Sustainability and Innovation Slides

The Center for a Sustainable Future would like to offer a

special thanks to our underwriters!!!

Sustainability and Innovation: The Natural Step to Prosperity

Presented by the IU South Bend Center for a Sustainable FutureFriday, November 4, 2011

Thanks to Our Underwriters

Thanks to Our Underwriters

Thanks to Our Underwriters

Thanks to Our Underwriters

Thanks to Our Underwriters

Thanks to Our Underwriters

Arctic sea ice drops to its second lowest level on record

Scientists call event “tipping point" in global warming.

-South Bend Tribune (08/28/08)

The Greatest Challenge

Is Also Our Greatest Opportunity!!!

Human Impact on Planet

Carrying Capacity at Risk

10 Mega-Issues on the Horizon

1. Energy

2. Water

3. Climate

4. Food

5. Pollution/Disease

6. Poverty

7. Racial/Ethnic Tensions

8. Citizen/Investor Accountability

9. National Security

10. Erosion of Trust

What got us here?

Scientific and Industrial Revolutions

The Next Step

A SUSTAINABILITY REVOLUTION

Driven by the same capability for INNOVATION that fueled the scientific and industrial revolutions, but this time informed by the lessons of nature and in harmony with the conditions of sustainability.

What is Sustainability?

Meeting the needs of the present without compromising the ability of future generations to meet their own needs-United Nations World Commission on Development and Environment (1987)

What is Sustainability?

Sustainability brings three elements into harmony:

Environment Economy Society

+ +

People Prosperity Planet

Triple Bottom Line

Why a Framework?

• Complexity• Uncertainty

The Natural Step: what is it?

• International NGO• Scientific approach• Holistic, generic

framework• Strategic advice &

education• Leadership and role

models• Innovative tools and

services• Networks & partnerships

“The whole world has dreamt about a solid definition of sustainability that would allow systematic step-by-step planning. When the definition arrived, delivered by The

Natural Step, it was remarkable to see how simple it was. Why hadn’t anybody thought about it before?”

Paul Hawken, Author. The Ecology of Commerce, Natural

Capitalism, and Blessed Unrest

Entrepreneur and Author Paul Hawken

TNS Core Purpose

To develop a genuine commitment to,

and competence in,

sustainable development

throughout society.

The Natural Step: Key Concepts

The Funnel

Systems Thinking

ABCD & BackcastingPlanning in

Complex SystemsSystem Conditions

1 2

3 4

Karl-Henrik Robert, PhD

Cancer Cell Scientist

Building Block of Life

What makes it possible for this cell to emerge and to sustain itself?

Scientific Foundations

Basic Laws of Physics

1st and 2nd Laws of Thermodynamics

Law of Conservation of Matter

Scientific Foundations

Evolution

Evolutionary Biology

4.5 billion years – Swirling stew

3.5 billion years – First plant cell

1.5 billion years – First green plants

0.7- 1 billion – First animal cells

2 million years – Human ancestors

Scientific Foundations

Planetary Cycles

Water

Carbon (CO2)

Earth is like a terrarium

• Closed system

• Sun pays the bills

The System

• Like the terrarium, Earth is a closed system with respect to matter

• The system has a natural tendency towards running down (Entropy)

• The sun provides the energy to keep the system from running down and is the source of all life through Photosynthesis

There is no away

The sun pays the bills

Metaphor of the funnel

Decliningresources and ecosystem services

Increasingdemand for resources and ecosystem services

Through innovation, creativity & the unlimited potential for change we can open the walls of the funnel

4 System Conditions of a Sustainable Society

...concentrations of substances extracted from the Earth’s crust,

...concentrations of substances produced by society,

...degradation by physical means,

...people are not subject to conditions that systematically undermine their capacity to meet their needs.

In a sustainable society, nature is not subject to systematically increasing...

and, in that society...

Scarce metals Abundant metals

Fossil Fuels Renewables

Inefficient Use Efficient Use

Dissipative Use Tight Technical Cycles

Operating Manual for the PlanetObjective 1

1. Reduce and eventually eliminate our contributions to the systematic accumulation of materials taken from the earth’s crust.

Dissipative use

Persistent and Unnatural

Abundant & breakdown easilyTight Technical Cycles

Inefficient use Efficient use

Operating Manual for the PlanetObjective 2

2. Reduce and eventually eliminate our contribution to the systematic accumulation of substances produced by society.

Inefficient use of resources and land

Resources from poorly managed

ecosystems

Resources from well-managed ecosystems

Efficient use of resources and land

Operating Manual for the PlanetObjective 3

3. Reduce and eventually eliminate our contributions to the ongoing physical degradation of nature.

Unsafe and unhealthy production and use

Safe and healthy production and use

Violations of human rights

Respect for human rights

Economic barriers Sufficient resources for livelihood

Operating Manual for the Planet Objective 4

4. Reduce and eventually eliminate our contributions to conditions that systematically undermine people’s abilities to meet their own needs.

Operating Manual for the Planet

1. Reduce/eliminate our contributions to the systematic accumulation of materials taken from the earth’s crust.

2. Reduce/eliminate our contribution to the systematic accumulation of substances produced by society.

3. Reduce/eliminate our contributions to the ongoing physical degradation of nature.

4. Reduce/eliminate our contributions to conditions that systematically undermine people’s abilities to meet their own needs.

Operating Manual Quiz

Read through the list of sample initiatives that an organization may undertake and circle the System Conditions of Sustainability that the initiative most closely relates to. When you are done, share and compare your answers with your small group. Note any questions or discrepancies you may find.

Initiative #1: When an organization openly and freely shares their sustainability learning and best practices, which sustainability

condition is primarily supported?SC#1 (Earth’s crust) SC#2 (Society made) SC#3 (Degrade nature) SC#4 (Needs)

Initiative #2: When energy conservation is promoted in a town reliant on fossil fuels, which sustainability condition is primarily

supported?SC#1 SC#2 SC#3 SC#4

Initiative #3: When a woodlot owner becomes FSC (Forest Stewardship Council) Certified, which sustainability condition is primarily supported?

SC#1 SC#2 SC#3 SC#4 Initiative #4: When an organization introduces a green cleaning products program, which sustainability condition is primarily

supported?SC#1 SC#2 SC#3 SC#4

Why should you care?

“Indiana Michigan Power announced in late September that it is seeking a rate increase of 9.5 percent for commercial and industrial customers along with a 22.7 percent increase on Indiana residential customers.”

South Bend Tribune, October 31, 2011

Why should you care?

Why Should You Care?

Interface Carpet

Since 1994:

Cut greenhouse gas emissions 82%Cut fossil fuel use 60%Cut waste 66%Cut water use 75%Invented and patented new machinesIncrease sales by 66%Doubled earningsRaised profit margins “If anyone can do it, then everyone can

do it.”-Ray

Anderson

What’s in it for me and my business or organization?

What does sustainability offer me and my business or organization?• New Market Potential• Competitive Differentiation• Platform for Innovation• Improved Public and Community Relations• Reduced Energy Bills and Operating Costs• Improved Employee Morale• Increased Productivity and Reduced Employee Absenteeism• Risk Avoidance (law suits, new environmental regulation and

taxes, and market shifts)• Do well by doing good• Be a hero to your children and grandchildren

The Center for a Sustainable Future would like to offer a special thanks

to our underwriters!!!

Break

Strategies for Planning and Implementation

Systems Thinking

Learning Organization

“We started treating everyone and training them up to be mini-entrepreneurs in the company. I think that’s what made the difference and made the company grow. I credit my army of entrepreneurs. In the recession they know exactly what to do. This year we’ll have a 26% percent growth year. The leaps are becoming larger... Part of that is that our people are more owner-like than employee-like.”

Strategies for Planning and Implementation

CREATE A SUSTAINABILITY ACTION PLAN

Identify a set of priorities for actions and innovations that put the sustainability objectives into practice, evaluated on the basis of the following questions:

1. Does the action/innovation step towards all four guiding objectives of sustainability simultaneously?

2. Does the action/innovation create a flexible platform for future steps, or does it lead to a blind alley?

3. Will the action/innovation give a good return on investment, i.e., time and money.

Why is it so hard with organizations?

Forecasting

Backcasting

1. Begin with the end in mind

2. Move backwards from the vision to the present

3. Move step by step towards the vision

Present

Future

Visioning

Practicing SustainabilitySERA ARCHITECTS, INC. © 2009

Established 1970• 73 employees

• Over 45% LEED-APs• 100% ESOP employee-owned

• Services:– Architecture

– Interiors– Urban Design

– Planning

Corvallis CoHousing

The Civic Mixed-UseThe Nines Redevelopment

SERA Architects Inc.

8NW8 Affordable Housing

Practicing SustainabilitySERA ARCHITECTS, INC. © 2009

A. AWARENESS

SERA’s Sustainability Framework

Practicing SustainabilitySERA ARCHITECTS, INC. © 2009

B. BASELINE MAPPING – OUR SYSTEM MAP

1. Map the office practices, i.e. service tasks

2. List system resource flows: material, energy, human resources (Aspects)

3. Establish a numerical rating scale using

the 4 System Conditions, include Frequency and Degree of Control and

evaluate system resource flows (aspect analysis score)

4. Summarize office service task impacts

Practicing SustainabilitySERA ARCHITECTS, INC. © 2009

BIGGEST IMPACT …

Commuting to Work

Aspect Analysis Score

383

B. BASELINE MAPPING – OUR SYSTEM MAP

C.CLEAR AND COMPELLING VISION

What would we look like in a fully sustainable society?

Our Vision of the Fully Sustainable Workplace:Is connected to Community SystemsSupports an Accessible InfrastructureIs Safe and HealthyFacilitates Human InteractionIs connected to Natural FlowsProvides Natural Thermal ComfortAllows Material Efficiency and Zero Waste OperationsandIs a Fun and Inspiring Place to Work!

Practicing SustainabilitySERA ARCHITECTS, INC. © 2009

Practicing SustainabilitySERA ARCHITECTS, INC. © 2009

How are we managing and prioritizing steps to sustainability?

Sustainable Action Committee (SAC):ENERGY

Renewable SourcesWithin Local Economy

Habitat Friendly

PAPER

100% RecycledLocal Source

Non-Toxic, Chlorine Free

CHEMICALS

Non-toxic, BiodegradableReusable container

Local Sources

PLASTICS, METAL + GLASS

Non-toxic, BiodegradableReusable container

No impact on environment

TRAVEL

Do we need to go?Lowest impact means

Should client make the trip?

FOOD

OrganicLocal Source

Recyclable or no packing

FURNITURE, FIXTURES + EQUIPMENT

100% Recycled contentNo harmful emissions

FSC certified wood

MATERIALS LIBRARY

Manufacturer take back materialsWhite papers available on all materials

Local sources

HUMAN RESOURCES

Socially responsible investmentsVendors who share our core values

Interoffice community

D. DEVELOP AN ACTION PLAN

Practicing SustainabilitySERA ARCHITECTS, INC. © 2009

GUERILLA TACTICS… OVERNIGHT:• Removed all individual trash cans • Established expanded recycling-center• Provided custom individual utensil sets • Provided recycled paper notebooks

Initiated:– Foam-core alternatives (“Eco-board”)– Catering policy– Vendor criteria for printing / reprographics– Purchase of independent shade-grown coffee– In-house composting– Alternative transportation incentive – Socially responsible investments (ESOP and 401K)

D. DEVELOP AN ACTION PLAN

Practicing SustainabilitySERA ARCHITECTS, INC. © 2009

Alternative transportation incentive

Commute Policy + BET-C Credits

http://www.oregon.gov/ENERGY/CONS/BUS/BETC.shtml

Total Participants (80%)

Total Vehicle Miles Reduced

Total Gallons of Fuel Saved(average 25 mpg)

Gas money saved

Total in BET-C Pass Through Tax Credits (valued at 25.5% of project cost)

76

+80,000

3,202

$9,971

$ 15,196

In a twelve-month project period:

door to door pick up / drop off!

SERA 2002/2006 Commute Comparison

77% participation in commute benefit

85 employees

Typical Month, 2002

December 2006

walk 8%car 18%

carpool 5%

bus/train 55%

bike 14%

car 33%

carpool 8%

walk 8%

bike 10%

bus/train41%

Before backcasting

37 employees

Practicing SustainabilitySERA ARCHITECTS, INC. © 2009

60

Largest wholesalers of organic produce in PNW

3 facilities; Employ 140; 14 tractors, 16 trailers, 5 bobtails

04/10/2023

OGC Mission and Core Values

04/10/2023 61

TO PROMOTE HEALTH THROUGH ORGANIC AGRICULTURE AS A LEADING SUSTAINABLE ORGANIZATION

HEALTHNurture the overall health of the workplace, community, food supply, soil and planet.

INTEGRITYHonestly represent the food we distribute and the services we provide building on our experience as growers, wholesalers, retailers and brokers.

PARTNERSHIPSMaintain positive long-term relationships that are built on trust with people and organizations across the spectrum of food production and consumption. We are all interdependent.

SUSTAINABILITYEmbrace the challenge of creating a more sustainable business model that distributes organically grown food in accordance with the principles of “good, clean, and fair”.

The Challenge Ahead

04/10/2023 62

How do we achieve a sustainable food production and distribution system?

How do we bring the ecological and social principles that underlie our farming practices into the entire supply chain?

63

OGC + Natural Step

• 2005 Sustainability Summit with farmers and customers

• Re-wrote mission statement • Hired Sustainability Manager• Company-wide training in the Natural Step • Formed cross-functional Steering Committee

to determine goals and continual improvement process (A-B-D-C Backcasting)

04/10/2023

Annual Sustainability Planning Process

04/10/2023 64

ASustainability Training

B/CMeasure Baseline

Develop Vision for OGC

DBrainstorm

Annual Projects & Targets

DImplement Projects in

TeamsMeasure Progress

OGC’s Long Term Sustainability Goals

04/10/2023 65

Goal #1: Achieve carbon neutrality and eliminate fossil fuel use

Goal #2: Eliminate solid waste and toxic substances

Goal #3: Achieve on-farm sustainability and small/medium farm viability

Goal #4: Foster a healthy and fulfilling workplace (added 2007)

Goal #5: Build customer and broader community awareness and support for a healthy and sustainable food system. (added 2008)

Facilities: Energy and Efficiency

• Switched to 100% clean wind power and/or green power in all three facilities.

• Installation of high efficiency lighting and occupancy sensors is saving $2,764 annually.

• Refrigeration system upgrades, insulation and dock seals saving $3,635 annually.

04/10/2023 66

Waste Reduction: Avoid Landfill

04/10/2023 67

Organically Grown Company Waste2006 2007 2008

Waste to landfill

376 tons 276 tons 176 tons

Waste to recycle

644 tons 686 tons 1042 tons

Waste to compost

110 tons 216 tons 215 tons

Employee SMART Commuting Program

04/10/2023 68

Number of Participants

Number of TOTAL Days of

Alternative Transport

Average Commute Distance

Pounds of CO2 Saved

PORTLAND 55 2010 19.2 37,385EUGENE 16 1005 22.4 20,160

• Employee punch cards with monthly and special prize drawings

• Track and post results

How do they measure our progress?

• OGC tracks nearly 50 performance metrics

• Regular public posting

• Annual Sustainability Report

04/10/2023 69

ABCD Methodology in Practice

Awareness• Who? How?Baseline• List System Condition violations.• How will you measure the baseline?Compelling Vision• Who will help create it?• How will you create it?Down to Action• Who will help brainstorm possibilities? • How will you ID best practices?• what/how measure?

The Center for a Sustainable Future would like to offer a special thanks

to our underwriters!!!

Luncheon

Panel Discussion

• Doing Sustainability: Practical Application and Real World Examples

The Center for a Sustainable Future would like to offer a special thanks

to our underwriters!!!

Break

Brainstorming

Creating a Local/Regional Sustainable Development Network

Signature Moment

Advanced Training for Sustainability Champions

Center for a Sustainable Futureand

Pfeil Center for InnovationPresent:

Advanced Training for Sustainability Champions15 Week Course

Thursdays, 5:30-8:00pmJanuary 19 – May 3, 2012

Cost: $350.00

Upcoming Events

• Workshop Evaluation

• Email List

• "Sustain the Future" You Tube World PremierTuesday, November 157:00pm Community Building River Crossing Campus Apts

• Farmageddon: The MovieMonday December 57:00pm IU South Bend CampusWiekamp Hall Rm. 1001FREE!

Center for a Sustainable Future

Center for a Sustainable Futurehttp://www.sustainthefuture.iusb.edu

The Center for a Sustainable Future would like to offer a special thanks

to our underwriters!!!

Thank you for participating