the sustainable enterprise report volume 2 from deloitte and kyoto publishing
TRANSCRIPT
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8/14/2019 The Sustainable Enterprise Report Volume 2 from Deloitte and Kyoto Publishing
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Publishing
INVEST.
Main Entry:2invest
Pronunciation:
\in-'vest\
Function:
verb
Definition:
To make use o or uture
beneits or advantages
Main Entry:
educate
Pronunciation:
\'d-j-,kt\
Function:
verb
Definition:
To develop mentally,
morally, or aesthetically
especially by instruction
Main Entry:
collaborate
Pronunciation:
\k-'la-b-,rt\
Function:
intransitive verb
Definition:
Work together on a
common enterprise
or project
EDUCATE. COLLABORATE.
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Green Business Is Good BusinessAndrew Winston / Co-Author of Green to Gold.....................................
Avoiding the Transparency TrapKathryn Pavlovsky / Deloitte Financial Advisory Services LLP...................
6 Steps to SustainabilityMarsha Willard, Darcy Hitchcock / Authors.........................................
Case Study: Medquist...................................................
Crossing the Green DivideJessica Bier, David Linich, Christopher Park / Deloitte Consulting LLP......
Case Study: Williams-Sonoma.................................
Accountable CompaniesBill Birchard / Author.......................................................................
Co-ProfitingNorman Beaulieu, Georges Dyer, Archie Kasnet / Aedi Group...............
Terms of ExcellenceSteve Rochlin / AccountAbility North America.....................................
An Inconvenient ValueRese Fox / Deloitte Financial Advisory Services LLP..............................
Your Bottom LineDoug Gatlin / U.S. Green Building Council.........................................
Existing Buildings Hold the KeyPaul von Paumgartten / Alliance for Sustainable Built Environments......
ContentsTHE SUSTAINABLEENTERPRISE REPORT:TURNING AWARENESS
INTO ACTION
PUBLISHER:
CHRISTOPHER SMITH
EDITOR:
HELEN HOLZER
COPY EDITOR:
LAURENCE CRUZ
EDITORIAL COORDINATOR:
GAIL HALLETT
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PIA RIVERA
CLIENT DEVELOPMENT:
TARA DUNN
MACIEJ GALAZKA
PETER MACMARTIN
PRODUCTION AND DESIGN:
BLACKWAVE CREATIVE
PRESIDENT OF KYOTO PUBLISHING:
NICK SMITH
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KYOTO PUBLISHING
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Introduction
SECTION 1:Accountability
SECTION 2: Facilities Management & Energy
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Case Study: American Institue of Architects........
Solution Provider: Nortel................................................
Looking Past Single-impact CertificationsTim Cole / Forbo Flooring Systems.......................................................
But Not a Drop to DrinkLloyd Timberlake / World Business Council for Sustainable Development
Laying Down the Law
Steve Chadima / Suntech Energy Solutions...........................................
Energy at the Tipping PointChristopher Flavin / Worldwatch Institute.............................................
Risk IntelligenceMark Layton and Eric Hespenheide / Deloitte & Touche LLP....................
Solution Provider: BSI Management Systems.. .
Measuring UpPaul Dickinson / Carbon Disclosure Project...........................................
Solution Provider: Ex3.....................................................
Avoiding FraudAnthony Campanelli / Deloitte Financial Advisory Services LLP................
Solution Provider: QMI-SAI Global ...........................
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SECTION 3: Risk Management & Offsets
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Retail StrategyNancy Wertheim / Deloitte Tax LLP...................................................
The Future of Electronics Recycling:An Interview with SSIs Jade Lee ...................................................
Profiting By EfficiencyWilson Korol / Nortel.....................................................................
Sustainability in the Technology Industry:An Interview with AMD Senior Strategist Larry Vertal........................
Solution Provider:Supply-Chain Services, Inc..........................................
What the Dickens!Stephen Stokes, Ph.D. / AMR Research............................................
Solution Provider:XCD Performance Consulting........................................
Case Study: AT&T..........................................................
Footnotes............................................................................
Solution Provider Index...............................................
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SECTION 4: Extended EnterpriseTHE ENTIRE CONTENT OF THISPUBLICATION IS PROTECTED BY COPY-
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THE ARTICLES OF THIS PUBLICATION.
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FOLLOWING ARTICLES ARE THOSE OF
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DISCUSSION ON SUSTAINABILITY.
2008 BY KYOTO PUBLISHING
ALL RIGHTS RESERVED.
PUBLISHED NOVEMBER 2008
ISSN 1916-7180
US$495
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You have to be good
to look good.
www.deloitte.com
As used in this document, Deloitte means Deloitte LLP. Please see www.deloitte.com/us/about
for a detailed description of the legal structure of Deloitte LLP and its subsidiaries.
Copyright 2008 Deloitte Development LLC. All rights reserved.
Sustainability. Corporate responsibility.
Climate change. Once, these may not havebeen considered serious concerns.
Not anymore. Today, businesses also mustweigh the diverse interests of their customers,their workforce, and the communities in which
they operate. All without compromising theinterests of their shareholders.
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Deloitte professionals can help you integrate
corporate responsibility and sustainabilitygoals into your business strategy and internalaudit plans, helping to minimize risk whileuncovering new opportunities.
Easy? No. But those who strike this
balance can lock in competitiveadvantages. Contact us to learn how.
www.deloitte.com/us/responsibility
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white paper
Green Business Is Good BusinessEven in a near global recession, the Green Wave marches on:
5 forces making eco-business the new normAndrew Winston / Co-Author of Green to Gold
Oil Hits $100, Jolting Markets.
On Jan. 3, 2008, this headline blared across the
ront page o the Wall Street Journal. What a
roller coaster o energy prices weve been on since.
Ater rising to more than $145 per barrel in just six
months, the price o oil plummeted over 50 percent as
markets around the world crashed. Now companies
are breathing sighs o relie at prices that not that
long ago seemed astronomically high (as o writing
this paper, the price is still our times higher than it
was 10 years ago. )
But the short-term gyrations, while hard to stomach, are
not the real story. Most energy experts agree that a long-
term rise in energy costs is in the cards, and the recent
drop will only exacerbate the problem. A ew recent com-
ments rom the Wall Street Journaldemonstrate why:
Delayed exploration projects could lead to a
supply crimp in the next ew years i and when
demand comes roaring back.
Oil Companies Ability to Tap New Sources May
Have Peaked.
Credit Crunch and Falling Oil Hit Oil-Sands Projects.
The point is this: Lower prices and the recessionary
credit crunch only restrict investment in whats already
a tight, near-peak supply, thus slowing any expansion
in supply that wed need to meet the rise in demand.
The era o cheap energy and resources is over. The
long-term rise in energy costs is just one o the power-
ul reasons that green business is good business.
Using less energy and ewer resources clearly saves
money. I energy prices were the only reason to make
Green in a Recession
Do you think this green thing will take a back seat
now that money is tight?
I now hear this uest ion more than any other. Times
are uncertain, so who really knows what corporate
priorities will be over the next year or two? But at
the risk o being dead wrong very soon, Ill venturesome opinions. First, i theres a deep, prolonged
recession, the green movement slows down because
everything slows down. O course some parts o
the economy will lose momentum slower than oth-
ers (the growth o renewable energy, or example,
will likely continue but perhaps at a slower pace o
growth, much like Chinas recent 9 percent GDP rise
was oddly seen as recessionary).
Aside rom the macro issues, the critical point is that
delaying action on sustainability plans may be the
absolute wrong thing to do or your business. Being
ar more efcient and eective with resources remains
one o the main pillars o going green. As Dave Steiner,
CEO o Fortune 200 company Waste Management, said
recently, When things are this tight, people see that
its about saving jobs and money. Theres no better
time to take action. This instinct to dive in head frst
runs counter to the visceral need to batten down the
hatches and ride out the storm. But as in most reces-
sions, the companies that have the means to invest
in smart ways during down times rebound the astest
when the economy turns around.
A second pillar o green business using the environ-mental lens to create new ways to design, manuacture,
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environmental thinking a core part o strategy, it
probably wouldnt be enough to drive undamental
change (especially given the incredible volatility that
makes some people say, Just wait or prices to drop
again). But the pressures on business are more com-
plicated than that, and they are here to stay. Green is
no ad or temporary blip in strategic ocus; its a new
way o doing business. A new norm has arrived.
To set the stage or the rest o The Sustainable
Enterprise Report, I point to ive o the biggest
shits making green business unavoidable, then turn
to some top-line thoughts on how to handle these
pressures and proit in this new eco-world.
Mega-Forces
O the seismic changes shiting how the world
works, two in particular seem to be moving much
aster than most businesses can get a handle on.
1. Commodity Prices: Its Not Just About Oil
Rising costs are a shock to the economic system, but
also to our assumptions. Inputs that were once minor
expenses are becoming hugely important to the bot-
tom line. Until airly recently, energy was a negligible
part o the total cost o running a data center. Today,
some o the largest server arms are spending hal their
variable costs on electricity or power and cooling.
Along with energy costs, wheat, copper, iron and many
other basic materials tripled or uadrupled in price in
recent years. (Even with the more recent commodity
decline, prices are historically high.) Increases in metal
prices make New Age materials like carbon iber, used
most amously in Boeings new Dreamliner 787, more
price competitive. Businesses are rethinking how to
design, make and ship things to reduce resource use.
Past price shocks were driven mainly by supply orces, such
as an ornery cartel. But now we ace a undamental mis-
and provide goods and services that use drastically
less resources still generates lasting value. A sustain-
ability ocus helps companies provide customers with
better products and to some extent a better lie. Is there
a better time or product and service innovation than
when consumers and business customers are stretched
thin? What business wouldnt want to create a more
proftable and innovative enterprise, all while building
stronger relationships with customers, employees,
communities and even shareholders?
These carrots o proitability and innovation are
important, but the undamental orces driving the
Green Wave make up a powerul stick as well. Allive o the pressures I outline here are still building, as
well as the underlying natural orces such as climate
change. (The planet doesnt much care whether were
in economic reeall.)
The economic recession wont stem the tide o the
Green Wave. Take the issue o business-to-business
pressure (or greening the supply chain). Wal-Mart
recently assembled all its Chinese suppliers in Beijing
to lay out the companys expectations and standards on
environmental and social issues. The worlds biggest
company and Chinas seventh-largest trading partner
(ranking among countries) made clear that noncom-
pliant suppliers will be, in the words o CEO Lee Scott,
banned rom making products or Wal-Mart. Those
are tough words and dont indicate any slowdown in
the companys ocus on sustainability.
So the Green Wave is here to stay. The recession brings
one positive development: The drop in energy prices
gives companies and our economy a bit o breathing
room to fnd efciencies and get o o oil as ast as
possible. So take advantage o the reprieve, push your
people to do more with less, and innovate to set your
company up or rapid growth and success when timesget better. They always do.
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match between slower-growth supply the easy-access
resources are gone and surging demand, inexorably
rising with standards o living in India and China.
To survive, companies must get lean and do it ast. Those
who produce the goods and services we all need using
drastically less material and energy will proft mightily.
The resource inefcient will wither and die.
2. Transparency: Open Up and Share
When you ly into Charleston, W.V., its hard to miss
the massive mining acilities: large splotches o dirt
where large hills once stood. So-called mountain-
top removal coal mining leaves a large wake o
destruction. One very small nongovernmental orga-
nization (NGO) called Appalachian Voices is ighting
this devastating industrial practice.
The NGO took publicly available data and mapped
all the mining sites on the popular view-rom-above
program Google Earth. Enter your zip code at www.
ilovemountains.org and youll see exactly which
hills were destroyed to power your home. So tiny
Appalachian Voices discovered a new way to battle
its much larger oe, using an outsized tool I call
orced transparency. Imagine how utilities and
mining companies eel about this openness.
Many companies are jumping ahead o the curve
and voluntarily disclosing operational inormation.On Dole Foods Web site, you can see the arm in
Peru where your organic bananas were grown (using
that pesky Google Earth again). Patagonia launched
The Footprint Chronicles online to publicly analyze
the environmental impacts o some key products
rom design through delivery. HP simply released
a list o every supplier; a voluntary e ort or HP, but
a bit more orced or the suppliers.
Your companys biggest stakeholders now expect
unheard o levels o openness about operations and
speciic products. Business customers, consumers
and employees are all demanding more every day.
Stakeholder pressures
For years, only one environmental stakeholder really
mattered: the government. Abide by the law and
you could call yoursel an environmental steward.
Stakeholder pressures have evolved rapidly. Here
are three dynamic and powerul groups whose ues-
tions will change the business landscape orever.
3. Your Business Customers: Greening of the
Supply Chain
A ew years ago, when Wal-Mart execs started talk-
ing seriously to outside advisors about sustainabil-
ity, they were nudged toward a big realization: As
large as the companys direct environmental impact
was, most o its ootprint was actually embedded
in the supply chain. Manuacturing and shipping all
those products dwared even 4,000 stores worth
o energy and resource use. The pressure Wal-Mart
and retail peers around the world (such as Tesco and
Marks & Spencer in the U.K.) now put on suppliers is
changing business in proound ways.
But it goes ar beyond just retail. In many industries,
both individual players and groups o competitors are
changing the ground rules. The Electronics Industry
Code o Conduct set new supplier standards, andthe Paper Working Group brings together a cross-
industry sampling o big names (and big paper users)
to increase the supply o environmentally preerable
orest products. Both o these partnerships have been
in the works or years. These and newer supply-chain
eorts are evolving in two interesting ways.
First, the uestions have expanded rom simple check-list audits, meant only to ensure compliance to much
broader inuiries. Some big customers are demanding
detailed environmental metrics (such as carbon-oot-
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print data) and asking or changes in supplier practices
rom reducing packaging to redesigning distribution
routes to cut ossil uel and resource use.
Companies are even designing their own pseudo-regu-
latory standards. Wal-Marts supplier standard or how
much lead is allowed in toys on its shelves is actually ar
tougher than the U.S. governments regulation.
Second, greening the supply chain is morphing rom
demands lowing in just one direction rom customers
to suppliers to multilateral, real partnerships includ-
ing all the players in a ull value chain. In the aviation
industry, engine makers (GE), plane manuacturers
(Boeing), airlines (Virgin), and airports (Port o Seattle)
recently ormed a partnership to pursue carbon-
neutral growth or the industry. But will an initiative
like this work or will it amount to nothing more than
press releases? Its hard to say, but its a good strategy
to recognize the scale o the sustainability challenge
and work together to tackle the big hurdles.
Where is all this upstream pressure headed? How
does it tie to transparency and how much will
companies need to share with their customers? All
signs point to a near uture where companies col-
lect a great deal o inormation on every product,
including energy and water use, toxic ootprint,
waste production, who manuactures it, where its
made and whether workers are paid a living wage.In other words, having at your ingertips the ull
range o sustainability inormation will become the
ante to play the game.
Companies that can answer basic and oten extensive
uestions about sustainability perormance will get
the beneit o the doubt, along with more shel space,
market share and mind share with consumers.
4. Your Consumers: Conflicted and Searching
For nearly 40 years roughly since the irst Earth Day
in 1970 environmental groups have been waiting
or a consumer values shit to drive purchases o green
products. Its not clear that its coming, or at least not
in the way many have hoped. Will consumers pay
more or green? Only a small percentage, perhaps.
But a growing number are looking or environmental
and social beneits in the products they buy; they just
dont want to sacriice uality or price. They want it
all, and why shouldnt they get it?
BBMG, a green-minded marketing agency, con-
ducted research on what consumers look or in
products. The not-so-shocking part: When they
ranked product attributes, price and uality
took the top two spots. But ater that, consumer pri-
orities got interesting. Three new issues rose above
perennial top-tier attributes such as convenience.
Where the product is made, how energy eicient it
is, and its health beneits placed third, ourth and
ith, respectively. BBMG dubbed buyers with these
concerns conscious consumers.
Consumers are redeining what they expect rom prod-
ucts. The most desired and successul product will soon
be the one that has the lowest carbon ootprint, uses
the ewest resources, contains no toxic chemicals and
is made by people earning a living wage, among other
things. These sustainability attributes will become part
o the new deinition o uality. Are your products
and services high uality in this new world?
5. Your Employees: Looking for More Than a
Paycheck
When the career Web site monster.com asked col-
lege students what they looked or in a prospective
employer, a ull 92 percent wanted to work or a
green company. Whether undergrads can deine
what they mean by green is almost beside the point.The next generation o workers will expect more
rom the companies they work or and buy rom.
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Even supposedly money-grubbing MBAs (and I was
one) are showing some preerence or social respon-
sibility. In multiple surveys, up to two-thirds o MBAs
are looking or employers who share their values.
Current employees are not immune to this values
shit. In many companies, workers are orming green
teams to channel the desire to do the right thing
and reduce environmental impacts around the oice.
How you engage current and prospective employees
on environmental issues will drive the passion, pro-
ductivity and creativity o the entire enterprise.
Not Alone
O course, the three stakeholders Ive highlighted
business customers, consumers and employees are
not the only ones evolving. A ew other examples:
The financial community is taking climate risk seri-
ously. Citigroup, JP Morgan and Morgan Stanley
created the carbon principles that entail taking a
much harder look at all possible coal plant invest-
ments. Yes, banks are busy right now just surviving,
but you can be sure they will continue to look at risk
in their investments, speciically carbon and environ-
mental risk, more closely in the years to come.
Shareholders are getting restless, continuing to
place resolutions on the ballot at annual meetings.
The Rockeeller amily, descendents o the ounder
o ExxonMobil, made a lot o noise this year to push
the oil giant toward more climate-sensitive policies. Cities, states and countries are innovat ing in
the realm o environmental policy to encourage
expansion o renewable energy or increased recy-
cling. Caliornia alone has set its own aggressive
greenhouse gas plan and recently changed build-
ing codes to reuire green design principles.
Media outlets like Discover y Communications
24-hour channel Planet Green have grown morenumerous. The press is looking or stories o suc-
cess, ailure and greenwashing.
Watch these developing pressures to avoid being
caught by surprise. The rewards are ample or navi-
gating all stakeholder demands.
Preparing for a New World
Even in a near global recession, the Green Wave
marches on and the options or avoiding it are dis-
appearing. How do you handle these pressures? It
took me and my co-author a whole book to provide
some kind o template. Here are a ew guideposts
or navigating the tricky path rom green to gold:
It doesnt really matter anymore if ever yone in the
organization is convinced about environmental
challenges (in particular climate change). Most
industries are moving on rom the debate and
taking action. Its bad or business to ight the
changes and ignore what customers, employees
and other stakeholders are expecting. The busi-
ness case is clearer than ever, so convince skeptics
in the organization with hard numbers, not just
pleas to do the right thing.
You cant sit on the sidelines anymore. Industries
that didnt think they had an environmental
ootprint, such as inance or IT, are inding deep
connections to the issues. Many industries will
ind these changes absolutely undamental. They
present both enormous risks (think o the auto
industry shakeup o 2008) and unprecedented
opportunities; or example, the IT world can oersolutions to the vast data and measurement needs
that transparency and ootprint tracking create.
You cant determine alone what your issues are. Per-
ceptions rom stakeholders matter nearly as much as
the acts. I you have the biggest brand in your value
chain, you will get attention, or good or bad.
Key Actions
Develop a value chain perspective. The envi-
ronmental impacts within your own our walls
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are unlikely to be a majority o your ull ootprint.
The true risks and opportunities may all outside
your direct control.
Start with measurement. Understand the
impacts up and down the chain. See where you
can wield the most leverage.
Be transparent about your ootprint, your suc-
cesses and your challenges.
Communicate openly with your employees and
customers. Remember that acknowledging ail-
ings and hurdles is not enough. Start acting on
them and show progress.
Develop real, tangible programs, products
and improvements beore launching a large-
scale marketing campaign. Start with pilot pro-
grams i necessary.
Get resource efficient now. Oil prices may
latten out or the time being, but long-term,
prospects or cheap energy and easy access to key
resources are nearly zero.
Help your customers/consumers. Your buyers
are oten conused about the choices they have.
Be the provider o both inormation and solutions;
reduce their ootprint and solve any tradeo that
consumers see between green and uality, and
youll win loyalty and sales.
The most eective companies will balance incremen-
tal, measurable steps with swing or the ences
innovation. All the actions above are tactical andsmart. But true leaders will see the scale o change
demanded by the pressures o rising prices, trans-
parency, and customer and employee needs. They
will ask themselves some tough uestions.
Tennant, a manuacturer o commercial cleaning
euipment, had always sold big loor-scrubbing
machines that used chemicals. Company execs andinnovators in the R&D department asked themselves
i it was possible to clean in a nontoxic way, re-
ducing the customers environmental burden. The
companys new technology uses just tap water to
clean hard suraces better and aster than beore.
Like a world-class athlete who redeines a sport or
whats considered ast or strong, some companies are
redeining their products and their markets, shocking
business partners, competitors and customers.
The ive pressures outlined will orce dramatic
change in many industries. Is your company ready
to take a giant leap orward?
Andrew Winston,
ounder o Winston
Eco-Strategies, is the
co-author o Green to
Gold, the best-selling
guide to what works
and what doesnt when
companies go green. He
is an expert on green
business, helping irms use environmental thinking to
drive growth and build stronger relationships with em-
ployees, customers and other stakeholders. His clients
have included Bank o America, HP, PepsiCo and IKEA.
Winstons early career included advising companies on
corporate strategy while at Boston Consulting Group,
and management positions in strategy and marketingat Time Warner and MTV. He served as director o the
Corporate Environmental Strategy Project at Yales
School o Forestry and Environmental Studies. Winston
speaks to corporate audiences around the world about
the beneits o going green. For these eorts, he was
named a Planet Deender by Rock the Earth. He re-
ceived a BA in economics rom Princeton, an MBA rom
Columbia, and an MA in environmental managementrom Yale. He resides in Riverside, Conn. For more on
his work, see www.andrewwinston.com.