Example Cases

Valuable lessons can be learned from the following organisations:

Co-operative Financial Services (CFS), UKEnvironmental design brings energy savings 

95% of the energy used by Co-operative Financial Services (CFS) came from renewable sources. CFS had signed a long-term contract (worth £4m) with a wind power provider to supply energy from six specially constructed wind turbines. Energy costs were 10% below market value. In addition, the façade of the CFS 400-ft service tower in Manchester was covered with 7,000 solar panels. Swiss Re demonstrated how office design and energy conservation could dovetail with the £130m construction of its London headquarters. The building’s aerodynamic structure creates a natural ventilation system, thus reducing the need for conventional air conditioning. Other features include a double-skinned, energy-efficient façade, light-wells to maximise the penetration of natural light, and movement and light sensors to minimise the unnecessary use of artificial lighting. No parking spaces were provided for cars. However, room was provided for bicycles, and showers and changing facilities provided for riders. [6]

David Colwell Design (DCD), UKSustainable Responsible Design

Colwell, an internationally acclaimed furniture designer, passionately embraced sustainable design thinking and practice. His designs made use of fast-grown ash wood, plus steam-bending techniques that offered production efficiency, strength, and low energy use. A market was also provided for otherwise marginal forest products. Ash, particularly well suited to UK conditions, is strongest when fast-grown. It is renowned for its ability to absorb atmospheric carbons, is relatively inexpensive and self-seeding, has no sapwood, and therefore creates less waste. Colwell’s products are sustainable and responsible, having increased performance, functionality, and quality. Sustainable Responsible Design (SRD) was seen to offer an opportunity for developing new products and technologies that could potentially revive the manufacturing sector. Colwell believed that with the right commitment and true lifecycle costing, SRD would be entirely possible. [15]

Guayaki Sustainable Rainforest Products, USASustainable development - fair premium prices

Guayaki plans to market a South American rainforest drink in the United States, which will create economic opportunities via a sustainable market-driven restoration project that protects the rainforest and the way of life of South American farmers. Sales in the US will help support re-forestation, upgrades to housing and schools, and improved medical care. In order to provide native people with alternatives to destructive land use practices, fair and premium prices are paid creating an incentive for focusing on organic quality and sustainable land use. The area farmed is an important biological corridor for jaguar migration. Not only does Guayaki create a strong incentive for people to leave the forest standing, but it also has several projects underway to replant native tree species in deforested areas. [25]

IKEA International Group, SwedenSustainable development embedded into business strategy

IKEA went through a series of costly environmental conflicts with associated media coverage, and consequently experienced a severe drop in its market share. IKEA reported that this represented a “wake up call”, causing it to see that environmental issues needed to play a central role in its overall business strategy. IKEA then established and began to implement a sustainable purchasing policy. This policy has continued over the years, leading to more environmentally friendly materials being used in products. In addition, a code of conduct was introduced as a part of all IKEA agreements with its suppliers. IKEA has now embedded sustainability considerations into its overall business strategy and its purchasing and sourcing activities. [26]

Amcor, AustraliaTriple Bottom Line (TBL) – business driven

Since Amcor traditionally reported on environmental and social issues in its financial reports, TBL was not an accounting-driven exercise for the company, but business-driven. Amcor believed that without TBL, it would have been less successful commercially. Amcor was an active member of the World Business Council for Sustainable Development (WBCSD) and its managers attended WBCSD conferences. They also partnered with Earthwatch, with employees having the opportunity to participate in environmental programmes worldwide. TBL was seen as a means of attracting good people, and thereby producing better business results. Amcor was wary of regulations being used for TBL because it believed that one size did not fit all. It believed rather that guidelines would be more effective in allowing organisations to do what best suited them. [27]

Pizza Fusion, USASustainable business defines organisation

Pizza Fusion shaped their whole business around sustainable products and practices. For example:

• Buildings were LEED certified;
• 98% of the food sold was organic;
• Stores used eco-friendly packaging, employee uniforms, and paints;
• Compact fluorescent bulbs reduced energy consumption;
• Countertops were constructed from 100% recycled detergent bottles;
• Store shelves were made from recycled panels
• Reclaimed wood was used to build tables and cutting boards;
• Interior walls used 95% recycled content and were locally manufactured;
• Insulation was made from recycled blue jeans;
• Ceiling baffles comprised recycled composite board, and ceiling panels used 74% recycled aluminium cans and 24% post-industrial metals;
• Bamboo veneer covered fixtures;
• Hybrid vehicles made deliveries;
• It was also planned to use recycled glass bottles to create flooring tiles. [28]

JCPenney Co, USASustainable business

 A key feature of JCPenney’s sustainability initiatives was the investment of $75 million in Energy Management System technology, lighting retrofits, and high-efficiency heating, ventilating and air-conditioning (HVAC) systems. The Energy Management System enabled third party monitoring and scheduling of equipment. Web-based tools were provided, enabling managers to analyse energy use and costs. A dashboard system was planned to enable stores to benchmark their own energy use. Eco-friendly building features introduced included the use of:

Local construction materials, thus minimising transportation;• Carpet made from 100% recycled materials;

• Ceiling tiles using recycled materials;
• LED lights for exterior signs;
• Occupancy sensors to control lighting;
• Low-volatile organic compound paints, adhesives and sealants; and
• Low-consumption plumbing fixtures.

In 2006, 31,000 tonnes of greenhouse gas emissions were eliminated, and total energy consumption was reduced despite increases in store operating hours and square footage. [29]

Hubbard Foods Ltd, New ZealandTBL reporting seeks profit

Hubbard believed that sustainability was both a moral obligation and a financial investment. Accordingly, their TBL report included the following targets:

1. Core Company:
• To achieve 11% brand market share of total cereals.
2. People:
• To commit a minimum of $50,000 for staff training per year;
• To reduce absenteeism to less than 8 days per employee per year;
• To donate 1% of net profit before tax in cash to charitable/not-for-profit organisations.
3. Product:
• To improve a minimum of two existing cereals nutritionally per year, by reducing fat, saturated fat, sugar or sodium;
4. Environment:
• To improve the carbon dioxide profile per kilogram of production;
• To reduce energy usage per kilogram of production by 5%;
• To qualify all recycling on site and target a minimum of 5% improvement. [30]

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