Implementing green industry and management practices must be underpinned by strong financial profitability. At least, that has been my experience over a 20-year career in profit-oriented companies.
I worked in management within the banking industry from the age of 25 to 28. I worked in various departments, but spent the longest time in the export and import department.
Between the ages of 29 and 32, I worked in a management role at a manufacturing company, specifically in the export marketing department.
At the age of 32, I worked in a management role within a corporate group. When I joined the company, the corporate group structure did not yet exist; my primary task was to form a group out of companies that had previously operated independently. My responsibilities encompassed production and operations management, marketing management, human resources management, and strategic management. Financial management was the only area not included in my duties.
I developed this corporate group—where I worked until taking early retirement at age 52—by leveraging the engineering mindset I acquired during my undergraduate studies in Fisheries/Aquaculture Technology (1989–1994) and the management knowledge gained during my master's studies in Management (1998–2000). My primary objective at the outset was to increase financial profit, which would then be used to establish new companies.
As the company expanded—with a growing workforce and increasing distances between its various locations—older operational vehicles were sold off and replaced with new ones. The aim was to ensure that operations would not be disrupted by vehicles frequently breaking down due to age.
The new operational vehicles have also improved employee well-being. They are no longer burdened by the stress of dealing with old, broken-down cars. Productivity has increased, and higher targets are consistently met.
Although I did not initially set out to transform my workplace into a "Green Industry & Management" facility, the financial profits provided the means to: 1) purchase eco-friendly operational vehicles—thanks to their new engines and well-controlled exhaust emissions; and 2) construct eco-friendly office buildings featuring spacious grounds filled with greenery.
Furthermore, healthy financial profits also enable a company to be socially responsible: 1) Employee well-being improves. 2) The well-being of the surrounding community also improves due to the company's Corporate Social Responsibility initiatives.
In conclusion: 1) Growing the company by increasing financial profit is important. 2) To support sustainable financial profit, it is essential to develop programs, activities, and a culture that are both environmentally friendly (utilizing new or modern equipment) and socially responsible (prioritizing the well-being of employees and the surrounding community).
Monday afternoon, July 6, 2026, at 13:30 WIB
Dr. Constantinus, S.Pi, S.H., S.Psi, M.M., M.M., M.Psi, Adv., Psi. (Green Industry & Management)
