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Shaun Dubreuil Harvard University Extension School December 2018

Sustainability Action Plan

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2018

Simons Foundation

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Table of Contents

BACKGROUND 4

CLIENT REQUIREMENTS 5

OPPORTUNITIES AND RISKS 5

KEY STAKEHOLDERS 5

SUSTAINABILITY RECOMMENDATIONS 6

I. REDUCE FOOD WASTE AND IMPLEMENT FOOD DONATIONS 6

II. ORGANIC WASTE COLLECTION (COMPOSTING) 11

III. GREEN TRAVEL GUIDELINES AND CARBON OFFSETS 17

IV. TEMPERATURE GUIDELINES AND ENERGY REDUCTIONS 22

V. GREEN OFFICE SUPPLIES AND CLEANING PRODUCTS 27

FOSTERING SUSTAINABLE BEHAVIOR 29

I. VISION OF SUSTAINABILITY 29

II. COMMUNICATION AND EDUCATION 31

III. ORGANIZATIONAL STRUCTURE 33

IV. LEADERSHIP’S ROLE 34

SUSTAINABILITY CAPITAL RESERVE 35

PERFORMANCE METRICS & REPORTING 35

FUTURE INITIATIVES 36

ROADMAP 39

APPENDIX 1 – LEFTOVER FOOD WORKSHEET 40

APPENDIX 2 – RESCUING LEFTOVER CUISINE - ADDITIONAL INFORMATION 41

APPENDIX 3 – TRANSFERNATION - ADDITIONAL INFORMATION 42

APPENDIX 4 – GREEN TRAVEL GUIDELINES (DRAFT) 43

APPENDIX 5 – INTERNATIONAL TRAVEL DATA 45

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APPENDIX 6 – TEMPERATURE POLICY REVIEW – SELECTED INSTITUTIONS 46

APPENDIX 7 – TEMPERATURE GUIDELINES (DRAFT) 48

APPENDIX 8 – GREEN OFFICE AND CLEANING SUPPLY ALTERNATIVES (SELECTED LIST) 50

APPENDIX 9 – INTERNAL SUSTAINABILITY REPORT (DRAFT) 51

APPENDIX 10 – BENCHMARKING RESEARCH 53

APPENDIX 11 – BARRIERS AND BENEFITS EXAMPLE 56

APPENDIX 12 – EXAMPLE STRATEGY TO PROMOTE BEHAVIORS 56

NOTES 58

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Background Simons Foundation is a private, nonprofit philanthropic organization with the mission to advance the frontiers of research in mathematics and the basic sciences. The foundation was started in 1994 by Marilyn and Jim Simons, and has since grown to over $3 billion in assets and 320 employees. The foundation gives grants in four programmatic areas, and also includes an onsite research institute focusing on computational science and mathematics. The foundation’s facilities are located in the Flatiron neighborhood of New York City. The facilities cover approximately 316,000 ft2 across three buildings. All office space is currently leased and controlled by different building management companies. Simons Foundation fully occupies one of the buildings. Its facilities include office space, a computational data center, dining rooms, auditoriums, and rooftop space.

A group of Simons Foundation’s employees expressed interest in environmental sustainability, and a consultant was engaged in 2016-2017 to assess the organization’s greenhouse gas emissions and establish a “Green Team”. This team has representatives from most departments across the foundation, and it reports to three senior executives. The Green Team has made progress on initiatives, most notably eliminating plastic single-use water bottles. This sustainability action plan (SAP) identifies new opportunities to implement environmentally-friendly business practices at Simons Foundation. It also encourages sharing the organization’s sustainability progress, and finds ways to engage employees in fostering ongoing sustainable behaviors.

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Client Requirements Simons Foundation seeks to explore sustainability projects that encourage environmental responsibility while also engaging staff and embracing its mission and culture. The foundation’s core requirements are:

• Become more environmentally responsible within facilities and throughout business practices.

• Find low-cost initiatives and/or projects that deliver cost savings along with

environmental improvements.

• Enhance internal engagement as well as external reputation by encouraging

participation in environmental initiatives and sharing successes.

Opportunities and Risks By implementing the recommendations in this SAP, Simons Foundation can take advantage of the following opportunities:

• Improve the foundation’s reputation and competitiveness within the philanthropic and research sectors

• Increase employee engagement and participation in environmentally sustainable

activities

• Reduce energy consumption and operating costs

• Find sustainability initiatives that are in line with the organization’s scientific mission and spirit of discovery

If Simons Foundation does not pursue organizational sustainability, it is susceptible to the following risks:

• Decreased competitive advantage and ability to attract employees who are increasingly interested in environmentally-friendly and healthy workplaces

• Increasing costs of energy and supplies over time

• Greater waste and cost of waste removal as organization grows

• Missed opportunities to align business practices with the organization’s mission in pursuit of science and discovery

Key Stakeholders Many individuals across Simons Foundation play an important role in business operations and decision-making that impact environmentally sustainability. This plan provides cross-functional recommendations and relied on input and collaboration from the following stakeholders:

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Sustainability Recommendations

I. Reduce food waste and implement food donations

Description Use tracking tools and education to reduce excess food ordered during catered meetings and events. Donate leftover food safely with easy pickup from food rescue agencies.

Background and Benefits According to the U.S. Environmental Protection Agency’s Food Recovery Hierarchy (see Figure 1), the first step in sustainable management of food is to reduce surplus food, followed by feeding hungry people through donations. An estimated $218 billion in uneaten food is thrown away each year in the United States, and food waste in landfills releases greenhouse gases that contribute to climate change. Furthermore, 42 million Americans are food insecure. In New York City, studies have estimated that 2.1 lbs. of edible food are wasted per capita each week.1 Simons Foundation provides food to employees and guests in three main ways: 1) pantry items; 2) catered events and meetings; and

Figure 1 - Food Recovery Hierarchy. Retrieved from

https://www.epa.gov/sustainable-management-food

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3) Seamless lunch program. There are opportunities to reduce food ordered in pantries and catered events. Edible leftover food from catered events and meetings can also be donated. Reducing food waste and donating leftover food will have the following benefits:

● Cost savings by more accurately ordering food. When food waste is tracked and trends

are apparent, food waste can be reduced by conscious ordering decisions.

● Reduce cost of waste hauling. By

accurately estimating food orders and

removing food from the regular waste

stream, the cost of waste hauling can be

renegotiated.

● Environmental benefits of diverting food

waste from landfills. When organic waste

decomposes in a landfill, methane, a

powerful greenhouse gas, is released into

the atmosphere. Edible food makes up

approximately 57% of waste, which can be

diverted from the waste stream (see Figure

2).

● Provide food security. Simons Foundation

staff have regular access to healthy food

and living wages. Leftover edible food can help to combat food insecurity in New York

City.

● Food donations may be eligible for tax savings. Tax deductions are available through

IRC Section 170(e)(3).2

● Improved reputation and employee morale. Simons Foundation can quantify its

donation efforts and consider communicating this in a future sustainability report. In

addition, employees will appreciate participating in social responsibility and giving back

to the community.

Action Plan Create an informational campaign to bring awareness to food waste reduction and donation.

1. Post on Green Team’s intranet page with facts about food waste and food insecurity.

2. Provide staff with tools to measure catering or pantry leftovers in order to reduce food

waste. Staff can use a simple Leftover Food Worksheet to measure food purchased and

food leftover following a meeting, event, or period of pantry inventory. See Appendix 1

for example worksheet, which can be provided in Excel format with formulas for easy

calculation. Any department or individual responsible for ordering food can use this

Figure 2 - Percentage of edible food in waste stream. Retrieved from https://www.nrdc.org/sites/default /files/food-waste- city-level-report.pdf

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worksheet to observe patterns in ordering and adjust for future events. Where adjusting

is not available, the worksheet can assist with calculating the volume or cost of food for

donation or waste.

Request staff interest in order to

identify liaisons and gather

stakeholders who will use and

coordinate food donation services.

1. The Events team expressed

strong interest and has used

food donation on an ad hoc

basis in the past. They may be

the primary liaison with food

donation services.

2. Administrative staff can

provide a sense of the

frequency, volume, and

turnaround time of food donations in their department, in order to identify the best

options.

3. Hospitality staff must be engaged because refrigeration space may be necessary to hold

donations until ready for pickup.

4. Security staff must be aware of food pickup protocol and timing.

Inform staff liaisons about food donation issues and options.

1. Under the Federal Bill Emerson Good Samaritan Food Donation Act of 1996, those who

donate food under certain conditions are protected from civil and criminal liability.

Under this act, food must be:

● “Apparently wholesome” and donated in good faith

● Not known to be harmful to health or well-being

● Donated to a non-profit for feeding needy individuals3

Food donors include individuals, corporations, caterers and organizations.4 New York State law provides equal protection under the same requirements, if the donor has inspected the food, found it safe for consumption, and does not otherwise have reason to believe the food is harmful.5

2. Rescuing Leftover Cuisine (RLC) is a non-profit food rescue organization that coordinates

and transports corporate food donations to community organizations. This

recommendation suggests using their services, as they are specialized and vetted by

Simons Foundation’s legal counsel. Basic information is as follows (see Appendix 2 for

more detail):

Figure 3 - Food left over after event, October 2018

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• RLC can pick up regularly occurring food donations (e.g. weekly). Donation pickup

can be cancelled with two hours prior notice. This recommendation suggests a

Thursday morning pickup at 11:30am to capture Wednesday staff meeting and

lecture donations, and cancellation can occur the night prior or Thursday morning.

Donations can be stored in refrigerators for 48 hours prior to pick up.

• RLC charges a fee per pickup (see “Cost Analyses”). The fees are tax deductible.

• RLC staff operate on foot and can transport approximately 100 lbs. of food in a

normal (non-vehicle) pickup. If a larger donation is expected, there is an additional

fee.

• Simons Foundation must sign a Food Donation Agreement with RLC. This agreement

releases Simons Foundation from liability once the food has left the premises.

• RLC cannot accept raw fish, fried foods, soda or alcohol.

3. Transfernation is a nonprofit organization that also provides the service of connecting

food donations to service agencies and can be researched further. Basic information is

provided in Appendix 3.

4. Best practices for storing food must be determined and disseminated

• Food must be well-packaged following a meeting or event and stored in a

refrigerator until the time of donation. Food should be secured in a catering tray

and/or using plastic wrap or aluminum foil to avoid contamination.

• Catering staff must be engaged to properly package and store food in advance of

pickup.

Implement food donation pick up

1. Food donation pickups must be coordinated by hospitality and events staff. If using RLC,

for example, it must be determined who will be the point of contact and ensure food is

ready for pickup in the (or other location) at the appointed time.

Share successes with organization and communicate best practices

1. If possible, quantify food donations by collating Leftover Food Worksheets or donation

metrics from RLC (if using).

2. Share information through SimonsNet (intranet) Green Team announcements about

donation program successes. Inform staff about where food is donated (available

through RLC’s reporting) and create enthusiasm for community impact.

3. Gather stakeholders to determine best practices around food donation and determine if

donation can be expanded to other teams or Simons Foundation affiliated organizations

(e.g. Math for America).

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Host a food drive

1. As an alternative or additional opportunity, Simons Foundation can host a food drive

annually. A food drive will provide important resources to service agencies, and

employees appreciate taking part in community service.

2. Opportunities include:

• The Bowery Mission provides clear guidelines and assistance in hosting a food drive.6

• Food Bank for New York City provides registration and assistance with hosting food

drives.7

3. Hosting a food drive will require voluntary coordination by Simons Foundation staff.

Cost Analyses Rescuing Leftover Cuisine - Schedule of Fees

Schedule Fee Cost (Annual)

Weekly pickup at lobby or freight area $20.00 $1,040.00

Weekly pickup at upper floors $30.00 $1,560.00

Weekly pickup at lobby with vehicle $30.00 $1,560.00

Weekly pickup at upper floors with vehicle $40.00 $2,080.00

Biweekly at lobby* $30.00 $780.00

Biweekly at upper floors $40.00 $1,040.00

Biweekly at lobby with vehicle $40.00 $1,040.00

Biweekly at upper floors with vehicle $50.00 $1,300.00

* Most likely scenario

Additional Costs and Cost Savings:

● Fees from Rescuing Leftover Cuisine pickups are tax deductible

● If food orders are tracked, trended and reduced, cost savings will result from more

closely managed ordering and reduction of donation fees.

● If food is more reliably donated rather than wasted, waste fees may be reduced (in

conjunction with composting program).

Risks While the organization’s liability has been a concern with food donation, there is very little risk

if following the guidelines in this recommendation.

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Coordination may create challenges between departments, and there is the risk of missed

pickups and incurring fees. The process flow and responsible individuals must be communicated

and understood in order to reduce risk.

II. Organic Waste Collection (Composting)

Description Create an organic waste collection (composting) program. This program will include the physical collection bins, waste pickup, and employee education.

Background and Benefits Composting is the decomposition of organic waste by bacteria and other organisms using oxygen, heat, moisture, and time. The end product is a nutrient-rich soil enhancement8. In New York City’s industrial composting facilities, many types of food waste and biodegradable products can be sorted for collection and composting (see Figure 4).

Figure 4 - Acceptable and Not Acceptable Organic Waste in NYC Industrial Composting. Retrieved from:

http://commongroundcompost.com/what-can-cannot-be-composted-in-nyc/

New York City’s Department of Sanitation estimates that 31% of the city’s waste stream is made of organic materials that could be composted (see Figure 5). At Simons Foundation, meals and snack foods are provided to its employees. Through the current program of providing individual lunches through Seamless ordering, leftover food cannot be donated and is thrown in the

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regular waste bins. In addition, expired pantry items and leftover catered foods that are not fit for donation are also disposed of through landfill waste. Leftover and expired foods can be separated from the waste stream in order to provide several economic and environmental benefits:

● Reduce landfill waste and costs.

Simons Foundation can

renegotiate our regular waste bill

when organics are removed.

Common Ground Composting, a

consulting firm that works with

corporate clients to set up

composting programs, estimated

that Simons Foundation would

reduce their waste stream by 33%

or 100 lbs. per day.9

● Contribute to PlaNYC and

preempt potential regulations.

New York City’s PlaNYC seeks to

divert 75% of solid waste from

landfills.10 In January 2017, large food

service establishments and manufacturers were required to separate organic waste.11

● Make a positive environmental impact. When organic waste decomposes in a landfill,

methane, a powerful greenhouse gas, is released into the atmosphere. During the

aerobic composting process, methane-producing microbes are not active.12

● Environmental awareness contributes to a positive image. Staff and guests will notice

Simons Foundation’s extra commitment to environmental sustainability, enhancing its

reputation.

● Increase internal engagement in sustainability and morale. Employees will learn about

composting together and feel connected to making a positive environmental impact.

Action Plan Option 1 It is recommended to start the composting program through a pilot initiative in the dining room. This is a high impact area and composting can easily be added to the existing landfill waste and recycling processes. The program should comply with New York City’s commercial organics requirements, which are in place for large food service establishments.13

Figure 5 - What's in our trash. Retrieved from https://www1.nyc.gov/assets/dsny/downloads/pdf/studies-and-reports/OrganicsCollection-LL77-NYCOrganicsCollectionReport-2015.pdf.

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To start the 162 pilot program: 1. Communicate with the building manager Roger Zaffuto with Cushman & Wakefield to

contract organics collection with our current waste hauler, Five Star Carting.

• Five Star Carting provides organics collection in collaboration with CityGreen

Organics.14 Five Star Carting was not available to discuss, so further research would

be necessary.

• Simons Foundation’s current contract with Five Star Carting is held by Cushman &

Wakefield. The average landfill trash removal is 40 yards per month, however the

building is not at full occupancy and the dining room is not yet in service.

2. If needed in order to calculate the volume of organic waste, conduct a waste audit. This

service can also be provided under Option 2. Waste audit options are as follows:

• A full waste audit consists of collecting a waste sample from a designated area over

one day. Staff who are then provided with appropriate equipment can then sort the

waste into bins such as “food for donation”, “food scraps”, “recyclable paper”, etc.

Bins can then be assessed and weighed.

• An informal bag count or visual audit may be preferred. This involves observing trash

for a period of time, visually noting the percentage of wasted food, and compare to

the full amount of waste using estimated volumes.15

3. Coordinate with the building manager to store food scrap bins in the loading dock of

. Storage bins for

organic waste must remain

latched when set out.16

4. Purchase one bin and

compostable bin liners for

the . See

“Cost Analyses” below for

suggested options. Bins

must be labeled and

include instructions. Decals

are available from New

York City Department of

Sanitation.17

• Alternatively, SF may

wish to retrofit the

dining area with

compost bins that

match the current

design (see Figure 6).

Figure 6 - Compost, Recycle and Trash Bins - Google Offices, Cambridge MA. Photo credit: Logan Ingalls, August 22, 2018.

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5. Determine start date and education for cleaners.

• It is recommended to empty the compost bin twice per day on weekdays, and once

per day on weekends as needed. Cleaners should be informed of the start date,

frequency of liner change, keeping compost separate from other trash, and proper

disposal in the loading dock bins.

6. Launch education programming for staff.

• Communicate launch of pilot composting program and start date via SimonsNet. The

post should contain a description of composting, its benefits, what can be

composted, and how to identify the bin in the dining room.

• An educational table or “Lunch & Learn” program may be helpful to disseminate this

information and allow for questions and answers.

• Food that is fit for donation should not be discarded.

7. Launch and monitor the composting program

• After one month, redo the waste audit or bag count (if using) to determine the

amount of compost being generated and/or the reduction in landfill waste. This

information can be used with building management to renegotiate hauling costs.

Following a successful pilot program, composting can be extended to the , and floors by following a similar process as above. Some differences include:

● At , IESE Carting also provides organic collection services.18 Simons Foundation will

again need to work with building management to organize collection and invoicing.

● The schedule for waste collection in the 2nd floor auditoriums would be determined

based on need. Catering staff should also be educated about proper disposal and

separating food that is fit for donation from compostable food.

● will likely require smaller bins and less

frequent pick up, including no pickup on weekends. See “Cost Analyses.”

Option 2 A small consulting group, Common Ground Composting (CGC), can provide advice, negotiate waste hauler contacts, set up bins, and provide employee education. This firm is familiar with setting up composting in corporate offices and can provide any degree of service, including “white glove” so that Simons Foundation cleaners do not interact with the composting bins.19 If using CGC, these are the recommended steps:

1. Contact Meredith Danberg-Ficarelli (meredith@commongroundcompost.com) to

arrange an onsite visit.

2. Engage CGC to:

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• Assess the quantity of compost and the appropriate number and placement of bins.

They can determine the best operation and provide bins, bags and signage. See

Figure 7 for stickers that can be provided by the Department of Sanitation, and

Figure 8 for an example of signage that can be tailored to Simons Foundation’s

needs.

Figure 7 - Compost Sign from DSNY. Retrieved from

http://materials.bwprronline.org/home/152

Figure 8 - Compost Sign from Common Ground Compost. Retrieved from

http://commongroundcompost.com/signage-and-design/

• Coordinate a schedule for emptying in-office bins and the flow of waste from freight

elevators to curb.

• Manage the relationship between building management and waste haulers to

review our contracts and set the stage for renegotiation (to be determined after the

volume of organic waste is observed).

• Coordinate with building management to place food scrap bins in the loading dock

for pickup, and determine frequency of pickup by waste haulers (suggested 1-3

times per week).

• Provide a “lunch and learn” session to educate staff about composting.

3. Under this scheme, Simons Foundation cleaners would empty the in-office bins as they

do with other trash or recycling, however CGC can also provide this service.

4. Discuss fees with CGC. Their most basic service is outlined in “Cost Analyses” below,

however further discussions would be required to determine the cost of their full

services.20

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Cost Analyses

Cost of compost bins and liners

Description Image Cost per Unit

Simplehuman 38 L bin

$100/bin

UNNI Compostable Liners 13 gal

$28.95/100 count

1 bin @ = $100 7 boxes of liners (cost per year; changed 2x day on weekdays, 1x day on weekends as needed): $202.65

Description Image Cost per Unit

Simplehuman 30 L bin

$100/bin

UNNI Compostable Liners 8 gal

$35.95/200 count

4 bins @ and 1 bin @ 162/2nd floor = $500 13 boxes of liners (cost per year; changed 2x day on weekdays): $467.35

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Total cost of bins and liners per year: $1270.00 Cost of Common Ground Composting (consulting group)

• $400 one-time startup fee - covers one 8-gallon bin, starter roll of liners, lunch & learn session, and signs

• $24/pickup for one bin; $18/additional bin (small sized pickup by bicycle)

• Simons Foundation’s needs would be assessed onsite and would likely fall outside of this standard model

Additional Costs and Cost Savings:

• Cost of organics collection from Five Star Carting and IESE

• Cost savings from reduced trash volume

Risks Compliance may be challenging in the beginning of the program, as employees adjust to organics waste disposal. If compliance is not widespread, disposal fees will not be offset by regular waste reduction. Education and repetition should resolve any risk.

III. Green Travel Guidelines and Carbon Offsets

Description Establish Green Travel Guidelines. Purchase carbon offsets for international flights. Consider environmentally-friendly travel agents.

Figure 9 - Carbon Offsets. Retrieved from https://www.terrapass.com/product/business-carbon-offsets

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Background and Benefits Travel is important to Simons Foundation’s business and culture; however, it contributes significantly to greenhouse gas emissions, waste, and energy consumption. A round trip, economy flight from New York to San Francisco is responsible for up to two metric tons of carbon dioxide,21 the equivalent of burning 225 gallons of gasoline.22 While Simons Foundation values bringing scientists and staff together through collaborative meetings and events, steps can be taken to reduce unnecessary travel and make responsible decisions when travel is necessary. Carbon offsets allow organizations or individuals to financially contribute to projects that sequester or reduce greenhouse gas emissions when the organization cannot reduce emissions itself. This model is typically used for electricity consumption that cannot be avoided, but emissions from other business operations like business travel or manufacturing are also an option. By eliminating or reducing carbon at another project and location, the organization is able to “offset” its emissions, usually by a specific amount,23 often while providing social or environmental benefits in other communities. The benefits of focusing on “green” travel and carbon offsets include:

● Reduce and partially offset greenhouse gas emissions from air travel. A greenhouse

gas inventory of the Simons Foundation from 2017 found that air travel comprises 59%

of the organization’s emissions (see Figure 10).

● Provide positive environmental impact from comprehensive travel guidelines. Travel

guidelines that include behavioral

changes and “green” travel options

can reduce greenhouse gas

emissions, energy consumption and

waste.

● Improve social and environmental

benefits to communities through

carbon offsets. Projects always

provide environmental benefits, but

social benefits include production of

jobs or better living standards.

● Adhere more easily to environmentally-friendly policies by working with a

sustainability-focused travel agent. Travel agents with a sustainability focus should

provide “green” policies, resources and reports.

● Build a culture of environmental responsibility. Educating employees to be mindful of

travel and the value of carbon reductions can create a mindset of responsible corporate

citizenship.24

Figure 10 – Simons Foundation’s Carbon Footprint by Category. Mirele Goldsmith, “Simons Foundation Green Audit Results for Simons Net,” ,June 22, 2017.

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Action Plan Create Green Travel Committee

1. Determine and convene stakeholders for committee to draft guidelines, approve and

manage offsets, and consider travel agents. Suggestions include staff from Finance,

Events, SFARI, and CCA.

Work with Green Travel Committee to develop final Green Travel Guidelines, using input

relevant to business practices.

1. Draft Green Travel Guidelines - see Appendix 4 for an example. Guidelines must be

applicable to Simons Foundation’s culture and business processes; however, the first

step should be to reduce energy consumption, emissions and waste. Guidelines should

address ways to do this through transportation, hotels, and traveler behavior.

2. Obtain approval from the Green Travel Committee. Senior management must be

engaged and ensure compliance with the policy, and each department should

disseminate information on the importance of considering environmentally-friendly

alternatives when considering travel.

Communicate final Green Travel Guidelines across organization and with ProTravel agents.

1. Green Travel Guidelines should be posted on SimonsNet

Develop schedule to monitor carbon emissions from travel and communicate improvements

per capita.

1. Carbon emissions and mileage reports are available through ProTravel and can be

tracked after roll out of Green Travel Guidelines. The Green Travel Committee must

decide who is responsible for ongoing communication, updates and monitoring of travel

metrics, and establish a relationship with ProTravel to gather information.

Purchase carbon offsets on an annual basis in accordance with international flight miles.

1. Many airlines, like Delta and United, as well as travel sites like Expedia, offer the

purchase of voluntary carbon offsets equivalent to the carbon emissions of the flight

being purchased. Simons Foundation’s travel agent, ProTravel, is not able to purchase

offsets through their booking systems.

To purchase carbon offsets: Determine an appropriate carbon offset program. A good carbon offset program should be certified or verified by a third-party organization. Projects must meet certain criteria: ● Carbon is being removed or sequestered.

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● The project is guaranteed to exist, has verified by the third party, is transparent to

the customer, and completion of the project is being enforced.

● The project is permanent, providing ongoing environmental benefits.25

● The project provides additionality - it would not have taken place without the funds

provided by the offset.

● The local community is supported, e.g. the project provides new jobs or improves

biodiversity.26

Credible standards and offset retailers: ● Gold Standard - Created by international NGOs with a rigorous certification process

and over 1,400 projects, this is the recommended carbon offset organization for

Simons Foundation. The Green Travel Committee can select projects to support, or

may choose to select options on which Simons Foundation staff can vote.

Examples:

- Wind power project in Andhra Pradesh, India

- Cleaner cook stoves in Rwanda

- Planting biodiverse forests in Panama27

● The Nature Conservancy (TNC) - Carbon offsets can be purchased for forest

management and protection.28 Walt Disney Company works with TNC for their offset

purchases,29 and Delta Airlines coordinates their offset program through TNC.30

● United Airlines Carbon Offset Program - Offsets can be purchased through United to

support projects such as a wind farm in Texas, and watershed protection in Peru.31

Over 25% of Simons Foundation’s international flights in 2017-2018 were through

United see Appendix 5). United Airlines’ program is based on flight itinerary or

mileage, therefore this is not included in “Cost Analyses” below. Their

“CarbonChoice” team could be contacted to explore business travel arrangements.

● Terrapass coordinates carbon offsets that are verified by reputable offset registries

such as the Gold Standard, and their services are oriented towards corporations.32

2. Determine cost of offsets. This recommendation suggests that carbon offsets are

purchased annually to offset international travel. If the cost of offsetting all

international travel is prohibitive, a percentage of emissions could be offset. See “Cost

Analyses” below.

3. Review and obtain approval from Green Travel Committee, CFO and Marilyn Simons.

• Establish key committee contact in charge of managing the review and purchase

of offsets.

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Review carbon offset program in subsequent years. Review should determine:

• If carbon emissions are decreasing from air travel (per capita). If not, green travel

guidelines should be reviewed and disseminated.

• Whether the carbon offset program is financially stable.

• If the carbon projects are still viable options for financing, or if other options are now on

the market.

Consider environmentally conscious travel agents.

ProTravel does not have a sustainability component to its business aside from providing a carbon emissions calculation. Sustainability is a growing area with corporate travel companies, and they can provide ideas, policies, and management. While assessing green travel agents was outside of the scope of this report, Simons Foundation may wish to investigate options through the Green Travel Committee.

• A selection of options for agencies:

• BCD Travel is ISO 14001 accredited, and seeks to reduce climate change by

providing green travel solutions33

• Radius Travel can provide in-depth carbon emissions data34

• Teplis Travel advises on carbon offset programs35

Cost Analyses Carbon Offset Costs

International Flight Emissions YTD 2018* 2471.127032 MT CO2e

Project (Examples) Cost per MT Total Cost for 100% offset Total Cost for 50% offset

Terrapass Business Carbon Offset $11.00 $27,182.40 $13,591.20

Gold Standard - Cleaner Cook stoves in Rwanda $18.00 $44,480.29 $22,240.14

Gold Standard - Wind Power Project in Andhra Pradesh $10.00 $24,711.27 $12,355.64

The Nature Conservancy Offset $15.00 $37,066.91 $18,533.45

*Based on ProTravel's 2018 YTD CO2 emissions report

Additional Costs and Cost Savings:

● Environmentally-friendly hotels may vary in costs; however, many are priced

competitively with standard hotels.

● Train travel can provide cost savings over flights.

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● If flights are reduced through use of technologies like Zoom, webinars instead of

conferences, etc., there will be equivalent cost savings.

● Costs of travel agents that focus on sustainability, and the differential from ProTravel,

are not in scope of this project.

Risks Collaboration is important to Simons Foundation, therefore strict adherence to reducing business flights could be perceived as a loss to the organization’s mission. This recommendation strives for balance. Employees may perceive some aspects of “green travel” to reduce comfort while traveling. In some instances, this trade-off is accurate. The “Green Travel Guidelines” are not intended to be a strict policy and choice is still available (in adherence with the Travel & Expense policy).

IV. Temperature Guidelines and Energy Reductions

Description Reduce energy costs through implementing temperature guidelines and behavioral changes.

Background and Benefits Energy for HVAC systems, lights and devices is primarily derived from fossil fuel combustion, a major source of greenhouse gas emissions. The commercial and residential sector contributed 11% of greenhouse gas emissions in 2016 (see Figure 11). Electricity consumption has increased by 14% over the last 25 years and HVAC systems typically contribute about 57% of energy consumption in office buildings (see Figure 12). In New York City, PlaNYC seeks to improve energy efficiency and green building practices, including in historic buildings36 like . Simons Foundation can add to this effort reducing energy consumption and therefore greenhouse gas emissions.

Figure 11 - U.S. Greenhouse Gas Emissions by Economic Secctor.

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Simons Foundation currently runs its three offices on electricity through Con Ed and #2 heating oil. Each building has different controls and there are no specific guidelines for temperatures. This recommendation will focus on the , which can be controlled by a

building management system. In addition, the location has an auditorium which is climate controlled at all times, which provides an opportunity for improvements in energy consumption. Benefits to reducing energy costs through temperature guidelines and behavioral changes include: ● Utility cost savings. Standardized temperature set

point maximums and minimums, along with controlling

the use of personal space heaters, will reduce energy

consumption and costs.

● Environmental benefits of reduced energy

consumption. Oil and natural gas are fossil fuels, and

their combustion for heating and electricity contribute

to greenhouse gases and climate change37.

● More efficient procedures for Facilities staff. Temperature guidelines and using

schedules and timers will relieve Facilities staff of time-consuming adjustments.

● Increase staff awareness of energy consumption. Employees and guests will become

aware of personal actions that can reduce energy consumption.

Action Plan Review background information on Flatiron Institute and temperature research

1. The consists of four main types of space: Offices, open spaces, IT

rooms, and the data center. The data center will be addressed in Section 9, “Future

Recommendations”. IT rooms are kept at a cool temperature around 68°F for

maintenance of equipment. Offices and open spaces currently fluctuate in temperature.

At the time of researching this recommendation in late September, temperatures on

one floor of the Flatiron Institute ranged from 72 - 77°F. Some employees have

unauthorized space heaters at their desks. Temperatures are controlled constantly due

to the 24/7 hours of FI.

2. FI’s temperatures along with other building functions are monitored and controlled

through a building management system, Alerton Ascent. The software is called Compass

and is accessible to Facilities staff.

3. Temperature policies at universities are widely published online and provide excellent

examples of guidelines and considerations to address. See Appendix 6 for a review of a

selection of temperature policies. Generally, the heating season is broadly called

Figure 12 - Office Energy Consumption Profile. Retrieved from https://www.epa.gov /ghgemissions/ sources- greenhouse-gas-emissions#commercial-and-residential

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“winter” or defined as mid-October to mid-May. Heating temperature set points range

from 68-74°F. The cooling season is called “summer” or defined as late May through

early October. Cooling temperature set points range from 70-78°F. Most policies allow

for a certain amount of fluctuation within an acceptable range, such as +/- 2°F.

4. Commercial buildings should meet American National Standards Institute/ American

Society of Heating, Refrigerating and Air-Conditioning Engineers (ANSI/ASHRAE)

standard 55-2013, which states that under certain humidity conditions (50%) and slow

air movement, heating temperatures ideally range from 68.5 - 74°F, and cooling

temperatures ideally range from 75 - 80°F.38 This is generally comfortable to 80% of

occupants.39

5. The Occupational Safety and Health Administration suggests temperatures between 68 -

76°F and humidity between 20 to 60 percent.40

6. The temperature of a space is affected by the number of people in the space, heat from

computers and equipment, solar radiation through windows, heat conducted through

the walls and roof, and heat generated by lights.41

Determine appropriate temperature set points and setbacks for Flatiron Institute (offices and

common areas)

1. Relevant stakeholders, i.e. Facilities and Building Operations staff, must determine the

temperature set points that are reasonable and feasible. The recommended set points

are as follows:

• Heating season: 68 - 70°F

• Cooling season: 74 - 76°F

2. Setbacks can be scheduled via Compass software. Determining appropriate times to

raise the cooling setpoint and lower the heating setpoint will require monitoring and

trial, as humidity can also be affected. Opportunities could include:

• Setbacks during late nights and weekends for the dining room and auditorium

promenade. A moderate setback will allow for coffee breaks and continued

collaboration.

• Greater setback for the internal auditorium during nights and weekends when not in

use.

• The appropriate time must be determined for the HVAC to switch on and return the

space temperature to its regular set point.

• Compass software allows setpoint temperatures and setbacks by creating a regular

“work week” schedule, “holiday” schedules (for planned days of inoccupation) or

“event” schedules for special schedules, which override work week and holiday

schedules. Schedules can be created for points or zones42.

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Finalize temperature guidelines and tips for behavioral change around temperatures

1. Once the temperature set points, setbacks and schedules have been determined,

stakeholders should adopt temperature guidelines. These guidelines can include tips for

behaviors that all employees can adopt in order to control their personal comfort.

2. WELL building standards for individual thermal comfort stress the importance of

thermal gradients and free address, which can also be considered when drafting

temperature guidelines.

• Thermal gradients allow temperature differences across or between floors and allow

occupants a degree of “free address” to choose their location.

• Personal thermal comfort devices other than space heaters are permitted43.

3. See Appendix 7 for draft Temperature Guidelines

Communicate guidelines on SimonsNet

1. Temperature guidelines should be posted on SimonsNet. It can be determined by

stakeholders whether the policy should be widely communicated or just made available

and referred to when staff make temperature requests.

Determine ways to best use the BMS at

1. Determine if it is possible to achieve optimum operating conditions for the HVAC system

in order to further reduce energy consumption, through sub-metering and sensing.

2. Benchmark our use and demand of energy. Use BMS reporting, utility bills, and weather

records to create a baseline building load profile which can be compared to similar

facilities.44

Adjust temperatures at the when not in use

1. The is climate controlled 24/7 in order to be ready for events. With the

opening of the the need for “ready” status may lessen, and a weekend

schedule could be adopted. The BMS Automated Logic controls the HVAC in the

auditorium. With further research, this floor can adopt a setback similar to the above

instructions for . By using a setback schedule, the auditorium can be cooled or

heated in advance of Monday morning as needed.

2. Facilities staff will need to be apprised of events that are held over the weekend. This

notification should be available via the Asure booking system.

Provide ongoing educational opportunities to staff about reducing energy consumption

1. Employees and guests can implement many behaviors to reduce energy consumption in

the office. These tips can be provided via SimonsNet in accordance with “Fostering

Sustainable Behaviors” later in this SAP.

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Cost Analyses Costs and Cost Savings:

● There are no costs

to making

temperature

adjustments.

● Utility costs will be

reduced with

decreased use of

HVAC. While these

cost savings cannot

be easily quantified,

they will be visible

on utility bills along

with other energy

improvements, such as the current project to install LED bulbs. It may be useful to

baseline Simons Foundation’s utility usage at when being used at full capacity (i.e.

when construction on all floors is complete) in order to track how utility costs improve

with energy reductions.

● Staff may request personal devices for air flow, such as small fans. Personal fans are

available on W.B. Mason which cost approximately $20.00.45

Risks The greatest risk in implementing a temperature policy is employee dissatisfaction or discomfort. Temperature and humidity conditions at Simons Foundation are not likely to reach hazardous levels, but can cause personal discomfort. Colder temperatures can decrease productivity46, and uncomfortable temperatures can affect morale. Employees may prefer flexibility and having control over their environment. In many cases, following the personal temperature modification guidelines (see Appendix 7) can provide relief, and in other cases, greater flexibility may be necessary. Compliance may also be challenging, as many employees have personal space heaters or will request temperature changes. These guidelines are intended to be flexible while also providing a necessary reference for Facilities staff.

Figure 13 - Cost of Changing Temperatures. Retrieved from https://www.humanresourcesonline.net/office-aircon-wars-whats-best-working-temperature/

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V. Green Office Supplies and Cleaning Products

Description Provide easy alternatives for ordering environmentally-friendly office supplies. Switch to environmentally-friendly cleaning supplies.

Background and Benefits Replacing standard cleaning and office supplies with environmentally- and health-friendly alternatives can be a simple project with little impact to employees’ usual business operations. Simons Foundation currently contracts its cleaning through High Line Cleaners, who use standard cleaning supplies. Office supplies are primarily ordered through WB Mason. In some cases, recycled products are already ordered, including the majority of printer paper. The W.B. Mason homepage for Simons Foundation includes a “green splash” to help employees find more environmentally-friendly products (see Figure 14). Currently, the Business Operations department orders supplies for the organization, therefore ordering is centralized and changes can be more easily made. In the future, if procurement processes change, the availability of green office supplies can be communicated to procurement system users. Benefits of this recommendation include:

● Support a healthier office environment through appropriate cleaning supplies.47

Regular cleaning is important, using products that do not cause irritation to employees

or introduce chemicals that impact air quality. This can impact employees’ sick days,

comfort and morale.

● Provide environmentally-friendly alternatives to cleaning supplies. Products can meet

standards that factor in environmental toxicity by protecting

reproduction/developmental processes, reducing impact on aquatic ecosystems, and

reducing persistence in the environment.48

● Find green and recycled alternatives to office supplies with minimal cost. Many

products are available using “green” or recycled materials with little change to current

ordering processes and costs.

Figure 14 - W.B. Mason Green Splash Page. Retrieved from https://www.wbmason .com/default.aspx (with login)

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Action Plan

Purchase and replace standard cleaning supplies with more environmentally-friendly options

1. We have requested that our cleaners, High Line, use standard cleaning products.

Replacing these products with more environmentally-friendly alternatives can improve

employee health while protecting the environment.

2. Work with High Line to determine environmentally-friendly products that they use with

other clients, if any.

3. Confirm that products meet standards. If they do not currently use any environmentally-

friendly products, these can also be suggested. Standards include:

• EPA Safer Choice49

• Green Seal50

• New York’s Green Cleaning Program51

4. Monitor effectiveness of products

• In the past, environmentally-friendly products have been phased out due to a

perception that they did not work as well. Facilities staff should monitor issues

related to cleanliness, and High Line staff should be empowered to inform facilities

staff if products do not work up to our cleanliness standards.

Purchase and replace environmentally-friendly office supplies from W.B. Mason

1. W.B. Mason marks items that are “green” and/or recycled in their online store. These

items can be found by going to the “Go Green” shop or by searching for items with the

“green” (leaf) or recycled (arrows) logo.

2. There are many environmentally-friendly alternatives to standard office supplies that

are currently purchased (see Appendix 8).

• Individuals who are responsible for ordering (e.g. Business Operations department)

should be notified of this effort and available alternatives. Each account can create a

“favorites list” of environmentally-friendly items for quick reference.

• Business Operations currently makes an effort to reduce the number of supply

shipments in order to reduce packaging waste. This effort should continue if

ordering becomes decentralized through a new procurement process. This can be

designed into the process and/or communicated to employees to be flexible about

supply arrival times.

Inform staff with tips to reduce environmental impact through office supplies

1. Helpful tips can be communicated to staff on a regular basis to keep green office

behaviors at top of mind, such as reusing scrap paper and folders. In addition, larger

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initiatives and the green cleaning program can be communicated through an internal

sustainability report. See “Fostering Sustainable Behaviors” for more information.

Cost Analyses See Appendix 8 for selected office and cleaning supplies with green alternatives.

Risks Employees have previously voiced concern over the effectiveness of environmentally-friendly cleaning supplies. The satisfactory performance of cleaning supplies should be monitored to ensure that a healthy work environment is not at risk.

Fostering Sustainable Behavior

I. Vision of Sustainability Simons Foundation already has many environmental initiatives that are either part of the Green Team’s efforts, or have been implemented on the department level. The foundation may not be ready to report on its sustainability program externally, but sharing its successes internally and then having a clear vision of its environmental mission can help employees to feel engaged and set personal goals. The foundation can also use benchmarking information from peer institutions to develop its vision on where sustainability fits into the organization’s business processes and culture.

Creating a Vision Statement A sustainability vision statement can unite Simons Foundation’s staff and their efforts around a common mission or ethic. This vision can be developed by stakeholders, such as the Green Team, and disseminated for staff to embrace as part of their principles for business operations and personal behavior. An example vision statement for Simons Foundation:

Simons Foundation is a socially and environmentally responsible organization. We will reduce waste and where possible eliminate waste through source reduction, recycling, and composting. We will conserve energy and improve the energy efficiency of our internal operations. We will responsibly correct conditions we have caused that endanger health, safety or the environment. We will implement these principles and sustain a process that ensures that our leaders are informed about pertinent environmental issues and demonstrate commitment to environmental improvements.52

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Internal Sustainability Report Organizations with sustainability vision statements and initiatives may choose to create a sustainability report that is made available to the public. Simons Foundation is at the beginning of implementing its environmental goals, and therefore may wish to create an internal sustainability report that can be published on SimonsNet. This report can be a living document that celebrates the projects’ successes and their environmental impacts. This report can be maintained and communicated by the Green Team. An internal sustainability report could contain the following elements:

• The organization’s sustainability vision statement

• Economic, environmental, or social indicators that provide a measurable way to monitor

progress in achieving sustainability goals.53

A draft internal sustainability report is provided in Appendix 9. This type of report is a more informal approach; it can be easily compiled by the Green Team and the design refined by internal staff.

Benchmarking Simons Foundation also has the opportunity to craft its vision of sustainability by benchmarking its environmental initiatives against similar foundations, research institutes, or technology companies. The foundation can examine its strengths, weaknesses, opportunities, and threats in order to adjust in an ever-changing business environment. The value of engaging other organizations in sustainability benchmarking can be threefold:

1. Collaborate with peers to share best

environmental practices and new solutions

2. Understand competitive landscape in order to

attract and engage scientists, engineers, and

other staff

3. Build valuable networks that can be leveraged

for business purposes beyond sustainability

For this purpose of this plan, benchmarking conversations involved a selection of individuals from similar organizations in or near New York City. These conversations can be expanded in the future; however, a summary of the findings is in Appendix 10. The findings from this research include:

Figure 155 – Employee planter boxes at New York Genome Center. Source: Patricia Klecanda.

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• LEED-certified or LEED-compliant buildings or floors were common initiatives.

• Temperature policies were generally not in place or not successful

• Recycling compliance was not seen as an issue. Simons Foundation may have more

challenges due to the lunch ordering program.

• Composting was not in place at the smaller organizations; Google has been very

successful.

II. Communication and Education The initiatives in this SAP, as well as projects completed by Simons Foundation’s Green Team, will only be successful if employees are able to get “on board” and behavior change is sustained long term. Research has found that initiatives work best when they are delivered at the community level and simultaneously remove barriers to an activity while communicating its benefits. This technique of community-based social marketing is an effective way to influence the target audience to achieve positive lasting change. Sustainable behaviors can be fostered by using five steps, shown in Figure 16.54 Each step will be examined below.

Figure 16 – Community-based social marketing steps

1. Select Target Behavior

This SAP recommends projects that require employees to adopt certain behaviors for long-term success. Each desired behavior can be examined to see if will have impact, if staff are already engaging in the behavior, and whether the probability is high that the audience will follow through. The ideal behavior to target will have high impact and high probability, and will not already be enacted by most staff. An example behavior would be bringing food scraps to the compost bin at the end of lunch.

2. Identify Barriers and Benefits Understanding the perceived barriers and benefits to a specific behavior can help shape the strategy to encourage that behavior. Barriers can be individual, such as lack of knowledge or motivation; or they can be external, such as lack of infrastructure (e.g. compost bins). Benefits and barriers can be determined by research, observation, and/or surveys. See Appendix 11 for an example analysis of a behavior’s barriers and benefits.

1. Select the target behavior

2. Identify barriers and benefits

3. Develop a strategy to reduce barriers and

increase benefits4. Pilot the strategy

5. Broadscale Implementation and

Evaluation

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3. Develop a Strategy After examining the barriers and benefits, the selected strategy should promote certain behaviors while discouraging others. Successful encouragement of behaviors can use the following tools:

• Commitment – agreeing to commit to an activity

• Prompts – create effective reminders

• Norms – publicize involvement in sustainable activities

• Social diffusion – recruit employees to disseminate the conversation

• Communication – develop captivating, credible messaging

• Incentives – reward positive behavior

• Convenience – remove external barriers55 See Appendix 12 for an example of strategies that can address the barriers to a successful behavior change.

4. Pilot the Strategy

Once the strategy has been designed and vetted, pilot the strategy in one location or audience. Ideally, behavior change can be measured directly through key performance indicators rather than relying on self-reported attitude changes. Only pilot the strategies that have broad scale potential from a time and budget perspective.

5. Broad Scale Implementation and Evaluation

If the pilot was successful, expand the strategy to the general population. Measure the baseline involvement or interest and then follow up with measurements prior to implementation.

Green Tips and Communication Strategies In order to reinforce environmental concepts, introduce behaviors, and educate on new ideas, an ongoing communications strategy will be effective. Communications can take the form of:

• SimonsNet “Tips”

The Green Team wanted to provide regular “tips” to employees, so that sustainability and environmental concepts would remain “top of mind.” The team encountered the obstacle of needing a regular influx of tips, and desiring well-researched tips that would be appropriate for the foundation’s research environment. The Green Team can require members to provide these tips, and each tip should be reviewed by Green Team leaders and attributed to a source.

Figure 17 - Waste Sign Example. Retrieved from https://www.dal.ca/dept/sustainability /resources/Educational_Material/Rethink_Resources.html

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The Green Team can also embrace thematic opportunities like Earth Day, National Recycling Week, and #strawssuck to promote different initiatives.

• Visual aids around the office

Use screens and signs to promote positive behaviors (see Figure 17).

• Trainings

A formal training or informal “lunch & learn” can provide staff with in-depth information and the ability to ask questions.

• Socialization

Encouraging employees to discuss issues and coach their peers can help reinforce positive behaviors. Aside from information conversation, activities can include film screenings, speaker series with discussion, or volunteering opportunities.

III. Organizational Structure By defining an organizational structure in support of sustainability initiatives, employees will be empowered to suggest, research, and implement projects. Simons Foundation currently has a Green Team with voluntary representatives from across the organization, and two leaders have emerged who bring the team together and help move ideas forward. The team is divided into sub-committees who take the lead on specific projects, such as the discontinuation of water bottles or recycling improvements. As a voluntary initiative, the Green Team struggles to find the time and motivation to carry out research and implement projects. Some suggestions to improve motivation include:

• Rotating the voluntary roles as “leaders” of the Green Team, with terms of one year.

• Periodically let employees know that the Green Team is open to new members.

Previous members can then “cycle out” as needed, particularly if a colleague in their

department is joining.

• Set clear expectations of what joining the Green Team entails, to ensure active

participation. An example “job description” is in Appendix 13.

• Set an expectation that each team member will participate in ongoing sustainability

engagement activities. These are not large projects, but rather ongoing efforts to keep

staff aware of environmental issues in their daily work life. For example, each team

members should contribute one engagement idea per Green Team meeting (e.g. a

sustainability “tip” to be posted, a film screening, or a suggested article) and then

should be accountable for moving the engagement activity forward.

• Sub-committee members should also be aware of their roles. This includes scheduling

committee meetings, tracking progress of their project, creating promotional

campaigns, and acting as liaison to the Green Team (and to leadership, when

appropriate).

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• Celebrate successes from initiatives, such as approval to move forward with a proposal,

the amount of money saved, how much energy was reduced, or how receptive a project

was received by staff. Successes can be celebrated within the Green Team by

acknowledging the individuals who participated, as well as throughout the organization

on SimonsNet.

The Green Team may also participate in creating a sustainability vision statement (see p. 29) in order to become aligned behind a common goal. Finally, the team will also benefit from strong direction and support from leadership at Simons Foundation, as outlined below.

IV. Leadership’s Role Leadership serves an important role in the success of sustainability initiatives, by acting as the gatekeeper for the Green Team’s suggestions, setting an example through positive behaviors, and having oversight to suggest how initiatives can be integrated throughout the business. Although the Green Team is a “grassroots” effort, the team looked to senior leaders for direction and motivation. Current Green Team members noted that approval and decision-making is not always clear when a project is being researched and proposed. At times, the Green Team seems empowered to pursue an idea and put forth a suggestion as a cross-functional body, only to have the project take another direction without the Green Team’s input. This dynamic can be improved by the following ideas:

• Create a “Sustainability Steering Committee” of leaders who are sustainability

champions and final decision-makers for proposals. This could include the Chief

Financial Officer, Director of Building Operations, and Vice President of Administration.

• The Sustainability Steering Committee should listen to Green Team proposals and help

establish expectations, set goals, provide guidance, and allocate resources. The

proposals in this SAP can also be funneled through the Green Team for support

throughout implementation.

• The Sustainability Steering Committee can incentivize participation in the Green Team

and its initiatives. Participation in the Green Team is voluntary and research,

implementation, and employee engagement can take effort. Incentives can take the

form of praise and recognition, coverage on SimonsNet, a charitable donation to a green

organization, or sending members to a green business conference.

• This committee has the responsibility to support the Green Team by communicating

back any changes to Green Team projects, potential obstacles, or time constraints.

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• This committee can also craft the organization’s sustainability vision statement (see

p.29) with the Green Team and champion this statement through the intranet as well as

being a role model for positive behaviors.

• The committee should require ongoing measurement of sustainability initiatives

through key performance indicators, and share their progress.

Sustainability Capital Reserve In order to capture the cost savings from sustainability initiatives, a capital reserve can be set aside on balance sheet. The initiatives with cost savings must be identified, measured by an accountable individual over a period of time, and the savings must be attributed to a department or account code. The savings from all projects can be used to offset the costs of other, more capital-intensive environmental initiatives, or for any other uses across the organization. Cost savings that can be tracked include Simons Foundation’s current sustainability initiatives, such as:

• Electricity savings from conversion to LED bulbs

• Savings from discontinuing purchase of single-use plastic water bottles Future cost savings as part of this SAP can be tracked and will include:

• Landfill waste reduction costs from implementing composting (and current improvements to recycling)

• Utility savings from temperature policy energy reductions The decision of how to set aside these funds can be made by the appropriate finance team members. When researching the possibility for this plan, it was discussed best to start by tracking more informally to determine what will work best going forward.

Performance Metrics & Reporting After Simons Foundation determines each sustainability objective, key performance indicators (KPIs) can be determined and a measurement strategy can be put in place before implementing the project. Performance measurements show the degree to which a performance result is occurring, usually over a time period. Metrics can take the form of counts, percentages, sums, averages, and rates.56 KPIs for sustainability at Simons Foundation can include:

• Amount of landfill waste in yards per month, per capita - which will affect cost per

month for landfill waste hauling. Simultaneously, compost yardage per month, per

capita can be tracked through the organics hauler.

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• Food donated through Rescuing Leftover Cuisine in lbs. per month - or number of meals

(available via donation report).

• Number of staff viewing Green Travel Guidelines, Green Team page, or environmental

“tips” on SimonsNet.

• Utility costs per month, per capita. This will be indicative of cost savings from LEDs and

the temperature policy, accounting for staff and facilities growth.

• Air travel mileage per year, per capita. Simultaneously, cost of carbon offsets (based on

mileage) should be tracked.

The foundation may wish to set targets for each KPI. For example, the foundation may wish that 75% of staff view each environmental “tip.” Other KPIs will be more nuanced; ideally the cost of carbon offsets will decrease over time/per capita as an indication that Simons Foundation is flying less. Similarly, while food donation metrics will show that the service is being used and food is provided, ideally there will not be excess left-over food. This may require qualitative follow-up with teams that use the donation service to understand the metric over time. Leadership, through the Sustainability Steering Committee, should designate who is accountable for tracking each KPI and the frequency with which reporting should occur (e.g. quarterly). The reporting can be reviewed by the committee as well as the Green Team, and communicated to the rest of the organization as an opportunity to share successes.

Future Initiatives During the discovery process of writing the recommendations for this SAP, additional long-term initiatives were discussed which would require additional research, time, or capital investment.

Increase Temperatures in Data Center Simons Foundation’s data center is important to the mission of computational research, but it also consumes significant energy resources. Data centers in the U.S. consumed electricity equivalent to 6.4 million average American homes in 2014.57 Finding efficiencies in operating the data center will reduce the environmental and cost burden. The center is currently not running at full capacity. When temperatures were noted while researching this SAP, the data center was at 56.1 oF, and cooling was estimated to be about 33 – 50% of the energy costs in running the data center. Temperatures can escalate very rapidly in the event of an emergency, and they must be carefully monitored. When the data center is fully operational and at steady state, it was recommended to experiment with keeping the data center at a warmer temperature, around 78 oF. Other organizations have found cost savings from raising temperatures as high as 80 oF; at Microsoft, a temperature increase of 2 – 4 oF saved $250,000 in annual energy costs.58

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If additional data center capacity is built at , there is also opportunity to build in more energy efficiencies. For example, the data center could be located closer to rooftop chillers, with waste heat removed through elevator shafts and more accessible to passive cooling.59 While this would require significant research and investment, it would result in cost savings and enhance Simons Foundation’s reputation as being innovative in its data center operations.

Partially Outsource Data Center to Renewable Energy Center Simons Foundation engages colocation data centers for some of its computational needs, and these centers tend to be more efficient. Another interesting future opportunity would be engaging with the Massachusetts Green High Performance Computing Center (MGHPCC), which is open to use by research organizations. This center is LEED Platinum-certified, with many energy conservation measures in place.60 The center is also located where over 70% of electricity is generated from a local hydroelectric plant.61

Outsourcing to the MGHPCC would reduce Simons Foundation’s environmental impact. A cost-benefit analysis would need to be completed to determine if accessing the center would reduce costs, and if computational speed would be affected. Involvement with MGHPCC could also contribute to the foundation’s appeal as an environmentally-conscious research institute.

LEED Certify Future Renovations Leadership in Energy and Environmental Design is a green building rating system that helps to guide healthy, efficient, and cost saving building projects.62 Attaining LEED certification requires earning credits in many different areas such as construction waste management, indoor air quality, bicycle facilities, and water use reduction.63 This process can be led by building and construction managers, such as Cushman & Wakefield.64 By LEED-certifying additional construction of floors or projects at Simons Foundation, Simons Foundation will improve the environmental impact of its facilities while also remaining competitive with its peers.

Support Environmentally-Friendly Food Choices The foods that we choose to consume can have a big environmental impact from energy-intensive agricultural practices and transportation. Simons Foundation’s lunch programs and events are an important part of its benefits and culture, and supporting environmentally-friendly eating habits can make an impact. This could take at least two forms:

Figure 16 - City of Holyoke's local hydroelectric plant. Retrieved from https://www.mghpcc.org/about/faqs/

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• Encourage sustainable food choices through Seamless ordering. The greenhouse gas

emissions from producing meat are significant compared to vegetable alternatives.65

The Green Team has suggested Meatless Monday or promoting vegetarian options

through Seamless, which would have a positive environmental impact. Other

restaurants such as Locanut may serve meat but focus on more sustainable options, like

grass-fed beef or pastured poultry.66 Social marketing campaigns can provide more

information to staff.

• Engage sustainable caterers. For larger events and staff meetings, some caterers focus

on environmentally-friendly and local foods. Additional research and a cost analysis is

needed, however the following are two options:

o Great Performances: Focuses on avoiding food waste and supporting local,

sustainable practices.67

o Purslane: Supports sustainable, organic, and local products, avoids waste, and

donates leftovers.68

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Roadmap

December 2018

•Finalize Food Donation Agreement with Rescuing Leftover Cuisine

•Implement Leftover Food Worksheet with events team

January 2019

•Arrange first food donation pick up with Rescuing Leftover Cuisine

•Schedule Common Ground Composting onsite visit

•Convene Sustainability Steering Committee to review Green Team's strategy for 2019

•Green Team meets to discuss strategy for 2019 and review SAP guidance for a successful Green Team. Communicate to organization about Green Team membership

February 2019

•Start pilot composting program at dining room, including social marketing campaign

•Create Green Travel Committee and set agenda for drafting Green Travel Guidelines and deciding on carbon offset purchases for 2018 emissions.

•Business Operations team switches to green office supplies.

March 2019

•Facilities and building operations teams finalizes temperature guidelines using SAP draft. Communicate temperature guidelines to organization.

•Green Team reviews internal sustainability report and posts it on SimonsNet

•Carbon offsets for 2018 are finalized and purchased

April 2019

•Review success of Rescuing Leftover Cuisine partnership and roll out to rest of organization if applicable. Roll out LeftoverFood Worksheet in conjunction with RLC partnership.

•Communicate final Green Travel Guidelines to organization.

•Transition to green cleaning products

•Report on KPIs for Q1 2019

June 2019

•Review success of composting program and renegotiate waste contracts as applicable. Plan for roll out of composting program to additional floors and

•Evaluate success of Temperature Guidelines and provide SimonsNet guidance for summer months.

July 2019

•Research and pilot sustainable caterers

•When renovations are planned, proceed with researching and engaging LEED consultants

•Report on KPIs for Q2 2019

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Appendix 1 – Leftover Food Worksheet Available in Excel or Google Sheet Event Name: Date: Recorded By:

Food Totals at Start of Event Food Left at End of Event

Description Number Unit/Size # Servings Number Unit/Size # Servings

Example: Grape leaves 300 pieces 100 25 pieces 8.33

Total Servings at Start 100 Servings Left at End 8.33

% Left at End 8.33%

Total Cost of Food $100

Cost of Food Left $8.33

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Appendix 2 – Rescuing Leftover Cuisine - Additional Information Contact at Rescuing Leftover Cuisine: Clara Son; clara@rescuingleftovercuisine.org

Schedule: - Pickups can occur any day of the week, 8am - 9pm.

- Pickups must occur on a recurring schedule, e.g. once per week or biweekly

- Cancellations must be made two hours in advance by calling or texting RLC's office number

at 646.592.2229

- Donations are brought immediately to a service agency by volunteers on foot

- Volunteers operate in inclement weather. In the rare instance where they cannot arrive,

Simons Foundation will be informed as soon as possible and will not be billed

- The food rescue partnership can be placed on hold for any duration of time, and can

resume with 5 days’ notice before restarting.

Donation Content - RLC will not accept raw fish, fried foods, soda or alcohol.

- Donations must be securely packaged to avoid contamination.

- There is no minimum donation; the maximum donation is about 100 lbs. if transported on

foot. If greater, the donation can be picked up by vehicle with an additional fee.

- Donations can be comprised of food that is stored for 48 hours prior to pick up.

- Donations must come from a licensed food vendor (i.e. not homemade by staff)

- Food must be packaged in food grade materials, e.g. aluminum hotel pans, quart

containers, cling wrap. RLC can supply trays and lids for a fee.

Security and Insurance - RLC volunteers can pick up food in the lobby or freight area if convenient.

- If entering the building, RLC can provide a certificate of insurance if needed.

- Simons Foundation’s underwriters can confirm if this service is covered under the general

liability coverage.

Contracts, Billing and Reporting - RLC and Simons Foundation will sign a Food Donation Agreement which has been reviewed

and edited by Simons Foundation’s contracts administrator. The Food Donation Agreement

releases us from liability once food is off premises. Donations are covered under the Federal

Bill Emerson Good Samaritan Food Donation Act of 1996.

- Simons Foundation will be billed for the service fees on a monthly basis.

- Simons Foundation will receive a monthly donation receipt which can be used for tax

deductions as well as receipts when invoices are paid.

42

Appendix 3 – Transfernation - Additional Information Contact at Transfernation: Rachel; workwith@transfernation.org

Schedule: - Pickups can occur any day of the week; 8am - 12pm

- Pickups can be recurring, unlimited, or ad hoc with one hours’ notice

- Pickups are requested through their app

- Donations are brought immediately to a service agency by volunteers on cargo bicycle

- Donations must be brought to the lobby or freight area

Donation Content

- There is no minimum donation; maximum is around 800 lbs.

Security and Insurance

- Donations must be brought to lobby for pickup, so volunteers will not enter the building

Contracts, Billing and Reporting

- Transfernation and Simons Foundation will sign a Memorandum of Understanding

- Ad hoc pickups are $30; other pricing is $175 monthly for 4 pickups/month

43

Appendix 4 – Green Travel Guidelines (Draft) This document provides guidelines for environmentally sustainable business travel. Many aspects of travel negatively impact the environment by emitting greenhouse gasses or producing waste. Simons Foundation seeks to reduce these impacts through responsible travel practices. Transportation Method

- Determine the need for attendance at a short meeting or event that requires a flight.

Consider if one team member can represent the team in person, while others use Skype,

Zoom, or Google Hangouts. This also saves time and cost.

- Adjust business class seat guidelines. Business class seats occupy more space and have a

higher fuel to passenger ratio, so the carbon footprint is up to nine times larger than

coach seats.69 Simons Foundation currently allows business class for flights of 5 hours or

greater.

- Choose airlines that have better fuel efficiency - such as Alaska or United70 - when cost

is similar.

- Use alternatives for shorter travel, e.g. from NY to Boston or Washington D.C.

- Travel between New York City and Washington D.C. by train produced 0.3 metric

tons of CO2e, while air travel produces 0.13 metric tons CO2e for the same

route.71

- Reducing travel time to/from airports and maximizing work time on the train can

be beneficial. Acela trains run hourly and provide flexibility. The cost of trains

can be less than flights.

- When a direct flight is only slightly more expensive, it should be chosen over a

connecting flight to reduce carbon emissions and save time. Approximately 25% of

airplane emissions come from landing, taking off, and taxiing.72

- When booking car service for employees or guests who are arriving or departing Simons

Foundation at similar times, arrange for carpooling. In advance, shuttle service can

transport multiple travelers. Consider carpooling with coworkers when arriving at a

travel destination.

Hotels

- Booking an environmentally friendly hotel is at the traveler’s discretion within the

Simons Foundation’s Travel and Business Expense Policy.

- Book a hotel centrally located to public transportation or within walking distance of the

primary destination to avoid taxis.

44

Traveler Behavior - Hotels often have a protocol if you prefer not to have towels and sheets changed daily.

Follow this protocol or make the request to management.

- Turn off electronics, lights, air conditioning, and heat when leaving the hotel room.

- Use public transportation to reduce carbon emissions from individual taxis.

- If renting a car, request a hybrid if possible from the rental company.73

- Bring reusable water bottles and travel mug.

45

Appendix 5 – International Travel Data

0

40

80

120

160

200

240

280

Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug

Air Charges(000s)

Internatioanl

UNITED AIRLINES 25.7%

DELTA AIR LINES 24.2%

LUFTHANSA 7.4%

BRITISH AIRWAYS 6.8%

AIR FRANCE 6.3%

Other 29.6%

Total: 100.0%

Air Volume Booked

NATIONAL 63.16%

ENTERPRISE 36.84%

Total: 100.00%

# of Days Rented

SYNXIS 23.96%

PREFERRED 23.21%

WORLD HOTELS & RESOR 18.82%

HYATT REGENCY 10.16%

DENIHAN HOSPITALITY GROU 8.77%

Other 15.08%

Total: 100.00%

# of Room Nights

Totals AveragesAir Charges Summary

504

502

$1,012,629.56 $2,017.19

2

506

Air Charges:

Transactions-Invoices:

Credits:

Total Transactions:

Net # of Trips:

5,447,907Air CO2 Emissions (Lbs):

3,886,626Miles:

Top 5 City Pairs Amount# of Segs

NYC-KENNEDY<->ZURICH 55 $22,873.09

NYC-LAGUARDIA<->TORONTO 52 $4,390.26

NYC-KENNEDY<->LONDON-HEATHROW 45 $55,828.99

PARIS-DEGAULLE<->NYC-KENNEDY 38 $33,126.45

GENEVA<->NYC-KENNEDY 35 $21,197.16

Car Rental Summary Totals Averages

6

19

$1,098.72 $63.88

$57.83

3.17

N/A

# of Cars Rented

# of Days Rented

Cost (Booked Rate)

Cost Per Day

Amount# of DaysTop 5 Car Rental Cities

GENEVA, SZ 8 $582.47

SAN FRANCISCO, CA 7 $404.25

TIJUANA, MX 4 $112.00

Hotel Booking Summary Totals Averages

215

935

$127,241.87 $286.99

$136.09

4.35

N/A

# of Bookings:

# of Room Nights:

Cost (Booked Rate):

Cost per Night:

Amount# of NightsTop 5 Hotel Cities

NEW YORK, NY 576 $63,869.00

NEW YORK CITY, NY 176 $29,431.00

JERSEY CITY, NJ 40

PARIS, FR 25 $5,191.08

EDINBURGH, GB 16 $4,477.76

THE SIMONS FOUNDATION

Produced by iBank Travel Management © Cornerstone Information Systems 2001-2018 -- all data is unaudited

Invoice dates from 01/01/2018 to 08/31/2018 Invoice dates from 09/01/2017 to 08/31/2018 Invoice dates from 01/01/2018 to 08/31/2018

PK36 Printed: 9/19/2018 1:16:24PM by BROADCAST

Report Parameters: Account = 1100IEZ; International Only

Back Office Data

0

4

8

12

16

20

Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug

# of Days Rented

0

40

80

120

160

200

Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug

# of Room Nights

46

Appendix 6 – Temperature Policy Review – Selected Institutions

Institution Heating Season Heating

Temperature °F Cooling Season Cooling

Temperature °F Source

American University Undefined 70 Undefined 76 https://www.american.edu/loader.cfm?csModule=security/getfile&pageid=4298502

Bentley University

mid-October to mid-April (outdoor temp below 65) 68

Mid-April to mid-October (outdoor temp above 71) 74

https://www.bentley.edu/files/2016/08/11/2016%20Simplified%20Guide%20to%20the%20Bentley%20Temperature%20Policy.pdf

Brookhaven National Laboratory Undefined 68-70 Undefined 74-76

https://www.bnl.gov/about/sustainability/temperaturesetback.php

Brown University Undefined 70 Undefined 76 https://www.brown.edu/facilities/temperatureenergy-policy

Cold Spring Harbor Labs Undefined 68 Undefined 72 Email with Randal Jones, October 9, 2018

Columbia University Mid-October to mid-May 68 May - October 76

https://policylibrary.columbia.edu/indoor-space-temperature-guidelines

Harvard Law School October - May 70 May - October 74 https://hls.harvard.edu/dept/facilities/sustainability/temperature-policy-thermostat-use/

Harvard University October 16 - May 14 68-71 May 15 - October 15 74 -76 https://green.harvard.edu/temperature-policy

NYU Law Residences Undefined 68-74 Undefined 70-78 http://www.law.nyu.edu/housing/on-campus/residence-hall-policies

Penn State Undefined 70 Undefined 75 https://policy.psu.edu/policies/ad64

SUNY Albany Mid-October to early May 68

Late May - Early October 76

https://www.albany.edu/facilities/documents/TempSetPointPolicy.pdf

SUNY Oneonta Mid-October to mid-May 70

Late May - Early October 76

https://suny.oneonta.edu/policy-library/policies/building-temperature-policy

47

Tufts University Undefined 68 Undefined 78 (+/- 4) https://sustainability.tufts.edu/resources/emissions-reduction/tufts-university-temperature-policy/

Yale University Undefined 68 Undefined 75 https://facilities.yale.edu/utilities-engineering

48

Appendix 7 – Temperature Guidelines (Draft) The Simons Foundation Temperature Guidelines provide a framework to assist facilities staff, employees and guests in achieving a healthy, productive, and safe working environment while reducing energy costs and greenhouse gas emissions. The guidelines provide a standard by which facilities staff can address indoor environmental comfort complaints with regard to temperature. These temperatures are consistent with policies of our peer institutions and with research performed by the American Society of Heating, Refrigeration and Air conditioning Engineers (ASHRAE). These guidelines govern the as a pilot program within an environment that can be controlled centrally. The guidelines will be rolled out to locations when possible. Temperature guidelines

● During the heating season (mid-October – mid-May), occupied spaces will be heated to

68-70°F

● During the cooling season (late May - early October), occupied spaces will be cooled to

74-76°F

● Temperatures may fluctuate within the building around these set points and effort will

be made to stay within 2°F of these ranges.

Exceptions Note that select building uses, such as data center and IT room applications, require special temperature environments outside of those established within these guidelines. Seasonal changes During seasonal changes in spring and autumn, facilities staff will consider the variable temperatures and prevailing weather in order to shift from heating to cooling or vice versa. Please be aware that during these unpredictable days in the "intermediate" season, indoor temperatures might fall above or below the temperature guidelines. Unoccupied hours To help save energy, the building temperatures may be changed from the normal operating set points during expected unoccupied or under-occupied hours. During these hours, temperatures may drop or rise above the stated temperature guidelines. Personal temperature modifications Employees and guests can adjust their personal comfort by manipulating three factors:

1. Air flow

a. Request to move your desk away from a heating/cooling vent, if possible

49

b. Windows should not be opened during the winter to cool spaces. Windows

should not be kept open if a space is air conditioned

c. Request a small desktop fan if needed for air flow

2. Sunlight and heat

a. Request to move your desk away from the window, if desired and possible

b. Adjust shades for daily or seasonal sunlight fluctuations.

c. Turn off monitors, computers and lights to reduce the effects of heat-producing

equipment.

3. Apparel and Metabolism

a. Wear seasonally-appropriate professional clothing that includes layers

b. Simons Foundation offers branded fleece jackets to all employees

c. Drink a warm or iced beverage to provide temporary relief

d. If cold, movement such as a brisk walk will increase bodily heat

Review Simons Foundation will periodically evaluate this temperature policy based on improvements to building systems; advances in occupant comfort and productivity research; and feedback from employees. We look forward to working with everyone to create a comfortable and energy-conserving environment.

50

Appendix 8 – Green Office and Cleaning Supply Alternatives (Selected List)

Current Product Cost Unit Alternative Product Cost per unit

Cost Difference Per Item Notes

Universal Economy Full-Strip Stapler $12.90 Each Swingline Standard Full Strip Desk Stapler $8.01 -$4.89 Recycled

Dryline Mini Correction Tape (5 pack) $2.74 Each Paper Mate Liquid Paper Correction Tape (2 pack, longer tape) $4.60 $1.86 Recycled; Green

WB Mason Ruled Pads (50 sheets; 5"x8") - 12 count $0.79 Each Ampad Recycled Writing Pads (50 sheets, 5"x8") $1.47 $0.68 Recycled, Green

Expo Dry Erase Surface Cleaner (8 oz.) $3.75 Each Earth Friendy Products Biodegradable White Board Cleaner (6 count) $3.33 -$0.42 Green

Post-it Flags Arrow 1/2" Four Assorted Colors (96 flags) $6.64 Pack Post-it Greener Page Markers, 50 strips x 4 pads $6.26 -$0.38 Recycled; Green

Mead 5 Subject College Ruled Notebook 11"x8" (200 sheets) $6.41 Each

Five Star Notebook College Rule 8 1/2"x11" (150 sheets) $8.99 $2.58 Green

Hammermill Tidal MP Copy Paper 8 1/2"x14" (500 sheets) $14.24 Ream

Hammermill Great White Recycled Copy Paper 8 1/2"x14" (500 sht/ream; 10 reams) $8.00 -$6.24 Recycled

Clorox Disinfecting Wipes (35 wipes/canister) $3.99 Each

Seventh Generation Botanical Disinfecting Wipes 35/can, 12 cans/carton $4.17 $0.18 Green

Softsoap Hand Soap Refill (1 gall, 4/carton) $10.78 Each

Dial Basics Hypoallergenic Liquid Soap Refill (1 gall, 4/carton) $13.87 $3.09 Green; Green Seal

Cascade Complete Dishwasher Actionpacs (46/tub, 6 tubs/ct) $13.10 Pack

Seventh Generation Natural Dishwasher Packs (45/pack, 8 pk/ct) $15.75 $2.65 Green

Note: all products are available on W.B. Mason’s website

51

Appendix 9 – Internal Sustainability Report (Draft)

We stopped purchasing single-use water bottles, resulting in $70,000 savings per year. This is a significant reduction in water bottles entering the waste stream!

Printing is done on 100% recycled paper! We have entirely switched our regular printer paper to recycled.

IT provides rechargeable computer mice. If you have a battery-operated mouse, rechargeable batteries are available, and we also recycle regular batteries when you drop them off in the copy rooms.

Both have a green roof, which helps absorb rainwater, insulate the building, provide a habitat, and create a pleasant space.

Recycling is now clearly marked in the dining room and helpful tips are displayed for more information.

The events team now provides trip and program books electronically, rather than wasting paper.

A transition to LED lightbulbs is underway. LEDs will reduce our energy consumption and utility costs.

52

Each building has water efficiencies with aerators in faucets and low-flow toilets.

Our hospitality team keeps us running with environmental efficiency! Dishwashers are run when full, plastic bags are saved whenever possible for reuse, and they send back extra cups and utensils left over from catering.

Riding your bike to work helps to reduce carbon emissions. We have bike storage at 22 W 21st St., 7th Floor.

Stay tuned for additional environmental updates!

53

Appendix 10 – Benchmarking Research Carnegie Corporation Contact Name/Title – Michelle Napoli/Human Resources Manager Location – New York, NY Facility Size – 2.5 floors in a 36-floor building Size of Staff – 74 Temperature Policy No; it’s hard to regulate across 2 floors in an old building. Up to 10oF difference. No standardization; they yield to individual inclinations. Recycling Clearly labeled bins. Issues with generational compliance. Older building, limited in recycling options. Required change management. Composting Yes; but had to discontinue because building management didn’t support it. LEED No Food Donation No; they do have leftovers but it is put out for staff. They have campaigns around the holidays. Website for Sustainability Initiatives No Other Initiatives

- When relocating they tried to be more energy efficient in facilities – updated computer and server rooms to outsource to the cloud, switched to LEDs, started a paper reduction initiative. “Paperless committee” looked at printing practices (e.g. double sided, not printing signatures on an email; how to file documents so not saving multiple copies).

- Switched to water filtration systems, continued to have bottled water for guests Cold Spring Harbor Labs Contact Name/Title – Randy Jones/Director, Facilities Administration Location – Long Island, NY Facility Size – 700,000 sq. ft.; 64 buildings Size of Staff – 1,100 Temperature Policy 68 – 72oF, but minimal success due to industrial hygiene complaints, global staff differences and customer service issues. Suggested using BMS to control setbacks on a predetermined schema. Recycling Co-mingled waste and recycling, they cart their own and sorting happens at transfer stations Composting None Website for Sustainability Initiatives No Other Initiatives

- Replaced chillers - Made sure getting best utility rates and locked in stability

54

Google (New York City Offices) Contact Name/Title – Leslie Nolan/Facilities Manager Location – New York, NY Facility Size – 2 million sq. ft. Size of Staff – 8,000 Recycling Overall at Google 75% of waste is diverted from landfills Composting Yes; corporate decision to contribute to sustainability. There are a few points of collection: back of house/cafeteria, in café (dining room), and in pantries. The bins are easy to use and compliance is high. Scraps are hauled directly to farms and therefore they cannot accept all industrial items. Waste stream must be clean so waste is not returned. Larger bins are in locking docks. By 2023, NYC Department of Sanitation will require zones for haulers and businesses will be accountable for organics. LEED Google overall has 11 million sq. ft. of LEED certified office space. Website for Sustainability Initiatives Yes; https://sustainability.google Other Initiatives

- Data centers are very efficient - Google overall matches 100% of electricity consumption with renewable energy purchases - Maintain carbon neutrality for last 11 years - Note: Google has an in-depth environmental report available here:

https://sustainability.google/reports/environmental-report-2018 Institute for Advanced Study Contact Name/Title – Bill Grip/Chief Facilities Officer Location – Princeton, NJ Facility Size – 250,000 sq. ft. of academic space, plus housing Size of Staff – 200 Temperature Policy No; antiquated systems. Energy efforts have focused on supply side – contracting lower rates (NJ is already low) Recycling Single stream; no issues Composting No; faculty have requested in housing but not yet implemented LEED Faculty housing follows LEED Silver or better, but not certified. New commons will have geothermal heating and solar panels. Food Donation No; dining services are made to order. Website for Sustainability Initiatives No Other Initiatives

- When renovating, they selected materials that were low emissions, upgraded and replaced appliances, roofs, etc.

- Some builds have green roofs.

55

- Generally, they look of ways to build sustainability into business practices and find uniformity so facilities staff are more efficient

New York Genome Center Contact Name/Title – Patricia Klecanda/Senior Director, Facilities & Office Management Location – New York, NY Facility Size – 170,000 sq. ft.; 7 floors Size of Staff - 200 plus students Temperature Policy No; controlled by building management due to multiple tenants. Generally kept up to 74oF but labs are constantly climate controlled Recycling Bins are clearly marked and porters do a good job of observing and informing staff. Many got rid of bins at their desks and bring recyclables to a centralized pantry. Composting None LEED Done during renovations. Many initiatives were part of this, e.g. bike racks, LEDs, HVAC. Food Donations Annual competition to donate to City Harvest Website for Sustainability Initiatives Yes; https://www.nygenome.org/about-us/ (see “Our Green Approach”) Other Initiatives

- Garden boxes for staff to grow herbs in terrace area (currently 36 boxes) - “Shelter in place” room has cans of food. Expiring cans are donated to City Harvest - Got rid of water bottles and now have coolers and faucet filters - Green products are used in labs except where chemicals are needed

56

Appendix 11 – Barriers and Benefits Example

Target Behavior: Bringing food scraps to the compost bin

Benefits Barriers

• Reduced garbage waste = lower

garbage costs

• Get ahead of city regulations

• Reduce greenhouse gases from

methane in landfills

• Improve organizational reputation

• Increase engagement and morale

• Lack of knowledge about importance of

composting

• Failing to remember to use the bin

• Lacking social norms leading to reduced

compliance

• Location of bins not convenient

• Concerns about mess or odor

Appendix 12 – Example Strategy to Promote Behaviors

Target Behavior: Bringing food scraps to the compost bin

Barriers Strategies to Address Barriers

Lack of knowledge about importance of composting

Communication Create a one-page guide on the benefits of composting and make it available in on SimonsNet and in dining room

Schedule a lunch & learn session with Common Ground Composting

Failing to remember to use the bin

Prompts Use the screen in the dining room lobby to display quick tips about composting

Place a sign directly above the composting bin

Lacking social norms leading to reduced compliance

Norms Provide ongoing tips and feedback on the composting program on SimonsNet

Social Diffusion The Green Team can ask compliant employees to remind others when using the bins

Commitment Ask staff to sign a pledge on SimonsNet if they are willing to recycle, compost, and help others.

Convenience of compost bins

Convenience Place bins directly next to waste and recycling bins in dining room Place a bin in every pantry area

Concerns about mess or odor

Norms/Convenience Ensure bag removal is frequent and bins are easy to open without using hands. Make process mess-free so behavior is normalized

57

Appendix 13 – Green Team Job Description74

Job Summary

The Green Team Members are responsible for helping the team design and implement the green initiatives within the organization. Green Team Members should model accepted eco-conscious behaviors and will serve as program boosters in their departments, helping maintain interest, relay communication, and encourage high participation levels.

Essential Job Functions

➢ Attend regularly scheduled meetings (occasionally outside office hours) ➢ Work with team and management to set measurable project goals ➢ Gather and analyze information relevant to project design and implementation ➢ Assist in developing actionable plans ➢ Assist in executing actionable plans ➢ Communicate with management and other departments to share findings, project status and

green team efforts ➢ Promote environmental awareness to all members of the organization

Knowledge, Skills, and Abilities

➢ Be passionate about creating a better workplace and having a positive impact ➢ A willingness to get others interested in your green team projects and actions ➢ Ability to work and communicate with individuals from different disciplines ➢ Must be willing to be a role model to other employees in the organization

58

NOTES

1 “Estimating Quantities and Types of Food Waste at the City Level,” NRDC, last modified October 2017,

https://www.nrdc.org/sites/default/files/food-waste-city-level-report.pdf 2 “Donate Food,” Rescuing Leftover Cuisine, accessed October 26, 2018,

https://www.rescuingleftovercuisine.org/donate-food 3 “Protecting our Food Partners,” Feeding America, accessed October 26, 2018,

http://www.feedingamerica.org/about-us/partners/become-a-product-partner/food-partners.html 4 “Liability Protection for Food Donation,” Public Health Law Center, accessed October 26, 2018, http://www.publichealthlawcenter.org/sites/default/files/resources/Liability%20Protection%20Food%20Donation.pdf 5 “Good Samaritan Laws,” City of New York, accessed October 26, 2018,

https://www1.nyc.gov/assets/doh/downloads/pdf/public/good-samaritan-laws.PDF 6 “Donating Goods,” The Bowery Mission, accessed October 26, 2018, https://www.bowery.org/donate/donate-

goods/ 7 “Donate Food,” Food Bank for New York City, accessed October 26, 2018, https://www.foodbanknyc.org/donate-food/ 8 “Types of Composting and Understanding the Process,” EPA, accessed October 27, 2018

https://www.epa.gov/sustainable-management-food/types-composting-and-understanding-process 9 Meredith Danberg-Ficarelli, phone conversation, September 28, 2018 10 “PlaNYC,” The City of New York, last modified April 2011,

http://www.nyc.gov/html/planyc/downloads/pdf/publications/planyc_2011_planyc_full_report.pdf 11 “NYC’s Commercial Composting Laws,” Common Ground Compost, accessed October 27, 2018, http://commongroundcompost.com/nycs-commercial-composting-laws/ 12 “Composting to avoid methane production,” Government of Western Australia, last modified July 23, 2018,

https://www.agric.wa.gov.au/climate-change/composting-avoid-methane-production 13 “Commercial Organics Requirements,” NYC Department of Sanitation, accessed October 27, 2018,

https://www1.nyc.gov/assets/dsny/site/services/food-scraps-and-yard-waste-page/commercial-requirements 14 “Organics Processing,” Five Star Carting, accessed October 27, 2018, http://fivestarcarting.com/organics-

processing/ 15 “A Guide to Conducting and Analyzing a Food Waste Assessment,” EPA, las modified March 2014,

https://www.epa.gov/sites/production/files/2015-08/documents/r5_fd_wste_guidebk_020615.pdf 16 NYC Department of Sanitation, “Commercial Organics Requirements” 17 “Sanitation Material Request Form,” The City of New York, accessed October 27, 2018,

http://materials.bwprronline.org/home/152 18 “Commercial Organic Waste,” Waste Connections, accessed October 27, 2018, https://www.wasteconnectionsnyc.com/commercial-organic-waste 19 “Welcome to Common Ground Compost…,” Common Ground Compost, accessed October 26, 2018,

http://commongroundcompost.com 20 Meredith Danberg-Ficarelli, phone conversation, September 28, 2018 21 Natasha Geiling, “Can Eco-Conscious Travelers Do Anything to Fly Green?,” Smithsonian.com, August 11, 2014,

https://www.smithsonianmag.com/travel/if-you-travel-and-care-about-environment-you-should-buy-carbon-offsets-180952222/ 22 “Greenhouse Gas Equivalencies Calculator,” EPA, last modified September 2017,

https://www.epa.gov/energy/greenhouse-gas-equivalencies-calculator

59

23 Amy Haddon, “5 Case Studies of How Corporations Use Carbon Offsets,” accessed October 27, 2018,

https://www.renewablechoice.com/blog-corporations-use-carbon-offsets/ 24 Kate Harrison, “Save Money and Reduce Carbon Emissions from Business Travel,” Forbes, May 10, 2016, https://www.forbes.com/sites/kateharrison/2016/05/10/save-money-and-reduce-carbon-emissions-from-business-travel/#5aa36bf65ec2 25 Brian Palmer, “Should You Buy Carbon Offsets?,” NRDC, April 28, 2016, https://www.nrdc.org/stories/should-

you-buy-carbon-offsets 26 Geiling, “Can Eco-Conscious Travelers…” 27 “Gold Standard,” accessed October 27, 2018, https://www.goldstandard.org 28 “The Nature Conservancy,” accessed October 27, 2018,

https://support.nature.org/site/SPageServer/;jsessionid=00000000.app243a?NONCE_TOKEN=FF6E4FFEEAC6DADB568B820B464526EA&pagename=whatelse_ccc 29 Haddon, “5 Case Studies…” 30 “Carbon Calculator,” Delta, accessed October 27, 2018, https://www.delta.com/content/www/en_US/about-

delta/corporate-responsibility/carbon-emissions-calculator.html 31 “CarbonChoice Carbon Offset Program,” United, accessed October 27, 2018, https://www.united.com/web/en-

US/content/company/globalcitizenship/environment/carbon-offset-program.aspx 32 “Terrapass,” accessed October 27, 2018, https://www.terrapass.com 33 “Sustainability Documents,” BCD Travel, accessed October 27, 2018,

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travel/ 36 The City of New York, “PlaNYC” 37 “Sources of Greenhouse Gas Emissions,” EPA, accessed October 27, 2018,

https://www.epa.gov/ghgemissions/sources-greenhouse-gas-emissions 38 “Indoor Environmental Quality,” CDC, accessed October 26, 2017,

https://www.cdc.gov/niosh/topics/indoorenv/temperature.html 39 “University at Albany’s Space Temperature Setpoint Policy,” University at Albany, last modified May 16, 2017,

https://www.albany.edu/facilities/documents/TempSetPointPolicy.pdf 40 “Section III: Chapter 2,” U.S. Department of Labor, accessed October 27, 2018,

https://www.osha.gov/dts/osta/otm/otm_iii/otm_iii_2.html#5 41 “Factsheet: Basics of HVAC Energy Efficiency,” HVAC HESS, accessed October 27, 2018,

https://www.environment.gov.au/system/files/energy/files/hvac-factsheet-basics.pdf 42 “Compass Web Interface User Guide,” Alerton, last modified September 2015. 43 “Individual Thermal Control,” International Well Building Institute, accessed October 27, 2018,

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