government programs, it can become a delivery risk if its not integrated early. Nature and biodiversity are moving into the mainstream of sustainability reporting and stakeholder expectations. That shift matters because nature-related issues don’t stay in reports. They show up in approvals, design changes, stakeholder conflict, rehabilitation obligations and long-term liability. Im Monique Chelin, sustainability consultant and Board Director…
The call always comes at the worst possible moment. Your capital project is 18 months behind schedule. You’re 40% over budget. Your board is demanding answers. Your investors are losing confidence. Your community stakeholders are threatening protests. Your team is exhausted and demoralized. And everyone is pointing fingers. I’m Monique Chelin, and I’ve received this call dozens of times over 20 years of sustainability consulting and project management across…
Sustainability reporting is moving from narrative to evidence. If your organisation is preparing for assurance (or simply wants board confidence), the fastest way to de-risk reporting is to treat it like a capital project deliverable: scope, owners, QA gates, and change control. Im Monique Chelin, sustainability consultant and Board Director. I work with mining, infrastructure and government teams where reporting is only as strong as the systems behind it….
ESG risk rarely shows up as “ESG risk” on a project dashboard. It shows up as: – approvals delayed – community opposition escalating – procurement constraints – scope changes driven by compliance – reputational risk that becomes a delivery risk In mining, infrastructure and major capital projects, the ESG risks that derail delivery are often the ones teams assumed were “managed” because a policy exists. 1. Social licence is…
You’ve invested months into your capital project’s sustainability report. The data is compiled, the consultants have been paid, and the document is polished and ready for stakeholders. Monique Chelin identifies an uncomfortable truth: if your report doesn’t clearly define the sustainability risks and opportunities specific to your project, it’s not delivering value. Worse, it may be undermining your credibility with investors, regulators, and the communities you’re trying to engage….
GREEN PROJECT MANAGEMENT TRAINING COURSES The PRiSM™ Green Project Management Training Courses are developed by GPM® Global to enable individuals and organisations effectively address the key areas of sustainability as integrated into the traditional core project phases, and to integrate project processes with sustainability initiatives to achieve business objectives while decreasing negative environmental impact. ‘Green Project Management®’ is the methodology developed by GPM® Global, integrating sustainability with project management;…
Infrastructure Sustainability – what is it? Infrastructure sustainability is about balancing triple bottom line trade-offs, and extends beyond just addressing ecological concerns. However, it is “not simply a matter of trading off positive impacts in one area against negative impacts in another. A successful development builds on the three pillars and achieves economic success, social benefit and high environmental quality together”. The Royal Academy of Engineering (2005) Engineering for…
