Showing posts with label lessons. Show all posts
Showing posts with label lessons. Show all posts

Foresight NEXT Professional Development Program (Sustainability Courses)

Foresight NEXT is a unique program that combines interactive seminars and dynamic speakers with engaging site visits. This program is designed to help professionals integrate sustainability into their companies’ operations. This approach delivers the judgment, economics, strategies and communication necessary to affect positive change.

NEXT fellows acquire new approaches and best practices to become more astute problem solvers. Created in collaboration with the foremost corporate sustainability executives, NEXT integrates experiential and academic learning modes. The program meets monthly for one evening and consecutive day, accommodating out-of-town participation.

NEXT is designed for professionals from all backgrounds who are looking to intersect their careers with sustainability, or those who are from various departments but need to be up to speed to work alongside sustainability departments.

Their current cohort consists of participants from McDonald's, Siemens, Shaw, and AonHewitt among others. To read their bios, learn more about the hands-on curriculum, and download a brochure, go to their website here.

A phone information session will be held on July 9, at 6 pm, to RSVP click here. The deadline to apply for the second Foresight NEXT term (September 2012 - February 2013) is July 11. If you have any questions contact Polly Washburn, Program Director next@foresightdesign.org / (773) 271-1990.

© 2012, Richard Matthews. All rights reserved.

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A Cure for Green Blindness

Here is an article from Dr. David Suzuki on our lack of green vision, probable causes and perhaps even a cure. Suzuki is a scientist, broadcaster, author, and co-founder of the David Suzuki Foundation. This article was written with contributions from David Suzuki Foundation Communications Specialist Jode Roberts.

A colleague told me his toddler was wandering through a neighborhood park picking up twigs and sticks, brandishing them as tools for digging, poking and tapping. Suddenly the boy stopped and pointed excitedly to the canopy of branches above. “Look papa. Sticks come from trees!”

Mentally reconnecting fallen branches to their home on the trunk is obvious to an adult, but many of us have lost our profound sense of wonder about the interconnected web of life that surrounds us. This is especially true when it comes to the plant world.

Trees filter pollutants, absorb carbon dioxide, and breathe out life-giving oxygen, and plants provide food and medicine. However, most folks are largely oblivious to our photosynthesizing companions. This has led some researchers to examine “plant blindness,” a condition whereby we cannot see the forest or the trees.

In 1998, American botanists James Wandersee and Elizabeth Schussler defined plant blindness as “the inability to see or notice the plants in one’s own environment,” which leads “to the inability to recognize the importance of plants in the biosphere and in human affairs.” This prognosis rings true in an age when most youngsters can identify hundreds of corporate logos and branded products but can’t name the plants and trees in their backyards.

Why are we suffering from a nagging case of plant blindness? There is no simple scientific answer, but Wandersee and Schussler argued that plants don’t capture our attention like animals and other stimuli. To the human eye, they are largely static. Thus we tend to lump plants together into a green backdrop, failing to distinguish between the millions of blades of grass or multitude of plant species.

Show someone a photo of a lush forest with a grizzly bear and ask what’s in the picture. Most will answer, “A bear.” Add a spotted owl to the scene and the response might become, “A grizzly bear under the watchful eye of an owl.” What you are unlikely to hear is a description of the flora accompanying the charismatic fauna.

Part of the problem may be related to the overwhelming amount of data our eyes send to our brains. Danish author Tor Nørretranders estimates that the human eye generates more than 10 million bits of data per second. Our brain extracts only about 40 bits of data per second, and only 16 bits reach our conscious vision and attention. Unfortunately, nature’s greenery tends to be drowned out in a visual flurry of noise and shinier items of interest.

Nørretranders also found that people who have had meaningful educational and cultural experiences with plants are more likely to notice greenery.

How do we reconnect with nature and learn to give plants their due? The answer is simple. People, especially kids, need to connect with nature in their everyday environment, and we need to bring more to our neighborhoods, public spaces and backyards. It might surprise you, but most urban spaces are already jam-packed with natural wonders.

After volunteering in an urban apple orchard at the Spadina Museum in Toronto, Laura Reinsborough began seeing the world through “fruit goggles.” Once she became familiar with fruit-bearing trees in the city, she suddenly noticed them everywhere—cherries, plums, crabapples, pears, grapes and walnuts. This largely untapped urban bounty spurred her to found Not Far From the Tree, a group that has organized volunteers to help harvest more than 14,000 kilograms of fruit from hundreds of backyard trees over the past four years.

If you want to help bring nature to your community, join one of the many groups working to enhance it. Local efforts to restore wetlands, forests, parks, and public spaces provide great opportunities to get hands-on outside time and boost your community’s natural wealth.

Earth Day, on April 22, offers an ideal time to get started by planting a tree or making your community cleaner and greener. In the Greater Toronto Area, check out the David Suzuki Foundation and RONA’s Urban Reforestation tree-planting event in the Rouge—the future site of what I hope will become Canada’s first urban National Park. For other nature-restoring events near you, see the listings on Earth Day Canada’s website.

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Unilever Sustainability Journey: Go Big or Go Home

Unilever's efforts are extraordinary if for no other reason than the sheer scale of its sustainability ambitions. By 2020, the company, with annual revenues exceeding $63 billion, plans to cut its massive environmental footprint in half through its Sustainable Living Plan.

Big efforts get noticed as is evidenced by the fact that Unilever won top honors at the 2011 International Green Awards in London. Unilever was named the Grand Prix award winner because it has "the greatest capacity to change the way society and business is perceived, supported by factual evidence of systemic change."

Unilever's vision behind its Sustainable Living Plan rests on the belief that business must prepare itself for a future in which resources will become more constrained and carry a higher cost.

"We are preparing ourselves for that future. We're also trying to develop products and services which will allow our consumers to adapt to a very different world," Gavin Neath, Unilever's senior vice president of sustainability, said in an interview. "People talk a lot about things like climate change adaptation. In a real sense, part of what we're doing in the Sustainable Living Plan is about climate change adaptation."

© 2012, Richard Matthews. All rights reserved.

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Bluehorse Associates Sustainability Journey: Doing It for the Money

Bluehorse Associates Sustainability Journey: Doing It for the Money

Bluehorse is a pioneer in the sustainability metrics field and they understand how bottom line concerns are driving sustainability. They specialize in delivering ground-breaking tools that provide decision makers with clear, usable information for their business and products.

Bottom line benefits are the driving force behind the adoption of sustainability. As Sara Pax President of Bluehorse Associates noted, it is 'not about tree-hugging': Sustainability is simply good for business. According to Pax, companies should be concerned about their environmental sustainability - but it has more to do with ensuring profitability than it does with saving the planet.

Bluehorse Associates is the maker of a tool for measuring environmental sustainability for the food industry called Carbonostics , which Pax claims can give food and beverage companies tangible information about which measures make most sense for business, as well as for the environment.

Carmel McQuaid, Climate Change Manager, Marks & Spencer said, "Carbonostics is a truly innovative and pragmatic tool which will enable better decision making and help the food industry continue progress towards healthy, profitable and sustainable products.”

Consumer engagement should not be a top priority for companies, Pax said, as only a very small percentage of consumers change their purchasing decisions based on any environmental work that a company has undertaken.

© 2012, Richard Matthews. All rights reserved.

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Berg Engineering Consultants Ltd. Sustainability Journey: Be Proactive

Green is also growing in the building sector. As reported in the Daily Herald Business Ledger, The green market was 2 percent of nonresidential construction starts in 2005; 12 percent in 2008; and grew to 28-35 percent in 2010. By 2015, an estimated 40-48 percent of new nonresidential construction will be green. Experts say green building will support 7.9 million U.S. jobs and pump $554 million into the U.S. economy over the next four years.

By 2015, the green share of the largest nonresidential retrofit and renovation activity will more than triple, growing to 25-33 percent of the activity by value — a $14-18 billion opportunity in major construction projects alone, industry experts say.

When Brian Berg Sr. established Berg Engineering Consultants Ltd. (BEC) There was no green market and there was no LEED certification. However when he set up shop in the midst of the 70s energy crisis, he paid heed to prevailing conditions and positioned himself to be ahead of the curve in energy-efficient designs.

Now his firm has won numerous energy awards using energy efficient design in a huge and growing market.

“Dad had to invent energy efficient design,” explains Brian Berg Jr. “Today it’s not so much a process, but education — staying on top of innovations, showing clients how spending a little more for a more energy efficient building envelope is a smart investment.”

© 2012, Richard Matthews. All rights reserved.

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Aramark Sustainability Journey: Training a Workforce

Securing qualified employees is amongst Aramark's key sustainability initiatives. Aramark has launched an Environmental Internship Program designed to meet a growing need for employees who have a practical understanding of environmental initiatives plus fundamental business knowledge.

The program provides young professionals with corporate experience and creates an awareness of the role environmental stewardship can play in all jobs. Aramark is a world leader in professional services, providing award-winning food services, facilities management, and uniform and career apparel to health care institutions, universities and school districts, stadiums and arenas, and businesses around the world.

“Environmental practices can be incorporated into virtually any job, and through the Aramark Environmental Internship Program we can help develop employees who make the connection between the work that they do, and its impact on the environment and on our business,” said Rick Martella, Aramark Vice President, Business Affairs. “Embedding these internships in key roles across the company will provide environmental knowledge and skills that are not confined to a single position or type of job, and can be easily shared.”

Another example of Aramark's sustainability efforts takes the form of a re-usable container program they launched in 2009. Aramark Higher Education, a world leader in providing professional services to more than 600 colleges and universities throughout North America introduced the Green Thread™ ‘to go’ container program at many of the campuses it serves, diverting more than two million disposables from landfills during the 2009-2010 school year. The re-usable ‘to go’ food container were designed for use at the campus dining hall.

© 2012, Richard Matthews. All rights reserved.

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PPR Home's Sustainability Journey: Innovative Metrics Shed Light on Supply Chains

PPR Home is the parent company of some of the world's biggest luxury and sporting brands, including Gucci, Yves Saint Laurent, and PUMA, are embarking on one of the world's most ambitious green accounting programs. PPR Home has announced that it will adopt a group environmental profit and loss statement (EP&L) by 2015.

This new approach to accounting will help to monitor and manage greenhouse gas emissions, water use, pollution, and land use change. According to PUMA executive chairman, Jochen Zeitz EP&Ls are superior to conventional sustainability reports.

"As the manager of a business, all you need to look at now is one page and you know what you need to do because it tells you exactly where you need to attack in order to get rid of your footprint," Zeitz said. "But once you visualise and measure, you can actually manage the impact. Whereas before the visualisation was so hypothetical that it didn't lead to concrete day-to-day decisions."

The EP&L provide a more transparent view of the supply chain. PUMA's E P&L revealed that 94 percent of its environmental impact was created in the supply chain, which has encouraged the company to find alternative materials to reduce that impact. As a consequence of the EP&L, Zeitz said that the company was looking into requiring firms to measure and report their environmental impact when PUMA is selecting suppliers in future.

© 2012, Richard Matthews. All rights reserved.

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GM Sustainability Journey: Death and Resurrection

The old General Motors (GM) died three years ago but like a phoenix from the ashes it has been reborn. GM declared bankruptcy in 2009 but in 2011 the company once again laid claim to being the world's largest automaker. GM said that it sold 9.025 million vehicles in 2011 putting it ahead of Volkswagen which had sales of 8.015 million in 2011.

GM was the victim of its poor strategic decisions, not the least of which was its failure to engage sustainability. As Paul Ingrassia describe it in the Wall Street Journal, GM made "decades of dumb decisions."

In the past environmentalists have quite rightly criticized GM for producing gas-guzzling behemoths like the Hummer. GM also filed a lawsuit against California's regulation of carbon dioxide as a pollutant. The company has also been a longstanding opponent of government-mandated fuel-efficiency regulations. Perhaps most seriously, GM is alleged to have "killed" the electric car.

The new GM has gotten rid of much of the old and introduced revolutionary new products. The company succeeded in selling its Hummer brand and it launched new vehicles like the award winning Chevy Volt. Although it has encountered some problems and is not selling as well as some had hoped, the Volt is an industry leading extended range electric vehicle.

A book by sustainability guru Joel Makower chronicled GM's conversation with the environmental community. It revealed that GM was beginning to respond to sustainability issues even before its demise. In late 2006, GM leaders briefed a group of environmentalists about the Volt, even before it unveiled the car to the press. Although it ended up being "too little too late," GM reached out to the major environmental groups to describe its vision and plans, field questions, and listen to concerns. According to Makower, who was involved in these talks, Big Auto and Big Green began to come together "as colleagues with shared goals."

However, slowly GM was moving in the right direction prior to filing for bankruptcy. For example in 2008, the company made a commitment to ensure that half of its manufacturing plants were landfill-free. But these efforts were inadequate and GM was forced to file for bankruptcy.

In 2009 when GM filed its bankruptcy petition, Beth Lowery sent an email to her network of environmental leaders and other stakeholders, offering an optimistic perspective of what the filing meant for the car company's future:

"The New GM will focus on reinventing not just ourselves, but transportation systems around the world. An essential starting point is vehicle electrification...we will continue to work with partners to develop the infrastructure necessary to support advanced technologies."

Makower added, "skeptics may deride the taxpayer-funded New GM as "Government Motors," I still have high hopes that in the coming years, it actually could stand for Greener Mobility."

It turnes out that Lowery and Makeower were both right. The new GM is doing much more than just manufacturing a range of greener vehicles. In addition to 12 vehicles that get a minimum of 30 miles per gallon, GM is aggressively pursuing a number of sustainability initiatives. Between the years 2005 and 2010, GM reduced it energy use by more than 30 percent and its carbon dioxide emissions were reduced by 30 percent.

GM is also greening its facilities. The company now uses 30 megawatts of solar energy in seven facilities and plans to double that amount by 2015. GM also uses energy efficient lighting and HVAC systems. One of its facilities in Lansing, Michigan has even received LEED Gold Certification. Half of all global manufacturing facilities are just about waste free.

GM reuses and recycles more of its manufacturing waste than any other automaker. GM preserves natural resources as well as enhance the natural habitats that surround all facilities. The company has more certifications from the Wildlife Habitat Council than any other manufacturer from North America and 15 different habitat programs going on around the world.

A total of 30 GM Plants have met the United States Environmental Protection Agency’s Energy Star Challenge for Industry. These facilities were able to avoid the production of more than 775,000 metric tons of carbon dioxide passes and saved over $50 million in energy costs.
GM also partnered with the US Department of Energy to create the EcoCAR Challenge competition which challenges 16 different universities in North America and asks them to find a way to reduce the overall environmental impact of vehicles.

GM is also home to the the biggest rooftop solar panel array in the world. The roof of GM car factory in Zaragoza, Spain is made up of 85,000 lightweight panels that cover approximately two million square feet. The company plans to install solar panels at an additional 11 plants throughout the European Continent.

Other sustainability efforts include:

Investing in renewable energy
Funding a new EV company
Researching breakthroughs that reduce emissionsResearching greener fuel manufacturingWorking cooperatively for fuel improvements

GM is also striking up new partnerships and collaborations that serve its sustainability agenda. These efforts include:

Collaborating with Sunlogics P.L.C. to make solar powered charging stationsCollaborating with LG to Develop EVsCollaborating with BMW

The Obama Administration deserves credit for having the foresight to see the advantages of investing $82 billion in the auto industry bailout. It has been a long and difficult fall from grace, but GM is now reaping the benefits of sustainability.

© 2012, Richard Matthews. All rights reserved.

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Kodak Sustainability Journey: Fear of Corporate Death as a Catalyst for Change

Eastman Kodak Co. is a good example of a striving to survive with the help of sustainability. Companies relate to sustainability in different ways, but whether they are trying to maintain the position of their brand or trying to resurrect themselves from the dead, engaging sustainability is a competitive necessity and ultimately a matter of survival.

Ahead of government regulation and even popular demand, corporate sustainability is now weaving its way into strategic business decisions that are influencing everything from manufacturing processes to marketing communications.

As explained in a Sustainable Brands article, “Companies increasingly recognize that a proactive stance on sustainability is becoming a competitive necessity in attracting investors, employment talent and supply chain partners, as well as customers.”

Every company deals with a unique set of circumstances. But whether a company is leading or faltering, engaging sustainability is a way to maintain a strong market position or as in the case of Kodak, a way to resurrect a dying brand.

To help direct its sustainability journey Kodak hired a Chief Sustainability Officer (CSO) in 2010.

Companies that proactively engage sustainability are rewarded while companies that ignore sustainability are punished. This holds true for Eastman Kodak, which is being forced to reinvent itself by the changing marketplace. The company is radically changing its product offerings and its culture of complacency as a matter of survival.

As reviewed in a Triple Pundit article, Kodak is already teetering on the brink, to raise capital they are close to selling off some of their lucrative patents, and they have one year to submit a reorganization plan to bankruptcy court.

Kodak is fighting for its life. To help its chances of survival the company is replacing its 70 year old logo. In an effort to break with the past, Kodak's new corporate logo strives to communicate a cutting-edge, 21st century innovator.

Sustainability is a defining part of business in the 21st century and with that in mind the 120-year-old film company is rebirthing itself as a digital imaging company.

Through its partnership with Natcore Technologies, Kodak is also investing in inexpensive patented thin-film solar technology, specifically flexible solar cells, through, a New Jersey-based startup. The solar cells cost as little as half as much as traditional thin film solar cells to manufacture.

These are bold move for Kodak, but it will need to make similar strong committments to sustainability if it is to regain its foothold.

© 2012, Richard Matthews. All rights reserved.

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HP and Dell Sustainability Journeys: The Choice Between Manufacturing and Recycling

HP and Dell are each taking different approaches to sustainability. One is emphasizing removing toxic compounds from manufacturing the other is focused on recycling through take back programs.

HP is better than Dell at removing toxic compounds from their designs. They have reduced PVC and BFRs have completely phased out beryllium and other compounds.

However, Dell is working with the EPA on the National Strategy for Electronics Stewardship. The Dell and the EPA are promoting the use of certified recyclers for electronic waste. The goal of the Strategy is to “encourage electronics manufacturers to expand their product take-back programs, and use certified recyclers as a minimum standard in those programs.”

Both HP and Dell have good competing sustainability strategies, but the marketplace of the not too distant future will not tolerate an either or approach.

© 2012, Richard Matthews. All rights reserved.

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Toshiba International Sustainability Journey: Bold Strategic Moves

Toshiba has made a bold strategic decision that has completely changed its product mix. Once a leader in incandescent lighting, the company is now betting on LED technology as the future of lighting. As revealed in a recent press release, Toshiba completely abandoned production of incandescent lights in March 2010 and in favor of LED lighting. Toshiba is the first major lighting manufacturer to proactively discontinue the production of incandescent lights.

Toshiba is one of the largest lighting companies and LED light manufacturers in the world, they produced their first light bulb in 1890. On July 13, 2011, Toshiba announced that twenty of its energy-efficient LED lights have received the US Environmental Protection Agency (EPA) Energy Star® label.

An Energy Star qualified LED lamp uses up to 75% less energy, lasts at least 15 times longer than incandescent lighting and has a light quality, which remains consistent over time

Being awarded the Energy Star certification is an important payoff for Toshiba’s bold strategy.

© 2012, Richard Matthews. All rights reserved.

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Samsung Sustainability Journey: Be First

Samsung has a green vision that is only getting greener. Like LG Inc., Samsung is also part of South Korea’s Green Technology Center (GTC) research center and the company is already a leader in energy-efficient products.

Samsung is a leader in technology innovations that serve efficiency. In 2007 Samsung was first with internet connected appliances to increase energy savings and reduce costs. In 2008, Samsung launched an eco-phone made with corn-based bioplastics. In 2011 the company launched more Green IT products and services and in the same year Samsung joined the Climate Savers Computing Initiative (CSCI).

Samsung continues to innovate by increasing energy efficiency, reducing CO2 emissions, recycling, waste minimization and waste management.

© 2012, Richard Matthews. All rights reserved.

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