1. Greening the Corporation Will O’Brien Massachusetts Maritime Academy MS in Facilities Management Cohort October 2011

2. 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.orgwww.greenprof.org www.sustainablebusinessleader.org/

3. "What we take for granted may not be here for our children." - Al Gore

4. Our Grandchildren

5. 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

6. 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

7. 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

8. 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.ten universally accepted principleshuman rightslabourenvironment anti-corruption 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

9. U.N. Global Compact – 10 Principles http://www.unglobalcompact.org/AboutTheGC/TheTenPrinciples/index.html

10. Definitions & Systems

11. 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)

12. Environmental Footprint Source: “Measuring Environmental Footprint: A Financial Services Industry Case Study”, 2008, UNC 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. Examples: Starbucks http://www.starbucks.com/aboutus/beantocup.asp 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

13. 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

14. Carbon Footprint Source: New Zealand Business Council for Sustainable Development

15. Business & Environmental Sustainability

16. 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

17. Industrial Pollution

18. 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 What is in a Landfill?

19. 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.htmlhttp://www.svtc.org/ecomaps/svtc_ecomaps/index.html Oregon Natural Step Zero-waste Coalition Green IT

20. 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.

21. Business IS Providing Leadership

22. Why is Business Part of the Solution? learningchangeBusiness is focused on learning and change. –Change can and does happen relatively quickly globalBusiness is a global institution. –The challenges are fundamentally global in nature technological innovationBusiness is the source of technological innovation. proximate –Technology is the proximate cause of environmental impact Dr. John Ehrenfeld, Director Emeritus, MIT Technology, Business and Environment Program

23. 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) [1]

24. 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

25. Stakeholders

26. 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-sustainability /http://news.socialyell.com/878/csr-advice/engaging-stakeholders-as-a-path-to-business-sustainability /

27. Sustainability Drives Innovation

28. 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

29. 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

30. Examples of Sustainability Driving Innovation

31. Audi e-Tron Electric – 4 motors; 1 battery 313 horsepower All wheel drive 0 to 62 in 4.8 seconds Estimated range = 154 miles

32. 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

33. 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.PVCBFR

34. 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. HP Ink-jet Printer Cartridge modular design Steelcase's 'Think' chair

35. 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

36. Sustainability Strategy at Invensys, PLC Steve Sacco, VP Environmental, Health, Safety & Sustainability December 2010

37. 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

38. © Invensys 00/00/00 Invensys proprietary & confidential Slide 38 Our Customers

39. © Invensys 00/00/00 Invensys proprietary & confidential Slide 39 What does Sustainability Mean for Invensys? 39 –“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 39

40. © Invensys 00/00/00 Invensys proprietary & confidential Slide 40 Why is Sustainability important? 40 –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 40

41. © Invensys 00/00/00 Invensys proprietary & confidential Slide 41 Sustainability Context Efficient use of materials Conserving energy and water Less waste disposal Better image and reputation Satisfying customer expectations Facilitate entry into new markets Create new and efficient products Stay in compliance Maintain positive community relations Avoid supply chain risk Avoid negative press Minimize RisksReduce CostsCreate Value Invensys’ Sustainability Performance

42. © Invensys 00/00/00 Invensys proprietary & confidential Slide 42 Regulations and reporting requirements Competitor activities CR indices Investment community engagement Employee expectations Shifting customer behaviour UK business UK Perspective - Factors Driving the Sustainability Agenda

43. © Invensys 00/00/00 Invensys proprietary & confidential Slide 43 Solvent Elimination Used in 9 manufacturing operations as a parts degreaser o Ex – Trichloroethene (TCE); Tetrachloroethene (PCE) Environmental concerns ( $90M in liabilities) & e mployee safety concerns Replacements chemicals available Identify aqueous-based replacements Eliminated specific-operations & outsourced All Invensys operations are now solvent-free

44. © Invensys 00/00/00 Invensys proprietary & confidential Slide 44 Green Product Design –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 E2T Valve (water valve)

45. Nokia-Siemens http://www.nokiasiemensnetworks.com/about-us/corporate-responsibility/environment

46. BREAK…..Operations

47. 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

48. © Collins Family Foundation Cost Delivery Flexibility/Customization Service 1950s 1990s Quality 2000s Sustainability Timeline of Competitive Priorities

49. 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

50. Projects per environmental concerns Environmental concerns Resource depletion Global warming Ozone depletion Human toxicity Exotoxicity (water and soil) Ground level ozone Acidification Nutrification Waste heat Odor Noise Others Quality Management Percentage of projects

51. End-of life Product Management

52. Environmental Management System ISO 14000- 14001 http://www.innovating-canada.com/iso14000.htm http://www.youtube.com/watch?v=uCjK3lQhPDc

53. Facilities Management Energy & Greenhouse management Water Management Waste Management & Recycling Biodiversity Pollution Prevention & Environmental Risk Management Transport Community Awareness Environmental Management

54. 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

55. 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.

56. Facilities Design/Energy Utilization Cooper and Omron takes the LEED™ in "green" design/build

57. 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/

58. 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

59. Supply Chain Integrated international networks of companies process, produce and distribute products.

60. 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

61. 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

62. Examples of Leadership

63. Products Environmental Product Declarations, Life Cycle Assessments Social responsibility Transforming Sustainability into Customer Value 1990 19942000 2002 Triple Bottom Line Environmental management Local Regional Global “Baseline management” Sites Implementation of ISO 14001 ABB’s organizational structure Customer centric Social policy dialogue ABB’s first Environmental Report ABB’s first Sustainability Report ABB’s first triple bottom line Sustainability Report

65. 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

66. 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

67. 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

68. 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.asphttp://www.starbucks.com/aboutus/beantocup.asp http://www.greenatworkmag.com/gwsubaccess/05julaug/starbucks.html

69. 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

70. Examples of “Profitable Sustainability” Wal-Mart

71. Sustainability Reporting Carbon Disclosure Project (CDP) Dow Jones Sustainability Index (DJSI) Global Reporting Initiative (GRI) UN Global Compact – Communications on Progress (COP)

72. 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 http://en.wikipedia.org/wiki/Carbon_Disclosure_Project www.cdproject.net/en-US/Pages/HomePage.aspx

73. 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 Carbon Disclosure Project

74. 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.criteria and weightings A major source of information is the SAM questionnaire which is completed by companies participating in the annual review.questionnaire The external assurance report by Deloitte ensures that the corporate sustainability assessments are completed in accordance with the defined rules.assurance report 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/guidebook www.sustainability-index.com/

75. Global Reporting Initiative (GRI) www.globalreporting.org/ 2007 Global Reporting Initiative (GRI) Matrix 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.

76. Mark Greenlaw Vice President, Sustainability & Educational Affairs October, 2011 Sustainability: Strategy & Trade-offs

77. | ©2010, Cognizant Sustainability at Cognizant  In June of 2011, Cognizant Published it’s first Sustainability Report  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 77 www.cognizant.com/aboutus/SiteDocuments/Cognizant_Sustainability_online.pdf

78. | ©2010, Cognizant GRI Framework 78

79. | ©2010, Cognizant The Global Reporting Initiative 79 Impacts on living and non-living natural systems, including ecosystems, land, air, and water. EconomicEnvironmentalSocial Labor PracticesHuman RightsSociety Impacts on the economic conditions of its stakeholders at local, national and global levels. Impacts on the social systems within which it operates. Impacts on its workforce, including labor/management relations, health and safety, training and education, and diversity. 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 anti- competitive behavior. Product Responsibility Product impact on its customers, including health and safety, information and labeling, marketing, and privacy.

80. | ©2010, Cognizant 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

81. | ©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  38 GRI Indicators fully or partially disclosed; 54 pages 81

82. 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

83. Students & Sustainability Planning

84. 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

85. 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

86. Fostering Sustainable Behavior “Leading Change….” by John P. Kotter “Fostering Sustainable Behavior” by Douglas McKenzie-Mohr: 1.Set goals 2.Identify barriers 3.Plan and Implement 4.Evaluate 5.Revise and refine

87. Partnerships – Communities Community Impact

88. Sustainability Plan

89. Examples of Sustainability Plans www.greenprof.org

90. Your Sustainability Project? Your town? Your company? Another company? I will provide guidance to you – no charge!

91. Mission – To support local, independently owned and operated businesses in improving their environmental business practices, reducing their operating costs and reducing their carbon footprint

92. 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

93. 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

94. SBLP Process > Job Creation Client commits to SBLP SAP is developed Client is SPLP Certified Client implements SAP Local jobs are created

95. 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

96. 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

97. www.sustainablebusinessleader.org Additional Information

98. 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

99. 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.eduwobrien@clarku.edu

100. Strategic Sustainability Consulting http://www.sustainabilityconsulting.com/ Support Organization

101. 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

102. “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.