Making Sustainability Work Across Construction Teams and Clients

The construction industry stands at a turning point. With buildings responsible for 37% of global energy-related carbon emissions, and 11% of those emissions coming from materials and construction alone, the need for practical, measurable sustainability has never been more urgent. Understanding and managing our environmental impact is not just a regulatory requirement but a responsibility to our clients, our communities, and future generations. 

As a leader in construction operations, we share the responsibility to leave our environment better than we found it. This sense of accountability is rooted in both professional duty and personal conviction. Like many of my colleagues, I want to ensure that the choices we make today create a positive legacy for our children and the communities where we live and work. 

Emissions Measurement: The Foundation of Operational Excellence 

You can’t manage what you don’t measure. That’s why emissions tracking is at the heart of the sustainability strategy for McCarthy Holdings, Inc. (McCarthy) and its subsidiaries. Emissions measurement is the key tool for finding efficiencies in how we use energy and resources across our operations. It’s about balancing the delivery of high-quality projects for our clients with a mindful approach to energy consumption. These goals are not mutually exclusive — they reinforce each other. 

For example, our focus on emissions data has helped clients gain a clearer understanding of their supply chain impacts. By measuring McCarthy’s footprint at jobsites, we provide clients with actionable insights that extend beyond our direct operations. This transparency is increasingly valuable as clients face growing market and regulatory pressures to demonstrate sustainability. 

Innovating to Streamline Project Teams' Work 

Traditionally, emissions measurement in construction meant manual data collection at each project, a time-consuming process that pulled teams away from their core work as builders. We knew there had to be a better way. By stepping back and analyzing where project teams were already gathering data, we streamlined the process. Instead of asking teams to collect new data, we used enterprise-wide invoice and transaction data, feeding it into an AI platform that reads activity data such as kilowatt-hours of energy or gallons of fuel. By leveraging technology, we can centralize the same source data that our project teams would have manually collected in a much more efficient way.  

This approach, developed in partnership with Gravity Climate and supported by our data, accounting, and IT teams, has saved an estimated 10,450 hours of project-based data collection annually. That’s time our teams can now spend building and focusing on client needs, not paperwork. 

The lesson? Early collaboration and thoughtful process mapping are key. By aligning sustainability initiatives with the realities of project demands, we make it easier for teams to adopt new practices. Demanding unfamiliar data or adding burdensome requirements simply isn’t productive or efficient. Our technology-driven, low-lift approach has allowed us to focus on what matters most: delivering great projects efficiently and responsibly for our clients and communities. 

Making Data Actionable and Meaningful 

The most meaningful metrics are those that give clients clear visibility into energy use and supply chain impacts. At McCarthy, we focus on the fuel used in our fleet and operations, electricity purchased at all sites, and a comprehensive view of our supply chain in line with the Greenhouse Gas (GHG) Protocol. This includes everything from purchased goods and services to employee travel and commuting. 

But data alone isn’t enough. We analyze it for anomalies, identify causes, and work with project teams to implement solutions that reduce emissions without adding extra work. Our goal is to make sustainability part of daily operations, making the sustainable choice the easiest and most efficient one for our teams. 

Lessons Learned and Looking Ahead 

We’re still early in our journey, but the data already shows that these proactive steps, from reducing energy waste in offices and being mindful of fuel consumption, align with our core values. We’re not perfect, but we’re committed to continuous improvement. 

If there’s one thing the industry could do better, it’s standardizing emissions measurement and reporting. Wider adoption of AI-driven tools and third-party assessments would help everyone measure impact more effectively and drive meaningful change. 

For other construction leaders, my advice is simple: focus on making sustainability programs easy to adopt and unburdening operations. Small, practical steps can lead to broader adoption and lasting impact. 

At McCarthy, our approach to sustainability is rooted in accountability, partnership and innovation. By prioritizing practical solutions and collaboration, we’re not just tracking emissions — we’re building a better future for our clients, partners and communities one measurable result at a time. 

About the Author  

Ian Pope holds an MBA with a focus on Sustainability from Wilmington University and serves as Senior Director of Sustainability at McCarthy Holdings, Inc. He oversees companywide sustainability initiatives for McCarthy Holdings and its subsidiaries, including McCarthy Building Companies, Inc., and leads a team dedicated to advancing environmental stewardship. With a focus on driving impactful programs and addressing key corporate responsibility challenges, Ian plays a central role in strengthening the firm’s sustainable business practices.