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Archive for the ‘Sustainability’ Category

This infographic, from LearnStuff.com, gives a good graphic representation of the extent of climate change and its effects — in case you’re not convinced already! Reality is catching up to film depictions of what was expected to happen far in the future. Seeing Superstorm Sandy flood parts of New York City made me feel like I was watching The Age of Stupid or Earth 2100 – except it was happening now, not in some distant future.

As the infographic shows, if we continue on our current trajectory, things will only get worse by 2050. And given the fact that many predictions have turned out to be too conservative, 2050 might be an optimistic target.

Depressed? While this can be depressing, it can also be a call to positive action. More people are realizing climate change is real, and upon us already. So let’s choose to make a difference. You can start by sharing this infographic to help show that action is needed. Together, we can make some real changes!

Climate-Change

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Glass of Chocolate Milk with Two StrawsEvery time I hear about the sharing economy, I think it’s an idea so great it has to catch on like wildfire. What could make more sense than eschewing rampant consumerism in favor of sharing? It’s clear we need to stop buying stuff we’ll rarely use and instead move to sharing, so we can access that stuff just when we need it.

But I live in San Francisco, where I’m surrounded by like-minded people. Is the sharing economy really the next big thing that’s already happening?

The truth is, we already do a lot of sharing. Think about it this way. Have you ever bought a slice of pizza? When you did that, you didn’t pay for the whole pizza, did you? Bingo — you were sharing! Have you ever ridden a bus or subway? Again, sharing! Come to think of it, even driving your own car involves sharing — of the roads we all help pay for.

But while buying a slice of pizza or riding a subway have become so acceptable that we don’t even think of them as sharing, other similar activities just aren’t as accepted yet. Sharing taxis is a case in point: not only does sharing make it easier to get a cab when they’re scarce, but you can also save money by splitting the fare. Yet most people are reluctant to share a taxi.

Recently we’ve seen some breakthroughs to this reluctance, and last week, a panel of four prominent members of the sharing economy explored how this is happening.

Superstorm Sandy put sharing in the spotlight, at least for a while. As a panelist from Weeels described, because his company facilitates ride sharing, they were called in to help after the storm. When taxis were scarce, their service helped both drivers and riders make the best use of the few vehicles that were available.

Well, we all know that during disasters people are more likely to share and help one another. But while recessions and natural disasters help make sharing palatable, we need to get beyond that for sharing to prosper.

And that will mean changing our perspective about what’s okay to share. The idea can’t be forced on people — they have to see what’s in it for them.

The panelists contributed great examples of the benefits. In addition to Weels, there was representation from SolarCity, which sells solar leases to homeowners, making it much easier for many Americans to go solar; BrightFarms, a company that provides a kind of “produce purchase agreement” to supermarkets, ensuring that both the stores and customers will get fresh produce; and Krrb, an online peer-to-peer marketplace that differs from Craigslist in operating more like a store, with accountability to customers for the products sold there.

We’re seeing added benefits to sharing when it comes to crowdfunding, which lets people pool their resources to make all kinds of projects happen. A great example is Mosaic’s new online marketplace, which is making it possible for people to invest in community solar projects and earn solid returns.

Despite the benefits, some barriers remain — perceptions being a major one. Another is the built environment. Sharing on a large scale is far more popular in urban areas, where it’s also more of a necessity and provides more obvious benefits. It’s a challenge to promote the idea in more rural or even suburban areas, especially in a culture built on the ideas of space and individualism.

Of course, our culture is also increasingly urban, and that will help advance the sharing economy. So too will the fact that so many resources are becoming more scarce, which leads to a real need to share them.

The conclusion of this panel? At the moment, getting people to participate in the sharing economy is still a challenge. But whether or not we want it to, sharing is bound to become the norm.

This post was originally published at Mosaic.

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BHP_coal_admits_climate_change_0We hold these truths to be self-evident: that fossil fuels cause climate change and the extreme weather we’ve been seeing — and that the world needs to wake up and kick the fossil fuel habit.

Sure, those of us who call ourselves environmentalists take those as truths, but a major coal company? Yet that’s exactly what the Australian BHP Billiton, the world’s largest mining company, has just copped to.

Explaining the company’s decision to retrofit one if its coal-exporting facilities against significant weather events, BHP Billiton executive Marcus Randolph was quoted as saying, “As we see more cyclone-related events … the vulnerability of one of these facilities to a cyclone is quite high. So we built a model saying this is how we see this impacting what the economics would be and used that with our board of directors to rebuild the facility to be more durable to climate change.”

Yes, you read that right: climate change.You gotta love the irony. Not only is this major coal company acknowledging that climate change is real, but they’re investing in protections against the effects of said climate change — which they helped cause. They’re making a significant investment to protect themselves — from themselves.

At what point will a company like this decide that the costs of producing coal and other fossil fuels are no longer worth the return on investment? Weak prices have already led some coal companies, including BHP Billiton, to cut jobs. Add to this the cost of protecting their facilities from storms, and the ROI diminishes even more.

And there are other costs, as we’ve seen recently with Superstorm Sandy. We can’t put a value on people’s lives, the damage to communities, and the emotional effects of the storm. In pure financial terms, though, Sandy could cost $50 billion. What amount of retrofitting would it take to make cities like New York safe? Won’t we get a better ROI by investing in prevention?

Prevention would mean moving from fossil fuels to renewables. And Randolph seems to agree that we must at least limit fossil fuels. Referring to Australia’s carbon tax, he says, “there is not a qualifier saying it is okay to emit more greenhouse gases if the carbon tax is eliminated. An absolute ceiling is an absolute ceiling. Even if there isn’t a carbon tax, it still needs to be an issue we devote a lot of attention to.”

Randolph has even gone so far as to state, “In a carbon constrained world where energy coal is the biggest contributor to a carbon problem, how do you think this is going to evolve over a 30- to 40-year time horizon? You’d have to look at that and say on balance, I suspect, the usage of thermal coal is going to decline. And frankly it should.”

Strong words from a major contributor to the “carbon problem.” Why is BHP Billiton taking this position? Because climate change is affecting what the company cares about the most: their bottom line. Their main concern is profitability. Climate change is a threat to profits. So they’re doing what any sensible hard-nosed ballsy capitalist would do: they’re protecting their profits by investing in more durable facilities.

Could that same concern for profits lead beyond protecting against the effects of climate change to actually trying to prevent it? Maybe the lesson for environmentalists and policy makers is to understand what motivates fossil fuel companies. Forget about appealing to a green economy, solving world energy needs, and so forth. Tell them climate change is going to rob you blind unless you invest against it. And that means first admitting that climate change is real — real enough to affect your profits and maybe even put you out of business.

Randolph’s statements, and the company’s actions, are already making news — and they’re sure to make waves. If a large coal company like this one acknowledges the effects of fossil fuels, who are the climate deniers to turn to? Perhaps it’s time they faced reality and started working to reverse climate change. Perhaps concern for profits will force them to do so.

Looking to invest against climate change? Check out MosaicSunfunderRE-volvThe San Francisco Energy Co-op, and Everybody Solar.

This post was originally published on Mosaic.

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Over a year ago, I attended a webinar by the authors of Green Project Management, who argued convincingly that although projects fall on a spectrum from those that are green by definition to those that may have a few green elements, any project can be run in a more sustainable manner.

As it turns out, a lot of people are looking at ways to incorporate sustainability into project management. At a recent seminar I attended, Joel Carboni of Green Project Management (GPM) and Mark Reeson of QA Limited explained how to use their PRiSM methodology to make any project green – making sustainability an integral part of project management, not something tacked on as an afterthought.

Carboni and Reeson provide an approach to sustainability that goes beyond the well-known triple bottom line to assess 5 measurable elements of sustainability — people, planet, profit, product, and process — and encourages us to look at projects from a different angle. Their focus is not on the deliverable itself but on the method by which it is delivered. And they’re inspiring project managers around the world to make the shift to sustainability in business by being agents of change on a large scale.

Read more about their practical PRiSM methodology in my blog post for the SF Bay Area chapter of the Project Management Institute.

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Sue Amar, EcoTuesday ambassador Jesse Martinez, and EcoTuesday co-founder Nikki Pava

At a recent EcoTuesday gathering in San Francisco, Sue Amar, Sustainability Officer at salesforce.com, referenced what Malcolm Gladwell calls the “law of the few” (aka the 80/20 principle), according to which 20% of the people will bring about 80% of the changes in the world. She’s a prime example of this herself, having single-handedly started a robust sustainability program at salesforce.com.

While many companies have recently embraced sustainability — even Walmart! — Sue explained how salesforce.com, with their commitment to the cloud, goes beyond the usual efforts to green the supply chain, travel, facilities, and other such areas. But beware: You may think you’re already using the cloud, but not all clouds are created equal! The salesforce.com sustainability site delineates the differences:

  • On-premises cloud: Onsite hardware and software that must be bought, installed, and maintained.
  • Private (or “false”) cloud: A cloud that’s housed in a data center, uses virtualization technology, or is hosted — and still requires hardware and software that must be bought, installed, and maintained.
  • 100% cloud: A cloud that uses “multitenant architecture” to allow sharing and economies of scale — using a small number of servers that are optimized to do as much as possible. This cloud has the benefit of being 64% more efficient than the private cloud and 95% more efficient than an on-premises cloud.

This kind of focus has made salesforce.com a leader in sustainability among high-tech companies. And their commitment to sustainability has been solidified and advanced by one employee, Sue, who started their sustainability program as a volunteer (in addition to doing her regular job) and now leads the effort full-time.

A section of the audience at EcoTuesday

EcoTuesday itself is another excellent example of the power of one or two people. Just a few years ago, the this networking group for sustainability professionals didn’t exist. Now, thanks to its two founders, Nikki Pava and Oren Jaffe, it’s spread to cities throughout the U.S and is providing a wonderful and inspiring venue to learn about what people like Sue Amar are doing.

This latest EcoTuesday gathering has inspired me to look into how I can help promote sustainability at my own workplace. Although Adobe is already strong in this area, I know there’s always more that can be done.

Every EcoTuesday evening I’ve attended has been similarly inspiring. I’ve met others working on sustainability and learned about all kinds of green resources and ideas.

Over a year ago, Erica Mackie spoke at EcoTuesday about GRID Alternatives, a local nonprofit she co-founded that provides solar to low-income families. Since then, I’ve volunteered at their Solarthon and convinced my employer to sponsor them. Not only that — a good friend of mine learned about the organization from me and is now working for them. If I hadn’t heard about GRID at EcoTuesday, perhaps she wouldn’t have thought to apply for the job, and they’d be out a great employee. But wait — there’s more! GRID was started by just two people who wanted to make a difference and saw a need that they could fill. They started small, but 10 years later, they’re growing by leaps and bounds. They’ve installed solar systems for over 1,000 families, preventing over 100,000 tons of greenhouse gas emissions.

This shows what the vision of one or two people can create. Though we all rely on others and we need to work together to achieve our sustainability goals, each one of us can do a lot. Any of us who worry that we can’t make a meaningful difference should look at what people like Nikki Pava, Erica Mackie, and Sue Amar have done. That should be enough to restore our faith in the power of one.

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Now and then, you hear something about Walmart going green. But what does this really mean? Isn’t Walmart an evil mega-store known for selling low-quality products and treating its employees badly? So how can we trust their talk about sustainability? I learned more about this last weekend, at a Green Project Management seminar titled “The Tipping Point: Walmart’s Journey to Sustainability.” Sustainability strategist Mikhail Davis discussed Walmart’s commitment to sustainability, from his vantage point of having been one of the consultants who helped them in this effort.

As Davis noted, sustainability is always a journey whose destination you never reach. But it’s undeniable, however you may feel about Walmart, that they’ve undergone a huge transformation — and most significant is the fact that as the world’s largest company, they’ve had a far-reaching influence that goes well beyond their own walls. In fact, a Sustainable Business Forum article notes that some prominent sustainability leaders consider Walmart’s green initiative to be “the best thing to happen to the environment in the U.S. in the past 10 years.”

Still, most people don’t think of using the words “Walmart” and “sustainability” in the same sentence. Walmart hasn’t fully succeeded in telling this story to the public because so much of their sustainability effort is hidden in their supply chain. Yet it was concern about their increasingly bad reputation that led CEO Lee Scott to adopt what he now looks back on as a defensive strategy. It wasn’t long till he was convinced to see sustainability as a business opportunity rather than just a way to stay out of trouble, and the strategy transformed into a long-term offensive one.

Walmart’s adoption of sustainability came from the top: there was no rank-and-file demand for it, and in many ways it wasn’t a natural fit for the company. However, a number of factors made it possible for this strategy to take hold there:

  • Walmart is a mission-driven company whose mission is to improve the lot of lower-income people by enabling them to purchase items at lower prices. It wasn’t hard to add sustainability to this mission, especially when it resulted in lower prices and healthier items.
  • Walmart’s “Ready, Fire, Aim” culture made the company willing to try new things and take risks.
  • Some aspects of the company’s leadership style helped move the strategy forward: Their quantitative leanings helped because the company was hyper-aware of anything that lowered prices and raised sales. Their tendency to be confrontational ensured that they’d push suppliers to do more.
  • The company motto “Eat What You Cook” encouraged executives to experience how their decisions affected things on the ground. While CEOs at many companies would consider it beneath them to go out to observe good and bad cattle ranching practices, this was not an issue at Walmart. Getting top executives to see environmental issues first-hand was an important tool in the move to sustainable practices.

The first step Walmart took was to calculate its carbon footprint. This is where Walmart’s story becomes especially interesting, because it was determined that 92% of the footprint was in the supply chain. A strategy was adopted with 3 sustainability goals, the 3rd being the most ambitious:

  • Use 100% renewable energy.
  • Produce zero waste.
  • Sell products that sustain resources and the environment.

To help achieve these goals, the company created networks of participants ranging all the way from Walmart to suppliers to government organizations, and even some NGOs that had previously been some of Walmart’s staunchest foes. Each network developed a sustainable pathway from the company’s current practices to sustainable practices.

They started with quick wins that could be implemented with existing technologies and business models, which helped them make rapid progress on their first 2 goals — and realize substantial savings. In a company with such a quantitative bent, this caught a lot of people’s attention and made it all the easier to move ahead with the overall strategy.

After the quick wins came innovation projects. One example of such a project was Peterbilt producing the first hybrid big rig truck for Walmart. When a company as large as Walmart approaches a supplier with a request, the supplier is more likely to commit the R&D dollars or provide special deals because they know how much business they’ll get in return. In another example of this, GE gave Walmart a deal on LED lights. Not only did this save the company in power costs, but it had an unintended benefit: LED lighting makes products look better, which leads to increased sales. The company’s sophisticated real-time inventory tracking tools allowed them to see this benefit immediately — a good illustration of how Walmart’s penchant for quantitative measures helps promote sustainability.

This example points to another interesting thing about Walmart: The move to sustainability was not driven by consumers any more than by employees. There’s still no widespread green market, and most people think of green as an elitist niche market. So Walmart hasn’t marketed the green aspect of its products as more than a nice side benefit.

They do promote green products by taking actions like placing them in strategic locations in the store — and they continue to keep prices low, showing that sustainability can be affordable. In some case that’s easy — fair trade coffees, for example, are cheaper because there’s no middleman. And in cases where it isn’t easy, Walmart still tries to find a way to go green while keeping products affordable. In a company that considered itself the expert in cutting costs, it’s interesting to see how sustainable practices have taken them even further.

Walmart’s sustainability strategy has endured and become a major part of the organization. The strategy’s effect has reached far beyond just cutting costs, reducing liabilities, and improving their reputation, though those are important benefits. It’s also energized the company and its employees and helped Walmart attract and retain talent by really engaging their ~ 2 million employees. And it’s encouraged innovation both within the company and throughout their extensive supply chain. Walmart still has some real issues to deal with — but whatever you think about them, becoming more green has allowed the world’s largest retailer to occupy a uniquely influential position in the green economy.

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In a recent post I covered some of what my employer, Adobe Systems, is doing in the area of sustainability. I’m glad to note that we’re just one part of a larger trend in business. Many others are joining in as they see the effects of going green on their bottom line, and a recent MIT Sloan report finds that most businesses are anticipating “a world where sustainability is becoming a mainstream, if not required, part of the business strategy.”

John Viera at the SF Green Festival

Auto makers are no exception. At the recent San Francisco Green Festival, John Viera, Director of Sustainable Business Strategies at Ford, gave a behind-the-scenes look at what that company is doing to not only be more sustainable but also encourage their suppliers to do the same — an important component in what large companies such as Ford are doing.

Ford has embraced a vision to provide sustainable transportation that’s affordable environmentally, socially, and economically. The strategy for achieving this vision has three phases:

  • Near term, happening now: Begin the migration to advanced technologies, including advanced gas engines, hybrids, and cars powered by natural gas.
  • Middle term: Fully implement known technologies, including electric vehicles, in addition to concentrating on areas such as weight reduction.
  • Long term (which stretches, for now, to 2030): Continue with hybrid technology and alternative energy sources such as fuel cells and hydrogen-powered engines.

In a major shift, the focus of the company has moved from maximizing speed and power to making engines smaller and more efficient, and improving fuel economy.

A big push at Ford now is electrification. This year they’ll  provide a couple EV models, and by 2012 they plan to have 5 new ones available in the U.S. They also make moving to an EV as easy as possible for the customer: their cars provide in-car information including icons that show you how efficiently you’re driving, and when you by an EV from them, the Best Buy Geek Squad will come to your home to install a charger.

To address concerns about battery disposal, Ford is collaborating with other auto companies in the End of Life Vehicle Solutions consortium on requirements for disposal and recycling.

In addition, Ford is using more renewable resources in their manufacturing. They’re known for incorporating recycled blue jeans in their cars but also use materials such as hemp, flax, and switch grass as fiber reinforcements. Ford vehicles are 85% recyclable, and the goal is to get that number to 100%.

Ford purchases their materials locally when possible, and they also produce as many kinds of vehicles as possible in one place — something made possible in part by the fact that they use the same basic structure for many of their cars. Their Michigan plant, for example, produces gas, electric, and hybrid vehicles. That factory is also home to Michigan’s largest solar array, at 500 KW.

There’s no disputing the fact that Ford, like many auto makers, still produces gas-guzzling SUVs with low mileage. But the fact that such a mainstream company is getting into the business of sustainability bodes well. While electric vehicles still can’t be said to be cheap, Ford’s commitment to provide affordable cars for the average consumer will help bring them within the reach of more people.

How sustainable are these efforts toward sustainability? Ford has been moving in this direction since at least 2007, and given the positive financial benefits, they’re likely to continue. In fact, the poor economic climate encourages sustainability, which tends to positively affect a company’s bottom line. That, coupled with regulatory requirements and pressure from consumers, should help keep companies like Ford on the path to sustainability.

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Panama Bartholemy and Stephanie Wang at the San Francisco Green Festival

This post was originally published on The Energy Collective.

Those of us who live in California often have occasion to feel proud of our state’s leadership in the area of clean energy. The spring 2011  San Francisco Green Festival provided another such opportunity at the session on “Accelerating the Transition to Clean Energy,” with speakers Panama Bartholemy of the CA Energy Commission and Stephanie Wang from the CLEAN Coalition.

California is facing these realities:

  • The demand for electricity in the state is growing by about 1.2 – 1.6% a year.
  • In California, 1 in 5 children have asthma.
  • Electricity use accounts for 24% of emissions in the state, transportation 37%, and industry 21%.
  • Though we use a lot more natural gas than energy from dirtier sources such as coal, California produces only 13% of the natural gas we use.

However, according to Panama Bartholemy, these are also true:

  • More jobs are created by renewable energy than by natural gas production.
  • By the end of 2010, California was getting 17% of our energy from renewable sources, and our goal for 2020 is 30%.
  • Almost 300 renewable energy facilities are in the permitting process in California, representing over 51,000 megawatts. Although not all of these will get built, there’s clearly a lot of activity in this area.
  • Though the costs for solar installation are still high, the cost of photovoltaic solar has plummeted, and by 2020 the cost of PV should be comparable to that of energy from the grid.
  • An expansion of large wind and solar is expected in the state.

That last item sounds positive, but it creates challenges in two areas: How do we build these large facilities responsibly and avoid destroying precious habitat for endangered species? And how do we avoid building miles of transmission lines?

A solution that the CLEAN coalition (“Making Clean Energy Accessible Now”) is pursuing is to move from placing solar and wind facilities in the desert to generating renewable energy within our communities. In keeping with this goal, Stephanie Wang noted, Governor Jerry Brown has called for 60% of clean energy systems in California to be installed within California communities in the next 10 years.

CLEAN programs are being launched at local, state, and national levels and are expected to cut costs and encourage renewable energy production:

  • CLEAN contracts require utilities to enter into long-term contracts to purchase all energy from eligible renewable energy systems at a fixed rate, making it easier to sell clean energy to utilities. This also encourages more production of clean energy — for example, currently, any excess energy produced by a PG&E customer can only be used as a credit over the course of the year, not sold to PG&E. So there’s no incentive to produce more than one will use over the year. These programs will change that and thereby encourage installation of renewable energy systems on unused spaces such as warehouse roofs.
  • Grid interconnection makes it easier to site and connect clean local energy projects to the grid, and to reduce time and costs for financing.

CLEAN California, which will soon be launched, is expected to create more clean energy projects faster than other plans. It will create more jobs that employ people locally, and it will stimulate billions dollars of investment in the state. According to a study by UC Berkeley, the program will increase direct state revenues by over $2 billion. In addition, creating power locally avoids the 10 years or so required to plan and build transmission lines — not to mention that some power is lost when being transported over these lines. Instead of damaging fragile habitat, the program advocates placing solar systems over areas such as landfills, parking lots, commercial or apartment buildings, and agricultural land.

If you’re a California resident interested in participating, you can take action with CLEAN California by becoming a partner (if you represent an organization that can endorse the CLEAN California program), requesting a speaker, or getting involved as an organizer. And if you live in the rest of the country, never fear — programs like this one are planned around the country. It will be interesting to follow them and see where they go.

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As someone interested in both project management and sustainability, I’ve been wondering how to bring the two together. And lately, I’ve been hearing a lot about green project management. But the discussion is often made up of questions — the main one being, What is green project management?

Like many people, I’ve tended to think of green project management as managing projects in specifically green industries, such as companies that promote renewable energy or electric vehicles. And of course, that qualifies. But at a recent webinar, Richard Maltzman and David Shirley, authors of Green Project Management, argued convincingly that although projects fall on a spectrum from those that are green by definition, such as a solar installation, to those that aren’t primarily about sustainability but have green elements, any project can be run in a more sustainable manner.

The business world is starting to see the benefits of sustainability. We’ve all heard stories about companies such as Walmart going green, and now more and more companies are finding that being more sustainable not only helps their bottom line but also improves their brand reputation. In fact, a recent MIT Sloan report notes that most businesses are anticipating “a world where sustainability is becoming a mainstream, if not required, part of the business strategy.”

In spite of this, not everyone accepts sustainability as a natural part of the project management discipline. But Maltzman and Shirley make a strong case for “greenality” (a combined focus on green and quality) in managing projects. As they note, project management is already concerned with reducing costs, increasing value, and protecting scarce resources — all practices that fit nicely with being green. So it’s not much of a stretch to incorporate green practices and considerations into any project, not just those in a sustainable industry.

What can project managers do? It’s in relation to projects that aren’t obviously green that a project manager’s role becomes interesting. All projects affect the environment somehow, and a project manager can help mitigate that by considering the environmental effects of the project and also of the product resulting from the project.

A shift in thinking is required. As project managers, we must think beyond the confines of our project to consider:

  • The entire life cycle of a product resulting from our project. For example, a washing machine might be made with the greatest care taken to produce it in a sustainable manner, but it turns out that washing machines consume the most during use — much more than in their production, distribution, or disposal.
  • The project’s sponsor and beyond. We should consider the “ultimate sponsors, users of the product in the steady state, and in fact, an expanded set of stakeholders (like our grandchildren) who will inherit the environment in the long(er) term.”

This may be starting to sound more green than businesslike, but Maltzman and Shirley are quick to point out that sustainable practices are good for business (for more, see the “5 Assertions” on their Earth PM blog):

  • Understanding the green aspects of a project better equips project managers to identify and mitigate risks.
  • Running a project with green intent helps teams not only do the right thing but also do things right for the business.
  • Adopting an environmental strategy increases the chances for success of the product and the project.
  • Viewing projects through an environmental lens both encourages long-term thinking and allows the project to take advantage of the current “green wave.”
In addition to expanding our thinking, Maltzman and Shirley encourage project managers to do the following:
  • Be a change agent. This shouldn’t be a stretch, since every project is about change or it wouldn’t happen at all.
  • Connect our organization’s Environmental Management Plan to our project’s objectives — and if there is no EMP, create or help create one.
  • Ensure that both quality and sustainability (“greenality”) are built in to our thinking about a project, rather than bolted on as an afterthought.

As a project manager working on software documentation projects, I’ll have to think about how I can apply these concepts to my work. The only products I’m helping produce are somewhat amorphous ones such as help systems. For the most part no longer available in the form of printed manuals, our help systems have already become more green. And my employer, Adobe Systems, has a robust sustainability program. But I’m sure there’s a lot more to be done, and it will be interesting to think of ways that I can contribute as a project manager.

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Erica Priggen showing a clip from The Story of Bottled Water

I was delighted to be able to host last month’s EcoTuesday meeting at the San Francisco office of Adobe Systems, where I work as a Program Manager. The evening’s featured speaker was Erica Priggen, Executive Producer at Free Range Studios. This organization has a knack for conveying powerful messages in a concise, engaging, and entertaining manner and is responsible for such hits as the award-winning The Story of Stuff. At the EcoTuesday gathering, we got to see a sampling of their work.

Though the focus of the evening wasn’t the venue, it quickly became apparent how appropriate this location was for an EcoTuesday meeting. Before the featured speaker, we had a short introduction to Adobe’s sustainability initiatives by Meera Ramanathan, Global Sustainability Manager with Cushman and Wakefield, Adobe’s facilities management firm. The few minutes she spoke weren’t enough to detail all that Adobe is doing in this area, but they were enough to make me feel good about where I work. Some examples:

  • Erica Priggen and part of the audience, with the backdrop of the Adobe LEED-certified building

    Adobe was the world’s first business to receive 4 platinum-level LEED certifications, including one for the building in which this meeting was held; 601 Townsend, built in 1905, received the first platinum LEED for an existing building in San Francisco and is the oldest LEED-certified platinum building in the world. The company is now at 11 LEED certifications overall — 9 of those at the platinum level, 2 at gold.

  • Adobe has reduced use of electricity by 35%, natural gas by 41%, domestic water by 22%, and irrigation water by 76%, in addition to recycling or composting up to 95% of solid waste — for a total reduction in pollution from all sources by 26%.
  • The San Jose headquarters has installed both wind spires and Bloom Energy fuel cell energy servers, known as “Bloom boxes.” These Bloom boxes are expected to provide about 30% of the site’s power over time.
  • Electric car chargers have already been installed at some Adobe locations.
  • Janitorial products used at Adobe satisfy the American Society for Testing and Materials Cleaning Stewardship for Community Building Standards and meet the Green Seal Cleaning Products Standards.
  • As many companies are finding now, following green practices can cut costs. Significant savings have been realized by measures such as retrofitting air-conditioning systems, installing digital electric meters that closely monitor electricity use, and cutting water use.
  • Adobe has adopted standards for maintaining recycled content levels in products and purchases; 60% of all office product purchases contain recycled content, and all materials installed in Adobe buildings must meet strict green specifications.
  • Employees receive vouchers for transit services, railways, and buses.
  • Water bottles have been replaced with reusable bottles and glasses, with water provided from filtered coolers.

The EcoTuesday introduction circle

Maybe I sound like I’m bragging, but I have to admit I’m impressed by all that Adobe is doing, especially given that what I’ve listed here is just part of the story. Adobe is clearly a leader in sustainability when it comes to corporate America. That’s good news, but even better is the fact that we’re not alone. Other large companies, even such unlikely ones as Walmart, have made huge strides in this area, as they find that “the bottom line of green is black” and that by adopting sustainable practices, they can realize intangible but significant benefits in addition to dollar savings. It’s our job as employees to encourage companies to continue along this path — and it’s our job as inhabitants of the earth to spread the word everywhere we can about the benefits of going green.

The postings on this site are my own and don’t necessarily represent the position, views, or opinions of Adobe.

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