Danielle La Croix brings over 18 years of experience in the environmental field to her current role. She is currently responsible for leading Bruce Power’s Environmental Protection program, overseeing the development of the ESG program and Net Zero strategy. In this capacity, she ensures robust governance, support, and sustainability within Bruce Power’s operations while collaborating with key stakeholders and Environmental Regulators. Committed to surpassing industry standards, Danielle provides professional and integrity-driven leadership to her team in their efforts to protect the environment and achieve the Net Zero goals.
Can you describe the experiences and developments that led you to your current role, particularly within this niche?
My journey to my current role began with my upbringing in Trinidad and Tobago, where I developed a passion for environmental protection and sustainability, with a particular focus on drinking water. Not having access to clean drinking was a burden; we had a rule in the household that whoever finished a large glass bottle of water had to start the process again to boil, cool, refill. It made me limit my intake of water and felt like a true luxury when I visited Ontario for the first time and could just fill a glass of water from the tap! After high school, I pursued environmental engineering at the University of Guelph, further nurturing my interest in environmental issues. My career started with consulting on domestic and drinking water plant design and later expanded into greenhouse gas accounting. These experiences laid the foundation for my career in the environmental sector.
A pivotal moment in my journey occurred when my husband and I relocated to a quieter area for his own career aspirations, prompting me to join Bruce Power, the world’s largest nuclear plant. Initially employed as an engineer, I transitioned into the environmental program approximately 12 years ago. As a technical officer, my focus shifted to monitoring and measuring our environmental impacts to ensure robust protection. Just before the pandemic, recognizing the global shift towards ESG (Environmental, Social, Governance) matters, I was able to support Bruce Power’s development of our ESG programs. Despite our historical commitment to environmental protection and community sustainability, we wanted to improve our governance and quantitative reporting, prompting us to pivot towards a comprehensive ESG framework.
Our ESG program is built on four pillars: Environment, People and Safety (inclusive of diversity and equity), Products and Services (our Supply Chain), and Community. We foster a culture of cross-departmental collaboration to go beyond mere compliance with regulations and pinpoint stakeholders’ true concerns and interests. This involved defining key performance indicators (KPIs) to gain insights into our environmental impact, social initiatives, safety record, and community involvement. Since 2020, we have produced quantitative sustainability reports, improving transparency and enhancing our understanding of our impact on the environment, society, and governance.
Unlike the global 2050 goals, we opted for a shorter-term target to maintain momentum and set interim targets, starting with a 5 percent reduction goal the following year and escalating toward a 100 percent reduction by 2027
How did you become involved in ESG, and what challenges or educational needs have you observed in your interactions with clients and other companies regarding ESG and the journey to Net Zero?
Recognizing the world’s increasing focus on climate change, we evaluated our role as a clean electricity provider in the nuclear industry. While we contribute to clean energy and support provincial goals, we understand that this alone is insufficient. Despite our low carbon intensity, we identified greenhouse gas emissions from building heating, electricity use, fleet, and our standby generators,which are crucial safety systems for nuclear power plants. In early 2021, we committed to achieving net-zero emissions by 2027. Unlike the global 2050 goals, we opted for a shorter-term target to maintain momentum and set interim targets, starting with a 5 percent reduction goal the following year and escalating toward a 100 percent reduction by 2027.
We focused on a credible action plan to permanently reduce and avoid emissions. This included optimizing building usage, changing the energy supply, transitioning away from low-efficiency distributed steam, and electrifying our fleet. Carbon offsets were also crucial, and we sought a home-grown solution aligning with our values and supporting Ontario’s nuclear supply chain. In our rural area, we initiated a $1 million Carbon Accelerator Fund and formed a Carbon Offset Coalition with the Nuclear Innovation Institute. This partnership led to the AlUS New Acre project, collaborating with local farmers and ranchers to implement sustainable practices on marginal lands. We aim to transition over 600 acres into sustainability practices, yielding a diverse degree of biodiversity benefits, water quality improvements, improved resiliency, and carbon offsets to support our net-zero goals.
In the next 12 to 18 months, what key trends and technological advancements should companies, regardless of size, on the path to net zero, be aware of and potentially leverage to achieve their sustainability goals effectively?
One crucial trend to watch out for is “greenwashing.” It’s essential for companies not to fall into this category but also not to shy away from taking meaningful actions for fear of being perceived as such. For instance, the ALUS New Acre project is a multi-faceted and cross beneficial project and while there are no existing validated protocols for carbon sequestration in place, there are additional benefits in terms of biodiversity, water quality, and ecosystem protection. There is net-positive benefit, and so we are working with ALUS to develop such credible protocols to quantify theses benefits. We must take calculated risks to reap the rewards that will help us achieve our net-zero goals. Another trend worth noting is companies setting 2050 targets without establishing interim targets. This approach could impede progress, as waiting for innovation or silver bullets to simplify achieving net zero may not be sufficient. Instead, cumulative efforts starting now are crucial for making progress toward sustainability goals.
What advice would you offer to your peers and aspiring professionals who aspire to be frontrunners in sustainability and environmental leadership?
My advice is to start small, even if it’s not a perfect solution, yet! Begin by addressing low-hanging fruit and making progress, with longer-term commitments to tackle more challenging areas. Focus on avoiding emissions through efficient energy usage that will result in energy reduction, as every avoided emission has a lasting impact. Challenge the status quo, as perceptions of what’s “clean and green” can evolve, and you can influence positive change. Don’t solely rely on existing carbon offset protocols; be willing to innovate and develop new ones to make a meaningful contribution to global decarbonization. In the fight against climate change, many small actions and activities collectively make a significant difference.
