Inovace a podnikání 4 Sociální a environmentální udržitelnost

Inovace a podnikání 4 Sociální a environmentální udržitelnost

Inovace a podnikání 4
Sociální a environmentální udržitelnost
Anna Kadeřábková
[email protected]
Co se dozvíte
• Nároky environmentální udržitelnosti na inovace
• Jak různé typy inovací mohou zlepšit udržitelnost • Na jakých úrovních je možno vytvářet udržitelnou inovaci: zlepšením stávajících aktivit, otevřením nové příležitosti pro firmu, systémovou změnou
• Hlavní výzvy při posunu k udržitelně založené inovaci
Toolbox
1. Udržitelnost jako hrozba a příležitost
• Udržitelnost se stává klíčovým faktorem inovací, představuje hrozbu i příležitost
• Hrozba: rostoucí zdrojová náročnost globální ekonomiky
• Příležitost: významný tržní potenciál v nabídce zelených produktů a služeb (až 3 % HDP), nových trhů dosud nevyužitých (opomíjených, nedostupných)
SDGs
Evoluce udržitelnosti
1980s
Zdraví a
bezpečnost
Počátek 1990s
Environmentální management
Konec 2000s
Udržitelné trhy
1970s
Management
kvality
Konec 1990s
Zdraví,
bezpečnost,
ekologie
Počátek 2000s
Trojí firemní
odpovědnost
Evoluce odpovědnosti
1980s
Filantropie
1970s
Akcionáři
Počátek 1990s
Firemní správa
Konec 1990s
Zapojení
stakeholderů
Konec 2000s
Odpovědná
konkurenceschopnost
Počátek 2000s
Firemní
odpovědnost
Fáze CSR
Transformační
Strategická
Defenzivní
Věk
zištnosti
Věk
filantropie
CSR 2.0
Charitativní
Věk
Propagační
managementu
Věk
marketingu
Věk
odpovědnosti
fáze 1 – Defenzivní: věk zištnosti, deriváty 1970s ‐ finanční krize 2008
fáze 2 – dobročinná: věk filantropie, CARNegie (GOSPEL OF WEALTH) – buffet (THE GIvING PLEDGE)
fáze 3 – CSR podpory prodeje (CSR=PR): věk marketingu, 1965‐2007
fáze 4 – fáze strategická: věk managementu, 1977 (Sullivanovy principy) – 2010 (iso 26000)
při řešení sociálních a ekologických problémů
pro dosažení masivního impaktu (scalability)
Kreativita,
inovace
lokální kontext a univerzální principy
Glokalizace
Možnost
expanze
transformační a transparentní
Systémová
reakce
Kruhová
ekonomika
Charakteristiky modelu CSR 2.0
obnova lidského, sociálního, environmentální
ho kapitálu
2. Typy udržitelných inovací
• Inovace vedená udržitelností (sustainability‐led innovation) zahrnuje změny napříč inovačním prostorem – v produktech/službách, procesech, pozicích a paradigmatech
• Produkty/služby: zelené produkty, design pro ekologičtější výrobu a recyklaci, modely služeb nahrazující spotřebu/vlastnictví
• Procesní inovace: zlepšené a nové výrobní procesy, štíhlé systémy v organizaci a v dodavatelském řetězci, ekologická logistika
Typy udržitelných inovací
• Inovace pozice: rebranding organizace jako ekologické, uspokojení potřeb vyloučených komunit (např. v základně pyramidy)
• Inovace paradigmatu/změna business modelů: změna na systémové úrovni, multi—organizační inovace, servitizace
(přesun od výroby k důrazu na služby)
3. Úrovně udržitelných inovací
• Udržitelné inovace mohou zahrnovat malé změny (zlepšení –
děláme to lépe) a radikálnější změny
• Úrovně realizace udržitelných inovací zahrnují
– Optimalizaci operací
– Transformaci organizace
– Systémovou změnu
Přístup
Cíl inovace
OPTIMALIZACE OPERACÍ
EKO‐
EFEKTIVNOST
Dodržení regulací, efektivnost
Zlepšování (stejné věci dělat lépe)
Výsledek Snižuje škody
inovace
Vztah inovace k firmě
TRANSFORMACE
ORGANIZACE
NOVÉ TRŽNÍ PŘÍLEŽITOSTI
Nové produkty, služby, byznys modely
Prospíváme děláním nových věcí
Vytváří sdílenou hodnotu
Postupná zlepšení Zásadní změna v v běžné praxi zaměření firmy
(business as usual)
VYTVÁŘENÍ SYSTÉMŮ
SPOLEČENSKÁ ZMĚNA
Nové produkty, služby nebo byznys modely, které není možno realizovat izolovaně
Prospíváme děláním nových věcí s ostatními
Vytváří čistý pozitivní impakt
Přesahuje hranice firmy a táhne institucionální změnu
3.1 Optimalizace operací
• Definice: Dodržování regulací nebo optimalizace výkonnosti díky zvýšené efektivnosti
• Charakteristiky: Organizace aktivně snižuje stávající ekologické a sociální dopady bez zásadní změny byznys modelu („méně škodí“)
• Inovace jsou inkrementální, řeší jeden problém v čase, upřednostňují nové technologie při zachování stávajícího byznysu („technofix“)
• Inovace jsou vnitřně orientované ve vývoji a výsledku, spoléhají na vnitřní zdroje firmy, inovace se soustřeďují na samotnou firmu s hlavním cílem snížit náklady nebo maximalizovat zisky
• Příklady: kontrola znečištění, pružná pracovní doba, snížení odpadů, energeticky úsporné osvětlení, využití obnovitelné energie, snížení spotřeby papíru, snížení obalového materiálu, snížení spotřeby surovin, odstranění nebezpečného odpadu, optimalizace velikosti produktu pro dopravu, zavádění hybridních vozidel, doručovací obaly pro více použití
3.2 Organizační transformace
• Definice: Vytváření často disruptivních nových produktů a služeb, udržitelnost je považována za tržní příležitost
• Charakteristiky: Organizace může získat prospěch díky udržitelnosti (doing good)
• Získání nových trhů s novými, ekologickými produkty
• Nové byznys modely, které vytvářejí hodnotu díky produkci obnovitelné energie nebo snížení chudoby
• Menší důraz na vytváření produktů, větší důraz na způsob jejich dodání
• Příklady: nové produkty, které mění způsoby spotřeby, dotace produktů (levnějších modelů) pro rozvojové země, nové produkty pro zlepšení života v rozvojových zemích
Vědomý kapitalismus
• AUTENTICITA
• PŘIROZENÁ AUTORITA
• STORYTELLING
INTERAKTIVNÍ KOMUNIKACE V RADIKÁLNÍM MANAGEMENTU
Tvorba sdílené hodnoty: vytvoření ekonomické a tím i sociální hodnoty (Kramer, Porter)
Cause promotion = podpora
sociálního tématu poskytnutím
zdrojů na reklamu
Cause-related marketing:
spojení darů/příspěvků pro charitu s
prodejem produktů
Korporátní sociální marketing =
podpora společensky prospěšné
změny chování
Marketingové sociální iniciativy
Marketingové sociální iniciativy
VIDEO
PDF
Změna chování
1
INTRODUCING GREENDEX 2014: ENABLING BEHAVIOR CHANGE
3.3 Systémová změna
• Definice: Spolupráce mezi mnoha organizacemi, která vytváří pozitivní dopad na lidi a planetu
• Charakteristiky: Ekonomická aktivita je součástí společnosti, organizace jako systémy mohou být udržitelné, jsou vzájemně propojené napříč odvětvími nebo oblastmi
• Příklady: Kruhová ekonomika (průmyslová symbióza), B korporace
Nevhodné pobídky a
regulace
Nedostatečná
odpovědnost
Vedení s důrazem na
finanční výnos
Společenské problémy
Nevhodné investiční
toky
Správné
aspirace
Nové business
struktury
Pravdivé
účetnictví
Pravdivé
výnosy
Blahobyt
stakeholderů
Pravidla hry
Plná transparentnost
Transformace
vzdělávání
Udržitelná
příroda
Dlouhodobý
horizont
Průlomový kapitalismus
4. Výzvy udržitelnosti pro management inovací
• Na vyšších úrovních inovací (organizace, systému) vyžaduje udržitelnost nové postupy
• Do rozhodování o volbě a zavádění inovací je nutno zavést prvky odpovědné inovace (= součást výzvy dynamických schopností)
Aplikace
NEW INFRASTRUCTURE, DESIGNS AND MODELS
The circular economy calls for new
thinking and significant change. For
businesses, this might mean
creating infrastructure to enable
more recycling.
For example, aluminum producer
Novelis promotes consumer recycling
of aluminum cans to help ensure a
sound supply of used aluminum crucial for the company to meet its
goal of using 80% recycled aluminum
inputs by 2020.
Coffee capsule producer Nespresso
has introduced 14,000 collection points
in 34 countries and doorstep collection
in 15 countries to collect capsules for
recycling.
For some businesses, circular
economy goals can be achieved by
re-designing products and services.
For example, Philips started selling
lighting as-a-service to cities and large
corporate customers to manage their
energy use and to boost end-of-life
collection rates.
Google is currently developing ProjectAra a modular smart phone that enables people
to replace individual modules to upgrade or
repair their phones, rather than replace the
entire device. Dell is experimenting with
the use of bamboo, mushrooms and
wheat straw to create green packaging
that is renewable and biodegradable.
A CULTURE OF MAKING
STUFF LAST LONGER
End-consumers too are becoming
more conscious about the waste
they produce. The popularity of
peer-to-peer platforms and social
media projects is helping fuel a
slow shift away from today's
use-and-throw culture.
Platforms like eBay (and its local
variants), Yerdle (funded in part by
Patagonia) and Stuffstr (recipient of the
Target Award at Sustainable Brands
'15) encourage people to repair, re-use,
resell, recycle or donate their stuff.
Cosmetics maker LUSH is piloting the
use of Social Plastic for packaging plastic that has been recycled by
The Plastic Bank and sourced from
pickers in disadvantaged communities.
Levi Strauss minimizes the number
of materials used in its Dockers
Wellthread products to enable
easier recycling.
Social media projects promote zero
waste lifestyles (Tedx: Why I Live a
Zero Waste Life) and minimalist
fashion (Project 333).
Businesses are also investing in
local municipal projects to keep
recyclables out of landfills and
return them to the economy
Examples of initiatives include Closed
Loop Fund and Marks & Spencer's
investment in Somerset County.
In addition to saving on material
costs, recycle programs can also
unearth new streams of savings
or revenue.
In addition, communities like iFixit
support people who want to repair their
stuff with free how-to-guides.
For example, telecom provider Sprint
avoided $1 billion in costs by using
remanufactured phones as replacement
devices in its handset insurance
program. Electronics retailer Best Buy
has collected 1 billion pounds of
electronics and appliances for recycling
at its stores, on behalf of electronics
manufacturers and recyclers.
The Novelis evercan™ uses
90% of recycled aluminum and
is the world's first certified high
recycled content aluminum
can sheet
A preview of Project Ara, a
modular smart phone by
Google, inspired by Phonebloks
Yerdle: How Many Items in the
Average Home? 300,000!
Section II : Five Disruptions in Action | Maximize Resources
73
RECOGNIZING THE VALUE
OF “IDLE ASSETS”
NEW MODELS OF
CONSUMPTION
BUSINESS TO BUSINESS
MARKETPLACES
The sharing economy builds on the
concept that our unused stuff is
potentially valuable to others.
Businesses are responding to
people’s willingness to “share” or
“access” by offering new, flexible
formats of consumption. This is
especially evident in the travel and
fashion industries.
In travel, businesses, and even cities,
offer subscriptions to car-sharing
(Zipcar in North America and Europe)
and bike-sharing services (Vélib'
in Paris).
The popularity of peer-to-peer
marketplaces is inspiring similar
online marketplaces for
B2B exchanges.
In fashion, online websites offer
rentals to individual clothing items
and accessories, and even monthly
subscriptions to entire catalogs.
Some businesses are also creating
their own networks - the newly
established Materials Marketplace
enables 20 businesses in the United
States to exchange and re-use
industrial by-products.
Over the last few years, people have
rented out everything from their spare
bedrooms (Airbnb) and spare seats in
their car (BlaBlaCar) to idle sporting
goods (StokeShare).
The chase to identify and monetize
more “idle assets” has led some
people to their rooftops. Rather
than letting their roofs 'stay idle,'
people can use them to generate
solar energy.
This energy can power their houses
and lower electricity bills, or be sold to
solar grids, to generate income. To
promote more people to switch to
solar, some companies (like SolarCity)
offer to front the cost of installing the
solar panels.
For example, LE TOTE sends
subscribers a ‘tote’ full of clothing to
wear for a few days - people can buy
clothes that they want to keep and
return the rest to receive a
new collection.
For example, Floow2 enables sharing
of business equipment (such as
construction machinery and mobile
MRIs) and services.
Airbnb - the largest marketplace
for accommodation, with 1.5
million listings in over 190
countries
LE TOTE - Always have
something new to wear
In the physical world, a store in Athens
called Skoros allows people to give or
take used or unused clothes and
goods, to promote a spirit of
anti-consumerism.
Section II : Five Disruptions in Action | Maximize Resources
75
PRE-LOVED, SALVAGED, REFURBISHED, UPCYCLED!
Artists are the natural champions of
the upcycling movement, finding
used or vintage products and
re-working them to create pieces
of art.
Communities like Remade in Britain
and, to some degree, Etsy offer a wide
variety of upcycled ware - ranging from
clothing and accessories to furniture
and 'unique gifts.’
Some designers have also built
businesses that specialize in selling
products made from extra materials
“rescued” from factories and
manufacturers (like Looptworks).
CREATING NEW PRODUCTS
AND SOCIAL GOOD
Southwest Airlines demonstrated the
potential of upcycling to create more
than just new products, with project
LUV Seat. The airlines spent a year
determining the best use of its stock of
43 acres of old leather seats, and
finally decided to use it for social good.
Some of the leather was donated to
workshops in Africa, where
disadvantaged people were taught
how to convert it into footballs, shoes,
bags and wallets.
Project LUV Seat: Southwest
Airlines upcycled old leather
seats and added value to
communities in Nairobi, Kenya,
Malawi and the United States
These in turn were donated to local
non-profits. Some of the leather was
also given to Looptworks, to create
premium duffel bags, tote bags and
backpacks.
Section II : Five Disruptions in Action | Maximize Resources
77
PURPOSE, PEOPLE AND
BUSINESS
THE BUY AND GIVE MODEL
A clear purpose can provide a
strong narrative to a brand's story
and can act as a compass for its
vision and future goals.
Shoe-brand TOMS launched a
movement in 2006 with its Buy 1, Give 1
model - for every shoe it sold, TOMS
committed to giving a pair to someone
in need.
U.S. retail pharmacy CVS is a great
example. The company recently
demonstrated its commitment to the
healthcare business by changing its
name from CVS Caremark to CVS
Health, and by removing all tobacco
products from its shelves. CVS invited
smokers to quit with them and
mobilized thousands to try out smoking
cessation products and counselling.
Three months after it stopped selling
tobacco, CVS posted a 13% revenue
growth (for Q42014).
Similarly, food chain Panera Bread’s
commitment to good food has led it to
publish a No-No List of ingredients it
intends to phase out.
People can play a key role in
helping a brand fulfill its purpose.
For example, Starbuck’s community of
employees and customers help it meet
its ambitious goal of 1 million hours of
community service per year.
Ikea is realizing its sustainability goals
by providing people with access to
affordable energy-saving LED lighting
products - in fact, Ikea just completed
its switch to LED-only lighting
inventory.
TOMS expanded this model to its
subsequent businesses, and other
companies like Skechers followed suit.
The model has been tremendously
popular amongst consumers - it
guarantees that every purchase is
linked to an act of social good. But the
scale of success - millions of shoes
donated - raised a serious concern.
For some organizations, the original
Buy 1, Give 1 model might actually
be appropriate - at least for now.
A year after it stopped selling
tobacco in stores, CVS
conducted a study to determine
the impact of their decision on
sales of cigarette packages and
nicotine patch packages across
U.S. retailers
For example, social enterprise
Mealshare donates a meal for every
qualifying dish bought at participating
restaurants. Student-lending
marketplace Common Bonds funds the
education of a child in a developing
nation for every degree funded on
its platform.
Flooding disadvantaged markets with
free shoes would harm local shoebusinesses, and doesn't address the
core issues driving poverty in
those markets.
The model has thus evolved to Buy and
Give - with donations varying to meet
different needs. For example, TOMS'
eye-wear business now gives sight by
covering the cost of glasses, sightrestoring surgery or medical treatment,
and its coffee business gives safe water
to people in need.
Similarly, eye-wear seller Warby
Parker supports NGOs that provide
training in eye-care and affordable
glasses. Waterless car wash Wype
donates $1 to Charity:Water for
every transaction.
https://www.cvshealth.com/impact
-of-tobacco-removal/
Section II : Five Disruptions in Action | Create Positive Handprints
83
SOCIAL DEVELOPMENT:
AN INVESTMENT
TECHNOLOGY: A CATALYST
Shared value programs can be
extensive and cover vast operations
and geographies.
New technologies can help
accelerate the speed and scale of
social development.
Nestle has developed 38 CSV
commitments, accompanied by
policies, standards and auditing to
ensure compliance.
For example, mobile banking service
M-PESA, developed by Vodafone,
makes financial services more accessible
especially in rural areas. M-PESA has
been most successful in Kenya, where
20 million people use it to send and
receive money and to pay bills.
CSV programs are often designed
for long-term benefit.
Technology has also enabled large
scale peer-to-peer lending
across geographies.
Another example is Cisco whose
Networking Academy program trains
1 million people every year in ICT
skills, to help meet the demand for
ICT professionals. Cisco provides
course curriculum and learning
tools to educational institutions
in 170 countries and has reached
5 million students since the
academy's inception.
Last year, the HP Company
Foundation launched a five-year
partnership with Kiva to encourage HP
employees to get involved. The
foundation provides $25 credits to
HP's employees to lend to borrowers.
150,000 HP employees have
participated and have lent a total of
$9.7 million. (Via: Sustainable Brands'
The New Financial Metrics)
An overview of HP's Matter to a
Million program, it's partnership
with Kiva that encourages HP
employees to make microloans
to entrepreneurs
Since 2005, Kiva has enabled 1.3
million lenders to make micro-loans to
1.7 million borrowers in 83 countries.
Section II : Five Disruptions in Action | Create Positive Handprints
85
IN PURSUIT OF
POSITIVE IMPACT
TRANSFORMING
“OUR” FOOTPRINT
Dell embarked on its Net Positive
journey with research studies to
evaluate the potential of technology,
and guide its own - and its clients' investments in infrastructure and IT.
In its commitment to be People and
Planet Positive, Ikea considers the
footprint of its products all the way
from forests and fields, to its own
operations and the homes of
its customers.
For its first study, Dell partnered with
the Arizona State University to
understand the social, economic and
environmental benefits of online
learning, in terms of the graduate's
future earning potential, decreased
dependency on state welfare, and
footprint savings on travel and
university infrastructure.
Dell is now studying the benefits of its
own flexible work policies, and will
soon expand its methodology to
healthcare, logistics and
municipal operations.
With goals to be resource and energy
independent by 2020, Ikea is investing
heavily in renewable energy,
purchasing and managing its own
forests, and sourcing raw materials
from more sustainable sources. Ikea is
also introducing products that are
more energy and water efficient,
and products that help reduce or
sort waste.
Dell technology enables the
design and production of
sustainable products, like Green
Toys, which has recycled 24
million plastic milk containers to
create sustainable toys
Steve Howard, Chief Sustainability
Officer at IKEA Group discusses
the goal of becoming Forest
Positive by 2020.
Section II : Five Disruptions in Action | Create Positive Handprints
87
INNOVATION CHALLENGES, FUNDS AND COMMUNITIES
OPEN SOURCE
TECHNOLOGIES
Businesses are increasingly
crowdsourcing ideas around
sustainability.
With the dangers of climate change
upon our doorstep, we need as
many people as possible working
on new technologies. So when it
comes to young clean technology patenting might not be the
best approach.
GE’s open innovation challenges still
continue today, promoting energy
efficient technologies and affordable
health solutions.
Brands also partner with innovation
communities like Ashoka,
OpenIDEO and Greenathon, and
sometimes sponsor hackathons.
These events bring together software
developers, academics and other
experts to find answers to social
challenges in a limited amount of time.
Similarly, Unilever asks innovators to
focus on a specific set of challenges
and wants, such as better packaging
and water-efficient shower
experiences.
Mahindra inspires (and funds) Indians
to become social entrepreneurs with
its general Spark the Rise challenge
and its more-focused Rise prize.
H&M just announced a $1 million prize
for innovations that help close the loop
for fashion.
Coca-Cola, Dell, HP and several other
brands have organized innovation
challenges to encourage young minds
to address today's issues (more in our
People's Insights report on
Collaborative Social Innovation).
Indeed, Tesla decided to open its
electric car patents to accelerate the
industry's shift to electric cars.
The $1 million Mahindra Rise
Prize incentivizes people to
invent solar solutions tailored
for the everyday Indian
Soon after, Ford offered a licensing
option for its electric car patents, and
Toyota opened up patents around its
hydrogen fuel cell technology.
Challenges can vary greatly from
finding solutions for Cairo’s traffic
problems to helping reduce food
waste. In addition to funding,
businesses can offer innovators
a chance to pilot or scale
their inventions.
For example Coca-Cola Founders
program invites entrepreneurs to come
up with ideas that can leverage CocaCola's global infrastructure.
Another technology that has
benefited from the lack - or rather,
lapse - of patents is 3D printing.
3D printing technology was invented in
the '80s but only proliferated last year
when its original patents expired. The
technology is now largely open-source,
much more affordable and very
sustainability-friendly. 3D printing
eliminates the majority of waste from
the production process, and one of
its printing materials is recycled
plastic waste.
The Plastic Bank created the
world's first 3D printing filament
from ocean plastic, and made
the technology open source
Section II : Five Disruptions in Action | Collaborate Across Boundaries
93
STEWARDSHIP
PROGRAMS
CO-OPETITION
POWER OF
PEOPLE
Partnerships are vital to developing
global stewardship and advocacy
programs.
Beyond working with experts and
organizations, businesses are
partnering with each other to drive
industry-wide progress and to
shape their entire supply chains.
Most actions involved in sustainable
development are complex and take
years to implement. At the other end
of the spectrum, some actions are
straightforward and simple - easy
for everyone to do, but not
yet sustainable.
After fifteen years of working with
Conservation International, Starbucks
now gets 99% of its coffee from
ethical sources.
For example, businesses in the
apparel industry are collaborating to
reach zero discharge of hazardous
materials (ZDHC) and grow cotton in
a more sustainable manner (Better
Cotton Initiative).
Today, water conservation and
stewardship programs are a
key focus.
For example, Heineken is working with
the United Nations Industrial
Development Organization (UNIDO) to
develop water stewardship initiatives
at breweries in water-scarce regions.
Coca-Cola and WWF have
co-developed water sustainability
goals for 2020. Levi Strauss & Co.
is working with Water.org to raise
awareness about water issues,
inviting people to Go Water<Less™.
Public private partnerships benefit
both sides. Businesses offer the
expertise, and cities offer the
chance for implementation.
A good example is IBM's Smarter
Cities Challenge. Since 2010, IBM
experts have worked on-ground in 116
cities, to find ways to make the cities
smarter and more effective.
Take for example the ALS Ice Bucket
Challenge. In 2014, a small group of
friends created videos challenging
each other to donate money to find a
cure for ALS or throw a bucket of ice
water on themselves.
They are also developing measures for
the supply chain (Sustainable Apparel
Coalition), and investing in building
safer factories (Bangladesh Accord),
to name a few.
By the end of the summer, 17 million
people had uploaded videos of
themselves taking the challenge and
3 million had donated to the ALS
Foundation. The Foundation received a
record $100 million in donations in
August 2014, up from the $2.8 million it
received at the same period in 2013.
Beyond apparel, companies like
PepsiCo, Red Bull, Coca-Cola and
Unilever collaborated to create
Refrigerants, Naturally! to reduce
greenhouse gas emissions from their
point-of-sale refrigerators and freezers.
Separately, in 2015, British citizen
Thom Feeney created a crowdfunding
campaign, the Greek Bailout Fund,
to help Greece pay off its IMF loan
installation of €1.6 billion. If every
resident in the E.U. donated €3,
he speculated, the campaign would
meet its goal. In the next 8 days,
108,000 people pledged €1.9 million
to the fund. Not nearly enough - but a
strong indicator of the power of people.
Independent organizations like The
Sustainability Consortium, The
Partnering Initiative and Forum for
the Future help drive business
collaboration for sustainability.
These early successes indicate an
opportunity for sustainability
leaders to harness the power of
people, and also a challenge how can we make this behavior
more frequent and reliable?
Starbucks' 15 Year Journey to
100% Ethically Sourced Coffee
by Conservation International
The Better Cotton Initiative (BCI)
is supported by global brands,
large farms and environmental
organizations. 11% of the world's
cotton is now Better Cotton grown with less pesticides and
less water.
Here's How the ALS Ice Bucket
Challenge Actually Started by TIME
Section II : Five Disruptions in Action | Collaborate Across Boundaries
95
ENABLING NEW
BEHAVIOR
MAKING IT COOL
Marks & Spencer asks people to
“Shwop,” that is, to donate an item of
clothing or an accessory every time
they purchase something new from
Marks & Spencer. People can drop off
items at Shwop Drops which are now a
permanent fixture at Marks & Spencer
stores in the UK. These items go to
Oxfam who resells them, sends them
to developing countries or recycles
them to ensure the items stay out
of landfills.
Businesses and celebrities are
using the power of their brand to
create excitement and unlock
purchase intent around
sustainable products.
Similarly, H&M and Uniqlo too have
global garment collection and
recycling initiatives.
Similarly, musician Pharrell Williams
has released a line of denims made
out of recycled plastic, and musician
will.i.am partnered with Coca-Cola
to launch Ekocycle - a range of
products made from recycled plastic
and aluminum.
For example, Adidas recently
introduced a concept shoe created out
of plastic salvaged from the oceans.
The shoe looks great and has received
significant media coverage and
positive feedback.
Some brands, like Heineken,
ask people to buy less - to
encourage more responsible use
of their products.
Heineken launched a movement to
make moderate consumption cool
with campaigns like Sunrise
('Sunrise belongs to moderate
drinkers') and Dance More,
Drink Slow with DJ Armin
Van Buuren (nights are more
enjoyable when you are in control).
Marks & Spencer explains the
concept of Shwopping
Pharrell Williams presents RAW
for the Oceans
Nike collects worn out shoes,
shreds them and re-uses them in
new products.
Patagonia encourages people to swap
clothes directly amongst themselves,
through in-store events, apps like
Yerdle and even on eBay.
Section II : Five Disruptions in Action | Change Behavior
101
ENGAGING
EMPLOYEES
POSITIVE REINFORCEMENTS
Initiatives that help people save or
earn money can be quite effective.
Starbucks offers customers a 10 cent
discount for using their own re-usable
tumblers or mugs for beverages, and
has seen tremendous success. But it
has struggled to boost customer
adoption beyond 2% - proving just how
difficult it can be scale up behavior
change.
It helps if the pay-off is higher.
For example, Recyclebank and Keep it
Clean collect people's recyclables and
reward them with points which can be
redeemed for shopping vouchers.
Opower analyzes people's energy
consumption, and compares it against
their neighbors and neighborhoods.
This tactic has encouraged people to
reduce their energy consumption by a
total of 6 terawatt-hours for total
savings of $1 billion.
WaterSmart replicates the Opower
model, but focuses on water. As home
automation picks up, this model could
be applied to more specific areas
of consumption.
Chevrolet Volt encourages people to
drive in a fuel-efficient manner with a
widget on the car's dashboards.
Drivers know they are driving well, in
real-time, if a green ball stays in the
center of a rectangular gauge. Honda,
Nissan and Ford offer similar features
in their cars.
Other interesting models include the
Speed Camera Lottery which seeks to
reward drivers that are obeying speed
limits (instead of penalizing
bad behavior).
Some companies use gamification
to engage employees around
sustainability and CSR.
WeSpire builds employee social
networks to support corporate
initiatives and promote positive
impacts. The WeSpire dashboard lets
employees track their own resource
consumption or CSR actions, compare
this against their peers and see who is
leading in the group.
MGM Resorts International uses this
platform to encourage green actions
among its employees and to organize
competitions between its 17 resorts.
The company has tracked considerable
positive impact - 19,500 employees
(about one-third) have participated and
carried out 1.4 million green actions. To
reward these actions, participation is
linked to the employee bonus pool.
Alex Laskey, Founder of
Opower, explains how
behavioral science can lower
energy bills
WeSpire inspires employees
and organizations to drive
measurable, positive impact
Section II : Five Disruptions in Action | Change Behavior
103
There is a close link between what our
business is, what our stakeholders expect
from us, and where we focus our efforts.
Our CSR strategy is aligned to support our
business for the short, mid and long term,
and to do so in an authentic and credible
way. We can solve the big issues of our
time only through partnerships.
Partnerships offer an amplifier effect,
where one plus one equals three.
Tackling Water Scarcity
Worldwide:
A partnership between
HEINEKEN and the UN
Industrial Development
Organization
- Michael Dickstein, Heineken
Göss Brewery in Austria:
The world's first large brewery
with net zero CO2 impact
Dance More, Drink Slow:
An experiment promoting
moderation, with DJ Armin
van Buuren
Wieckse Beer:
Produced entirely by Solar Energy
from 3,000 panels on the rooftop of
the brewery in Den Bosch,
Netherlands
Section II : Five Disruptions in Action | Change Behavior
105
FOSSIL FUEL DIVESTMENT
TRANSITION TO A
LOW-CARBON ECONOMY
The United Nations is pushing
governments to peak their carbon
emissions in the next few decades,
and is supporting an activist-led
movement to Go Fossil Free.
Industries as diverse as energy,
transport, steel, built environment
and food & beverage are investing
in projects to increase their energy
efficiency and lower emissions.
Activists are targeting big businesses,
funds and prominent individuals to
freeze any new investment in fossil
fuel companies and to divest from
fossil fuel equities and bonds.
For example, steel companies such as
China Steel and Arcelor-Mittal are
working with carbon recycler
LanzaTech to capture carbon rich
waste gases produced in the
manufacturing process.
The movement scored a big win
earlier this year with Norway’s
Government Pension Fund Global
agreeing to divest $8.4 billion from
coal companies.
People-led movements are catching
steam in other areas related to
climate change.
In 2015, 900 Dutch citizens and the
Urgenda Foundation successfully sued
the Dutch government for not taking
enough measures to prevent
climate change.
LanzaTech converts this waste into
biofuels and chemicals, and also uses
the carbon to create plastic, nylon
and rubber.
Some companies are creating
circular economies to meet some
of their energy needs.
For example, the Ben & Jerry’s factory
in the Netherlands converts ice-cream
waste into biogas, which powers the
production of more ice cream.
Similarly, Heineken’s Göss brewery
in Austria uses spent grain to
create biogas. Nestle Water is
currently building a biogas plant in
Switzerland, which will be partially
fuelled by used coffee from sisterbrands Nescafe and Nespresso.
LanzaTech recycles carbon for a
cleaner tomorrow. In addition to
creating biofuels, LanzaTech
sequesters carbon into new
products like plastics and rubber
promoting a circular economy.
Six major oil companies recently wrote
an open letter to the United Nations,
urging a global system to price carbon
and offering their expertise as support.
Businesses are also engaging policy
makers to introduce global standards
and policies.
Concerned citizens gathered at 450 events in 60 countries to show their solidarity for
the fossil free divestment movement (photo: 350org on Flickr)
Section II : Five Disruptions in Action | Make Clean Energy
TOWARDS BETTER
ENERGY STORAGE
MAKE YOUR OWN ENERGY
Business that are leading the pack
include large retailers like Walmart,
tech giants like Apple and Google,
and partners of the RE100
movement like Marks & Spencer,
Ikea, Unilever and Infosys.
These businesses have visions
to go 100% renewable across
their global sites.
They are achieving this through a mix
of procuring clean energy, installing
solar panels on their rooftops,
operating their own wind turbines,
investing in solar and wind farms,
and - depending on their locations setting up geothermal and
hydropower projects.
Some, like Infosys, are also
investing in carbon offset initiatives
to achieve ambitious carbon
neutral goals on schedule.
Companies like UGE and SolarCity
help businesses, organizations and
governments develop their own
clean energy infrastructure.
The global aviation industry is also
inventing and investing in alternate
sources of energy, as airlines seek
to reduce their emissions.
Batteries that are good at storing
energy - and particularly solar
energy - can play a huge role in
the future of clean energy.
Cathay Pacific and United Airlines
have invested in biofuel producer
Fulcrum, which converts waste into
low-carbon biofuel.
Companies like Solvay are pushing
the boundaries of today's batteries
with projects like Solar Impulse 2.
British Airways is building a similar
plant to convert waste into biofuel.
Virgin Atlantic is developing a jet
biofuel that uses recycled carbon.
Tesla is leveraging its know-how in
electric car batteries and moving into
the energy storage space with batteries
that look good and are simple to use.
These batteries are available for both
industrial and residential use and can
store solar and also conventional
energy. This could open up new
opportunities for utility companies
who can use the storage for backup
power, load shifting or peak
load management.
Brazilian airline Gol and Lufthansa are
experimenting with fuels that are
blended with farnesane, a renewable
fuel developed from sugar cane.
Southwest Airlines and FedEx Express
are purchasing low-carbon fuel
developed from woody biomass. Some
companies are also conducting early
stage experiments in the future of
clean flight - with electric-powered
planes (Airbus E-Fan) and solarpowered planes (Solar Impulse).
Mercedes-Benz and Daimler AG have
also announced their entry into energy
storage with solutions for personal use
and for small business use.
Solar Impulse 2 is an aircraft
powered only by the sun. It is
attempting the First #RoundThe-World Solar Flight, to prove
that the impossible is possible.
Solar Impulse 2 has made it
halfway to Hawaii, but due to
damaged batteries
will recommence flight in 2016.
In May 2015, Tesla Introduced
Tesla Energy with Powerwall
and Powerpack - residential and
industrial batteries that can store
solar or conventional energy at
peak sunlight or at lowest utility
rates - for use during peak hours
and evenings.
Section II : Five Disruptions in Action | Make Clean Energy