What’s on the Horizon at Como Zoo

Como Zoo Study

By Mary Stokes

 

As the first light of morning brightens the enclosure, the King of the Jungle cracks open one eye, surveying his domain with interest.

 

Something is different.

 

The quality of the indoor light, usually so brash and glaring is softer, somehow, hearkening to the gentle rays of the morning sun.

 

Schroeder is his name, and as the gorilla shakes the fine layer of condensation from his fur, he savors the flavor of the air with wide nostrils.  It is humid, with the slight morning chill characteristic of the lowland tropics.

 

More…natural.  More pure.

 

He is more at home in the enclosure than he’s been in years, the humidity and heat of the morning slowly building as the sun rises, and the lights and air control compensate, creating the atmosphere of the jungle.

 

Around King Schroeder, his troop is waking: Alice, Nne, Dara, and the latter’s 2-year-old child, Arlene.  In the distance, the sounds of the bachelor troop waking ring out, their noisy voices loud and hoarse.  Jabir, Samson, and Virgil, a group of related males, are the other inhabitants of the enclosure.

 

Schroeder tolerates them, but if they get too close to his consorts, he will warn them off.  Oftentimes, just a look from the King is enough.

 

What have the humans done now?

 

Ignoring his troop for the moment, Schroeder climbs the nearby trees and ropes to investigate.  While the others are starting their day of feeding and resting, he prods at the covered lights and discreet air vents.  A light mist is released from them, feeding the humidity of the air.

 

What Schroeder sees is only the outer shell of a complex system of climate control, lighting, and energy management.

 

In order to create the best habitat for the primates, the atmosphere is as close as possible to the animal’s natural environment while still remaining green and sustainable.  Every part of the exhibit has purpose, from the vegetation that will be used as graze for the gorillas to the harmony of lights and natural lighting.  The utilities are streamlined and highly efficient, so no energy or resource is wasted in the care of the gorillas.

 

These measures are not simply to provide Schroeder and his family with an ideal environment.  As the number of wild gorillas dwindles, it is up to the Como Zoo and other establishments like it to encourage population growth and preserve the breed.  This, in turn, requires sensible solutions to the conservation of not only animals, but energy use as well.

 

Como Zoo is creating a future for its gorillas and giving them room to grow.  Schroeder will be the father of a new generation of gorillas, thanks to the zoo staff and the new, sustainable exhibit.

 

The enclosure is a harmonious work of art and efficiency.  From the trees that provide browse for the gorillas to the climate control and lighting, its design has the future of not only the animals in mind, but the future of the establishment and future generations of gorillas.

 

Schroeder looks down on the enclosure from his perch, taking in the view.  His troop is foraging below him, little Arlene romping around and pestering the other gorillas.  He can see the multitudes of humans that pass through, eyes wide and sparkling.

 

He breathes deeply, nostrils flared, before swinging down to join his family.

 

The air is clear and fresh, the light constant and natural, and the climate comfortable.  While he may not understand the finer points of his surroundings, he is content in his tenement.

 

This is my home.

 

SES, Inc. recently completed a Gas and Energy Study of the facilities and enclosures at Como Zoo where we identified energy saving strategies such as LED lighting that will produce an annual savings of 23,912 Dtherms of gas and 1,615,311 kWh of electricity. We at SES, Inc. are very excited to have gotten to work with the Como Zoo and to look ahead at what is on the horizon.

Photo Credit: Forest, by werner22brigitte-5337 licensed under C.C. by 2.0

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Rethink Energy: Manufacturing for The Future

Effective Solutions for ManufacturingWritten by Amon O’Connor.

Minnesota’s manufacturing sector is arguably the backbone of the state’s economy, 14.7 percent in fact. According to Enterprise Minnesota, it represents the largest portion of the state’s $255 Billion GDP and makes up 13 percent of the workforce. Moreover, for every $1.00 spent in manufacturing, an additional $1.40 is added to the economy. According to the National Association of Manufacturers, this is the highest return factor of any economic sector.

 

Here in Minnesota, the combination of our location by the Great Lakes and a strong manufacturing economy provides incentive for innovation. Manufacturing has historically fallen behind the curve when it comes to sustainable energy, connectivity, and technology integration. In these times however, there is substantial evidence to suggest that manufacturers of any size should be making business decisions that connect, streamline, and improve your facility, leading to reduced energy cost and increased efficiency in production.

 

Solutions such as smart sensors, devices that make “dumb” work-horse manufacturing machinery into intelligent, adaptive devices along the entire value chain, are now being implemented in many industry sectors. This type of device-level energy management is an auspicious approach to revamping an outdated system that can add value to an already highly lucrative industry.

 

With sustainability in the limelight, the pressure in 2017 for modernization is high. If you are a manufacturer in Minnesota, the chances of there being profit from such changes is incredible designerfashionconsignments.com. Companies like Sustainable Energy Savings, Inc. are creating answers and multifold returns to the growing need for strategic energy solutions, bringing manufacturers in line with both shareholders and the environment.

Sustainable Energy Savings, Inc. is proud to be part of this thriving, robust Minnesota community.  Our commitment to game-changing innovation is backed with more than seven years of expertise, bringing energy solutions that impact your bottom line.

 

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Google will use 100% renewable energy in 2017

The Googleplex, Google’s corporate headquarters in Mountain View, Calif., is covered by solar rooftop panels. Credit: Creative Commons Lic.

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Google today said it will be able to power all of its global data centers and corporate offices from 100% renewable energy in 2017, a goal the company has been working toward for years.

Six years ago, Google began signing long-term contracts to buy renewable energy directly from solar and wind farm suppliers. The company’s first contract was to purchase all the electricity from a 114-megawatt (MW) wind farm in Iowa.

Last year, Google purchased another 842MW of renewable energy, nearly doubling the clean power it had purchased, which took it to 2 gigawatts (GW) of cumulative renewable power.

Google

“Today, we are the world’s largest corporate buyer of renewable power, with commitments reaching 2.6 gigawatts (2,600 megawatts) of wind and solar energy. That’s bigger than many large utilities and more than twice as much as the 1.21 gigawatts it took to send Marty McFly back to the future,” Urs Hölzle, Google’s senior vice president of technical infrastructure, stated in a blog.

Google pursued a multi-pronged approach to reach its 100% renewable energy goal, buying electricity through power purchase agreements (PPAs) that locked in contracts for carbon-free energy at a set price. The guaranteed revenue from PPAs also allowed renewable energy suppliers to invest with confidence in additional capacity, such as wind turbines and photovoltaic panels. Google also started creating more efficient facilities that would use less energy.

Google has signed onto 20 renewable energy projects around the world — about two-thirds of which are in the U.S. — amounting to more than $3.5 billion in clean energy investments.

Google also purchased its power through renewable energy credits, each one of which represents 1 megawatt-hour (MWh) of electricity sold separately from commodity power sources and fed into the general electrical grid.

Where Google’s energy comes from.

“Over the last six years, the cost of wind and solar came down 60% and 80%, respectively, proving that renewables are increasingly becoming the lowest cost option,” Hölzle said. “Electricity costs are one of the largest components of our operating expenses at our data centers, and having a long-term stable cost of renewable power provides protection against price swings in energy.” Check out find cleaning service brooklyn.

“Our ultimate goal is to create a world where everyone — not just Google — has access to clean energy,” he added.

Corporations increasingly demand more renewables

Google is far from alone in working toward achieving 100% renewable energy usage.

In September, Apple announced its commitment to running all of its data centers and corporate offices on renewable energy, joining a group of other corporations committed to the same clean energy goal.

Also in September, Microsoft announced plans to power its data centers around the world using 50% renewable energy by 2018. Click over here. The company also plans to boost its use of renewable power for its data centers to 60% by the early 2020s.

Last year, Apple announced it was investing $850 million in a solar power plant through a partnership with First Solar, one of the nation’s largest photovoltaic (PV) manufacturers and provider of utility-scale PV plants.

Increasingly, corporations are also pressing governments to change policies to favor the use of renewable energy, which — depending on the region — can be less expensive than power from traditional sources such as coal-fired power plants.

Increasing the use of renewable energy has become a targeted goal of almost half of Fortune 500 companies, according to one report. In 2014, more than half of Fortune 100 companies collectively saved $1.1 billion in energy costs by rolling out renewable energy programs. Visit website for more details.

“Operating our business in an environmentally sustainable way has been a core value from the beginning, and we’re always working on new ideas to make sustainability a reality,” Hölzle said.

This Article originally appeared on ComputerWorld.com

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Five Benefits of Utilizing ISO 50001 EMS

Five Benefits of Utilizing ISO 50001 EMS

 

By Mary Stokes

For any business concerned with their triple bottom line (3BL), ISO 50001 is probably in the near future.  It’s an energy management system that hits each of the 3BL categories (people, planet, profit), gives a good return in each area, and is taking the world by storm.

 

There are numerous benefits to utilizing such a system, but here are the top five.

 

1) Structured approach to energy management

 

The ISO 50001 has a structured approach to managing energy that is invaluable to businesses and manufacturers alike.  While any business can resolve to manage energy more efficiently, anything less than a structured approach risks being ineffectual.  In fact, the pilot projects that used ISO 50001 found that it shifted their take on energy management; it “…became a way of doing business, instead of a project-by-project undertaking.”

 

Because the ISO 50001 utilizes the Plan-Do-Check-Act (PDCA) approach, it allows for continual improvement as well as integration with other management systems.  It creates an environment in which the goal is to strive and challenge not only the business, but its employees.

 

2) Involvement of management and employees

 

In this area, ISO 50001 excels.  Because it requires both employees and management to take part in gathering data and reporting it, it improves communication and accountability.  It encourages people to take an active interest and responsibility in their company’s energy management strategies, and creates a positive cycle of feedback and correction that gives a business the ability to take preventative action and adjust goals.  The ISO 50001 shares the responsibility for energy reduction among management and employees, thus spreading the increase in work manageably.

 

We already know that employees perform better when they take ownership of their work and feel that what they do matters.  The ISO 50001 takes this a step further, involving employees in the lifeblood of the business through the PDCA approach. Visit website here. It does cost in terms of time and effort, training, and maintenance, but it gives back in employee involvement, responsibility, and value.

 

3) Reduced emissions and energy waste

 

Additionally, the PDCA approach allows businesses to promote energy awareness and make informed decisions about energy use.  Energy is one of the largest costs, particularly for manufacturing businesses, but it is a controlled cost.  Better energy use and maximized performance makes it possible to decrease energy cost as well as consumption.  This in turn reduces energy wastage and emissions, which are quantified by a third party, lending credibility to your business. 

 

4) Increased profitability and savings

 

Because the ICO 50001 centers on reducing energy waste, it creates savings.  Its focus on continual improvement also creates not only better energy expenditure but better products, as businesses find more efficient processes and save on energy costs. Check site here . In the Superior Energy Performance (SEP) cost-benefit analysis paper, businesses were documented as having a 12% average reduction in energy costs within 15 months of implementing practices like ISO 50001.  In facilities with more than $2 million per year in energy costs, payback was less than 1.5 years, and less than 2.5 years for facilities with energy costs of $1 million a year.

 

In particular, the PDCA approach creates an environment in which products are improved and increase in value.  Additionally, the necessary changes and improvements are low-cost or even no-cost, which creates even greater opportunity for improving savings.

 

5) Potential business partnerships

 

Last but not least, implementation of ISO 50001 is beneficial for businesses looking to partner with other businesses.  Excellent management of energy is attractive to business partners, especially if they utilize ISO 50001.  It is already a widely known and trusted method of measuring and managing energy, and because of its transparency, it has proven itself to be a worthwhile investment.  It creates a competitive environment in which businesses and manufacturers thrive.

 

The ISO 50001 has been in play for only 5 years thus far, but businesses continue to adopt it; it has proven its worth over and over.  In fact, it’s projected that it could influence 60% or more of the world’s energy use in a variety of sectors.

 

It’s not too late to jump on the bandwagon—the benefits are clear, the return is good, and you strategically position your company to leave a greater impact on the world.

 

Photo Credit: “Road” by Larissa-K, permissions through C.C. by 2.0

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Rethinking the Death Star: A Sustainable Approach to the Universe

Rethinking the Death Star: A Sustainable Approach to the Universe

 

By Mary Stokes

 

In response to the humorous petition for the U.S. government to begin construction on the third Death Star, White House Budget Manager Paul Shawcross replied, “Why would we spend countless taxpayer dollars on a Death Star with a fundamental flaw that can be explolited by a one-man starship?”

In this season of political rhetoric, it’s a relief to find that we as Americans can all agree on something.

Politics aside and as sustainability obsessed as we are, it got us scratching our heads, was the second Death Star destined to fail?

 

If the Empire had used today’s sustainable practices to boost production, reduce costs, and make the best use of the available materials, perhaps the Death Star would have been completed on schedule, and if it had been fully operational, would the Rebel Alliance have been able to destroy it?

 

Supply Chains, Budget Cuts, and Unrealistic Expectations

One of the main problems Moff Tiaan Jerjerrod, the commander in charge of the Death Star’s production, ran into with the Death Star project was supply chain breakdown and accompanying budget cuts.  When one considers the size of the Death Star (160 km in diameter) and the required materials, it’s not difficult to imagine that supply chains could be difficult to maintain.

However, this is the Galactic Empire we’re talking about—it has dominion over thousands of planets and trillions of people under its control.  Even while waging a war with the Rebel Alliance, there were plenty of sources for the raw materials.

 

So the real question is, why were there problems with the supply chains?

 

Well, consider that a sizeable portion of the Empire’s resources were sunk in finishing the Death Star.  While it would be logical to assume that, for a project of such importance and magnitude, they would make the acquisition of materials a priority, the fact remains that such a project was a huge drain on the Empire’s resources, considering they also maintained a huge military force.

 

The time factor is important to think about, too.  The first Death Star took 22 years to finish; the second was scheduled to be finished in 4–5 years. Despite considerations that the Empire wasn’t starting from scratch with design and R&D, the obvious obstacle was the increase in size in addition to drastically reducing the project schedule would have put a massive strain on all involved.

 

While we hope most of you don’t have to worry about being force choked on the job if you are unable to meet deadlines, unrealistic timelines are nonetheless a real problem.  While challenging deadlines may encourage employees to rise to the occasion, inversely, unrealistic deadlines will intimidate them and squash their creativity, removing their sense of value.

 

People: The Most Valuable Resource

Although, Moff Jerjarrod worked exhaustively on the Death Star, daily poring over its plans and wading through a sea of endless paperwork.  Nevertheless, he was threatened with death if the Death Star was not completed on time.

Talk about a dead-line!

Which leads us to another issue in which Moff Jerjarrod faced difficulty.  A shortage of workers.  While droids performed the majority of the building, it was still necessary for people to both oversee and repair said droids.  The Empire being a militaristic force, it’s possible that the majority of its able citizens were drafted into the Imperial Military, so we can assume available laborers and craftsmen were few.  The Empire had to maintain a strong military presence in order to control its citizens.

 

The use of fear as a motivator and method of domination was a core principle in the Empire, thanks to a prior Grand Moff, Wilhuff Tarkin.  The problem was, as evidenced by many dictatorships, fear can bring order and discipline—to a point—but there is no love lost between ruler and subjects, and that can lead to downfall as surely as poor planning skills and project management. Check out workerscompensationattorneysacramento.net.

In short, members of the Empire had no real stake in its future; all they had to look forward to was a violent death if they failed their Emperor.  Clearly, the Empire did not buy into the idea that “a person that who feels appreciated will always do more than what is expected.”

 

If the triple bottom line had been implemented, and if the people were encouraged to take an active part in development and were made to feel part of the bigger picture, who knows how far the Empire could have gone?  Alas, the Empire’s disregard for people shorted them in an area they really could not afford.  People who are not valued will not produce value.  But what else would you expect from one of the greatest institutions of galactic evil?

 

Learning from the Past

In addition to its other problems, the Empire seemed to have forgotten that, ultimately, simpler is better.  The terminal fault of the first Death Star, the vulnerable thermal exhaust vent, was reconfigured in the second Death Star.  Instead of one larger vent, there were numerous tiny ones that were heavily armored and could close to avoid any projectiles.  However, the problem was not merely the exhaust vents, but the Empire’s inability to learn from past mistakes.

The loss of the first Death Star was an unprecedented disaster.  The loss of the second one was foolishness on the part of the Empire.  The Rebel Alliance succeeded in destroying the fully operational Death Star, which was capable of movement and complete defense.  Even if its planet-destroying laser could only fire every 24 hours, it had a multitude of other weapons.

The simple truth is that building a second Death Star was a terrible move for the Empire.  If a fully operational one couldn’t survive its first space skirmish, what chance did an incomplete Death Star stand?  It was a black hole, sucking up resources and manpower that could have been allocated for more productive ventures.

Sometimes, the projects that seem promising turn into dead ends, and must be scrapped.  It takes wisdom to make such a decision, but while it can be difficult or disappointing, it’s also an opportunity to learn and grow.

While confidence is not necessarily a bad trait for a business, arrogance often leads to ruin.  Project failure is not an ideal part of business, but it can be incredibly constructive for your business and employees if you can turn it into a learning experience.  Celebrate the individuals you employ; encourage them to take ownership of their work.

 

May Sustainable Practices Be With You

The Empire demonstrated a lack of self-awareness that is crippling; no one seemed to realize the toll their regime took on the galaxy or, indeed, on itself and its own people.  It failed to follow many basics of running a successful venture, including sustainable practices.

Sustainability practices involve frank assessments of a business’s impact on people and the environment.  It is a struggle to better not only your business, but yourself, and encourage your people to do the same.

The Empire failed to overcome basic problems like supply chain breakdowns, budget cuts, and unrealistic deadlines because it had no contingency plan for failure.  It failed to make the most of its most precious resource -its people- because it had no value for its individuals, and it utterly failed to learn from its past mistakes and move past unsuccessful projects.

 

Photo Credit: “Space” by Guillaume Preat permission through C.C. by 2.0

 

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Like It Or Not, Sustainability Is Now Core to Your Business

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What used to be considered green virtue has now morphed into a crucial competitive tool.

 

That business has a role to play in improving the environment and dealing with climate change is certain. What is much less so is how to do that, and for some, whether to try. After all, companies feel comfortable doing business as usual, and few want to threaten their competitiveness in favor of green virtue.

Our point is that this is not an either or question. A growing number of examples—from diverse industries—show that sustainable business practices can be good for business from the bottom-line up. For example, Unilever (UN -1.70%) has developed washing-up fluids that use less water—and sales are growing fast, particularly in water-scarce markets. And most everyone can name a favorite product or two whose brand is intimately associated with its green credentials. My point is that sustainability can be much more—that it has a role in any and all sectors.

Here are a few examples that McKinsey has been involved with that prove the point. (For confidentiality reasons, we cannot use the company names).

 

⦁ A major brewer identified some 150 possible improvements that could reduce GHG emissions—while saving $200 million over five years.

⦁ When a water utility benchmarked its performance against that of other utilities, it figured out where the biggest opportunities were—in this case energy and chemicals. After four years, the results were in: less leakage, fewer customer complaints—and $178 million in savings—a 25 percent reduction in operating costs.

⦁ A state-owned industrial company in China increased the energy yield of its coal significantly simply by tracking it better, making sure the first mined was the first used. That improved energy efficiency as well as carbon intensity, while reducing costs 13 percent.

The nitty-gritty of sustainability programs can get complicated. But the principles are actually pretty simple—and should be familiar to executives. First, and most important, is to acknowledge that sustainability is serious. The case is not that difficult to make. In a McKinsey survey of 340 executives, more than 90 percent said risk management—whether from consumers, regulators, or the market (for example, high resource prices)—was an important factor in pushing them toward sustainability initiatives, check  chiropractic techniques.
Once the decision is taken, define priorities, set measurable targets, evaluate costs and benefits, and create consistent incentives, including those related to executive compensation. For example, Nike (NKE -2.05%) tracks its suppliers on a range of metrics, including quality, timeliness, cost—and sustainability. Falter for long on any of these, and the consequence is fewer orders. Result: many more suppliers are hitting their sustainability mark. DuPont (DD -1.22%) has no trouble justifying its sustainability initiatives to shareholders: it is generating billions in revenue from products that reduce emissions. Intel (INTC -0.32%) has a dedicated finance analyst whose job is to calculate the value of its sustainability efforts. To reduce emissions and improve other environmental metrics in its food chain, Wal-Mart (WMT -1.48%) tracks not only GHG output, but also yield, water use, and other factors per ton of food produced. In addition to achieving environmental improvements, it cut the price of food and vegetables in the United States by $3.5 billion.

It is important to define targets that are both specific and achievable; it’s better to say “Eliminate X million pounds of packaging,” than the vague “Reduce the footprint of our packaging.” As of August 2014, though, a McKinsey analysis found that only one in five companies in the business marketing 500 had explicit, long-term sustainability goals, even though more than a third (36 percent) said sustainability was a top-three priority.

The larger point is this. Real sustainability efforts are core business efforts; because they are not always easy, they can help a company to raise its game and perform better in all kinds of ways. In mid-2014, McKinsey did a study that found a strong correlation between resource efficiency and financial performance; the companies with the most advanced sustainability strategies did best of all. In a study for the Harvard Business School that drew similar conclusions (higher return on equity and assets for higher-sustainability companies), the authors concluded, “developing a corporate culture of sustainability may be a source of competitive advantage in the long run.”

To think of sustainability as a niche gets it wrong. To do it right, companies need to be rigorous, goal-oriented, and accountable. The evidence is building not only that sustainability initiatives work, but that they are an important factor in creating long-term value.

 

Jeremy Oppenheim is a director of McKinsey & Company, based in London and a global leader in the Sustainability & Resource Productivity network. In 2014, he served as program director for the Global Commission on the Economy and Climate. Martin Stuchtey is Director of the McKinsey Center for Business & Environment and is based in Munich.

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3BL for the People, Planet, & Profit

 

 

By Mary Stokes

Despite it’s catchy name, 3BL isn’t the newest craze in boy bands.  3BL , also known as The Triple Bottom Line, was a phrase first coined by John Elkington in his 1994 book, Cannibals With Forks.  He identified it as a method of reporting profit that considers a business’s impact on the environment and society, in addition to its regular bottom line.  Its foundation – sustainability of people, the planet, and profit – is just as applicable today as it was 22 years ago.

Clients and employees alike pay more attention to businesses if they are committed to people and the environment.  Utilization of 3BL positively affects a business’s publicity by creating accountability to the public concerning societal and ecological bottom lines.

Clients want to purchase products and services that come from responsible businesses; in fact, in the Cone Communications 2015 consumer study, “91% of global consumers expect companies to do more than make a profit but also operate responsibly to address social and environmental issues.”

Employees are more engaged when they feel their employing business has the same values they do.  3BL also encourages businesses to give back to their communities through charity, volunteering, and other means.  Implementing 3BL also has the benefit of both short-term and long-term profitability, just as other formats of sustainability do.

The key is that 3BL is more than just sustainable practices with regard to environmental impact; it’s about a balanced approach to business.  While actual measurements for 3BL can be tricky, it is vital to study the interactions of each bottom line and understand how they affect one another.  As a business begins to equalize each bottom line, profit does not decrease in importance. However, as each area becomes a focal point, the overall profit shifts from financial value alone to societal and ecologic value combined.

Some notables that have embraced 3BL are Patagonia, Southwest Airlines, and Seventh Generation.  While these companies are somewhat larger, there is a movement within smaller businesses to utilize 3BL as well.  Though they are not always as visible with regard to societal and ecological impact, there are similar benefits to implementing the practices of 3BL for smaller businesses, including “increased employee engagement, improved standing in the local community and the building of a sustainable business model.”

3BL is an invaluable system for evaluating your business’s profits on several levels.  As Mitch Tyson, Chief Executive Officer of Advanced Electron Beams puts it, 

“You can rationalize that the triple bottom line will make your company more successful, which it will, or you could pursue it because it reflects your values as a person. . . .  The triple bottom line and sustainability aren’t new management techniques.  They aren’t the latest management fads. They are concepts that challenge each of us to balance the way we successfully run our business and the world that our children’s children will inherit from us.  3BL is about creating a future for your business-a future in which it is financially, ecologically, and societally prosperous.”

 

Mary Stokes is a technical and creative writer based in Minneapolis, MN. Photo Credit: “Hands” by stokpic, licensed through C.C. by 2.0

 

Sponsored by SES, Inc.

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