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EPA and Waste Management Webinar Recap: Putting a Price Tag On Emissions Reduction

The SSC Team August 16, 2016 Tags: , , , , , Strategic Sustainability Consulting No comments

Last Tuesday, GreenBiz hosted the first in a two part webinar series on the emissions impact of recycling and Sustainable Materials Management (SMM).

SMM can be generally described as active management of a product’s life cycle to reach sustainability aims.

The webinar began with an overview of the EPA’s work on SMM/LCA advocacy. Essentially, the EPA sees its role as advancing LCA and SMM as integral business practices. Because LCA and supply-chain work is so crucial to truly moving the bar on reducing emissions, it’s heartening to know that the EPA has made this a priority in their policy, oversight, and research work.

From lifecycle to the trash

After the EPA presentation, the talk shifted from life-cycle studies directly to the end of the life cycle and the work of Waste Management, the American comprehensive waste and environmental services company. Waste Management has undertaken a massive effort calculate the actual dollar cost of reducing emissions waste by method of disposal.

As a side note, the presenters did not do a great job of clearly making this transition from LCA work to emissions reduction cost calculating. But, it seems that the overall point was two-fold:

1.     Most organizations look at their carbon footprint – which is business operations – and what comes up most commonly is that the largest emissions source for most businesses is energy use. So, companies focus on energy reductions initiatives, essentially passing their product emissions - natural resources, product use, and product disposal –  onto suppliers and consumers. This needs to stop. More organization need to look up and down a product’s life cycle to really engineer, source and plan in ways that reduce the overall impact of the entire product to move the bar on sustainability.

2.     As organizations begin to engineer products with a focus on SMM, it would be helpful to know the GHG emissions resulting in end of life (i.e. GHG emissions of landfilling versus single-stream recycling) and the cost in real dollars of each of the processing methods. That’s where Waste Management stepped in.

Waste Management’s work calculating the price of reducing GHGs in the waste management industry delivers a cost per ton of GHG emissions through various waste processing techniques. (The most reduction for the lowest cost goes to – residential and commercial single-stream recycling!)

The Waste Management process, prioritization, and graphical representation on how they calculated cost/benefit is pretty fantastic. Definitely consider downloading the slides.

But questions remain.

How can organizations and policymakers work to reduce the cost of the other types of GHG emissions reduction technologies (e.g. anaerobic digesters)? Is there talk about subsidizing them? How can businesses be incentivized to use materials that can be sent into the low-emissions/low-cost single-stream recycling category and/or eliminate materials that can’t? Is there talk about banning certain materials? Are there waste processing technologies that need research funding that provide low-cost emissions reduction?  

Calculating cost and cost benefit is important from an engineering standpoint, but only if your organization is somehow incentivized or driven to engineer with the life cycle in mind. Without pressure – regulatory or otherwise- companies are still largely driven by the biggest incentive of all: producing products for the lowest actual cost and passing any environmental costs onto the planet, via the consumer.

Listen to the recap here, and log in today at 1pm Eastern for the second webcast, Setting Goals: Have We Reached the Limits of Recycling?, where presenters look at SMM through waste reduction efforts and give guidance on how to set effective waste reduction and recycling goals.

Are you ready to take a more advanced approach to understanding and reducing impact through a product life-cycle assessment? Check out our LCA overview information and contact us for a brief discussion of the benefits and challenges. 

 

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.

 

Sustainability Strategy Isn’t a Checklist

The SSC Team February 9, 2016 Tags: , , , , , Strategic Sustainability Consulting No comments

There are a lot of business books out there that provide templates for business plans and checklists. And having a plan and a checklist is important for any project or start-up, but developing a business strategy or incorporating sustainability into a business strategy isn’t a series of items to check off of a “to-do list.”

Even if you went through and commissioned and then checked off an annual sustainability report, a carbon footprint, a life-cycle analysis, et cetera, there is no guarantee that your organization would even be close to executing a true sustainability strategy.

Sustainability strategy should be based on an organizational understanding of why you need to invest in assessing and reducing your environmental impact. Without understanding why, you risk wasting time and money on projects that don’t align with the overall business strategy and stakeholder needs.

After determining why sustainability is important to the organization, you should focus on materiality, or what are the most important or impactful steps the organization can make inside of a realistic timeframe or budget or deadline.

Finally, look to experts to develop a proven path forward that speaks to both the materiality and the underlying corporate strategy on this issue.

For example, if your company is a small manufacturing firm held accountable to demanding suppliers or upcoming environmental regulations, but you have no clear idea on your environmental impact, then your why may be “we need to know what we are facing so we can answer questions of our stakeholders with honesty and confidence.”

Next, is materiality – are suppliers or regulators more important? Can they be addressed through the same sustainability tool or report?

If you determine through a materiality assessment that your suppliers are the most important stakeholder group to address first, next, consider what information they are demanding, in what format, and by when. In the example case of manufacturing, this may be be collecting LCA data for a supplier scorecard or more pulling together even more thorough data for a third-party environmental or human product declaration (EPD/HPD) report.

Essentially, sustainability strategy should be tailored as carefully as marketing strategy or pricing strategy.

Company leadership should clearly understand why the sustainability efforts are integral to the success of the company, how important they are to the stakeholders who drive that success to help prioritize efforts, and which strategic path forward to take to meet stakeholder needs best.

SSC not only delivers excellent sustainability consulting services, we are focused on ensuring our clients choose the service, and level of service, that will meet their real business goals.

 

5 Tips for Staying Motivated as a Sustainability Professional When Making a Difference Seems Overwhelming

The SSC Team January 21, 2016 Tags: , , , , Strategic Sustainability Consulting No comments

Global climate science sometimes comes head to head with policymakers and corporations in ways that make us feel like there is no way that we, as sustainability professionals, can really ‘save the world.’

It can be difficult to keep things in perspective. But we must.

If you quit, then you really have no hope of effecting change. And you’re still here, still on this planet, and you likely still need a job. So, find some internal motivation and keep going.

Here is our take on the Six Ways for Staying Motivated When You Really Want to Quit:

1. Practice looking at Things From the Other Side

If you think it’s futile to ‘keep fighting’ when change is so incremental and what is at risk in our world seems so great, look at it from a different perspective. Don’t be afraid to spend a few minutes looking back in time and celebrating some of the that have been accomplished in our world, or in your own career, to feel reenergized.

2. Identify your Intention

Are you going head-to-head with the CEO because you want to win, or because you truly believe what you’re doing will help the company achieve its goals? Look at what you hope to achieve as a sustainability professional, assess whether it lines up with what you’re actually doing, and then realign your action steps so you’re doing what you intend to do. If you have a clear intention, you’re more likely to feel motivated because you’ll feel like you’re getting somewhere.

3. Find a Different Way to do Things

If you come up against a hurdle, use some creative genius to work around it. Or just evaluate whether to reprioritize this activity. It may not be the right time to implement a certain policy in your industry, but there may be other areas you can focus on and have equal impact.

4. Lose Your Ego (and your High Horse)

Ego can get in the way of a lot of good ideas. In sustainability, a combination of ego and that sustainability, because of its focus on the lofty ‘world saving’ type goals, can immediately be off-putting.

You are likely a good person and working in sustainability is likely going to make the world a better place, overall, but focusing on that can be so self-centric that you’ll lose your motivation. Instead, go back to the first item on our list, and challenge yourself to get projects going by putting others first.

5. Beware of your Habits

Don’t get trapped by the status quo. Sustainability best practices are always rapidly changing, so get motivated by learning something new on the cutting edge of the field. Enroll in a class or learn to use a new assessment tool. You’ll likely want to run out and start working on applying the new knowledge.

6. Realize that Nothing is Perfect

Whether it’s a big project or a small one, everything we do as sustainability professionals is about incremental change that helps add up to big impact. Nothing will ever be perfect, but don’t let that hold you back. Just get up, get a project started, and then celebrate what you did accomplish.

Staring for too long at the big picture may be counterproductive in any field, but especially in sustainability. Instead, find internal motivation and understand that there are thousands of us, like-minded professionals in all sectors, who are working alongside you.

Together we will create change.

How do you stay motivated? Let us know in the comments.

Food & Beverage Industry Demonstrates How “Business Success” Can’t be Achieved Without Sustainability

The SSC Team January 14, 2016 Tags: , , , , , , , , Strategic Sustainability Consulting No comments

The connections between increased revenue and investment in sustainability programs are complicated.

Even today, sustainability professionals continue to “make the business case” for sustainability.

It’s true that sustainability programs require an investment—in staff, in reporting, in communications, in change management—and the case for making smart investments for maximum results must continue to be made.

However, as we enter 2016, we should no longer need to make the case for sustainability itself.

Although directly linked financial benefits are sometimes difficult to identify, research suggests companies that fully integrate sustainability principles and practices into their strategic operations do outperform peers financially.

The counterargument is that these same companies are just more strategic overall, sustainability or not, so they will perform well simply because of a culture of innovation, risk mitigation, long-term planning, and thought-leadership.

Wrong.

The fact is, as we enter 2016, a company can’t even be considered a strong, strategic player without sustainability being one of its core principles. Sustainability has made it into the short list of core principles of true strategic leadership. In other words, you can’t have one without the other.

Case in Point: The Food & Beverage Industry

Pure Strategies, a sustainability consulting firm focused on the food and beverage industry, recently published results of a survey of major global food and beverage companies.

In the 2015 report, 18% more food and beverage companies, 100% of companies surveyed, are developing or implementing sustainability programs (from 82% in 2013), and 46% of the companies reported increased sales (up from 19% in 2013).

What the report tells us is:

  • More than ever before, food and beverage companies are implementing sustainability programs based on best practices of the companies that have already implemented sustainability programs
  • As the best-practice modeling increases throughout the industry, more food and beverage companies are reporting increased sales
  • The leaders of these food and beverage companies are tying industry-wide sustainability best practices directly to their increased sales

The food and beverage survey shows how sustainability, as a core strategic focus, is permeating the very operating principles of an entire industry – and a significant percentage of companies are making more money in the process.

Using food and beverage as an example, any company looking to become a long-term leader in any sector should look seriously at its approach to sustainability.

Sustainability must truly be integrated into a company’s core strategic plans, or it will likely get left behind.

If your company looking to integrate industry best practice planning into its sustainability strategy, a great place to start is with a sustainability assessment and peer benchmarking report.

 

 

 

Parent company of Puma provides detailed look at its Environmental Profit & Loss methodology

The SSC Team December 17, 2015 Tags: , , , , , , , , , , , Strategic Sustainability Consulting No comments

This summer, Kering, the parent company of the clothing and footwear manufacturer, Puma, not only published its EP&L, the environmental footprint of the company’s operations translated into monetary values, it published the entire methodology as an open-source tool for others to use.

The EP&L analyses the impact of Kering’s supply chain from raw materials to retail outlets and reports the impact in monetary terms.

In an article about Kering’s decision to open-source the methodology, the company’s CEO said, “Our EP&L has already served as an effective internal catalyst to drive us towards a more sustainable business model. I am convinced that an EP&L, and corporate natural capital accounting more broadly, are essential to enable companies to acknowledge the true cost on nature of doing business.”

From making the business case for sustainability to assessing carbon asset risk in monetary terms, and finally to reporting environmental results using natural capital accounting, more and more companies are moving toward currency as a way to plan, assess, and evaluate environmental performance.

This move makes sense, considering we live in the age of global capitalism.

Kering’s EP&L, along with World Bank’s WAVES initiative, the World Business Council for Sustainable Development’s Valuation Guide, the Natural Capital Coalition, and others, provide strategies to implement natural capital accounting into the sustainability reporting process.

If your company is interested in producing a sustainability report using principles of natural capital accounting, let us know! And check out our analysis of how Puma stacks up to other athletic apparel companies.

Straight talk with the CEO to get better sustainability results

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

Sustainability decisions and reports are data-heavy. And not only that, sustainability data may be unfamiliar to many, including your own CEO.

One of the worst things a sustainability executive or sustainability consultant can do is jargon-speak and data-overload when presenting to corporate leadership.

“Too many executives overestimate the CEO’s understanding of, and desire for, detailed functional data. Many of the best CEOs are generalists who lack deep expertise in most functional areas,” writes Joel Trammell for Entrepreneur.

Remember that the CEO, and in many cases other executives, are relying on you – either as an consultant or as the in-house expert – to analyze the functional data and deliver your expert opinion on that data.

Here are Trammell’s three tips for turning down the data noise and turning up the sustainability signal to get better results:

  1. Keep the big picture in mind. Deliver “concise insight” into how a sustainability program is tracking on goals and how those goals are supporting the company’s overarching goals. Drop the details, and focus on impact.
  2. Focus on the future. When talking about a new sustainability program or report, focus on how the results of the report are going to affect the company’s future performance. Asking for an expensive LCA? Don’t dwell on the cost of the actual LCA assessment, instead frame the ask around how the LCA will “identify risk.” And, by identifying risk the LCA will give guidance on mitigating it, and the result will be long-term, low-risk operations in a more sustainable marketplace. Win!
  3. Ask for support when you need it. “Only the CEO can mitigate conflicts between departments and allocate resources where they are most needed,” said Trammell. This is especially important for sustainability executives, as we are trusted with advising and changing how other departments operate. Not everyone likes change. If you are feeling push back from purchasing on the new sustainable purchasing processes, directly provide guidance on how the CEO can proactively remove barriers in purchasing so he or she can see the positive results you promised from the program (Note: Don’t tattle. Keep it professional with clear action steps from the CEO).

By focusing on the big picture, the future, and framing how your role is working with and for other departments, you can keep your communication with the CEO focused and relevant.

Are you looking to pitch to company executives, but need to translate sustainability performance in a language that the C-suite understands? Let us know!  

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! 

Will the UK Modern Slavery Act do any good?

The SSC Team November 5, 2015 Tags: , , , , , , , , , Strategic Sustainability Consulting No comments

Late last week, the UK Parliament passed the Modern Slavery Act, a bill designed to require UK companies to report any steps they are taking to address and prevent human trafficking and modern slavery in their supply chains.

According to the Global Slavery Index, modern slavery is estimated to include more than 36 million people who work in conditions completely controlled by others. Most of these people are found deep in the supply chains of global corporations.

To comply with the Modern Slavery Act, it doesn’t mean a company will have to actually address human trafficking and modern slavery. A company simply has to report whether it has taken any steps to do so.

Therefore, if a corporation files a report indicating that it has taken no steps, it will still be in compliance with the law.

So, does this do us any good?

Overall, yes.

This act pushes corporations one step closer to connecting the process of reporting to the concrete steps of taking action.

We've seen this cause/effect hundreds of times as external pressure – supplier scorecards, stakeholder pressure, or legislation – pushes companies to report. The first report can be humbling, but the process of reporting opens up action steps, focus areas, and progress.

As companies file their first reports, some saying “no action taken.” We believe that their stakeholders will ask “why?” It is then that they will realize it is time to do an initial Social Audit, Supply Chain Analysis and/or Life Cycle Analysis.

A recent article in Huffington Post written by two CEOs speak to the effect of data:

"The vulnerability in our supply chains was in labour hire, specifically the recruitment of migrant workers from disadvantaged backgrounds. Social audits revealed that recruiters were stealing wages from workers through excessive recruitment fees and high interest loans, creating a situation of debt bondage. Upon learning of these terrible conditions, we took immediate action so that workers were paid back the fees they were owed, allowing them to earn a proper wage.”

The companies and the CEOs in question were performing social audits prior to the UK Modern Slavery Act, and were able to take action.

We believe that more companies will engage with auditors, and decisive action will be taken because of this new law.

So, yes, the Modern Slavery Act is going to do some good.  

Would stronger legislation and adoption in other countries, like the U.S., do even more good? Likely.

However, corporations can and should begin on this important work now. There is no need to wait for legislation to become a more socially and environmentally responsible organization.

Learn more about supply chain assessments and audits and how they can help your company create a system to uncover risks lurking in the supply chain. How have supply chain audits helped your organization uncover risk? Let us know in the comments!

 

Life Cycle Analysis can help you write a better ‘business continuity plan’

The SSC Team October 20, 2015 Tags: , , Strategic Sustainability Consulting No comments

Emergency planning is critical for a business to survive a natural disaster, political disaster, loss or incapacity of a key leader, or other catastrophe. However, it’s not an issue that most businesses want to talk about.

“Smart entrepreneurs, however, have a healthy fear of the unknown and regard it as a strong motivator to take action and protect both their businesses and the talented people who help them thrive,” writes Heather Ripley in a recent article from Entrepreneur.

Ripley outlines four key steps to develop a business-continuity plan for small business owners. The first step is identify potential disasters and their solutions.

Identifying disasters – the basics

Pinpointing common crises – car accidents, hurricanes, data loss, supply chain disruptions due to politics or weather events – are the basic first steps in continuity planning.

Going beyond the basics

We believe that performing a full product life cycle assessment will help businesses better identify potential disasters and their solutions.

Once you know where your raw materials come from, how they are harvested, your intermediate suppliers, the countries where those suppliers operate, the politics and climate of those countries, the modes of transportation in your supply chain, the demands and opinions of your customers, and the where and how your products are disposed, you’ll immediately be able to see where your risks are and how to plan to mitigate those in a crisis.

Even better, Life Cycle Assessment will help your business eliminate some risks well before a crisis begins. Maybe you will find value in setting up multiple suppliers in different geographic regions to decrease the effect of a typhoon or hurricane in one place. You could find that phasing out an ingredient in your product now, before that ingredient becomes a target for protest, may add a selling feature to the product, decrease risk, and decrease environmental impact. 

If you want to know more about how Life Cycle Assessments will help you identify and mitigate risks, contact us or check our LCA services page to give you an idea of how they can guide your sustainability-guided continuity planning.