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Practice Persuasion Techniques to Get Your Sustainability Effort Launched

The SSC Team May 24, 2016 Tags: , , , , Strategic Sustainability Consulting No comments

Hearing “no” can be demoralizing, especially when you’ve worked hard to build a program that may not only bolster the organization, but, in the case of sustainability, can often also result in meaningful progress on reducing environmental and social impact.

So, when you get a firm negative, how can you persuade the decision makers to change their minds? Disrupt their foundation of belief.

Psychologists have determined that our “strongly held beliefs form a network of consistent concepts.”

If mind-changing were simple, one could present a single strong argument against a belief to disrupt the consistency of the network of concepts, but it’s obviously not that simple.

Individuals are able to hold inconsistent beliefs simultaneously, as well as disregard strong challenges to their beliefs simply by drawing on the network of concepts that has been built over time.

To truly change minds, one needs to attack the problem in multiple ways, simultaneously.

Develop counterarguments to their strongest positions

For example, if a decision-maker can’t see the value of investing resources in your sustainability effort, work to develop strong counterarguments to disrupt the foundation of their “no-ROI for sustainability” belief.   

Increase exposure to supporting evidence for the new belief

Your counterarguments should be consistent and frequent, such as case-studies of companies that implemented projects similar to the one you are proposing. Showcasing the positive results will continue to undermine the belief that your program “isn’t worth it” or “won’t work.”

Provide information from multiple sources

Deliver multiple bits of counter-evidence from a variety of sources that are both recognized as authoritative and respected by the decision-maker. Knowing that the decision-maker built his or her belief system through evidence, try and break down the belief further by presenting evidence from the same sources that he or she builds other belief systems from. Having evidence from a respected, trusted source helps further destabilize the belief.  

Address the emotional attachment

With strong counterarguments and solid evidence from trusted sources, the belief should be in a state of incoherence. But be cautious. It’s possible that the feeling of “being pushed in a corner” or a sense of being manipulated will cause a rebound from the boss where her or she doubles down on the original decision based on the discomfort of having a belief network shaken. Tread firmly, but don’t make it personal and don’t push too hard, too fast.

“What's key, at any rate, is to recognize that people's active resistance to efforts to change their mind doesn't mean that those efforts aren't working. Belief change is a war of attrition, not a search for the knock-down argument that gets someone to see things differently in one fell swoop,” said Art Markman, professor of psychology and marketing at the University of Texas, Austin.

Have you heard “yes,” but can’t get the team to act? Are you struggling to be assertive in your role as a manager? We’re always looking for ways to apply smart management principles to the sustainability field. Do you have a recent article that caught your eye? Let us know in the comments.

 

Don’t Insult Employees With Sustainability “Nudges”

The SSC Team May 19, 2016 Tags: , , , , , , Strategic Sustainability Consulting No comments

Just a few years ago, everyone seemed to have a signature block pleading for the trees – “Don’t print this e-mail for our planet” or “Think before printing this email.”

And then those tree-loving messages mostly disappeared.

Marketing and behavioral research may be indicating that “nudge” marketing, or deliberately manipulating choices to change behavior, may backfire.

Nudges can be condescending If your employees need to print a report, then they need to print the report. Using an email signature line to signal to one another that individuals aren’t capable or committed enough to make green choices without constant reminders can come off as condescending and put employees on the defensive about sustainability communications.

Even when nudges “work,” they may not achieve the ultimate goal To print or not to print, that isn’t the question. When the formerly ubiquitous email signature became popular, maybe companies did see a decrease in paper use for a time. But did the nudge truly make a difference over the long term? Was there a paper use policy in place to create lasting institutional behavioral change? Were employees motivated and engaged enough to carry the behavioral change over to their home lives or their next job? That’s sustainability. Nudge marketing is a blip in the radar.

Nudges may backfire! Imagine putting up a sign in the office restrooms over the paper towel dispenser (100% post-consumer recycled paper towels, mind you) that reads: “Remember: Paper towels were trees once.”

Although you’re trying to nudge employees into using less, thus landfilling less, you may immediately find that employees not only aren’t using less paper in the restrooms, but they’re also not participating in any other office sustainability efforts. What went wrong?

Look at the bigger picture. Employees may be infuriated that the air conditioning is still set at 60 degrees and the building lights are on all night, but “you want us to walk around with wet, clammy hands all day so you can save a few dollars on paper towels?”

Just stop nudging altogether in sustainability efforts. Don’t rely on a potentially condescending, ineffective tool to alienate employees. Instead, try educating employees, involving them in the process, and using motivational tools to create lasting change.

Have you seen workplace or marketing “nudges” that backfired? Let us know in the comments.

 

 

Don’t Insult Employees With Sustainability “Nudges”

The SSC Team May 19, 2016 Tags: , , , , , , Strategic Sustainability Consulting No comments

Just a few years ago, everyone seemed to have a signature block pleading for the trees – “Don’t print this e-mail for our planet” or “Think before printing this email.”

And then those tree-loving messages mostly disappeared.

Marketing and behavioral research may be indicating that “nudge” marketing, or deliberately manipulating choices to change behavior, may backfire.

Nudges can be condescending If your employees need to print a report, then they need to print the report. Using an email signature line to signal to one another that individuals aren’t capable or committed enough to make green choices without constant reminders can come off as condescending and put employees on the defensive about sustainability communications.

Even when nudges “work,” they may not achieve the ultimate goal To print or not to print, that isn’t the question. When the formerly ubiquitous email signature became popular, maybe companies did see a decrease in paper use for a time. But did the nudge truly make a difference over the long term? Was there a paper use policy in place to create lasting institutional behavioral change? Were employees motivated and engaged enough to carry the behavioral change over to their home lives or their next job? That’s sustainability. Nudge marketing is a blip in the radar.

Nudges may backfire! Imagine putting up a sign in the office restrooms over the paper towel dispenser (100% post-consumer recycled paper towels, mind you) that reads: “Remember: Paper towels were trees once.”

Although you’re trying to nudge employees into using less, thus landfilling less, you may immediately find that employees not only aren’t using less paper in the restrooms, but they’re also not participating in any other office sustainability efforts. What went wrong?

Look at the bigger picture. Employees may be infuriated that the air conditioning is still set at 60 degrees and the building lights are on all night, but “you want us to walk around with wet, clammy hands all day so you can save a few dollars on paper towels?”

Just stop nudging altogether in sustainability efforts. Don’t rely on a potentially condescending, ineffective tool to alienate employees. Instead, try educating employees, involving them in the process, and using motivational tools to create lasting change.

Have you seen workplace or marketing “nudges” that backfired? Let us know in the comments.

 

 

Motivate Your In-House Team to Meet Your Sustainability Goals

The SSC Team March 1, 2016 Tags: , , , , Strategic Sustainability Consulting No comments

Convincing employees to work hard and work well is a millennia-old management challenge. Hundreds of studies point to proven motivational tactics, such as goal setting, feedback, and incentives, but all of these tactics can (and will) backfire.

“Chances are that you (at least sometimes) are using the wrong tools under the wrong circumstances,” writes Juliana Schroeder, a behavioral economist and psychologist.

Using feedback effectively

  • Use positive feedback to enhance personal commitment. For example, if you’re ramping up the arduous data collection process that goes along with a complex, detailed life-cycle assessment, that’s when you want to use encouraging words. We can do this!
  • Use negative feedback when you’re nearing the finish line. So data collection starts off well with everyone ready to get going and get the project done, but you get into a lull midway as the engineers and logistics folks are tired of taking your calls, that’s when you might want to roll out some stern warnings about being a team player and calling your supervisor.

Goal Setting

“Typically, a shorter distance between you and your goal is more motivating than a longer one,” writes Schroeder. “It feels within reach, and it’s easier to feel that you’re making progress. This means people should set closer targets or sub-goals.”

Using the same example from above, don’t kick off your LCA talking about the mountains of data we shall climb, instead map out with a consultant who has experience with LCA reporting a reasonable set of milestones for data collection inside of various processes identified. And when you see a big knot to untangle, break it into smaller pieces and set goals based on achieving the sub-goals.

“Focusing on the least amount of distance—either from the start or from the end of your project— is more motivating,” said Schroeder.

This means, don’t look up when you’re at the bottom, and don’t look down when you’re at the top.

Focus on the middle stages

“Research has found that people are more likely to slack off or behave unethically around the middle of a project,” said Schroeder.

Take this into consideration when project planning. If your team can quickly identify what the onerous parts of the job will be, and take on those early wince folks will still be motivated to perform well. In the middle, focus on the low-hanging fruit, like collecting the utility or transportation data or info you can get from third party vendors. If big obstacles pop up in the middle, try and work around them and save them to the end to tap into the motivation folks feel right as a project is wrapping up.

Incentives

If your company has the structure to provide incentives, don’t hesitate to use them. But don't go overboard.

“People will work harder for incentives they can get sooner—even if they are smaller than those they would get after waiting longer. The lesson here is simple: To motivate people, use immediate incentives,” said Schroeder.

If a team has a goal, structure small incentives for the manager or team member that help validate the hard work put in. Consider an extra day off for completing the work on time or a group luncheon after every major milestone.

“People also seem to value intrinsic incentives more when they are in the middle of pursuing a goal than when they have not yet started,” said Schroeder.

When working on sustainability projects, help frame the work in terms of the intrinsic benefits to the team members, to the company, and to company strategy focused on reducing environmental impact. Ideally this will already be a part of the company’s strategic plan, but capitalize on the feeling that employees have when they can take pride in working on a project that goes beyond the bottom line.

Selecting motivational tools can be complicated, especially keeping them fresh and appealing to meet the changing needs of employees. But, if you haven’t yet taken a strategic look at motivation, now is a great time to start.

Need to launch a life-cycle assessment or carbon footprint in 2016? We can guide you through the process and help keep your team motivated along the way.

 

Three Ways to Engage Middle Managers in Sustainability

The SSC Team February 18, 2016 Tags: , , Strategic Sustainability Consulting No comments
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Enjoy this post from the SSC Archives.

Without the support of middle management there's little hope of implementing a successful corporate sustainability strategy. So what can you do to get them engaged?

A lack of knowledge around sustainability initiatives and goals amongst your staff can usually be traced back to middle management.

Your executive team recently developed a beautiful sustainability strategy. It’s ambitious, relevant, timely, and aligned with the company's overarching business goals. It is responsive to stakeholder concerns, and is built on a strong business case that will deliver financial and social returns in the short- and long-term. You are feeling great about the work that's been done, and you eagerly anticipate seeing the sustainability plan put into action.

But there's a problem. When you walk around and talk to employees - in the warehouse, behind the front desk, in the assembly line, and near the water cooler - they don't seem to be aware of the amazing sustainability work that's been accomplished to date. They can't identify the company's top-line sustainability goals, or explain how sustainability fits into their everyday job responsibilities.

What's gone wrong? The problem can usually be traced back to middle management. Without a swath of mid-level managers ready to take the lead on sustainability goals and empower their employees to do the same, there is little hope of implementing a successful corporate sustainability strategy.

There's lots of research that shows the critical importance of an engaged middle management. In fact, one study indicated that that approximately 43% of an organization's success resides with mid-managers whose positions are generally two to three levels below the CEO. Think about that: 43% of your company's sustainability success rests with your middle management.

Mid-level managers are responsible for translating corporate mandates (like business goals, financial objectives, and sustainability strategies) into clear and practical directives that can be applied throughout the organization. They are also responsible for coaching and developing employee talent, as well as resolving conflict - both between employees and among competing business initiatives.

When managers can't (or won't) take sustainability seriously, or are unable to effectively translate sustainability into something that is useful and compelling to their staff, momentum is lost and corporate sustainability initiatives flounder.

So how can companies best support their middle managers throughout the sustainability journey? Read about it here.

Are You Giving Your Employees Too Many Green Choices?

The SSC Team February 4, 2016 Tags: , , , Strategic Sustainability Consulting No comments

Enjoy this post from the SSC archives.

You might think that it's helpful to provide employees with dozens of tips to help them green their home and work. But some new research about decision-making suggests that offering fewer choices may be the better option. 

In a recent Fast Company article, Your Choice Of Paper Towels Shouldn't Cause An Existential Crisis, author Patrick Kayser recounts his personal story of having too many choices of paper towels at the supermarket. His research has uncovered some interesting findings about how people make decisions:

Barry Schwartz, in his book, The Paradox of Choice: Why Less Is More, maintains that too much choice can lead to the paralysis of decision making. He cites a study where the more options employees had in choosing their 401k plan, the less likely they were to actually make a choice--often leaving up to $5,000 of free company matching on the table. 

Now apply that thinking to your sustainability program--and specifically to initiatives in which you encourage employee engagement. Is it possible that people are feeling overwhelmed by the options and instead choose to do nothing? What would happen if you narrowed down the sustainability-related programs to the top three company priorities, and asked people to join one? 

Sheena Iyengar, author of The Art of Choosing, conducted a study featuring free samples of jam in a supermarket. Every few hours, she would switch her offering of jam from 6 samples to 24. 60% of all visitors were drawn to the larger assortment of jams, but they were significantly less likely to actually purchase jam. Iyengar’s study found that only 3% of people who visited the larger assortment of jams bought a bottle--whereas 30% of visitors to the smaller assortment ended up making a purchase. 

We've actually written about this study before, and what it means for green programs at work. Essentially, the more specific you can be in focusing your sustainability priorities, the more likely it is that you'll get employee participation. And by focusing on fewer programs, you'll have more time and resources to take those programs to the next level.

Schwartz goes on to paint an even bleaker picture for marketers. He holds that the abundance of choice causes us to dislike whatever it is we do end up choosing because of the opportunity cost associated with the other options. So, if we can break through the paralysis that too much choice presents us and actually buy something, there is a good chance we won’t like whatever it is we bought because we’ll be dreaming about how great the other options could have been? 

Ack! You don't want employees feeling disappointed with their green decisions, or wondering if they should have chosen something better. (Notice we are carefully avoiding any reference to the grass being "greener" on the other side). Instead, reduce your employee-led sustainability programs and make sure that you do a terrific job at capturing each one's winning stories, awesome metrics, and audacious goals. You'll make it easier to demonstrate the value of each program, and keep employees motivated to do more. 

Did you like this article? Follow SSC President Jennifer Woofter on Twitter (@jenniferwoofter), where she tweets about employee engagement strategies that work for sustainability-minded companies. Want a more meaty bite on the topic? Download our white paper on Engaging Employees in the Company's Sustainability.

Use the “8 Habits” of creative genius to shape your sustainability activities

The SSC Team November 24, 2015 Tags: , , , , , Strategic Sustainability Consulting No comments

Approaching sustainability shouldn't be 100 percent data, data, data driven.

Use these 8 Habits of the creative geniuses in our midst to help your organization build a sustainability team and sustainability programs that can help lead your company on the path to greener operations.

Creative minds:

1. Look for inspiration in unexpected places

If you’re looking to figure out how to take the first steps in sustainability, know that someone has likely gone before you. Most sustainability planners know about looking at industry best practices, but we focus more on peer benchmarking inside and outside of a client’s industry. Just because you work in the mining sector, doesn’t mean you can learn lessons from consumer products.

2. Make slow decisions

There are a million different options for addressing both environmental and social sustainability efforts. For each set of stakeholder groups, there are programs, policies, supply-chain choices, upstream/downstream evaluations, risks, rewards, and more. As a team, and as a company, it’s probably a good idea to take it slow to come up with a really, truly effective program.

3. Find internal motivation

Sustainability professionals often come with buckets of “passion” for doing our kind of work, so this one should be easy. Passion is a motivator, but make sure your sustainability professionals also have the skill set to get the job done.

4. Start from scratch

Ok, so doesn’t this contradict looking for inspiration in unexpected places? Not really. Starting from scratch is more of an exercise. For example, instead of saying, “Let’s use energy efficient lighting and LEED practices in our new headquarters building,” the team should spend time considering, “What is a headquarters?”

A free-flow exercise might generate discussion about work-from-home policies, investing in teleconferencing, and eventually result in a much smaller, more efficient “energy efficient, LEED certified” HQ.

5. Be willing to take risks

 “Training employees to be comfortable disagreeing with others and receptive to disagreement will create an atmosphere of innovation.” Creating a corporate value system that includes sustainability as an ingrained part of the culture will give employees the confidence they need to address disagreement or bring new ideas to the table. Lunchroom compost bin, anyone?

6. Always try new things

Because of the constantly changing nature of sustainability, this one isn’t hard. New regulations, scientific findings, and processes are always being published. However, if you’ve been stuck in a rut generating the same old sustainability report and waste audit these past few years, maybe it’s time to step it up. Take that risk and try something to really push your sustainability efforts to new gains.

7. Find connections between experiences

Sustainability is not a stand-alone effort focused on just reporting carbon reduction efforts or mitigating supply-chain risks. Sustainability can be found in all areas of your organization, and the world you operate in. From your built environment to your supply chain to your HR policies and everything in between, it is all connected, and the sustainability team should be seeking ways to become the system, not stand outside and report on it.

8. Be open to magic

But magic is about being open to new ideas. At SSC, this generally translates to “reading, a lot.” Wehave a suite of tools help our clients, but if we’re stuck thinking that our products and services “are what they are” then we won’t grow.

Your sustainability efforts should be the same. Read our blog, read business blogs, sustainability articles, research papers, case studies. You’ll start to see the connections and maybe The Great Idea Fairy will visit you!

Has your organization come up with an insanely creative way to be more sustainable? Let us know in the comments! 

Put your office paper use policy down, on paper

The SSC Team November 19, 2015 Tags: , , , , , , , , Strategic Sustainability Consulting No comments

Paper is arguably one of the most important physical invention in human history. (People keep claiming “printing press,” but seriously. That’s like“car” without “wheel.”)

For all its importance, paper is capable of doing some major damage to wetlands, oceans, and forests.

According to New Leaf Paper’s recently released Life Cycle Analysis, recycled paper has a climate impact 100 times lower than virgin paper.

Recycled paper uses 75 percent less water, has no impacts on rivers or wetlands from recurring logging of large forests, and avoids the harvesting of multiple forest types.

The obvious solutions

Solve incrementally, not drastically

Making the decision to cut 40% of an organization’s paper use or increase budgets for paper by 40% probably won’t work. Instead, make it a change management effort.

Employees, department heads, and company management all need to understand the effort, be given clear direction, milestones, and goals, and feel that they are making a difference.

Here’s a sample of how you can manage the transition to using less paper: 

  • Ensure employees fully understand why you’re focusing on paper (Save the forests! Save the ocean!)
  • Ensure employees understand how much paper they’ve used in the last measurable period (A mini-paper audit, perhaps?)
  • Give department managers a monthly “paper budget” and not an all-access pass to the copy room (It’s easier to “run out of paper” at the end of each 30 days, and “get by,” than it is to conceptualize what a year’s supply of paper means. Learning to ration over time is more successful.).
  • Give each department a paper reduction goal
  • Reward and support employee efforts to reduce printing and keep costs down (money saved through paper reduction can be donated to a conservation organization).

The case for reducing paper consumption and changing the purchasing behavior is similar to all change management projects. Communicate, collect data, create an action plan with goals, and measure your success.

For help developing sustainability strategies for your organization, contact us! 

6 Ways to Gain Support for Your New Sustainability Project

The SSC Team September 3, 2015 Tags: , , , , Strategic Sustainability Consulting No comments

By: Alexandra Kueller

You’re a member of your company’s sustainability team, and you just thought of a brand new sustainability project for your company to undertake. This project will not only help better the environment, but also help save the company money! But what’s the hold up? Often, like many other new projects and ideas, sustainability-related projects get lost in the shuffle.  

In a Harvard Business Review article called “A Guide to Winning Support for Your New Idea or Project", author Rebecca Knight discusses several ways you can win support and get people on board for your new project. We decided to add a sustainability twist to her idea and help you find new ways to gain momentum for your new sustainability project.

1. Understand What’s Motivating You

If you want to successfully pitch and sell your new idea, be sure you are able to explain why. If you want your company to undertake a carbon footprint, it’s a good idea to have a response that goes beyond “it can help the environment in the long run.” Identify why you think your company should invest resources into a carbon footprint and be able to articulate those thoughts.

2. Think Small

Sure, it would be great if every company could have a top-to-bottom sustainability makeover, but unfortunately that’s not the reality. Business still have actual businesses to run and can’t throw an endless supply of resources to the sustainability team. Think small, and try to get as specific as possible. The more precise you are with your goals and outcomes, the better chance you have to get people to respond. It’s much easier to dismiss a large, lofty goal than something that seems more tangible.

3. Gather Feedback

You might think that proposing a materiality assessment is a great idea, but what do your coworkers think? If you find yourself with colleagues who might have interest in the idea, present it in an informal manner, such as “What do you think of our company going through a materiality assessment?” You’ll be able to quickly hear any concerns or questions they might have, allowing you to tighten up your plan to make sure it is a sure-fire success.

4. Sell, Sell, Sell

As Knight mentions in her article, selling your idea is more of a campaign than a singular event. If you want your company to undergo a life cycle assessment, bring up the idea – often. This is when you need to market your idea and get as many people on board as you can. Make your coworkers understand what a life cycle assessment is and why it’s important for your company to complete one; try to get as much agreement as you can.

5. Propose a Pilot

Perhaps you have initial support for your idea of publishing an annual sustainability report, but there’s still some pushback. Instead of having an “all or nothing” mentality, suggest writing a rough skeleton outline of a sustainability report. This way people can get a better sense of what a report would look like, and it’s a fairly low time commitment. And if the sustainability report isn’t approved, minimal resources were wasted.

6. Don’t Get Discouraged

No matter what type of work you are doing, any time someone doesn’t approve of a new project or idea you suggested, it’s easy to get discouraged. Instead, gather feedback. Was your idea for a waste audit shot down because of budgeting reasons or rather your bosses needed some more time to think on it? Just because your project wasn’t accepted initially doesn’t mean there isn’t a chance to complete your waste audit in the future. Keep your head up and continue to advocate for sustainability projects within your company.

Are simple mistakes holding back your sustainability? Find out how to correct those mistakes here!

Workplace Movement Toward Environmental Sustainability – Pt. 2

The SSC Team May 7, 2015 Tags: , , , , , , , , , , , , , Strategic Sustainability Consulting No comments
By: Alexandra Kueller Two weeks ago, we introduced the Retail Industry Leaders Association’s (RILA) brand new Retail Sustainability Management Maturity Matrix. The Matrix hopes to be a tool that will be used by sustainability executives, individual companies, and industry-wide. We also noted that while the Matrix is designed with the retail industry in mind, we think that is has a wide applicability beyond just the retail sector. Last week, we discussed the first three sectors that are featured in the Matrix. Today we are focusing on the final four of the seven sectors. Hoping to provide a more in-depth look at how RILA hopes to benchmark across the industry in terms of environmental sustainability, we are going to look at what it would take for a company to become a leader in that sector.

Retail Operations

Environmental sustainability extends to all aspects of a company, including their retail operations. Whether it is a store or corporate offices, a company should be putting in effort to make these areas as sustainable as possible, such as having facilities be LEED certified. Other ways to make your retail operations more "green" can include incorporating green standards for all new warehousing and participating in the ENERGY STAR program. The Retail Operations sector has three different dimensions:
  • Store/Corporate Offices
  • Warehouses/DCs
  • Data Center & Applications

Supply Chain

Supply chain sustainability might not be the first aspect of a company's sustainability plan to come to mind, but it is no less important than any other aspect. To be a leader in the retail industry when it comes to supply chain sustainability, a company must demonstrate the reduction of environmental impact through the optimization of transportation, work closely with suppliers to help improve their sustainability metrics, and be more transparent when it comes to audit statistics (e.g., percent of non-compliant factories). The Supply Chain sector has three different dimensions:
  • Transportation/Logistics
  • Supplier Engagement
  • Supply Chain Transparency & Traceability

Products

When someone thinks of a retail organization and sustainability, often times their first thought is "how sustainable is the product?" RILA recognizes that product sustainability is a key component in a company's overall environmental sustainability and offers some suggestions on how to be a leader when it comes to making a company's product more sustainable. Some examples are using renewable energy sources during manufacturing, offering take-back services, and designing products with a "cradle to cradle" outlook. The Products sector has three different dimensions:
  • Product & Packaging Design and Development
  • Owned Manufacturing/Production
  • Product & Packaging End-Of-Life Stewardship

Environmental Issues

And finally, true environmental sustainability cannot happen if a company does not focus on the environmental issues at hand. How a company addresses these issues - energy, waste, recycling, etc. - in the context of the retail sector is telling, and some industry leaders are already paving the way. Some of these companies are implementing leading waste technologies and policies, establishing green chemistry programs that helps reduce toxins, recycling and reusing water, using alternative energies, and more. The Environmental Issues sector has four different dimensions:
  • Energy & GHG Emissions
  • Water & Wastewater
  • Waste & Recycling
  • Chemical & Toxics
Last fall we attended the annual RILA Sustainability Conference. Read about some of our thoughts on the conference here.