Countdown to Zero: Jasun has begun

Jools Ellis, Audit Manager at our Torquay office, talked to Charles Chandler, Finance Director at Somerset-based Jasun Envirocare Plc, about their journey towards Net Zero

Jasun is a medium sized family-run business that started in 1972 and is celebrating 50 years in the air filtration, air hygiene and water hygiene industry. As well as its UK manufacturing base, it also has subsidiaries in France and Spain.

The Business is looking forward to the next 50 years and a key part of the vision is sustainability and reducing the environmental impact of the manufacturing process.

Charles trained as a Chartered Accountant, and his institute (the ICAEW) is helping members to drive forward the sustainability agenda following the government’s commitment to tackling climate change.
 

What has piqued your interest in having a positive sustainability image as a manufacturing business?

Jasun sells products designed to improve indoor air quality, which lead to both health and environmental benefits, so Corporate Social Responsibility (CSR) is key for the company.

Working with larger companies has focussed our attention on understanding the company’s carbon footprint, as it is becoming increasing common to have to report such data in tenders.

In addition, the recruitment of younger people into the team who have a different mindset has increased awareness of the need to project a positive image and to have a positive impact on the environment.

COP 26 and subsequent government legalisation has intensified the need for action.

How has this been implemented so far, and what has been the impact on the bottom line?

The company has undertaken a review of its carbon footprint, highlighting usage and output. There has also been an internal review to assess the measures which Jasun can control itself (the ‘easy wins’).

We are also undertaking a waste management review with a third party, resulting in a reduction of the amount of waste sent to landfill, the installation of recycling stations across each area of the business, and increasing employee awareness.

Other measures taken include:

• Optical character recognition (OCR) to reduce paper usage and storage.
• Ongoing replacement of lighting to LED
• Upgrading buildings to improve energy efficiency
• Post Covid, continuing to engage with our customers and suppliers online rather than in person

Having already moved all company cars over to hybrid models, we are also reviewing the effectiveness of migrating our vehicle fleet to electric.

As regards the financial impact of these measures, most of what has been implemented so far has not generated significant costs. Although there has been a small impact on the bottom line, the payback period is usually quick, and the financial benefits are already starting to be seen.
 

What are the company’s plans moving forward?

The focus is currently on the short to midterm, considering the longer-term objectives of the legislation.

We are in the process of completing a group wide carbon footprint review. From this, further measures will become apparent.

The company has the ambition to change the vehicle fleet to electric, once the range of electric vehicles meets the commercial demands of the business. The technology is developing rapidly, and the government also needs to play a part in providing incentives for fleet electrification.

The company will create sustainability champions within the work force to increase employee awareness and engagement, backed up with ongoing training.

Government grant funding has been sought where available. The company is currently in the process of applying for funding to cover its carbon footprint review.
 

What advice would you offer other businesses in the sector?

Establish what your company’s current carbon footprint is and focus on the ‘easy wins’ which can be implemented at minimum cost.

Stay in tune with regional manufacturing services (such as the South West Manufacturing Advisory Service), which provide useful insights and highlight available funding.