CORE Success Stories

Downing Street Garage: One small company`s journey to implementing EMS, and saving money and reducing footprint along the way

CORE — Fri, 04 May 2012 19:22:50 GMT

Written by Lauren Quillian

Speaking with co-owners Rebecca and Doug at Downing Street Garage (DSG), a sense of excitement fills the air; their passion for operating the company with integrity is emanating from their bloodstream into the surrounding community. This contagious enthusiasm for good business at the leadership level leads to a business and staff engaged in sustainability. This combination of leadership and engagement has made their most recent sustainability initiative, an Environmental Management System (EMS), a tremendous success.

Early adopters

While not originally inspired by “sustainability” as we know it today, Doug’s no-shortcut work ethic and Rebecca’s knack for cultivating honest relationships created a business culture that has been looking for new ways to do right for the community and environment from the beginning. For example, Downing Street Garage was an early adopter of oil filter recycling over 15 years ago. At that time, used filters had to be drained prior to pick up, so Doug set an old hamburger grill on top of a 5-gallon bucket to drain the filters. As it turns out, they were ahead of the curve - today, most every garage recycles oil filters, only now it no longer requires a hamburger grill!

But these kind of small acts of sustainability weren’t enough. In 2008, Rebecca set her sites on something more systematic: an Environmental Management System.

Journey Towards Environmental Management System

For many companies, an EMS sounds like a great idea, but the price tag can be prohibitive, ranging from $3,000-$13,000 just for the consultant. Thanks to Rebecca’s voluntary leadership in the sustainable business community, the City of Denver approached her with the idea of setting up Downing Street Garage as a beta site for small business EMS development. It was a great partnership; the City of Denver gained a template for small business EMS implementation to support the city’s mission to expand sustainable business and Downing Street Garage gained support and mentorships for EMS development at no cost.

With financing taken care of, Rebecca worked extensively with Paul Schmiechen, EMS Manager for the City and County of Denver (CCD) and Janet Burgesser, Program Manager for Certifiably Green Denver (also CCD) to create the EMS. It was “a lot of work, but a lot of fun.” The most challenging part of the process was wrapping her own head around what creating an EMS really meant. Without any significant experience, she found Paul and Janet to be perfect mentors who helped her through the entire process. The city provided a workbook with an outline and exercises to customize an EMS to the specific business. Slowly, the parts started coming into place on how the EMS would work for Downing Street Garage.

The next step, employee engagement, is where Downing Street Garage uniquely embraces sustainability to its fullest. Engaging employees is one aspect of sustainability that always seems easier said than done, but Rebecca seems to have a unique ability to spread her knowledge and enthusiasm. Taking advantage of their weekly staff meetings, Rebecca integrated sustainability into the meeting agenda. Every week, the entire staff would take 20-30 minutes to discuss Downing Street Garage’s Aspects and Impacts and rank them according to environmental, social and financial criteria. Over a period of about two months’ time, they would cover all the topics.

For example, the staff determined that proper wastewater management was a high-ranking issue for the company. Poor management of run-off water from engine cleaning poses a high financial risk in the form of a city fine as well as a high community risk in the form of neighborhood reputation. After the discussion, the staff was highly aware of the importance of catching wastewater in the sand trap rather than letting it go to the curb and into the storm water drain.

Every environmental issue received this degree of staff analysis, and any item that ranked highly in environmental, social or financial severity was put into the annual plan. The process inevitably took a lot more time as every employee weighed in on every issue, but ultimately this meant that everyone personally contributed to the 2010 and 2011 targets.

Successes & Savings

In 2010, Downing Street Garage completed the EMS and received the Gold Level Recognition from the Colorado Department of Public Health and Environment’s Environmental Leadership Program. With the information and experience provided by Rebecca, the City of Denver put together a template that other businesses can use to create an EMS of their own. The template includes considerations for each step of the process, which companies can adapt to their individual business and industry. For example, it flags the importance of an environmental policy and gives instructions for how to write one according to ISO 14001 requirements.

For Downing Street Garage, the EMS development has already led to the successful implementation of several sustainability measures. For example, in the EMS, DSG set the goal of replacing a minimum of 4 lighting fixtures with improved T8 bulbs. By early 2011, they spent $900 to retrofit every single light fixture in the building, achieving an annual cost savings of $700. This means they re-cooped the cost of the retrofit in a little over a year, and the continual savings go to the bottom line year after year.

Another great example of the EMS success was a goal set by a staff technician. This technician noticed that they were washing car windows with a spray-can window cleaner. Not only did employees use a lot of cleaner, they also spent a lot of time making sure the cans got recycled. With one behavioral change: rinsing car windows with water before applying the glass cleaner, the company spent 30% less on glass cleaner with 30% fewer cans needing to be recycled.

While the EMS was a great success in promoting DSG to the Gold Level of the Environmental Leadership Program and creating cost-savings, progress remains. In the next couple years, Rebecca and her team will focus on developing metrics and measurement techniques to track progress. For example, Rebecca recently estimated that they are saving about $1000 per year on their energy bills by using a high efficiency waste oil furnace that burns used oil.

Overall, the EMS has helped Downing Street Garage live by their sustainability business model, which supports financial, environmental, and social success. “We need profits to stay in business, but we also want to give back to the community that supports us and be good stewards of the environment. This creates a beneficial cycle for everyone and achieves a true ‘triple bottom line’ business model.”

juwi Wind: DU Sustainability Leadership Course

CORE — Tue, 07 Feb 2012 22:08:41 GMT

Written by Lauren Quillian

How do you make your company more sustainable? In search of the answer to this question, Adam Irwin, business development manager at juwi Wind, participated in the first ever Denver University Sustainability Leadership course.

Alongside 22 other business leaders, Adam learned how to integrate his company into the broader corporate sustainability movement through concrete and actionable strategies. Ironically, one of the biggest challenges for Adam was not that his company did not believe in sustainability, but exactly because it does. Thus, the sustainability course helped Adam answer the more difficult question: How do you convince a company founded on renewable energy development that there is a value-add to investing internally in sustainability?

Incorporating lessons from the esteemed professor, Hunter Lovins, Adam walked away from the course with the beginnings of a “Lean, Mean, and Green Plan” for juwi Wind’s Boulder office. Adam has designed the plan to a) build on the company’s sustainability background, b) prove the financial value of sustainability investments, and c) build organic support from colleagues.

Corporate background

The juwi Group was founded in 1996 by two German farmers who erected wind turbines on their family land. The owners firmly believe in renewable energy as a path to a sustainable future and have made the juwi Group a global leader in wind and solar energy. In 15 years, the company has grown to 1,700 employees across 5 continents.

Adam could boast a long list of impressive sustainability actions at the company’s headquarters in Wörrstadt, Germany: the building produces more energy than it consumes, and the company charters buses for employee commuting and builds human capital through a team-oriented and transparent work environment. Adam is increasingly focused on promoting similar sustainability efforts in juwi Wind’s Boulder office.

Given the juwi Group corporate history in renewable energy, Adam is not starting from scratch. But how does juwi Wind go from being a renewable energy company to a sustainably-managed company developing projects that deploy renewable technology? And why?

Proving the Financial Value

With a greater awareness of sustainable business practices, Adam’s plan will build a business case for sustainability that institutionalizes sustainability as a means to enhance profit. Through a simple opportunity cost analysis, Adam hopes to realize a 20% savings in budgeted overhead expenditures in the first year. The foregone overhead expense represents money to invest in the company’s front-line operations, which creates a multiplier effect on profits. Beyond financial metrics, Adam believes that the implementation of sustainability initiatives will improve profits through improvements in Human Resources metrics, such as reduced turn-over and easier hiring. Adam stressed the importance of starting with small, quantifiable, and achievable performance indicators. By achieving these goals, corporate executives will see the value in investing in the plan and a greener business model. Once its value is proven, the plan can begin to incorporate indicators that are more difficult to quantify.

Getting Buy-in

The Leadership Course provided Adam with the foundation for an actionable sustainability plan and the goal of getting buy-in from below and above. Adam is now designing a simple, business-oriented sustainability plan that he hopes will empower his colleagues and show that sustainability promotes, rather than detracts from, the business model.

His 20 Boulder colleagues are also genuinely interested in his new knowledge and have been receptive to learning more. Adam has also shared his new vision for juwi Wind: “The growing awareness surrounding sustainability is quickly changing the way utilities and their customers use and understand energy. As a renewable energy solutions provider, we see our company becoming an increasingly important component of other companies’ sustainability plans. Therefore, we have a doubly-vested interest in sustainability, both in terms of how it can improve our financial success, and how we can help customers achieve their sustainability objectives.”

The DU Sustainability Leadership Course provided Adam with a toolbox to bring sustainability to his office. Adam says, in addition to the plan, the most valuable part of the course was learning how sustainability is viewed by the broader business community, and how participating in that community provides a way to improve internal operations and grow business. Adam thinks this course will be valuable to everyone, but particularly valuable to people in the manufacturing, transportation, logistics, extraction, and logistics industries, as well any company with international operations.

Brendle Group Building Wins Green Design Award: Project Shows Cost-effective, Deep Green Renovation is Replicable for Other Businesses

CORE — Fri, 11 Nov 2011 18:50:12 GMT

Fort Collins-based engineering and sustainability consulting firm, Brendle Group, has been awarded the City of Fort Collins 2011 Urban Design Award in the Green Design category. The award, which recognizes outstanding green building design and renovation projects, showcases Brendle Group’s successful and innovative deep green renovation of its new headquarters at 212 West Mulberry in Fort Collins.

Brendle Group partnered with commercial project developer Everitt-MacMillan in 2010 to acquire and renovate the award-winning building, which was initially constructed in 1985 and was the first known commercial building in Colorado to utilize solar photovoltaic (PV) panels. With support from the Fort Collins Downtown Development Authority and several project partners including general contractor Dohn Construction and designer Sherman Design, the project breathes new life and innovations into the building, incorporating multiple renewable energy technologies, lighting and energy efficiency upgrades, improvements to the mechanical systems, and salvaged and recycled materials. Project architect Greg Fisher commented, “Working with Brendle Group and their commitment to the project and to sustainability was a truly meaningful experience. No concept was too big or too small to be considered in the search for optimizing quality and minimizing negative environmental impact.”

The building, which is also in the process of being certified under the U.S. Green Building Council’s Leadership in Energy and Environmental Design (LEED) program, represents a key aspect of green building, focusing on building re-use instead of new construction. Modeled to be 70 percent more energy efficient than a typical office building in the region, the renovated building is outperforming expectations, with over 75 percent greater energy efficiency. It showcases three commercially available solar PV solutions tied together in parallel with a single inverter, creating a PV “mini-lab” that allows for data collection, research, and streaming of real-time energy production to a display in the building’s lobby. The building’s solar energy production – which is averaging nearly 30% of total electricity consumption – helps offset its electricity costs, while an energy management system allows for energy loads to be remotely turned off during times of peak energy use, which could result in significant cost savings if applied elsewhere in Fort Collins and beyond.

Overall, says Brendle Group President Judy Dorsey, the project is a cost-effective model for how other small and medium-sized businesses can benefit from deep green renovation and design projects. “Although we’ve been consulting in the green building field for 15 years, the chance to be our own customer has given us a unique perspective and more applied experience to help other businesses reach their green building goals”, says Dorsey. “On a modest budget and short schedule, we proved that deep green can be done and isn’t cost prohibitive for small businesses.” The company has already hosted building tours for nearly 500 individuals including representatives from international cleantech organizations, federal agencies, the green building community, the education sector, and others to show how the project can be replicated.

For more information about the project, visit www.brendlegroup.com/ourhome.

Canopy Airport Parking: Renewable Energy Adds Value

CORE — Mon, 31 Oct 2011 21:15:58 GMT

The first things you see upon arriving at Canopy Airport Parking are the gleaming solar panels and spinning wind turbines (provided there’s a breeze). One of over 400 parking facilities nationwide owned by ProPark, Canopy is a flagship green parking structure for the company. A few years ago, ProPark CEO John Schmid, decided to rethink our concept of a parking garage to lessen these structures’ impact on the environment.

Skeeter Buck is the Sustainability Manager for Canopy Airport Parking and you can tell she loves her job. A combination of renewable energy, geothermal heat exchange and LED lighting, Canopy Airport Parking is an overarching sustainability project that is expected to reduce facility energy costs by 70% annually. The Canopy Parking design proposal costs a mere $42,183 as compared to a baseline building that averages about $132K.

Canopy’s most effective measure to reduce energy is their LED lighting system. Every light in the building and the parking structures is LED, a technology that is 70% more efficient than conventional lighting. This is a significant cost savings to any facility that operates 24 hours a day, 7 days a week like Canopy does.

Further, Canopy’s Innovative approach to heating and cooling takes advantage of that age-old Colorado saying: “If you don’t like the weather, wait around 20 minutes!” Canopy’s geothermal heat exchange system combats these frequent and dramatic swings in temperature in the Rocky Mountain region by taking advantage of the consistent temperature of the earth. If you dig down deep enough below the frost line, you reach a zone where the rock and soil maintains a steady temperature of 58 degrees. At Canopy, long tubes of liquid run from inside the building out to the surrounding ground and back again into the building. The heating and cooling are then based off of the 58 degree temperature rather than whatever the outside temp might be.

This requires less energy to heat office space in the winter, and to cool the same space in the summer. Since parts of Canopy’s office staff are present around the clock, seven days a week, more efficient heating and cooling has an exponential impact.

Finally, some energy cost reduction has been achieved through wind and solar initiatives. Eight small wind turbines generate up to 7200 kilowatts per year thanks to the Colorado wind. This adds up to about $600 worth of electricity per year. Five large solar panels located near the entrance take a bigger bite out of Canopy’s energy costs. These panels generate about $2,000 worth of electricity a year (24,000 kw/yr). Combined, Canopy is able to save approximately $2,600 on energy costs per year through use of renewable energy.

Although the initial investment of each renewable energy component was significant, Skeeter and her coworkers believe the return on investment includes more than just energy cost savings. Being the greenest parking facility for the airport and in the county differentiates them from all the other parking lots in the area, attracting sustainability-minded customers.

Additionally, these sustainability initiatives create value-add for Canopy Airport by building new relationships and creating new market opportunities. For instance, Canopy has developed a unique set of relationships with renewable energy organizations in the state and attracted new visitors to the facility through environmental educational programs for elementary to graduate students. The focus on sustainability has lead Canopy to install 6 “Juice Bar” Electric Vehicle recharging stations. As some of the fastest in the nation, these charging stations present an opportunity to participate in the electric vehicle marketplace.

With all of these features in place, Canopy Airport Parking is truly a showcase of green business. Due to the management skills of Skeeter and the help of Greenscape Capital Group in Vancouver, B.C, John Schmid’s vision has come to fruition. Skeeter and Canopy Airport Parking will be happy to show you how the renewable energy sources, geothermal systems, and electric vehicle charging stations are achieving cost savings and decreasing environmental impact.

WSP Group: Carbon Emissions Tracking

Fri, 30 Sep 2011 15:44:33 GMT

The WSP Group office in Boulder, CO is tucked away on the shady side of the street, across from Boulder Creek. Tia Hansen, a consultant in the Environment and Energy section of WSP, has only worked there for six months, but she is already a cheerleader for one of WSP's big internal projects, called PACT. PACT stands for Personal Allowance Carbon Tracking and is a voluntary program currently offered to around two thirds of WSP's 9,000 staff as an ever growing pilot.

WSP is a global consulting firm that offers global design, engineering, and management services. When Tia started at WSP in the Environment and Energy department six months ago, she was told about the PACT program and immediately signed up. Her thinking was "how can we help our clients if we don't take this seriously ourselves?" Additionally, Tia was curious about her personal carbon footprint.

The PACT program was designed and is managed by a team in the UK. Everything is done electronically, from logging information to emails sent out about once a month providing practical ideas to reduce carbon emissions and featuring every month a "carbon hero" who has performed particularly well. WSP was fortunate to have the resources to develop this software for internal use. Additionally, they license it out to customers who want to track their carbon usage, but don't want to develop their own program.

PACT is designed so each employee has an allotted amount of carbon emissions for the year. US employees are given 8 tons of carbon for personal use during one year. Actions are logged quarterly and the program only takes a few minutes to complete. Once employees are signed into the online system, their personal dashboard comes up, displaying their benchmarks against themselves and their colleagues (anonymously, of course). Then the employee is led through a series of questions and drop-down menus to measure their carbon emissions over the past quarter. While some things must be estimated, the system can get as detailed as putting in your meter readings from your home. The program measures home energy readings, taking into account square footage, number of occupants, and usage, then calculates the employee's share of the energy used.

Employees also input their commuting habits and vacation travel. Tia uses the drop-down menu to classify her car as a small hybrid and types in her mileage. She also logs a recent trip she took to California for vacation. She was surprised to note that her air travel constituted the largest portion of her carbon emissions over the past six months.

Sixteen hundred employees worldwide are participating in the current phase of the pilot program, and Tia expects membership to grow, both as more WSP staff sign up, and also as other companies take on PACT for their staff. One of the incentives for getting employees to participate is a small financial bonus for employees who come in under their allotted carbon allowance. Conversely, if they go over their allowance in a given year, there is a small financial penalty, which is then donated to a local charity. The average employee ends up reducing their carbon footprint by 10% during their first year of the program.

For Tia, being a part of the program is more than the financial gain or loss, although the reward/risk aspect makes it more engaging. She hopes that through this program she will have a better understanding of the implications of her daily activities. And through that understanding, she will be better at her job and continue to reduce her personal carbon emissions.

Written by Kristin Friedery, CORE Intern

How to write a Success Story

Wed, 28 Sep 2011 12:45:19 GMT

How to write a success story

Pick ONE initiative to tell about:
Rather than listing off several initiatives, we ask that you pick just one to focus on for this success story. By picking just one of the many great things your company is doing, you will be able to create a more complete picture for the reader of what you have accomplished.
Pick an employee to anchor the story:
This could be someone who helped begin the initiative or someone who can speak to the benefits. People like reading stories that have characters, so give your audience someone to connect to.
Have a beginning, middle, and end:
Tell how the initiative got started, what challenges you had to overcome (ie: not enough support at the start, not successful at first, etc…), talk about how you overcame those challenges, what success looks like now, and finally, give a taste of where you are headed in the future.
Don’t make it just about the numbers:
People want to read a story, not a list of facts and figures. However, we know you may have some impressive CO₂ emissions reductions and huge cost savings. The key is to pick the best numbers and weave them into the right places in the story.

Be specific:
When describing your initiatives, give specific actions that your company/employees take. When demonstrating the success of your initiative, cite important numbers and data that show your success.
Ask yourself, “is this something I would want to read?”:
A good story is informative, but also engaging. It should be a piece of writing that helps those not familiar with your company understand who you are and what you are doing.

Finally, a few specifications:
500-750 words: people won’t read much beyond that
Save as a .txt. Our website struggles with .doc or .pdfs
Either email us your logo or upload it to the CORE website
Indicate a few places we can include hyperlinks. e.g.: your company’s website, definitions for industry terms, a press release about your sustainability efforts, etc…
Email your story to natalia@corecolorado.org

NREL Earns Federal Award for Sustainable IT Practices

CORE — Tue, 20 Sep 2011 17:55:46 GMT

(Submitted by CORE member Ellen Fortier) The U.S. Department of Energy’s National Renewable Energy Laboratory (NREL) has earned a 2011 Platinum-level Award from the Federal Electronics Challenge (FEC) recognizing NREL’s efforts to help the federal government improve its sustainable practices.

NREL achieved the award by tracking lifecycle data for electronic equipment, retiring old CRT monitors and replacing them with LCD units, ensuring the environmentally friendly disposal of electronics, and reviewing and revising NREL's policies to make the lab’s information technology environment more energy efficient.

In addition, NREL drafted a case study on the new Research Support Facility’s (RSF) desktop computing and data center policies. The study documented a 75 percent decline in NREL's overall power consumption at the user’s desktop, and a drop to an average 1.16 PUE (power usage effectiveness), or less, in RSF data center

“NREL’s Sustainability Program has been in place for more than a decade and we strive to be a leader when it comes to sustainability practices,” NREL Director of Sustainability Frank Rukavina said. “NREL continues to look for ways to decrease our environmental footprint while conducting world class renewable energy and energy efficiency research.”

This is the first time a Platinum-level FEC award has been available. In past years, NREL’s efforts have garnered two gold awards and one silver award. The Federal Electronics Challenge is managed by the U.S. Environmental Protection Agency and the Office of the Federal Environmental Executive.

NREL is the U.S. Department of Energy's primary national laboratory for renewable energy and energy efficiency research and development. NREL is operated for DOE by The Alliance for Sustainable Energy, LLC.

First Affirmative Financial Network, LLC-- A Catalyst for Change

(Past member) — Fri, 19 Aug 2011 13:37:14 GMT

A catalyst. That’s how Steve Schueth describes registered investment advisor, First Affirmative Financial Network, LLC., of which he is president. While it may be difficult for some to think of how an investment firm could be good at anything other than making money, First Affirmative is proof that by strategically directing the flow of capital, anyone can make a difference. Using both investing practices and the annual SRI in the Rockies Conference, the company is constantly pushing the envelope on behalf of their clients.

First Affirmative’s core business is investment strategies. Clients come to the firm for help managing money. However, these clients are not merely content with the age-old strategy of “make as much money as you can, however you can, and give some of it away.” They want their investments to make an impact. Steve refers to this as a “double bottom line return” which includes both making money and making a difference.

First Affirmative uses several tactics to enable investments to make a difference. In making investment recommendations and managing portfolios for clients, they screen investment opportunities not only for financial performance, but also ESG criteria. ESG stands for environmental, social, and governmental practices. ESG factors tend to be effective indicators of ethically and sustainably sound companies. Significant data also suggests that better management of ESG factors is a way to identify better long-term management of the company as a whole.

Shareholder advocacy is another way that First Affirmative makes clients’ voices heard. In addition to voting proxies and engaging companies in dialogue, First Affirmative files or co-files about a dozen proxy resolutions each year. This can be a very effective way to get the attention of a corporate board of directors. Proxy resolutions have the double goal of improving financial performance and improving a company’s ESG management, thereby enhancing shareowner value over the long term.

Additionally, First Affirmative incorporates local community-based investments into client portfolios. Community development financial institutions (CDFIs) allow for a more direct connection between the investor and the impact they see. Many clients like investing in their local communities and being able to see first hand what their money has enabled others to accomplish.While all of these practices are client services and therefore adjusted based on the desires and risk tolerance of the client, Steve looks at the overall impact that First Affirmative is having in the world. He likens the process of catalyzing at shift toward a more sustainable future to rolling a boulder up a mountain. “It’s easier that it was five or ten years ago. We are getting more voices and more shoulders behind the push… We have got to get the money part right!”

Beyond its core business, First Affirmative produces the annual SRI in the Rockies Conference for the sustainable and responsible investment industry. Having started in the front range of the Rockies, the conference now moves all over the country. The requests for proposal that are sent out each year to various suitable venues include the Ceres requirements for their Green Hotel Initiative. When First Affirmative began asking hotels about green/sustainability efforts, many of them didn’t even have recycling programs in place or ways to reduce water usage. But these RFPs have acted as another catalyst for the sustainability movement by pushing hotels and conference centers to think about their environmental footprint. Now most potential conference venues have measures in place to be more compliant with the Green Hotel Initiativeundefinedand hotel chains are competing with one another on how “green” they are.

“There are those of us who can envision a truly sustainable economy. The question is how do we get from here to there?” Steve says. The philosophy of First Affirmative Financial Network is that strategically directing capital can help move us all toward truly a sustainable future. So Steve will continue to roll the stone uphill and First Affirmative will continue to be a catalyst for change.

Written by Kristin Friedery, CORE Intern

Prologis-- CR Champions

(Past member) — Tue, 16 Aug 2011 18:24:57 GMT

Arriving at the Prologis office buildings out by Denver International Airport can be intimidating; the two giant buildings loom over their surroundings. But Jennifer Leitsch’s welcoming personality immediately puts her visitors at ease. She, as the Corporate Responsibility Manager, quickly begins sharing about a few different unique things that Prologis is doing within the realm of sustainability, including the large renewable energy initiative (learn more about that here). Obviously proud of what the company has accomplished, Jennifer settles into discussing an employee program called CR Champions.

The Corporate Responsibility Champion initiative was the brainchild of Jennifer’s predecessor, Sarah Martinez, and Jennifer is happy to carry on the program into the future. In 2008, Prologis had firmly put a stake in the ground as a green building company, using LEED certified buildings as the cornerstone of their business. But there was a disconnect between this outward sustainability focus and the internal corporate operations. This is where the CR Champions came into play.

CR Champions are Prologis employees who volunteer for the position. Some offices have 5 or 6, but the goal is for every office worldwide to have at least one CR Champion. The employee’s role is to educate their coworkers, promote sustainability measures, and implement initiatives in their local office. CR Champions are strictly volunteers and do not get any additional compensation for their extra work.

To start off the program, the employee volunteers were asked to brainstorm ideas for making their offices more environmentally friendly. These ideas were sorted and compiled into an interactive PDF called The Green Path. This document is available to all employees and makes it easy for CR Champions to pick an initiative to pursue within their local office. The idea is that no matter where you are on the path to being “greener,” there is always something more you can do.

In the first year of program, CR Champions were asked to pick just one initiative from The Green Path to implement. This could be as simple as changing all the light bulbs in the office to CFLs or as involved as switching to low-flow toilets throughout the building. During this year, data collection was not a priority, something that Jennifer hopes to change in the future. However, through anecdotal data collected through quarterly conference calls, the project was deemed a success. So they upped the ante for the second year and champions were asked to look at three initiatives to implement in their office.

One of the benefits of having CR Champions in each office is that it has opened up unique lines of communication between satellite offices and Prologis headquarters. Additionally, Prologis does not have a central procurement function, so each office has their own system of making decisions. By discussing and sharing resources and ideas between offices, each office can work better to find more environmentally friendly procurement options.

Understandably, the recent merger of ProLogis with AMB has disrupted life as usual within the corporate offices. As things are settling into a new normal, Jennifer is working to get CR Champions signed up from the new offices created from the merger. She hopes that soon the lines of communication will be established between all the new and old CR Champions to build a bigger and better CR network for the future of the company.

Additionally, the initiatives are shifting from a singularly green focus to adding a social component. Prologis employees are allowed 4 paid days off to volunteer. Two of those days are reserved for company sponsored activities and the other two are for the employee to volunteer with an organization of their own interest. The CR Champions will be the point people in each office to help organize group volunteering and answer any questions people might have about how they can spend these volunteer days.

By moving forward with the CR Champions program, Prologis will be able to differentiate itself not only in the marketplace with customers, but also in the local communities surrounding its many office locations around the world. Additionally, employees feel more engaged with the values of the company when they see them lived out in their own workspace.

Written by Kristin Friedery, CORE Intern

Renewable Choice Energy -- Employee Engagement

(Past member) — Thu, 28 Jul 2011 18:38:36 GMT

Renewable Choice Energy is a company founded on the idea that you can do well in business by doing good. In order to help reduce carbon emissions and promote renewable energy, the company offers a variety of services (you can read more here). Above and beyond this, Renewable Choice Energy is actively pursuing initiatives to get employees more excited about doing good for the environment.

Employees at Renewable Choice Energy are eager to share all the great things their company is doing. Jamie Dandar, Director of Market Development, talks about how Renewable Choice sponsors several music festivals around Colorado to offset their carbon footprint with RECs (renewable energy credits). She also mentions how happy she is to be working for a company that is actively working to fix problems that have frustrated her for awhile. “I always get disheartened when I see someone throw away something that could easily be recycled,” she says. And this same sentiment permeates the Boulder-based office. Jamie pointed to the motion-sensory lights, and recycling and compost bins as examples of employees living out the values of the company.

The carbon footprint from employee commuting and business travel is also tracked and measured every quarter. Posted on the wall in the main hallway of the office is a large chart with every employee’s name along one side and working days along the top. This chart tracks everyone’s commuting habits throughout each quarter. One point is given for every day the employee takes alternative transportation to the office and one half of a point is given for every day the employee works from home.

At the end of each quarter, the employee with the most points is declared the winner. The prizes are various gift certificates and a celebration in honor of the winner’s efforts. The goal of this initiative is for every employee to participate at least once a week in reducing their commute. Looking at the chart it is obvious that employees care about reducing their carbon footprint. The majority of the names have markings in almost every box, indicating that they seek out alternative transportation more than just once a week. The chart is also a visual way for employees to note which of their coworkers might need a little extra encouragement to participate in the program.

Since implementing the program, employees have logged 750 days of emissions-free or emissions-reduced commuting. With an average commute of 12 miles roundtrip, this can add up. By doing the Commuter Challenge, Renewable Choice Energy annually saves 1,726.9 lbs of CO₂. This amounts to almost two barrels of oil. Even though Renewable Choice Energy is a small company, Amy Haddon, Director of Business Operations, says “Every little bit helps and if more companies participated it could make a big difference!”

Amy could not stress enough that the success of the employee commuting chart and the business as a whole comes from the buy-in of every employee from the top down. She feels that working in an office environment that supports green practices helps people carry those practices throughout their lives, because it becomes the norm to act a certain way. In the office it is easy to implement good ideas for new initiatives and achieve buy-in because everyone understands the benefits received.

For a business like Renewable Choice Energy, it is important for their success in the market that they walk the walk and not just talk the talk. By engaging employees in actively reducing their own carbon footprint, they are reinforcing the values of their company and creating a more supportive workforce. Employees like Jamie and Amy can say they are proud to work for a company that is actively working to make a difference.

Written by Kristin Friedery, CORE Intern

BolderPath -- Waste to Product

(Past member) — Tue, 19 Jul 2011 19:22:45 GMT

At the BolderPath headquarters, located in scenic Boulder, Colorado, Robert Bogatin sits forward in his chair, eager to talk about his company. Faint sounds can be heard through the door of men loading equipment onto a truck as BolderPath is in the middle of expanding the capabilities of its LEED Gold sewing facility.. Samples of the innovative products hang on the walls, creating a tactile background for the story of BolderPath’s success.

Robert’s enthusiasm is obvious as he begins explaining his vision for revolutionizing the manufacturing business. BolderPath’s success story is unique in that there isn’t just one initiative to focus on. The mission of this small manufacturing company can be simply stated: “To realize scalable and sustainable systems for waste-to-product solutions.” Robert was motivated into action by a personal passion for creating a higher quality of life for people without sacrificing the health of the planet. As a serial entrepreneur, he saw the need for a revolution in traditional value chains and decided to make an impact within the manufacturing industry.

BolderPath has taken on the challenge of using repurposed materials for totes, laptop bags, and the like for corporate conferences and promotional merchandise. Making bags out of non-recyclable resources such as vulcanized rubber and vinyl billboards, Robert and his team create new products that extend the useful life of these old materials. As you can imagine, creating a supply chain for finding and maintaining these kinds of materials was not always easy. Robert persevered and is to a point where companies are calling him, asking if he can do anything with their waste.

However, as much as Robert believes in creating new products from repurposed waste, he doesn’t want to waste his time chasing down product designs that will not be sustainable and profitable. For this reason, BolderPath has created a software program that is used internally to assess the real time costs and ecological footprint of each design they create and every order they deliver. Most reclaimed materials are readily available at lower quantities and more profitable in smaller projects, but that is not the most sustainable business model. When scaling design solutions for Fortune 500 clients, the risks that must be considered include waste (resource) availability and proximity. Additionally, the increased costs and footprint that result from larger collection programs should be looked at closely.

The ideal customer for BolderPath is a “supplustomer,” which is both supplier and customer. “It’s low hanging fruit for any company to start looking at waste because you are throwing away money.,” says Robert. A great example of this is the work BolderPath has done for Microsoft's Convergence event. This year they provided an expo tote made almost entirely out of repurposed vinyl banners from previous Microsoft events. In the fabric, you can make out some of the signature Microsoft images from their logo and promotional materials. The plan for next year’s event is looking to change things up by building custom notebooks for the attendees.

“We are trying to present and display a model that is a paradigm shift,” says Robert. He describes BolderPath’s business model in this way “There is no recycling market for everything we work with primarily, so we’re creating reuse markets and it’s our job to integrate it into designs that people want to buy.” This model has certainly worked for BolderPath. The company has grown to the point that it now receives 5- and 6-figure contracts from key clients. And their unique approach has captured the attention of some A-list companies, such as Microsoft mentioned above, Aveda, and Qdoba Mexican Grill. BolderPath is set to make a lasting impact on the manufacturing industry.

Written by Kristin Friedery, CORE Intern

Ball Corporation -- Zero Waste-to-Landfill

(Past member) — Tue, 19 Jul 2011 19:13:08 GMT

Gerri Walsh, Director of Sustainability, welcomes her guests to Ball Corporate Headquarters by offering a cold drink. She opens a refrigerator to reveal a large and varied offering of soft drinks in 100% infinitely recyclable aluminum cans, one of the many aspects of Ball Corporation’s diverse sustainability plan. Ball is a provider of metal packaging for beverages, foods and household products, and of aerospace and other technologies and services to commercial and governmental customers. In the 40 years of manufacturing aluminum beverage cans, Ball has reduced the weight by 40% and uses an average of 68% recycled content. Ball Corporation employees have always been enthusiastic about living out the values that their company embraces. And for Ball Corporation, sustainability just makes good business sense. Founded in 1880 by the Ball family, Ball Corporation is one of the largest packaging companies in the world. The values of ethics, people, safety, and environment put into place during those beginning 80 years of family ownership set the groundwork for where Ball Corporation is today.

When sustainability started to become a hot topic in business circles, Ball Corporation took notice. Gerri explains that Ball had always taken a sustainable approach to business by creating value for shareholders through reduction of materials, energy, recycling, and safety, among other things. However, it had never been part of their strategic planning until a few years ago.

Even though Ball Corporation already has the spirit of sustainability, embedding it into the existing strategy and business model isn’t without challenges. One of management’s long-term goals for Ball is zero waste-to-landfill, which is complicated by the fact that Ball is a large multi-national corporation with many different operations and facilities. Tracking the different kinds of waste across all the divisions is a large task. Additionally, the same waste services are not offered in every area, which can create more obstacles to overcome.

Despite these challenges, the percentage of waste diverted from landfills in North America has increased from 17% to 42% in the past two years (aluminum and steel manufacturing scrap are not included in these numbers and are both 100% recycled). In addition to measuring success by these numbers, the company also saved approximately $725,000 in the process. Some of the more innovative solutions for waste include a composting initiative. Not counting aluminum, filter cake is the largest waste stream across the board for the company. Filter cake is the residue left from wastewater filtration and previously it was all going to landfill. Ball was able to work with A1 Organics here in Colorado to compost all of the filter cake generated in the Golden can manufacturing plant.

Among the tactics used to make progress towards the goal, Ball has actively worked to get employees engaged in the process. Some plants in the food and household products division weren’t very engaged in recycling, motivating an employee to put up banners in the plants and offices saying “Waste=Money.” Through actively reaching out to employees and educating them on the benefits of diverting waste, engagement has increased and the division has worked with the company’s waste services solutions provider (Heritage Interactive Services) to sell part of its waste stream instead of sending it to the landfill.

Gerri was quick to point out that these initiatives are only possible with the support of everyone in the company. The sustainability steering committee includes the CEO and other C-suite executives, as well as VPs and Presidents from different divisions. Additionally, the goals set by Ball in their sustainability approach are things that all employees can participate in.

Trying to become more sustainable worldwide still presents some challenges for Ball Corporation, but they continue to see success in their efforts. Thanks to the efforts of Heritage and other Ball employees, the filter cake initiative has since been implemented in eight other plants in the U.S. Ball is also working with suppliers and customers on how to make the supply chain more sustainable. Through these efforts Ball has not only decreased their impact on the environment, but increased their value to customers as a sustainable company. And the cost savings are proving that the investment is more than worth it.

Written by Kristin Friedery, CORE Intern

MWH, Global Inc. -- Community Education

(Past member) — Tue, 19 Jul 2011 19:05:04 GMT

Lisa Rephlo gets comfortable in her office chair to talk about the sustainability initiatives of her employer, MWH Global, Inc. She has good reason to sit back; there is a lot to talk about for the 125 year-old engineering consulting company. With beginnings in wastewater treatment and clean water initiatives, MWH has always been interested in “Building a Better World” as their tagline says now. Increasingly over the years, MWH has added to the good work they’ve been doing by expanding their scope to include energy efficient equipment and solar energy on projects. The engineers aspire to get their projects done while being a low-impact on the environment as possible.

Lisa relates the story of how CEO, Bob Uhler, attended an event by the Clinton Global Initiative several years ago. He was inspired by what he heard there and proceeded to push MWH towards a Climate Change Commitment. Included in this commitment are the following:

1. Engage with clients on proactive measures to manage project energy and emissions and create opportunities to advocate for sustainable projects.

2. Reduce directly controllable emissions and business impact through education and initiatives.
3. Leave a lasting legacy in the communities in which we work by educating students about climate change and the water cycle.

While the first two commitments are operational and client based, the third is unique for a large global company such as MWH. Many people have heard the adage “Think globally, act locally.” Through their education program for children, MWH is living out this charge.

Started in 2007, the program has continued to grow. Employees from 41 offices in ten different countries worldwide have succeeded in reaching over 12,000 students with their efforts. The curriculum and materials are produced and paid for by MWH, so employees get to just show up and talk to students. The information is science based and focuses on what small changes we can make to our behaviors to make a difference for the environment. Students are even given take-home materials such as the Carbon Wheel, which tells how their personal CO2 emissions can be reduced through simple changes at home related to garbage, water, transportation, lighting, and heating/cooling.

The education program also partners with GreenLaces, a nonprofit started by professional soccer player Natalie Spigler. GreenLaces encourages people to make a commitment to be more environmentally friendly in exchange for green shoelaces to demonstrate their promise. MWH employees arrive in classrooms armed with green shoelaces for students who are willing to make a change. These commitments from kids range from not using disposable cups in their house to taking shorter showers to reduce water usage.

MWH has positioned itself strategically in offices throughout the world, so as to work more effectively in their clients’ communities. By going into local schools within these communities, employees reach not only their own children, but the children of their friends, neighbors, and clients. Lisa Rephlo comments that existing clients are more likely to pursue sustainable projects with MWH because of their reputation for being committed to these practices. Being a face for combating climate change in the community has only improved this reputation.

The benefit to MWH is not only in keeping with their Climate Change Commitment as a company, but they are also working actively to educate the future workforce of their company and those they partner with. Lisa comments on the success of the program by saying “I presented the curriculum to my child’s afterschool program, and they asked me to come back to teach a day during their summer camp.” A successful initiative is one that the community ends up asking for themselves.

Written by Kristin Friedery, CORE Intern