Greening the Corporation
Will O’Brien
Massachusetts Maritime Academy
MS in Facilities Management Cohort
October 2011
Will O’Brien
•
•
•
•
•
•
•
•
MBA, University of Albany
Juris Doctor, Suffolk University Law School
@40 years in Management and Consulting
Teaching since 2002
Executive-in-Residence, Clark University, GSOM
Lecturer, Johns Hopkins University
Director, Worcester Sustainable Business Leader Program
Research Interests:
–
–
–
–
–
Business and Environmental Sustainability
Change Management & Leadership
Entrepreneurship
Project Management
Viet Nam
• Websites: www.greenprof.org
www.sustainablebusinessleader.org/
"What we take for granted may not be here for our children." - Al Gore
Our Grandchildren
Topics
•
•
•
•
•
•
•
•
•
•
•
•
•
Definition of Sustainability
“The Sustainability Imperative”
United National Global Compact
Business Challenges & Opportunities
Strategy & Environmental Stewardship
Sustainability & Innovation
Sustainable Business Leader: Invensys, PLC
Operations
Additional examples of Business Leadership
Sustainability Reporting
Students & Sustainability Planning
Worcester Sustainable Business Leader Program
Additional Information
Sustainability for Business
• Sustainability (Sustainable Development) for business
means
“adopting business strategies and activities that meet the needs of the enterprise and
its stakeholders today while protecting, sustaining, and enhancing the human and
natural resources that will be needed in the future” (International Institute for
Sustainable Development 1994: 4).
• Sustainable business has interdependent economic,
environmental, and social objectives (Triple Bottom Line)
• Long-term viability depends on integrating all three
objectives in decision-making
The Sustainability Imperative
• Megatrends force fundamental and persistent
shifts in how companies compete.
• Megatrends require businesses to adapt and
innovate or be swept aside.
• Examples of megatrends include:
–
–
–
–
–
Electrification
Mass Production
Globalization
Quality Management
Information Technology
• Firms must:
– Rethink what they do
– Recast how they operate
Source: “The Sustainability Imperative”, HBR, May 2010
United Nations Global Compact
•
•
•
The UN Global Compact is a strategic policy initiative for businesses that
are committed to aligning their operations and strategies with ten universally
accepted principles in the areas of human rights, labour, environment and
anti-corruption. By doing so, business, as a primary driver of globalization,
can help ensure that markets, commerce, technology and finance advance
in ways that benefit economies and societies everywhere.
As social, political and economic challenges (and opportunities) — whether
occurring at home or in other regions — affect business more than ever
before, many companies recognize the need to collaborate and partner with
governments, civil society, labor and the United Nations.
This ever-increasing understanding is reflected in the Global Compact's
rapid growth. With over 8700 corporate participants and other stakeholders
from over 130 countries, it is the largest voluntary corporate responsibility
initiative in the world.
http://www.unglobalcompact.org/AboutTheGC/index.html
U.N. Global Compact – 10 Principles
http://www.unglobalcompact.org/AboutTheGC/TheTenPrinciples/index.html
Definitions & Systems
Definition: Sustainable Development
Sustainable development seeks to meet the needs and aspirations of
the present without compromising the ability to meet those of the
future. Far from requiring the cessation of economic growth, it recognizes
that the problems of poverty and underdevelopment cannot be solved
unless we have a new era of growth in which the developing countries play
a large role and reap large benefits.
Our Common Future, 1987
The Brundtland Commission
(UN World Commission on Environment & Development)
Environmental Footprint
An environmental footprint is a measure of the amount of
resources consumed and the amount of pollution; e.g., green
house gas and waste created by an entity and by the firms that
serve the entity, usually summarized by the equivalent are of land
needed to assimilate these impacts.
Source: “Measuring Environmental Footprint: A Financial Services Industry Case Study”, 2008, UNC
Examples:
Starbucks http://www.starbucks.com/aboutus/beantocup.asp
Xerox’ Sustainability Calculator
http://www.betanews.com/article/How_big_is_your_environmental_footprint_asks_Xerox/1206561464
Weyerhaeuser
http://www.betanews.com/article/How_big_is_your_environmental_footprint_asks_Xerox/1206561464
Earth’s Systems
Complexity, Cycles & Interconnections
•
A system is a collection of interdependent parts (with flows and stores)
enclosed within a defined boundary.
•
The earth has four major systems
– Lithosphere – soil, rock
– Hydrosphere - water
– Biosphere – living organisms
– Atmosphere – air
•
Human activity is disrupting
these systems in complex,
ways
Dave McKay, 2009
Carbon Footprint
Source: New Zealand Business Council for Sustainable Development
Business & Environmental
Sustainability
Business Has Traditionally Assumed
an Infinite Capacity Planet
• Business principles based on assumption of infinite
natural resources and waste absorption capacity
• “The concept of multiple industries collaborating on a
‘whole systems’ approach, recycling each other’s
outputs into inputs is completely antithetical to the cult
of the individual and the pioneer myth that so deeply
characterizes American corporate culture.”*
• US antitrust legislation has not allowed “collaboration”
*Oliver Kellhammer, MBA Student, Bainbridge Graduate Institute
Industrial Pollution
What is in a Landfill?
• 22 billion disposal diapers in
landfill/year
• 100 million cell phone put out of
service/year
• 2 million tons of e-products
disposed/year
• 63 million computers in the U.
S. became obsolete in 2005
• Circuit boards - lead &
cadmium
• Flat screen & switches mercury
80% of Toxic Wastes are from Electronics Products
• The electrical and electronic waste (WEEE) law, in 2005,
EU authorities introduce legislation for free take back of
waste goods by final owners and ensure that equipment
producers are responsible for financing the collection,
treatment, recovery and disposal of all waste.
– 30% of Fortune 500 companies’ business are in Europe
• Silicon Valley Toxics Coalition
– http://www.svtc.org/ecomaps/svtc_ecomaps/index.html
• Oregon Natural Step
• Zero-waste Coalition
• Green IT
Industrial Ecology
Industrial ecology focuses on the redesign of manufacturing.
The design idea is to mirror production in nature. Nothing in a
production process is "waste" and everything that comes out
of the process is either a product for sale or an input for
another manufacturing process. Another term for this
is cradle-to-cradle manufacturing.
Business IS Providing Leadership
Why is Business Part of the Solution?
• Business is focused on learning and change.
– Change can and does happen relatively quickly
• Business is a global institution.
– The challenges are fundamentally global in nature
• Business is the source of technological innovation.
– Technology is the proximate cause of environmental
impact
Dr. John Ehrenfeld, Director Emeritus, MIT Technology, Business and Environment Program
Triple Bottom Line
The triple bottom line (abbreviated as "TBL" or "3BL", and also known as "people,
planet, profit" or "the three pillars"[1]) captures an expanded spectrum of values
and criteria for measuring organizational (and societal) success: economic,
ecological and social. (Wikipedia)
Leadership Challenges
• Enrolling/aligning stakeholders
• Managing an environmentally responsible
enterprise:
–
–
–
–
–
–
–
–
–
–
Business strategy
Investment decisions
Change management of staff
Energy management
Innovation
Product design/ life-cycle management
Supply chain management
Waste management
Reporting: internally and externally
Marketing
Stakeholders
Engaging Stakeholders
•
•
While executive support is a critical key component to business success, it
is not the only form of leadership present in an organization. Business
sustainability leaders understand the value in leveraging their internal
resources as well as their key business relationships.
Whether led by a sustainability executive or traditional management, the
pursuit of long-term business sustainability enables:
– Employees: Create incentives to lower costs, initiate process
improvements, and stimulate innovation.
– Customers: Establish expectations that are defining products and
service attributes.
– Suppliers: Align supply chain expectations to drive sustainable material
requirements and efficiencies.
– Local Community: Defined framework for initiatives carried out at the
local level through partnership with community groups, local
businesses, and governing bodies.
– Investors: By comprehensive and accurate reporting; e.g., CDP, DJSI.
– Others?
Source: http://news.socialyell.com/878/csr-advice/engaging-stakeholders-as-a-path-to-business-sustainabilit
Sustainability Drives Innovation
Sustainability Drives Innovation
Stages:
#1 Viewing compliance as an opportunity
#2 Making value chains sustainable
#3 Designing sustainable products and services
#4 Creating “next-practice “platforms
“ Why Sustainability is Now a Key Driver of Innovation”, Harvard Business Review, 2009
Sustainable Entrepreneurship
Businesses that are “Green”
– Solar, Wind, Hydro, Geo-Thermal
Power
– Recycling/Reprocessing
– Eco-Friendly Products
– Organic Agriculture
– “Green” Non-Profits
• e.g., Sustainable Methods Institute
Examples of Sustainability
Driving Innovation
Audi e-Tron
• Electric – 4 motors; 1 battery
•313 horsepower
• All wheel drive
• 0 to 62 in 4.8 seconds
• Estimated range = 154 miles
Nokia “Green Phone”
Feb. 12, 2008 , Mobile World Congress , Barcelona
“Called ‘remade’, the new phone, unveiled in a short video, is actually
made of no new parts. Made entirely of recyclable materials like cans
and tires, it clearly targets planet-conscious customers.”
http://www.marketwatch.com/news/story/reporters-notebook-android-based-phones-draw/story.aspx?guid=%7B2AA5FC69%2D24DE%2D418F%2DB26C%2D2808FD456E60%7D
Apple “ Green Computer”
The casing is 100% recyclable. It features Apple's first mercury-free, arsenic-free
display. The circuit boards are PVC and BFR free. The box will also include about half
the packaging of the current Macbook line.
HP Ink-jet Printer Cartridge
modular design
Steelcase's 'Think' chair
99% recyclable. It's made without
benzene, lead, mercury or solvents.
The $900 chair can be disassembled
with basic hand tools in about 5 minutes.
Ready for Carbon Labeling?
Jan. 23, 2007 Tesco, the largest supermarket chain in Britain, has
announced that it will begin labeling all 70,000 products on its
shelves with the amount of carbon generated from the production,
transport and consumption of those items.
http://www.terrapass.com/blog/posts/british-superma
Sustainability Strategy at
Invensys, PLC
Steve Sacco, VP Environmental,
Health, Safety & Sustainability
December 2010
Our Businesses
–
–
–
Invensys is a global technology and controls company
Headquartered in London
3 divisions
•
•
•
–
Invensys Controls
–
Residential & Commercial Building Comfort/Safety and
Automation
–
Thermostats, refrigeration, dishwashers, hot water heaters,
A/C & heating
Invensys Operations Management (IOM)
–
Hardware/software to automate/regulate refineries, power
plants, manufacturing, etc.
Invensys Rail
–
Control and automate railway systems with
hardware/software
Types of operations
•
•
•
•
Manufacturing facilities
Staging/Test centers
Offices
Projects
Our Customers
© Invensys 00/00/00
Invensys proprietary & confidential
Slide 38
What does Sustainability Mean
for Invensys?
– “a good employer, supplier, customer and neighbor, and that we
protect the environment”
– Two key areas for us:
• Internally - being more efficient with the resources we use as a
business
• Externally - offering new products, services, and solutions that help
our customers to be more sustainable and competitive
© Invensys 00/00/00
Invensys proprietary & confidential
Slide 39
39
Why is Sustainability important?
– It is the right thing to do for ourselves, our children, our company
and our planet
– It helps Invensys reduce costs, minimize risks and create new
value
– Our customers, investors and employees are asking us about
our sustainability performance and our carbon footprint
– Our competitors are using it to their advantage
– Government regulations are requiring it
– Our Board has included sustainability as part of our business
metrics
© Invensys 00/00/00
Invensys proprietary & confidential
Slide 40
40
Sustainability Context
Invensys’ Sustainability Performance
Reduce Costs
• Efficient use of
materials
• Conserving energy
and water
• Less waste disposal
Minimize Risks
• Stay in compliance
• Maintain positive
community relations
• Avoid supply chain
risk
• Avoid negative press
Create Value
• Better image and
reputation
• Satisfying customer
expectations
• Facilitate entry into
new markets
• Create new and
efficient products
© Invensys 00/00/00
Invensys proprietary & confidential
Slide 41
UK Perspective - Factors Driving the
Sustainability Agenda
Shifting
customer
behaviour
Regulations
and reporting
requirements
Competitor
activities
UK
business
Employee
expectations
© Invensys 00/00/00
CR indices
Investment
community
engagement
Invensys proprietary & confidential
Slide 42
Solvent Elimination
•
Used in 9 manufacturing operations as a parts degreaser
o
Ex – Trichloroethene (TCE); Tetrachloroethene (PCE)
•
Environmental concerns ($90M in liabilities) & employee
safety concerns
•
Replacements chemicals available
•
Identify aqueous-based replacements
•
Eliminated specific-operations & outsourced
•
All Invensys operations are now solvent-free
© Invensys 00/00/00
Invensys proprietary & confidential
Slide 43
Green Product Design
E2T Valve
(water valve)
© Invensys 00/00/00
– No hazardous substances
• RoHS compliant
• No Pb
– Energy Efficient
• Control wash
temperature
– Small Size
• Minimum material use
• Minimal packaging
– Ease of Assembly and
Replacement
– End of Life Recyclability
Invensys proprietary & confidential
Slide 44
Nokia-Siemens
http://www.nokiasiemensnetworks.com/about-us/corporate-responsibility/environment
BREAK…..Operations
Operations
•
•
•
•
•
•
•
•
•
•
•
Business & Operations Strategy
End-of-Life Product Management
Quality & Environmental Management
Energy Efficiency
Environmental Management System (ISO 14001)
Facilities Management
Project Management
Information Technology (“Green IT”)
Leadership in Energy & Environmental Design (LEED)
Lean Manufacturing (JIT)
Supply Chain Management
Timeline of Competitive Priorities
Cost
Quality
Delivery
Flexibility/Customization
Service
Sustainability
1950s
© Collins Family Foundation
1990s
2000s
Operations Strategy
• Company will only do what makes economic sense
– Given its concern for environment, company still to
consider competition and bottom line
• Early-mover advantage
– Look for better solution
• Service-based business model
– chemical management services (Nortel)
– floor-covering service (Interface)
– leasing (Xerox)
– printing service (HP)
fractal pattern, modular design
Quality Management
Projects per environmental concerns
Percentage of projects
Environmental concerns
Resource depletion
Global warming
Ozone depletion
Human toxicity
Exotoxicity (water and soil)
Ground level ozone
Acidification
Nutrification
Waste heat
Odor
Noise
Others
16
46
6
10
3
3
2
3
3
3
4
1
0
10
20
30
40
50
End-of life Product Management
Environmental Management System
ISO 14000- 14001
http://www.innovating-canada.com/iso14000.htm
http://www.youtube.com/watch?v=uCjK3lQhPDc
Facilities Management
•
•
•
•
•
•
•
•
Energy & Greenhouse management
Water Management
Waste Management & Recycling
Biodiversity
Pollution Prevention & Environmental Risk Management
Transport
Community Awareness
Environmental Management
Green Information Technology
• “Going green — or the ability to be green — is definitely
increasing in importance, not just from a power
perspective but also from how we, as good corporate
citizens, dispose of all this equipment and our electronic
waste. We are all waking up to the realization that
nothing, from electricity to the quality of the
environment, is free or infinite.”
John Humphreys, IDC Enterprise Platform Group
Lean Manufacturing
Look at the “waste” and impact in the overall system
•
•
•
•
•
Production process
Inventory
Material choice (recycled vs. virgin)
Energy usage of the product
Product impact on the local community
“Waste” is defined as anything more than absolutely necessary so
any environmental residual is bad.
Facilities Design/Energy Utilization
Cooper and Omron takes the LEED™ in "green" design/build
LEED
The Leadership in Energy and Environmental Design (LEED)
Green Building Rating System™ encourages and accelerates
global adoption of sustainable green building and development
practices through the creation and implementation of universally
understood and accepted tools and performance criteria.
http://www.usgbc.org/
Project Management
Project Management Institute (PMI) Code of Ethics & Professional
Conduct:
“We make decisions and take actions based on the best
interests of society, public safety, and the environment.”
“Respect is our duty to show a high regard for ourselves,
others, and the resources entrusted to us. Resources entrusted
to us may include people, money, reputation, the safety of
others, and natural or environmental resources.”
www.pmi.org
Supply Chain
• Integrated international networks
of companies process, produce
and distribute products.
Green Supply Chain Management
Environmental
Management
Supply Chain
Management
Green Supply Chain Management
“Wal-Mart to Assign Green Ratings”
http://online.wsj.com/article/SB124766892562645475.html
Benefits of Sustainable Operations
The application of sustainable operations can result in
significant business benefits including:
•
•
•
•
•
•
•
•
Greater operational efficiencies
Cost reduction
Quality image
Opportunities for new and growing markets
Conservation of the environment
Positive publicity
Respect from the local community
Staff loyalty
Examples of Leadership
Triple Bottom Line
Social policy
dialogue
Social responsibility
Products
Environmental
management
“Baseline
management”
ABB’s
organizational
structure
Local
1990
Environmental Product Declarations,
Life Cycle Assessments
Sites
Implementation of ISO 14001
Regional
1994
ABB’s first
Environmental
Report
Global
2000
ABB’s first
Sustainability
Report
Customer
centric
2002
ABB’s first triple
bottom line
Sustainability Report
Transforming Sustainability into Customer Value
Bayerische Motoren Werke AG,
•
•
•
•
•
Sustainability is an integral part of BMW business principles and practices,
which has led to a confirmation of its leadership position in the automotive
industry. The company has been able to surpass its peers by exhibiting
unparallel commitment to environmental issues.
BMW strives to conserve environmental resources throughout its value
chain from production systems to materials used in-bound and out-bound
logistics, and recycling and disposal of used vehicles.
The company has implemented efficient environmental management
systems, and undertakes regular external and internal audits for its
operations as well as for its suppliers.
BMW has also included a package of multiple emission reduction measures
in large parts of the car fleet (called Efficient Dynamics) in order to meet the
challenges of global warming and fossil fuel reserves, which is illustrated by
25 percent decline in car fleet emissions in 2008 as compared with 1995
levels.
Along with various initiatives undertaken to achieve environmental
efficiency, the company also takes measures, such as 360 degree feedback
and benchmarking of brands against that of peers, to strengthen its brand
image and gain competitive advantage.
Source: DJSI World
Kingfisher
• Kingfisher Plc is a London-based international home improvement
retailer. The company's main retail brands run on the do-it-yourself
(DIY) concept and include products such as complete kitchens,
bathrooms and bedrooms.
• The company sets sustainability targets and regularly measures its
progress through a social and environmental management system
called 'STEPS'.
• Its "Future Homes" strategy for instance is designed to integrate
sustainability into commercial operations, bringing innovative
products to the market to help its customers adopt more sustainable
lifestyles.
• In Kingfisher's specialized DIY home improvements stores (e.g.
B&Q in the UK and Castorama in France) customers are
increasingly enticed to choose from a wide range of green products.
• In 2008 this accounted for 7% of total sales.
Source: DJSI World
Panasonic Electric Works
• Panasonic ‘s concentrated efforts to develop environment-friendly
operations has resulted in operational excellence, which is evident
from a sharp decline in greenhouse gas and dust emissions; and
reduced electricity, water and waste consumption.
• The concept of restoring bio-diversity is also adopted at a strategic
level in the company; e.g., the company constructed a 'Prosperous
Park' including biotope in a building premise in Osaka in March
2009.
• In the social dimension, the promotion of labor practices within the
organisation differentiates it from other companies. The company
has established 'Diversity Promotion Office', and has been awarded
Diversity Award Semi Grand prize.
Source: DJSI World
Starbucks
In 2004, with support from CH2M HILL, Starbucks voluntarily conducted an inventory of its
greenhouse gas emissions in an effort to understand and evaluate its contribution to climate
change. Using the WRI Greenhouse Gas Protocol, Starbucks limited the inventory to areas with
the biggest environmental impact: retail, coffee roasting, administration operations and its
distribution network. Based on the results, Starbucks committed to reducing emissions by:
• Purchasing renewable energy—annually, five percent of the energy needed by its North
America retail stores, generated by 11 large-scale windmills, and estimated to reduce CO2
emissions by two percent;
• Addressing the impact of its transportation operations—working with Business for Social
Responsibility’s (BSR) Clean Cargo Group on ocean transportation and using the Clean Cargo
tool
to engage freight vendors;
• Monitoring roasting plant operations— an environmental team at each of the company’s
four
roasting plants are creating measures for reducing emissions and conserving energy;
• Taking leadership and raising awareness—by encouraging others to take action.
• Setting a reduction target—in fiscal 2005, the company established a gas emissions
reduction target.
Sources: Starbucks http://www.starbucks.com/aboutus/beantocup.asp
http://www.greenatworkmag.com/gwsubaccess/05julaug/starbucks.html
The Unilever Group
•
•
•
•
Unilever is one of the world's leading food producers, and household and
personal care product manufacturer. The company owns 270 manufacturing
plants across six continents. It employs around 174,000 people in more
than 100 countries worldwide.
The company has out-performed others in the environmental and economic
dimensions by strategically focusing on achieving a long-term sustainable
business model. This is reflected through a decline in the ecological
footprint of the company.
The company has initiated the Sustainable Agricultural Initiative (SAI) and
the Lead Agricultural Program to promote the adoption of a responsible
approach towards farming practices and has also published guidelines for
sustainable farming practices.
Unilever has developed the 'Greenhouse Gas Profiling Tool' in order to
assess the environmental impact of its new products. It also creates
nutritional awareness among consumers by labeling the nutritional value of
ingredients on packets.
Source: DJSI World
Examples of “Profitable Sustainability”
Wal-Mart
Sustainability Reporting
•
•
•
•
Carbon Disclosure Project (CDP)
Dow Jones Sustainability Index (DJSI)
Global Reporting Initiative (GRI)
UN Global Compact – Communications on
Progress (COP)
Carbon Disclosure Project
The Carbon Disclosure Project is an independent not-for-profit
organization holding the largest database of primary corporate climate
change information in the world.
Thousands of organizations from across the world’s major economies
measure and disclose their greenhouse gas emissions and climate
change strategies through CDP. We put this information at the heart of
financial and policy decision-making.
http://en.wikipedia.org/wiki/Carbon_Disclosure_Project
www.cdproject.net/en-US/Pages/HomePage.aspx
Carbon Disclosure Project
Carbon Disclosure Project (CDP) results and reports
Find out how organizations and public sector bodies around
the world are responding to climate change by taking a look
at the individual corporate responses to CDP or by reading
our reports. Our reports provide detailed analysis of the
information supplied each year to CDP and indicate
important trends and developments.
Read our reports
Dow Jones Sustainability Indexes
Launched in 1999, the Dow Jones Sustainability Indexes are the first global indexes
tracking the financial performance of the leading sustainability-driven companies
worldwide.
The identification of sustainability leaders for the Dow Jones Sustainability Indexes is
based on the Corporate Sustainability Assessment of SAM Research.
A defined set of criteria and weightings is used to assess the opportunities and risks
deriving from economic, environmental and social developments for the eligible
companies.
A major source of information is the SAM questionnaire which is completed by
companies participating in the annual review.
The external assurance report by Deloitte ensures that the corporate sustainability
assessments are completed in accordance with the defined rules.
Based on SAM Research's corporate sustainability assessment companies are ranked
within their industry group and selected for the Dow Jones Sustainability Indexes, if
they are among the sustainability leaders in their field.
For a detailed description of this selection process you can download the guidebook for
the Dow Jones Sustainability World Indexes and the guidebook for the Dow Jones
STOXX Sustainability Indexes. www.sustainability-index.com/
Global Reporting Initiative (GRI)
The Global Reporting Initiative (GRI) has pioneered the
development of the world’s most widely used sustainability reporting
framework and is committed to its continuous improvement and
application worldwide. This framework sets out the principles and
indicators that organizations can use to measure and report their
economic, environmental, and social performance.
www.globalreporting.org/
2007 Global Reporting Initiative (GRI) Matrix
Sustainability:
Strategy & Trade-offs
Mark Greenlaw
Vice President, Sustainability &
Educational Affairs
October, 2011
Sustainability at Cognizant
In June of 2011, Cognizant
Published it’s first
Sustainability Report
77

Titled “Responsibility at Work,
Sustainability Report 2010”, it
covered Cognizant’s
Economic, Environmental, and
Social impact on the
communities in which it
operates

The report uses the Global
Reporting Initiative’s (GRI) G3
Guidelines, at the “C”
Application Level
| ©2010, Cognizant
www.cognizant.com/aboutus/SiteDocuments/Cognizant_Sustainability_online.pdf
GRI Framework
Content
Strategy and Analysis
Quality
Principles
Standard
Disclosures
Boundary
Disclosure
Items
| ©2010, Cognizant
Report parameters
Governance,
Commitments and
Engagements
Disclosure on Management
Approach and Performance
Indicators
Economic
78
Organizational Profile
Environmental
Social
The Global Reporting Initiative
Economic
Environmental
Impacts on the
economic conditions of
its stakeholders at local,
national and global
levels.
Labor Practices
Impacts on its
workforce, including
labor/management
relations, health and
safety, training and
education, and
diversity.
79
| ©2010, Cognizant
Social
Impacts on living and
non-living natural
systems, including
ecosystems, land, air,
and water.
Impacts on the social
systems within which it
operates.
Human Rights
Society
Product Responsibility
Impacts on Human
Rights, including
investment &
procurement practices,
child & forced labor,
and security practices.
Impacts on the
communities in which
it operates, including
corruption, public
policy, and anticompetitive behavior.
Product impact on its
customers, including
health and safety,
information and
labeling, marketing,
and privacy.
Report Development Process
1. Formed team who represented our key stakeholders
2. Educated team
3. Analyzed 79 GRI Indicators, internally & against
competitors:
a) Materiality
b) Availability of data
c) Willingness to report
4. Gathered and analyzed data
5. Developed narrative and creative aspects
6. Reviewed and published report
80
| ©2010, Cognizant
Report Contents
 CEO & VP Sustainability
Letters

Organizational Profile

Big Picture of Sustainability

Five Topics:
– Commitment to Customers
– Educating for the Future
– Governance and Ethics
– Stewards of the Environment
– Responsibility at Work

81
| ©2010, Cognizant
38 GRI Indicators fully or
partially disclosed; 54 pages
UN Global Compact COP
One of the explicit commitments that a company makes when it
joins the UN Global Compact is to produce an annual
Communication on Progress (COP). This is a requirement of
participation which serves several important purposes:
• to instill accountability;
• to drive continuous improvement;
• to safeguard the integrity of the UN Global Compact as a
whole;
• and to contribute to the development of a repository of
corporate practices.
www.unglobalcompact.org/cop/index.html
Students & Sustainability Planning
Background & Output
• Since 2008, a course called “Business
Sustainability” or “Greening the Corporation” has
been delivered to 190 graduate students at:
– Bentley University
– Clark University
– MA Maritime Academy
• Student teams has developed and delivered
Sustainability Plans to @50 organizations
including:
– Corporations
– Municipalities
– Non-Profits
Areas of Focus
•
•
•
•
Organizational Mission
Integrated into Operational Strategy
Foster Sustainable Behavior
Specific Initiatives:
–
–
–
–
–
–
–
–
Energy Use
Water Use
Waste & Recycling
Travel & Transportation
Supply Chain Management & Purchasing
Information Technology > “Green IT”
Building Design
Product & Service Design
Fostering Sustainable Behavior
• “Leading Change….” by John P. Kotter
• “Fostering Sustainable Behavior” by Douglas
McKenzie-Mohr:
1.
2.
3.
4.
5.
Set goals
Identify barriers
Plan and Implement
Evaluate
Revise and refine
Community
Impact
Partnerships – Communities







Grafton
Northbridge
Sherborn
Sutton
Stow
Worcester
Woodstock, CT
Sustainability Plan
Examples of Sustainability Plans
www.greenprof.org
Your Sustainability Project?
• Your town?
• Your company?
• Another company?
I will provide guidance to you – no charge!
Mission – To support local, independently owned and
operated businesses in improving their environmental
business practices, reducing their operating costs and
reducing their carbon footprint
Worcester SBLP Management Team
• Bill Bean – President, Green Planning & Coaching
• Pat Bird – Clark Graduate Student: MBA/MA in ES&P
• Laury Hammel – Executive Director, Sustainable
Business Network
• Kate Hanley - Clark Graduate Student: MBA/MA in
ES&P
• Will O’Brien – Clark University Executive-in-Residence;
Director, WSBLP
• Katy Sullivan – Executive Director, Worcester Local First
SBLP 6-Step Process
① Sustainability Assessment
Form (SAF)
② Initial Walk Through
③ Recommendations & Green
Team Meeting
④ Sustainability Action Plan
(SAP)
⑤ Implementation & Ongoing
Assistance
⑥ Final Evaluation &
Sustainable Business Leader
Certification
SBLP Process > Job Creation
Client
commits
to SBLP
SAP is
developed
Client is
SPLP
Certified
Client
implements
SAP
Local
jobs are
created
7 Areas of Focus
① Energy Efficiency
② Water Conservation
③ Waste Management
④ Pollution Prevention & Safe
Alternatives
⑤ Transportation
⑥ Local Purchasing & Local
Food
⑦ Sustainability Management
Benefits of SBLP
•
•
•
•
•
•
•
•
•
•
Customized program
Reduced carbon footprint and resource consumption
Significant cost savings likely
Open line of communication to SBLP coordinator
Recognition by the City of Boston for pioneering efforts
Competitive advantage through enhanced business
image
1 year complimentary SBN membership
Ongoing support and education on sustainable business
practices
Generating a sense of pride and camaraderie among
staff
Implementation of SAP creates local jobs
Additional Information
www.sustainablebusinessleader.org
WSBLP Internships – Spring 2012
If you are interested in becoming an Intern
for the Worcester Sustainable Business
Leader Program for next Spring, please see
me or send me an email to discuss.
Thank you,
Will O’Brien
New Courses
• Energy Management (MGMT 5509) will be
offered in the Spring 2012 semester
• Eco-entrepreneurship (MGMT5416) will be
offered during the Summer 2012.
If you would like a copy of either syllabus, please
send an email to: wobrien@clarku.edu
Support Organization
Strategic Sustainability Consulting
http://www.sustainabilityconsulting.com/
Information Sources
Books:
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Anderson (1998), Mid-Course Correction
Brown, Christopher Stephen. (2005). Sustainable Enterprise
Cunningham, William P. (2007), Environmental Science
Doppelt, Bob (2003) Leading Change Toward Sustainability
Elkington (1997), Cannibals with forks (The “Triple Bottom Line”)
Epstein, Marc (2008), Making Sustainability Work
Esty, Daniel C and Winston, Andrew S. (2006), Green to Gold
Galea, Chris (August 2004). Teaching Business Sustainability
Graedel, T.E.(2003), Industrial Ecology
Hawken, Paul (1999) Natural Capitalism
Hawken, Paul (1993), The Ecology of Capitalism.
Holiday et al, (2002), Walking the Talk
McDonough/ Braungart (2002), Cradle to Cradle
Meadows, Donella H. (1992), Beyond the Limits
Savitz, Andrew W. & Weber, Karl (2006) Triple Bottom Line
Sitarz, Daniel, (2008), Greening Your Business
Willard, Bob (2002), The Sustainability Advantage
“Social Change”
Think Globally > Act Locally > Impact Globally
Understand challenges > Do what you can in: > Have a global impact
- your life
- your home
- your company
- your community
Chinese coal mine fires > I am powerless to
> Do nothing
make any difference
My world view….one person can make a real difference.