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Semelhante a Basics Sustainability Principles Greenwashing Going Green
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Basics Sustainability Principles Greenwashing Going Green
- 1. Garry Brinton FP+A Harrisburg, PA (717) 221-9700, gbrinton@facplan.com The Basics of Sustainability
- 7. Oil – How Long Will it Last?
- 11. "Solar photovoltaic (PV) is a very exciting technology, but the current technology is not economic. We are throwing money away by installing the current solar PV technology, which is a loser." Professor Severin Borensteinty, Director University of California Energy Institute ScienceDaily (Feb. 22, 2008) How About Solar?
- 14. What event, which took place on April 2, 1987, caused the largest single-day increase in gasoline usage in history?
- 24. Steps Toward Sustainability Focus Compliance Restorative Sustainability Green Marketing Eco-Efficiencies Avoid liabilities Save money Reposition products/services Gain competitive advantage Invest in natural/human capital Source: The Business Guide to Sustainability
- 28. Balance , Bias And Flexibility People Profit Planet What are your/their sustainability boundaries?
- 32. Going Green – What is Involved?
- 55. Framework for Action Interna l External Short Term Long Term Competitiveness Where are the opportunities to improve our competitiveness? Efficiencies Where can we quickly and easily save money, time, or resources? Vision What inspiring role do we have in creating the new, sustainable economy? Design What is the breakthrough innovation that dramatically improves your sustainability?
- 57. Generations
Notas do Editor
- Magazines proclaiming 205 ways to go green. “ Greenwashing” – inflated and bogus claims. Similar to “low-fat” premium Ben & Jerry’s ice cream. “All natural” granola, but loaded with sugar. Focus on solar and wind but no way to hook into the grid…. Rather than a grant for solar technology, give inner city kids caulk guns and teach them how to insulate old homes.
- What is greener?: A new Prius or a well maintained car with 150,000 miles. A well built, tightly insulated new building in the suburbs with geo-thermal and solar, good BAS vs renovation of an old building downtown. How many of you take Navy showers? How many use the plastic bags at the grocery stores rather than bringing your own bags?
- New flat screen TV with their phantom loads.
- Very inspirational, thoroughly researched…. The quote you see most often is ” you need to change not just your lightbulbs, but change your leaders”(?)
- When one thinks of how and why they should get involved with sustainability, one of the first questions to ask and answer is “How far are we trying to go?” The first step might be making changes to avoid liabilities – achieve compliance The next step is to save money by capitalizing on eco-efficiencies – energy, water, waste minimization, etc. The third step is to evaluate products and services, and reposition some of them to capture the evolving public interest in sustainability. Once properly positioned in the market place, the organization gains competitive advantage by fully its programs for sustainability, meeting its goals in the three arenas of “People, Planet and Profit”. Lastly, the highest and most visionary step is the investing in human and natural capital to reverse prior negative impacts and begin the restoration processes to assure future generations will not be harmed. e.g. Patagonia, Nike
- Here is a framework showing how the three elements of sustainability relate to each other. The individual colored triangles represent the “operating limits” of a given department or organization. The bias is shown when the point is closer to one of the corners – this is the bias of the organization – the way they view sustainability. For example: If there is a high priority on Profits, the purple triangle is the operating zone. If the Environment is to be highly protected when sustainability projects/programs are designed and implemented, and decisions are prioritized that way, then the blue triangle shows the bias towards the “Planet” corner. If programs are focused towards benefiting and protecting employees and neighbors, then the orange triangle represents the operating limits, and is pulled to the top corner.
- Let’s review what typically goes into a business case. A Sustainability business case will have many of the same elements of a traditional business case:
- Any sustainability initiative, no matter how large or small, needs leadership to create plans and manage implementation activities. In most cases, achieving sustainability goals will require changes in many aspects of individuals, departments, and processes. Good leaders are comfortable managing these aspects of change: Values - Judgment - Processes - Projects - Expectations Although we are all different, when we are leading any type of sustainability initiative, we will likely assume one of two basic types of leader styles - A “champion” or an “insurgent”. “Champion”: This is the role that is assigned by a higher level to an individual who is asked to lead the effort from the beginning. “Insurgent”: This is the role of a self-appointed leader who has the passion and personal power to start up a program without formal authorization or sponsorship of management. You don’t always get to chose the role you want or are particularly good at! If YOU are that BOSS – give the required support
- Leading change may be different depending on the role you are playing. For Champions: Form a green committee – use representatives from every affected function Create project teams to work on individual projects Create a launching process Use the internal blogs, meetings and newsletters to keep people informed Look for publicly accepted awards (e.g. LEED) Create a sustainability Management system (like ISO 9000) For Insurgents: Stay within your span of control Work on the low hanging fruit for savings and demonstration projects Sow the seeds of change – tell stories, share articles, host brown bag chats Create informal discussion groups If a green team starts to form, invite guest speakers to add knowledge Invite key leaders to tour local facilities who are making good progress
- Presented by Josh Millman and Garry Brinton, FP+A What Every FM Should Know! Presented by Josh Millman and Garry Brinton, FP+A Garry So how do you begin? We recommend that you consider the old Sears retail approach of good, better, best – tiered approach with increasing levels of quality and performance. Tyco February 18 th , 2010
- Tyco February 18 th , 2010 Presented by Josh Millman and Garry Brinton, FP+A What Every FM Should Know! Presented by Josh Millman and Garry Brinton, FP+A Garry Someone needs to be the champion, to be the in-house resource Determine what you want to accomplish, by when. Start measuring. Collect data such as energy use, analyze it by SF, by location, etc. You’ve got to measure it to manage it. Define what is accepted in terms of returns on investment Start with the easy stuff, the low hanging fruit. Put in some occupancy sensors, for example
- Tyco February 18 th , 2010 Presented by Josh Millman and Garry Brinton, FP+A What Every FM Should Know! Presented by Josh Millman and Garry Brinton, FP+A Garry Do an energy audit. ASHRAE has a three part approach to energy audits that can be used as a model. Use the Energy Star for Buildings as a benchmarking tool. See how you compare. 75 or higher gets you the Energy Star label. Commission or recommission your building systems. Are they working as they were designed? How can they be tweaked for better performance?
- Tyco February 18 th , 2010 Presented by Josh Millman and Garry Brinton, FP+A What Every FM Should Know! Presented by Josh Millman and Garry Brinton, FP+A Garry Next, go for the gold, as they say in the Olympics. Get your building certified under the LEED process. There are even higher levels, such as zero carbon footprinting and net zero buildings. These approaches result in NO environmental impact, NO use of the power grid, etc. Or what impact here is will be offset, like the cap and trade notion. So Josh, what should Tyco do first?