At the core of Tawfik's GIDC model is the idea that companies should look beyond their traditional product and service offerings and explore new ways to monetize their sustainability efforts and green initiatives. This might involve developing eco-friendly product lines, offering sustainability consulting services, or creating educational content and workshops on topics like renewable energy, waste reduction, and carbon footprint mitigation.

This question comes up a lot but I've often found in the procurement function that there isn't a trade off when you look at the entire end to end value chain. Sustainability is about doing more with less, fewer inputs, less energy, less transport, simpler designs etc. All this reduces costs. Some of these savings can then be used if an input is more expensive to make it more sustainable but isn't necessary. The real issue is that payback is often more than finances two years and might be more like ten.

In balancing profit and sustainability at Semco Infratech, I focus on a holistic view that aligns our goals with our clients’ growth. Recently, we introduced energy-efficient equipment that cut our power costs by 20%. This tangible saving highlights how sustainable investment is also financially strategic. Additionally, we emphasize the brand impact, showing clients how sustainability strengthens credibility, which in turn attracts forward-thinking customers. Finally, we actively guide clients toward available incentives, ensuring they see both financial and environmental benefits. It’s not just profit—it’s lasting, responsible growth.

In my experience as a corporate Zero Waste consultant and trainer, many companies do not look at their waste streams as potential sources of income. Prioritizing waste reduction, materials reuse, and donations for a tax credit are ways to keep items out of landfills by optimizing operations without having to break the bank from hauler fees. The more a company can reduce, reuse, and donate, the less they are dumping. This can warrant smaller dumpster sizes and reduced weekly pickups, which could save money on monthly bills.

Balancing Profit and Planet requires People—the crucial link that drives long-termism over short-termism. Focusing solely on profit can alienate communities and erode trust, while a planet-centered approach may lack a sustainable growth path. The key lies in empowering clients with the knowledge and tools to make sustainable choices aligned with the company’s vision, mission, and values. By nurturing a culture that values sustainable development, we create a system that values both profitability and the planet, ensuring each decision serves both economic success and a sustainable future.