SPLC Case Study Library

Organization: Aflac

Contact: Japen Hollist

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Abstract:

In the summer of 2012 Aflac launched several RFPs in both Information Technology and Marketing that resulted in the replacement of incumbent diverse suppliers with non-diverse suppliers. The drop in diverse spend was an unintended consequence. Upon realizing the impact of these changes, Aflac executives devised several strategies to identify, mentor, and maintain a diverse supply base. This case study chronicles lessons learned from one of those strategies, hosting Aflac’s first Supplier Diversity Summit. Together, Aflac’s strategies resulted in an improvement from 4% diverse spending in 2012 to 10.8% in 2015, without compromising on cost competitiveness or performance satisfaction.

2019 SPLC Leadership Award Winner – Best Overall Program

Organization: Air Liquide

Contact: Feng Zheng, Sustainable Collaborative Procurement Manager, Air Liquide and Shui Mahieu, Sustainable Procurement Manager, Air Liquide

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Abstract:

The Group Air Liquide attaches great importance to the ability of its suppliers to offer long-term partnerships and to ensure a high level of safety, reliability, competitiveness and innovation, while guaranteeing that Ethics, Human Rights and Sustainable Development are taken into account.

Since 2009, the Group has been collaborating with EcoVadis to deploy its worldwide Sustainable Procurement (“SP”) Program, governed by a Group Procedure GP08 covering comprehensively all its geographies and business units.

Organization: Apex Clean Energy

Contact: 

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Abstract:

In a first-of-its-kind transaction, a 345 MW behind-the-meter corporate power purchase agreement (PPA) will supply renewable energy from an Apex Clean Energy (Apex) wind farm in late-stage development to a planned large-scale hydrogen facility. The wind facility (the Project) will power a co-located green hydrogen plant owned by Plug Power (Plug).

The hydrogen plant, which is being co-developed by Apex and Plug Power, will be the first and largest wind-supplied hydrogen project in the United States and the largest onshore wind-powered green hydrogen project across the globe.

The transaction’s unique structure allows the Project to directly deliver clean energy to the hydrogen facility while providing grid interconnection for additional power needs; the Project provides enough renewable energy credits to ensure that all power consumed by the hydrogen facility is paired with environmental attributes—ensuring cost-competitive, zero-emission hydrogen production at the facility.

As the clean fuels sector continues to flourish, there will be ample opportunity for other companies to structure transactions similarly for cost-competitive green hydrogen production.

2017 SPLC Leadership Award Winner – Business Case

Organization: Apex Clean Energy

Contact: Melissa Peterson

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Abstract:

Cotton Plains Wind and Phantom Solar (collectively, the complex) is a combined 65.8 MW hybrid renewable energy generation facility originated by Apex Clean Energy (Apex) that will supply energy to U.S. Army Garrison Fort Hood (Fort Hood) in Killeen, Texas. Cotton Plains Wind, which is currently operating in Floyd County, Texas, is capable of generating up to 50.4 MW of homegrown wind energy, enough to satisfy approximately 200,000 MWh of Fort Hood’s electricity demand each year. Phantom Solar is under construction on-site at Fort Hood, with an expected completion in April 2017. The complex—which is the Army’s largest single renewable energy project to date—is expected to save the Department of Defense (DoD) about $168 million compared to what it would pay for power from the traditional electricity grid over the course of the 28-year renewable energy supply agreement (RESA) with Apex.

Organization: Arizona State University

Contact: Nicole Darnall

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Abstract:

U.S. local governments purchase $1.72 trillion of goods and services annually that contribute to global climate change and other environmental problems. Cities that successfully implement environmental purchasing policies can mitigate these environmental concerns while saving money and demonstrating their environmental leadership. However, cities confront numerous challenges when implementing an environmental purchasing policy. This case identifies the facilitators and barriers of implementing an environmental purchasing policy. It draws on the experiences within the City of Phoenix as an example and offers eight recommendations for how the City of Phoenix and similar cities can integrate environmental purchasing more fully into their existing purchasing processes.

Organization: Asia Pulp and Paper

Contact: Michael McManus

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Abstract:

Asia Pulp and Paper Group (APP) is one of the world’s largest pulp and paper manufacturers whose products touch the lives of millions of consumers every single day. Over several years, the company was the target of campaigns directed by NGOs, including Greenpeace, who wanted the company to end natural forest clearance in its supply chain. APP’s management recognized the company needed to change in order to ensure the business was sustainable and could operate well into the future. By collaborating with several stakeholders, a major breakthrough was achieved as APP launched its Forest Conservation Policy. Under the FCP, among several other achievements, the keystone was an immediate end to natural forest clearance, switching instead to a reliance on responsibly managed pulpwood plantations. This comprehensive “zero deforestation” commitment was driven by several stakeholders, but above all, success would only be achieved through a new transparency model. How did APP achieve major sustainable change via transparent checks and balances? This case study presents a broad overview of the beginning of that transformation.

Organization: ASSA ABLOY

Contact: Amy Vigneux

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Abstract:

Through a concerted effort and by the leadership of Amy Vigneux and others, ASSA ABLOY has ensured its role as a sustainable product provider and worked to increase sustainable purchasing at all levels of their organization. ASSA ABLOY has conducted extensive work with their supply chain, including supply chain audits of over 1000 suppliers which has been intended to help ASSA ABLOY reach their strict supplier requirements. What started as a market reaction to their customers’ demands, ASSA ABLOY’s work has led them to an extended focus and own internal goals to improve their operations, create sustainable goods and provide transparency to the market place to help aid their customers in better buying decisions. ASSA ABLOY has made extensive strides in meeting various purchaser sustainable supply chain mandates through developments in Sustainable Product Innovation, publishing transparency documents (such as Environmental Product Declarations and Health Product Declarations), achieving multi-attribute third-party validation of the sustainability attributes of their products and operations, as well as decreasing their environmental impact across all North American manufacturing facilities.

Organization: Best Buy

Contact: Tim Meester

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Abstract:

Best Buy’s Geek Squad is a national organization of more than 20,000 Agents who visit clients’ homes more than 5 million times a year to help customers get the most from their technology. The Geekmobile is a highly recognized expression of the Geek Squad brand.

Since 2004, the Geekmobile has been a Volkswagen Beetle. This project transitioned Geekmobiles from the Beetle to the Toyota Prius c, exemplifying Best Buy’s understanding and commitment to the environment and economic impacts of our purchasing. Further, this project brings measurable environmental and economic results.

Organization: Better Buying^TM

Contact: Dr. Marsha Dickson, President and Co-Founder & Kelly Allen, Strategic Partnerships Manager

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Abstract:

Better Buying^TM is a global initiative that provides buyer companies (e.g. brands and retailers)and suppliers a cloud-based platform to obtain data-driven insights into seven categories of purchasing activities: Planning & Forecasting, Design & Development, Cost & Cost Negotiation, Sourcing & Order Placement, Payment & Terms, Management of the Purchasing Process, and Win-Win Sustainable Partnership. Better Buying’s transparency fosters sustainable partnerships and mutually beneficial financial results and other outcomes. Anonymous supplier ratings of buyer purchasing practices obtained by the independent third-party initiative are aggregated, scored, and made available to the participating retailers, brands, and suppliers with the goal of accelerating change and industry-wide improvements across supply chains. Growth in both buyer and supplier participation in the Better Buying^TM initiative, as well as evidence of improved practices in buyer companies, demonstrate the critical value of the data Better Buying^TM provides as its work builds momentum toward industry-wide transformation of purchasing practices.

Organization: Booz Allen Hamilton

Contact: Elizabeth Wayt

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Abstract:

Booz Allen applies sustainable practices to our operations, provides solutions to our clients, and engages communities through staff volunteer efforts, while involving our people throughout the process. This case study represents a situation where employees saw the need for reducing waste, submitted an idea, and our Strategic Sourcing team helped implement the solution.

Booz Allen has a tradition of providing hot beverages to our staff. When the firm switched from a multi-servings coffee pot system to an individual beverage packet system, people loved the options, but hated the trash it generated. The winner of a firm-sponsored “Great Green Ideas” competition offered a solution to reduce this new waste stream – an upcycling process. This process resulted in a drastic reduction in waste otherwise destined for a landfill. Since the program’s inception in October 2010, nearly 6.5 million packets have been processed, with nearly 50 tons of used packets upcycled into new consumer products. The firm also participated in a pilot program where the used packets were converted to energy via a waste-to-energy program, and over 64,516 kilowatts of power have been generated through this program since it began in January 2012.

Organization: Boston University

Contact: Lisa Tornatore, Sustainability Director

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Abstract:

A central element of the Boston University Climate Action Plan (CAP) is to match 100% of the University’s electricity consumption with new renewable resources. This goal was set and approved by the Board of Trustees in 2017. As of December 1, 2020, Boston University is meeting this goal, thanks to a Power Purchase Agreement (PPA) with ENGIE North America and a new wind farm in South Dakota. This one step – purchasing renewable electricity – gets BU closer to the CAP’s overarching goal of carbon neutrality by 2040. The BU Wind project is sized to generate 205,000,000 kWh annually for 15 years and reduces BU’s GHG emissions by 53%. The project selection criteria prioritized leveraging the University’s investment to have the greatest impact possible on reducing greenhouse gas emissions globally, and also included project economics, the ability to provide education and research opportunities, and other co- benefits.

Organization: Caesars Entertainment

Contact: Michelle Bianchi Griffith

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Abstract:

At Caesars Entertainment, we are committed to driving environmental sustainability through our supply chain, including the way we contract with more than 13,000 of our vendors. One of the three areas of our procurement that presents the highest risks, and the greatest opportunities for sustainability improvements in our supply chain, is beverage packaging. In 2011, we launched the wine keg program, eliminating the need for wine bottles and associated waste for four varietals – Chardonnay, Merlot, Cabernet Sauvignon, and Sauvignon Blanc – in bars, event venues, and gaming floors. In 2016, we eliminated the need for 65,130 wine bottles, avoiding 97.7 tons of glass, 5,427.5 cardboard boxes, 65,130 corks, and capsules of waste and recyclables. We hope that our program can serve as a model for other vendors hoping to scale innovative approaches to wine delivery systems.

2017 SPLC Leadership Award Winner – Special Initiative

Organization: California Department of General Services and Industrial Ecology Research Services (IERS)

Contact: Charleen Fain-Keslar

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Abstract:

The state of California purchases billions of dollars of goods and services every year, and funds a wide variety of activities throughout the state. As the world’s sixth largest economy and with strong environmental leadership, it has a significant opportunity to advance sustainable purchasing. The Department of General Services (DGS) participated in a two-year spend analysis pilot project using a life cycle assessment (LCA) approach to estimate the environmental impacts of over $97 billion of state spending from 2012 to 2015, which included over 300,000 individual line items and over 12,000 different commodities. This case study describes the project, steps and key results achieved.

Organization: California Department of General Services, Procurement Division

Contact: Mark Wriston, Senior Procurement Engineer and Devika Singh, Research Data Specialist

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Abstract:

California’s Governor,Gavin Newsomesigned Executive Order(EO)N-19-19 to redouble efforts to reduce greenhouse gas emissions and mitigate the impacts of climate change. The Department of General Services (DGS) addressedthe EO byencouragingsustainable purchasing across state departments that prioritize purchases such as recycled materials consistent with State climate policies. DGS participated in aGreen Buyerwebsiteprojectto track state department progress toward achieving California’sclimategoals and to minimize its environmental footprint and human health impacts guided by California Public Contract Code (PCC) 12400-12404.Using the State Contract and Procurement Registration System (SCPRS) data,DGS was able to track overall total Environemtnally Preferable Purchasing (EPP) contracting dollars reported by California state deparments. In addition, by requesting usage reports from our suppliers DGS was able to utilize lifecycle assessment (LCA) calculatorsto estimatethe environmental impacts of over $97 billion of state spending from 2016 to 2019. Theseitems included, printers, copiers, laptops, desktops,monitors, multifunctional devices as wellas a range of paper products.

Organization: California Department of General Services, Procurement Division

Contact: Mark Wriston, Senior Procurement Engineer and Devika Singh, Research Data Specialist

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Abstract:

In accordance with Public Contract Code 12401, the DGS in consultation with CALEPA, members of the public, industry, and public health and environmental organizations, shall provide state agencies with information and assistance regarding Environmentally Preferable Purchasing (EPP). This training is designed to instill the importance and value of environmentally preferable purchasing; andto the extent practicabledevelopment of environmentally preferable purchasing best practices within individual state purchasing programs.The target population for his training includes State of California procurement professionals from various state departments and is especially focused on individuals responsible for planning, developing, evaluating and implementing the activities of a procurement. Procurement professionals at this level may include non-technical buyers and procurement management. Because staff may or may not be able to attend training away from their jobs, this course has been developed for online presentation, and is the first in a series of EPP training.This training is a part of the online learning management systemthat hosts California’s procurement training.

2021 SPLC Leadership Award Winner – Overall Sustainable Purchasing Program

Organization: CBRE

Contact: Mat Langley, Global Procurement Head, ESG

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Abstract:

CBRE is the world’s largest commercial real estate services and investment firm. The company has more than 100,000 employees serving clients in more than 100 countries. CBRE’s supply chain function manages one of the largest third-party spends in the commercial real estate industry and maintains strong supplier relationships across its ecosystem of over 100,000 suppliers globally.

CBRE established a global strategy for its supply chain sustainability vision that is aligned with the Paris Agreement. Various teams from different functions across the organization were chosen to execute this global sustainability strategy on three levels: suppliers, products, and services, as well as managing suppliers for both clients and its operations. With executive support from the global supply chain leadership team, the global sustainability strategy ensured that measurable and realistic targets were set, and that the latest technology would be adopted to onboard, assess, and govern suppliers. Standard supplier processes and minimum standard supplier benchmarking were in place while training to upskill internal teams on sustainability issues was conducted.

CBRE’s sustainability program led to the EcoVadis Gold performance medal in 2020 and 2021, scoring in the 98th percentile. The assessment from EcoVadis, a globally recognized third-party assessment, shows that the program is on track to develop long-term and continuous benefits for CBRE’s suppliers, clients, and internal stakeholders.

2017 SPLC Leadership Award Winner – Market Transformation

Organization: Center for Environmental Health

Contact: Judy Levin

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Abstract:

CEH engaged in a 2 ½ year effort to leverage the buying power of large purchasers from a wide variety of sectors to move the furniture industry towards offering safer products. Specifically, CEH was interested in reducing the use of specific harmful chemicals commonly found in furniture (nicknamed the “Hazardous Handful”): flame-retardants, fluorinated stain treatments, antimicrobials, formaldehyde and PVC. CEH developed a practical set of tools and resources that are needed by purchasers and provided technical assistance, at no cost, to purchasers who were interested in purchasing furniture without these chemicals.

Additionally, CEH worked within BIFMA to help develop a criterion for their new level standard that provides a clear and easy way to help purchasers identify and specify healthier products. Lastly, CEH provided assistance to states working on a multi-state cooperative buying agreement and helped insert environmental criteria into their RFI and RFP. As a result of CEH’s work, more than $650 million in purchasing power has been driven to preferable products. This is a very conservative estimate as some private purchasers or States are reticent or unable to sign a Purchaser Pledge but are still driving their dollars towards safer products. If we were to include those spends, our total would likely be over $1 billion in purchasing power.

Organization: China Environmental United Certification Center

Contact: Zhang Xiaohui

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Abstract:

Government procurement of environmental labelling products aims at promoting green procurement in China. China’s policy on government procurement of environmental labelling products has been improving over the past 10 years with a wider scope of products and a gradual improvement of the management mechanism. It plays a good guiding and demonstration role in facilitating comprehensive implementation of sustainable consumption. The policy on government procurement of environmental labelling products not only improves environmental performance of government agencies, but also reduces energy consumption and emissions of pollutants by forcing green upgrading of enterprises through consumption. Government procurement of environmental labelling products reached 715.45 billion Yuan during 2008~2016 with a continuous rise of environmental labelling products in similar products of government procurement.

Organization: Citi

Contact: Christopher Santos

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Abstract:

Citi’s mission is to serve as a trusted partner to our clients by responsibly providing financial services that enable growth and economic progress. Incorporating the principles of sustainability into everything we do improves our own operations, enhances our clients’ work, and contributes to a better world. Reducing the environmental impacts of our facilities and supply chain is a critical pillar of our sustainability strategy, and the budget of this case study.

Organization: Citi

Contact: Christopher Santos

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Abstract:

Citi’s mission is to serve as a trusted partner to our clients by responsibly providing financial services that enable growth and economic progress. Incorporating the principles of sustainability into everything we do improves our own operations, enhances our clients’ work, and contributes to a better world. Reducing the environmental impacts of our facilities and supply chain is a critical pillar of our sustainability strategy, and the budget of this case study.

Organization: Citi

Contact: Patricia Chico

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Abstract:

For more than 200 years, Citi’s mission has been to enable progress by facilitating economic growth and financing transformative projects. The core mission hasn’t changed, but the way we approach it has. Incorporating the principles of sustainability into everything we do improves our own operations, enhances our clients’ work, and contributes to a better world. Our sustainable supply chain approach incorporates the belief that our suppliers should meet high standards in environmental and social performance, as Citi strives to do. Partnering with our suppliers is critical to meeting our expense management objectives as well as our goal to promote environmental and social progress. Citi scales its environmental impact by helping empower suppliers to promote sustainability within their businesses. Our Supply Chain Sustainability program attempts to create mutually beneficial supplier relationships that achieve environmental, social and governance objectives. See our Statement of Supplier Principles and the Citi Standards for Suppliers for more information. Between the tools used, the Corporate Responsibility Questionnaire (CRQ) serves as a tool to evaluate the health of the supply chain of Citi’s suppliers. Citi is expanding its efforts to strengthen its supplier related data and including this information into the supplier selection process. The case study includes lessons learned as well as key success factors for this implementation.

Organization: City of Cupertino

Contact: Lauren Dickinson

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Abstract:

The City of Cupertino activated the statewide Green Business Certification Program (greenbusinessca.org) as a tool to both reinvigorate its dated Environmentally Preferable Procurement Policy, originally adopted in 2007, and engage small to mid-size businesses in their own efforts to institutionalize and apply green purchasing practices.

In attaining the program’s certification requirements, Cupertino realized the challenges the agency faced in employing a decentralized “Just in Time” approach to supply procurement mirrored that of its business partners. This enabled the City to create useful tools and solutions that reduced costs and achieved environmental gains, not just for the agency but also for prospective Green Business Program participants. Cupertino continues to strive towards more detailed tracking methods of green procurement practices.

Organization: City of Markham

Contact: Alison Toscano

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Abstract:

The City of Markham is a large municipality located in the GTA with a population of over 340,000 people. This diverse and growing city has shown dedication towards reducing carbon emissions for years, and their most recent Greenprint plan has pledged to reach “net zero energy, water, waste and emissions by 2050,” a goal that, if met, would make Markham one of the most energy efficient, environmentally friendly municipalities in North America. To get this plan underway the city council of Markham focused on three major areas including; replacing outdated technology with more efficient tech (ex. LED streetlights, new vending machines), ensuring that new building projects meet energy efficiency standards, and investing in renewable energy sources. Markham has undertaken over 90 projects since the Greenprint strategy was devised in 2011, and is an excellent example of the steps a large municipality can take to improve their energy consumption overall.

Organization: City of Mississauga

Contact: Natalie Adams

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Abstract:

In January 2018, Mississauga began implementing their Sustainable Procurement Policy. The policy was designed to give staff the resources and knowhow to implement sustainable purchasing, identify the low-hanging fruit of potential green purchases, and identify and execute on high-impact procurements. In addition, Mississauga’s procurement policy aimed to standardize and consistently apply sustainable procurement criteria as well as to implement procedures designed to measure progress made towards continuous improvement and accountability. With transparency in mind, the City also wished to keep the public informed on its sustainable procurement initiatives through updated information on its website. With this policy came a three-year implementation plan, the hire of a full time resource and a commitment to provide training to all staff involved in purchasing.

Organization: City of Portland

Contact: Stacey Foreman

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Abstract:

In 2010 the City of Portland worked with their office supplies contractor to switch a portion of their office supply deliveries from traditional delivery trucks to delivery by cargo trike. This case study provides an overview of the benefits, costs, performance, and lessons learned associated with utilizing this alternative form of transport.

Organization: City of Portland

Contact: Stacey Foreman

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Abstract:

This case study provides an overview of how the City of Portland came to standardize around specifying ENERGY STAR and EPEAT office electronics through a multi-division stakeholder initiative.

Organization: City of Portland

Contact: Stacey Foreman

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Abstract:

The City of Portland is currently in the process of upgrading all of its residential street lighting technology from high pressure sodium to LED technology. This case study provides an overview of the approach, costs, funding, performance and lessons learned associated with this project.

Organization: City of Portland

Contact: Stacey Foreman

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Abstract:

Over the past decade the City of Portland’s Bureau of Environmental Services has tested a variety of technologies to capture and use the anaerobic digester gas produced at its Columbia Boulevard Wastewater Treatment Plant. This case study provides an overview of their use of reciprocating engine generator technology to generate electricity from the biogas, including insights on cost, funding, performance, and lessons learned.

Organization: City of Portland

Contact: Stacey Foreman

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Abstract:

The City of Portland has aggressive goals for reducing carbon emissions from City operations. This case study provides an overview of the various vehicle technologies CityFleet is utilizing to meet both carbon emission and toxics reduction goals, including insights on costs, funding, performance and lessons learned.

Organization: City of Portland, Oregon

Contact: Stacey Foreman

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Abstract:

In 2017, the City began a major renovation of the Portland Building, where over 1,500 City staff work. Although the primary objectives of the renovation involved addressing a failing building envelope and improving its seismic performance, the renovation afforded an opportunity to also optimize space to increase building occupancy. To achieve this, the City decided to invest in new office furniture for the entire building, replacing existing furniture that was over 30 years old and a variety of types and sizes. Because this was such a significant purchase, the City took the opportunity to address two additional goals: furniture standardization and stronger human health furniture attributes.

Organization: City of San Francisco

Contact: Chris Geiger

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Abstract:

In 2015-6, the San Francisco Department of the Environment commissioned a research project to address some key questions relating to the use of household rechargeable batteries: What technologies are available? Which are the highest performing? What purchasing criteria can be used to ensure the highest performance batteries available for City purchasers? What are the cost impacts?

Working with the Responsible Purchasing Network (RPN), the Department was able to identify a winning technology (low-self discharge nickel-metal hydride) and establish standards for power density and self-discharge rate that could be applied in City contracting. In addition, RPN reviewed a long list of available brands to make a short list of the highest performing models. This work paves the way for more effective contracting and more compelling outreach to purchasers in San Francisco and beyond.

Organization: City of Santa Monica

Contact: Karl Bruskotter

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Abstract:

The City of Santa Monica’s City Council committed to a sustainable food policy and signed on to the Cool Foods Pledge. The City identified the over-consumption of meat and dairy as one of the primary drivers in climate, water and land use, poor health, and animal welfare and sought to reduce its foodprint in this area. This extended to its sustainable procurement effort, which identified sustainable food as a critical part of a leadership sustainable procurement program. Addressing this purchase, especially considering the purchases are decentralized and subject to individual choice of which the City has limited degree of influence, demonstrates leadership and innovation.

In 2015, the city introduced the “Meatless in March” campaign to motivate and challenge employees to explore eating more plant based meals to reduce environmental impacts and to improve their own personal health. To participate, employees signed a pledge and then tracked their meatless meals. Numerous strategies were implemented in order to maximize participation including social marketing, educational events, email reminders, and raffles. Resulting participation in March of 2015 and 2016 resulted in:

• Saving 748 animals
• Preventing 6,060 pounds of carbon dioxide from being released
• Reducing over 2 million gallons of water

As employee meals are generally not purchased by the City, this is a case study of taking leadership to change the purchasing behavior of others, in this case, employees.

Organization: Clover Imaging Group

Contact: Keli Posch,Director of Marketing Solutions

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Abstract:

22 years ago, the word sustainability was not the buzzword that it is today, but from the beginning it has been one of Clover Imaging Group’s (“Clover”) core values and the foundation of its circular business model. Simply stated, Clover helps businesses and consumers reduce the environmental impact of printing through a circular economy approach of collecting empty printer cartridges and then re-using/remanufacturing those cartridges rather than “downcycling” or turning them into waste. Built around the responsible remanufacturing of printer cartridges, Clover is a business that by its very nature weaves sustainability into all aspects of its operations.

Since 2009, Clover has collected over 436 million empty cartridges and diverted 455 million pounds of material from landfills to be re-used in its remanufacturing operations — producing cartridges with a recycled content of 89.6% for toner cartridges and 96.89% for inkjet cartridges.^{a b}
Reuse, however, is only one aspect of its sustainability strategy. Every team contributes to the effort by developing innovative ways to reduce Clover’s overall footprint, minimize waste and maximize efficiencies, and positively impact the earth by extending the useful life of the products it produces.

Organization: Commonwealth of Massachusetts

Contact: Julia Wolfe

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Abstract:

This year marks the 20th anniversary of the Commonwealth of Massachusetts’ Environmentally Preferable Products Procurement Program (EPP Program). The Program’s primary goal is to leverage the Commonwealth’s purchasing power to procure goods and services that have a lesser or reduced negative effect on human health and the environment when compared with competing products or services that serve the same purpose. Since the Program’s inception, thousands of EPPs have been incorporated into more than 40 Statewide Contracts (SWCs) and the state’s purchases of these goods and services have grown from $5 million in 1994 to more than $385 million in Fiscal Year 2015 (FY2015). Massachusetts is one of the few states that supports a dedicated staff person in the procurement program to facilitate environmentally preferable product (EPP) and service purchases. The efforts led by Massachusetts over the last 20 years have helped raise the bar on the quality, cost, and availability of EPPs and also have driven prominent changes in the marketplace to more sustainable business practices.

2016 SPLC Leadership Award Winner – Business Case

Organization: Commonwealth of Massachusetts

Contact: Julia Wolfe

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Abstract:

This year marks the 20th anniversary of the Commonwealth of Massachusetts’ Environmentally Preferable Products Procurement Program (EPP Program). The Program’s primary goal is to leverage the Commonwealth’s purchasing power to procure goods and services that have a lesser or reduced negative effect on human health and the environment when compared with competing products or services that serve the same purpose. Since the Program’s inception, thousands of EPPs have been incorporated into more than 40 Statewide Contracts (SWCs) and the state’s purchases of these goods and services have grown from $5 million in 1994 to more than $385 million in Fiscal Year 2015 (FY2015). Massachusetts is one of the few states that supports a dedicated staff person in the procurement program to facilitate environmentally preferable product (EPP) and service purchases. The efforts led by Massachusetts over the last 20 years have helped raise the bar on the quality, cost, and availability of EPPs and also have driven prominent changes in the marketplace to more sustainable business practices.

Organization: Compliance Hub

Contact: Douglas Gray

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Abstract:

Sustainable purchasing initiatives that incorporate information on the compliance of their suppliers can be served by cloud-based IT platforms, and in so doing, better manage risk. This case study focuses on processes that supports Sustainable Purchasing initiatives such as provided by the Compliance Hub platform, achieving benefits such as enhanced efficiency of staff; reducing consulting costs; providing affordable training; sharing the costs of supplier engagement; and avoiding mistakes.

2019 SPLC Leadership Award Winner – Supplier Engagement

Organization: County of Alameda

Contact: Karen Cook

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Abstract:

Alameda County’s commitment to green purchasing starts with a commitment to a thriving, healthy local environment. Although public procurement is a powerful lever for change in markets, driving regional sustainability forward can be difficult if the County only has influence over its own purchasing dollars. But through local relationships with other public purchasers, one entity can grow the influence and benefit of sustainable procurement strategies, and achieve even greater, more impactful results.

Starting in 2013, the County focused its sustainable procurement leadership on its local community, accelerating green procurement among other local public agency partners through coordinating a Green Purchasing Roundtable, forging collaborative procurements and creating opportunities for piggybacking on pre-negotiated, pre-greened County contracts. The Roundtable, a central feature of the County’s approach, brings together public agencies to share green purchasing strategies and recommendations for products and services that meet a high standard for human and environmental health.

Running a high functioning sustainable purchasing program can be a challenge for public agencies, but by providing technical assistance and facilitating collaboration between public buyers, Alameda County is able to equip jurisdictions with the tools and resources needed to use dollars already in their budget to further sustainability efforts, improve local community health, and expand the scope of impact collaboratively.

2015 SPLC Leadership Award Winner – Special Initiative

Organization: County of Alameda

Contact: Karen Cook

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Abstract:

Alameda County has set goals to support paper recycling collection markets; reduce the environmental, social and economic impacts associated with virgin wood fiber use; and address the climate impacts of their day-to-day operations. To achieve these goals, they implemented strategic activities including reducing their use, buying better paper, and leveraging their efforts to advance green purchasing efforts locally. The County has reduced its annual copy paper use from its peak use year in 2009 by 4,000 cases. This reduction, in combination with their significant transition to using primarily 100% post-consumer recycled content paper, has resulted in a reduction in greenhouse gas emissions equivalent to removing 86 passenger cars from the road annually. In 2014, these efforts resulted in a net cost savings of approximately $120,000. By opening the bid to only those businesses currently certified by Alameda County as a Small, Local and Emerging Business, the County is able to provide enhanced contracting opportunities for qualified vendors and promote local business economic opportunities.

Organization: County of Alameda

Contact: Karen Cook

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Abstract:

A significant source of emissions associated with an organization are those generated throughout the supply chain as a result of the products and services they consume. These types of indirect purchasing emissions occur as far back as resource extraction within the supply chain and include all emissions through to retail sale of a good or service. A growing number of public organization and higher education institutions are performing inventories to identify and manage these emissions. In order to learn from these findings, and inform other public agencies who lack resources to perform their own inventory, the West Coast Climate and Materials Management Forum convened a research project to perform a meta-analysis of supply chain inventories available in the public domain. Eighty-six inventories from 36 public agencies and higher education institutions were aggregated, summarized and analyzed in order to identify trends in high impact purchasing categories. Significant findings include:

• Supply chain emissions are larger than other direct and indirect emissions sources typically measured by public agencies and higher education institutions.
• Construction and Maintenance is the dominant source of supply chain emissions, regardless of organizational type, size, or spend.
• Across all organization types, Professional Services (as defined by SPLC) contribute approximately 10% of the organizations total supply chain emissions. When community programs are included, the relative contribution doubles for public agencies with populations over 100,000, likely driven by County agencies who fund social safety-net programs (public health and social services) for their communities.

This project was managed by Alameda County with funding support from StopWaste, a public agency responsible for reducing waste in Alameda County, CA.

Organization: County of Alameda

Contact: Karen Cook

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Abstract:

Alameda County’s greenhouse gas emissions inventory for government operations shows that our buildings are responsible for approximately 40% of our total emissions. Meeting the County’s ambitious climate protection targets requires multiple strategies aimed at ensuring new buildings are designed and constructed to the highest green building standards and meet the County’s specific sustainability requirements. This case study provides an overview of the multi-pronged approach we are taking to reduce the impact of our municipal construction activities to ensure we provide healthy and efficient buildings for our employees and the communities we serve.

Organization: County of Alameda

Contact: Karen Cook

Download: Full Case Study PDF

Abstract:

Alameda County’s ambitious ten-year Climate Action Plan for Government Services and Operations is, after five years of hard work and collaboration, on track to achieve the 2020 goal of a minimum 15% reduction in operational greenhouse gas emissions. Full implementation will require significant culture shifts in the County, including the purchasing choices of decentralized divisions and employees as they plan the many meetings and events crucial to serving our community. Food and beverage purchasing,
paper and supplies ordering, business travel, and waste generation are all impacted by how events and meetings are conducted. These behaviors are difficult to shift, as decisionmaking about them is decentralized across the entire organization.

To address this challenge, a cross-agency team with input from employee purchasers developed planning resources and a certification checklist that can be applied to a broad range of events and meetings. The resulting Green & Healthy events and meetings program was promoted through an employee engagement campaign that used communitybased social marketing approaches to garner attention and foster behavior change. This innovative program has meaningfully engaged hundreds of event planners and over 18,000 event participants to build a new county culture of sustainable and healthy gatherings.

Organization: County of Alameda, CA

Contact: Karen Cook, Sustainability Project Manager

Download: Full Case Study PDF

Abstract:

No matter where a person sits within the organization, there are opportunities to make decisions on how to use resources to perform their job function. Alameda County has developed a short, animated training video, titled “Climate Action Through Purchasing,” targeted at introducing the basic concepts of sustainable purchasing to everyone from purchasing professionals, to managers and line staff. Viewers will learn why sustainable purchasing is important, and how businesses and institutions can use their purchasing power for good. It also includes publicly available resources for getting started with a program.

The video is specifically designed to help agencies and individuals outside of Alameda County build support and capacity for using purchasing as transformative lever to advance the organization’s sustainability and climate goals. We encourage you to share this video, and use it for your own purposes! If you’d like to go a step farther and modify the video under a Creative Commons license (CC BY-NC 4.0) to include resources particularly relevant to your audience, please reach out to Karen Cook, Sustainability Project Manager, at Karen.Cook@acgov.org.

Organization: Dallas Area Rapid Transit (DART)

Contact: Carolyn Weatherall, Contracts Specialist

Download: Full Case Study PDF

Abstract:

DART’s involvement in this program began in 2013 at the request of a DART Board member who gained interest after viewing a presentation at a South West Transit Association (SWTA) conference.
DART embraced SWTA’s mission and became one of only four transit agencies across the country to demonstrate commitment by signing a pledge with the Department of Transportation (USDOT) Leaders Against Human Trafficking including:

1) educating our employees and organizational members on how to recognize and report signs of human trafficking;

2) bringing awareness to the traveling public; and

3) measuring the collective impact by tracking and sharing key data points.

Organization: Dell

Contact: Scott O’Connell

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Abstract:

We’re focused on winning at Dell, but winning the right way. We consider the environment at every stage of the product lifecycle starting with how a product is designed, manufactured, transported, used and ultimately managed at the end of its useful life. We realize that decisions made during product design phase can have lasting impacts. So we use the cradle-to-cradle design methodology, take ownership of products and adopt practices to make each stage of product lifecycle more sustainable. This case study is about one of innovate sustainable initiatives where Dell introduced industry’s first computer made with certified closed loop recycled plastics. As one of the primary IT companies, Dell saw it as an obligation to improve recycling rates for technology products, and with the introduction of closed loop plastics into Dell’s product ecosystem, the company challenged the status quo associated with the lack of plastics recycled in the IT industry. This program resulted in higher collection, recovery and recycling of plastics from IT products. The resin made from closed loop recycled plastics is introduced back into the new parts for Dell’s products. With this vision Dell launched electronic industry’s first computer made with third party-certified closed-loop recycled plastics in May 2014. Today, one year since we announced this initiative, our customers can globally buy several Desktops, Displays and All-in-One’s made with closed loop plastics.

Organization: Digital Realty Trust

Contact: Aaron Binkley

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Abstract:

Digital Realty-a real estate investment trust that manages 144 data center properties across 36 global markets, in addition to a robust colocation services business–has taken unique action on sourcing and purchasing renewable energy in order to meet the needs of its customers, while simultaneously pursuing financial goals to save money on energy costs by buying renewables.

To date, Digital Realty has purchased more than 400,000 MWh of renewable energy certificates (RECs) to provide carbon-free computing to its Digital Realty-hosted data center clients, and has executed an 88 MW nameplate capacity power purchase agreement (PPAs) to offer the same to its co-located leasees. The company has set a goal of 100% renewables across its global portfolio and has addressed 22% of its real estate with green power to date, for a forecasted annual reduction of more than 275,000 tons of CO2e.

Organization: Directorate of Public Works Environmental Management Division

Contact: Carol A. Anderson

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Abstract:

In 2014, United States Army leaders distributed an order for the integration of a standardized hazardous material tracking platform. The selected inventory tracking system for use at all US Army Installations was the Enterprise Environmental, Safety and Occupational Health-Management Information System (EESOH-MIS). Long-term objectives include analysis of the procurement process of hazardous materials, the reduction and prevention of hazardous waste, increased accountability of materials on site, and a shift toward the procurement of sustainable products.

Full operation of EESOH-MIS took years of planning and collaboration between multiple departments and divisions, the development of an official policy and plan, and included many instances of trial and error. This incorporation was implemented in phases which included data collection, detailed inspections at each facility, product information upload, EESOH-MIS training for end users, and the development of Authorized Use Lists (AUL) for each individual shop. Currently, USAG Fort Lee is the first Army installation to have a fully functional EESOH-MIS platform within our HMMP.

2016 SPLC Leadership Award Winner – Purchaser – Overall Program

Organization: District of Columbia

Contact: Jonathan Rifkin

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Abstract:

The District of Columbia Sustainable Purchasing program was built on the premise that sustainable considerations can be embraced across our institution if:

1) Sustainable specifications are designed in a way that balances sustainability with the basic needs of a procurement stakeholder, e.g. cost, availability, and performance.
2) The process of embedding guidance language into specifications is made as simple as possible via employee support and “cut and paste” templates, and
3) Training resources and tracking tools are embedded in the District’s standard operating procedures, thus institutionalizing efforts and raising the awareness of initiatives their inevitability in the eyes of the rank and file.

With the above mentioned guiding premises in mind, the DC Sustainable Purchasing Program was launched last year. A philosophy that emphasizes inclusion, planning, and clear thinking resulted in methodologies and tools, often reflected in, and sometimes derived from, SPLC guidance. The DC approach is both analytical and pragmatic, and features the goals, strategies, and results listed below. Efforts to prioritize and plan for procurements, promote use of DC sustainable guidance, train relevant stakeholders, and track progress using OCP’s e-procurement system are all outlined the case study below.
The success of the award-winning program could only be realized with the support of agency and organizational management. Therefore, credit must be given to the District’s leadership for providing resources and time to the SPP.

Organization: District of Columbia

Contact: Jonathan Rifkin

Download: Full Case Study PDF

Abstract:

When the District of Columbia set out to establish its Sustainable Purchasing Program, the over-arching goal was to institutionalize sustainable considerations throughout all phases of the procurement process. This study explains the strategies that the District is utilizing, the tactics used to pursue successful completion of each strategy, and a brief commentary that outlines the lessons learned from each endeavor. All actions taken in development of the new SPP were predicated upon three basic principles: 1) The process should be as inclusive as possible, 2) Resources and tools should mimic existing templates and standard operating procedures so as to limit the impact of the program on operations, and 3) The effort must be sufficiently resourced so that proper support is offered to District employees following the launch of the program.

Organization: Domtar Corporation

Contact: Daniel Persica

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Abstract:

In 2011, Domtar revolutionized the pulp and paper industry by releasing The Paper Trail, a transparency tool that allowed users to learn the estimated environmental impacts of select paper products. By 2015, the company unveiled an entirely new version of the site – one that allowed customers to view not only gate-to-gate environmental impacts associated with their purchases, but also the social and economic impacts of buying responsibly crafted North American paper. All the while, the tool continued to maintain the transparency that made it unique, disclosing not only what Domtar was doing well, but also those areas it was looking to improve upon! Since The Paper Trail’s re-launch in early 2015, the site has seen a 300 percent increase in both visits and time spent on the tool, indicating a true interest from customers and the general public in learning more about the origins of the products they buy every day.

Organization: EarthCheck and Banyan Tree Hotels & Resorts

Contact: Andre Russ

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Abstract:

Banyan Tree Holdings is a leading developer, designer, and operator of premium resorts, hotels, spas and galleries. EarthCheck is a leading scientific benchmarking, certification, and advisory group for travel and tourism, delivering responsible business practices, driving efficiency gains, and safe guarding the natural and social environment. In 2015, the two groups joined forces to create a sustainable supply chain solution and tool that was process efficient, scalable, not cost prohibitive, and had in-built functionality for third party certification. This case study describes the steps taken and the results achieved.

Organization: Ecolab

Contact: Lynne Olson

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Abstract:

Large facilities such as airports are looking to achieve resource reduction and cost savings throughout their operations. The Clark County Department of Aviation installed electrolyzed water on-site generation system for use in the daily custodial operations at Las Vegas’ McCarran International Airport to achieve resource and cost reductions and improve cleanliness. This system combines the basic inputs of water, electricity and natural minerals with patented electrolytic cell technology to produce affordable and sustainable daily cleaning, sanitizing and disinfecting solutions for use on the varied surfaces commonly found in large public and commercial facilities. The on-site generation solution is powerful enough to perform as a hospital-grade disinfectant, while still being safe enough that no personal protective equipment is required during the dilution and cleaning process. Download Ecolab Supplemental Materials

Organization: Ecomedes

Contact: Paul Shahriari

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Abstract:

The Ecomedes platform consolidated product performance data from three Federal programs and three third-party ecolabels/standards. The result is a product performance database from over 300,000 products, representing 5700 brands, including over 4 million ecodata points. This data was mapped to the Green Procurement Compilation (GPC) requirements with some simple ROI impact calculators for energy and water savings. Energy reduction in kWh and water reduction in gallons, realized by the deployment of pre-vetted, high-performance products was converted into operational cost savings.

This platform reduces the typical multiple-hour procurement process to less than 15 minutes. Institutional buyers utilizing this platform can reduce overhead costs of procurement research and documentation by over 95%. When added to the energy, water, and maintenance savings generated by deploying higher performing products, the organizational ROI will significantly increase.

Organization: Element Markets

Contact: Sydney Akuto, Vice President of Environmental Products

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Abstract:

With over 16 years in business and a portfolio that includes renewable natural gas, carbon offsets, renewable fuels, and emissions and renewable energy credits (RECs), Element Markets works with a range of clients to unlock the value of their existing environmental assets and identify the most effective pathways for achieving their voluntary sustainability goals. L’Oréal USA, part of the L’Oréal Group, the world’s leading beauty company, has a longstanding commitment to renewable energy procurement, currently formalized within the company’s “L’Oréal for the Future” global sustainability commitment, which states all L’Oréal sites must be carbon neutral by 2025.

As an established supplier of environmental commodities to L’Oréal USA, Element Markets worked with L’Oréal stakeholders to define and execute a strategy for addressing Scope 1 emissions from onsite gas used for space and water heating at L’Oréal facilities. Renewable natural gas products were determined to be the most effective vehicle for addressing the company’s U.S. Scope 1 emissions. Strategy development for the procurement of renewable natural gas products began in 2016 as part of a multi-pronged decarbonization effort that resulted in L’Oréal USA achieving Scope 1 and 2 carbon neutrality across all U.S. sites in 2021, four years earlier than the 2025 goal.

2019 SPLC Leadership Award Winner – Business Case

Organization: Emirates National Oil Company

Contact: Alia Busamra, Manager - Group Sustainability | Saravanan Dhalavoi, Sr. Sustainability Specialist | Hamid Al Haddad, Green Procurement Officer

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Abstract:

Emirates National Oil Company Limited (ENOC) L.L.C. is a leading integrated global oil and gas player operating across the energy sector value chain. A wholly owned company of the Government of Dubai, ENOC was initially established in 1993.

In ENOC, we see Sustainability not as a compliance driven initiative rather as a cultural change within ENOC to ensure long-term viability of providing cleaner fuel for our customers. This started with the creation of Group Sustainability Office (GSO) within ENOC when all issues related to sustainability performance were aligned with the GSO mandate. Issues like Energy, Environment, and Social responsibility were moved under the GSO to create the right synergy in managing sustainability performance of ENOC. ENOC takes its commitment to green procurement principles seriously and in 2016 ENOC set up a team for Green Procurement Practices to support Green Public Procurement (GPP). ENOC was a pioneer in creating the “Green Procurement Officer” position within ENOC to advise ENOC business units and departments on green purchasing and act as a gate keeper for such purchases. To ingrain the culture of improving sustainability performance within ENOC, all the corporate functions and Business Units (BUs) were mandated to improve on the ENOC’s Group Sustainability Index (made of 19 specific KPIs) which is a new KPI introduced in the Score Card in 2017. Also in 2017, new Sustainability Committees were formed, and in particular the Sustainability Leadership Committee (SLC) led by the Group CEO has the mandate to advise and assist the ENOC Board and provide guidance to improve ENOC’s sustainability performance.

Organization: Emory University

Contact: Ciannat Howell

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Abstract:

Increasing sustainability of its food supply chain is one of the key priorities of Emory University. This case study focuses on three aspects of this project: improving sustainable food procurement, evaluating the use of compostable and recyclable products, and eliminating the use of Styrofoam.

Organization: EUISSCA

Contact: Chris Peterson

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Abstract:

The Electric Utility Industry Sustainable Supply Chain Alliance (The Alliance) has become the leader for driving supply chain sustainability in the utility industry. It brings together members from a diverse group of companies and suppliers in activities to drive sustainability improvements up the supply chain.

The Alliance is pursuing a series of goals in support of its vision to lead the industry towards a robust and sustainable supply chain. Through a combination of member commitment, effort, structure and strategies, the Alliance is on track to reach these goals. Examples of our successes include: the maturation of members; development of 5 voluntary standards; doubling the attendance at our annual event between 2014 and 2015; multiple speaking engagements on the value of supply chain sustainability; and an active and contributing member base.

Organization: Fair Trade USA

Contact: Parker Townley

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Abstract:

The Sustainable Coffee Challenge launched in 2015 with the goal of transforming the coffee industry into the world’s first 100% sustainable agricultural commodity. In the time since the commitment has launched, a range of organizations have made public announcements stating their individual commitments to increase transparency and align around a common vision for sustainability with regards to coffee procurement. Fair Trade USA has worked to leverage its unique position as an industry convener to bring together a range of actors representing various levels of the supply chain to harness their collective purchasing power and networks to launch a joint commitment to dramatically scale impact. By developing clear options and mechanisms for making facilitated commitments to purchasing sustainable coffee Fair Trade USA was able to bring together a diverse set of organizations who could collectively support each other through the process, and in doing so leverage and strengthen an existing sustainable sourcing model. The launch of a joint commitment in March 2019 serves as a starting point and a powerful incentive mechanism to encourage additional actors to make the internal case for action and commit to meaningful impact.

Organization: Fairfax County

Contact: Nathalie Owen

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Abstract:

Corporate Social Responsibility (CSR) assessments of one’s supply chain have become prevalent in the private sector in recent years yet have rarely been seen in the public sector. As one of the first local governments in the U.S. to implement such a program, Fairfax County, Virginia is leading the charge in addressing supply chain sustainability in the public sector.

In the summer of 2019, Fairfax County launched a Supply Chain CSR Initiative to better understand the social and environmental impacts of the $1 billion supply chain serving its 1.1 million residents.
As part of this initiative, Fairfax County partnered with EcoVadis to conduct comprehensive CSR assessments of its key suppliers. The EcoVadis assessments produce a detailed scorecard for each participating supplier, covering four areas of sustainability: environment, labor and human rights, ethics, and sustainable procurement (how suppliers source their own materials and services). This initiative has revealed previously unknown environmental and social impacts of Fairfax County’s supply chain and is helping to build a comprehensive assessment of risk.

As of June 2020, Fairfax County has invited 70 of its top suppliers, which represent over $350 million in annual spending, to participate in this initiative. This will be followed by two additional waves of outreach in 2020, requesting CSR assessments from suppliers representing an additional $300 million of annual spending. After this initial benchmarking period, Fairfax County looks forward to collaborating with suppliers to improve performance as well as exploring options for integrating CSR scores into its procurement process.

Organization: Federal Furniture Mult-Agency Commodity Team

Contact: Linda Valdes

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Abstract:

A federal multi-agency cross functional commodity team was established in 2012 with the goal of reducing the environmental, social and economic (ESE) costs associated with office furniture purchases through strategic sourcing. The result is the 2015 Office Furniture Ordering Guide. The strategic sourcing approach employed by the multi-agency team resulted in fewer overall office purchases, improved ability to incorporate sustainability into purchase requests as a result of product standardization and configuration, and improved capacity to make trade-offs between technical considerations (including sustainability features) and price. In addition, the Ordering Guide requires that all office furniture products conform to either BIFMA level®, SCS Indoor Advantage™ or GREENGUARD. Notably, the Ordering Guide distinguishes itself from other federal contract vehicles by requiring that all products meet a level of sustainable performance, something no other comparable federal contract vehicle has achieved. A limitation of the Ordering Guide is that it is not a contract vehicle. This means that purchases of furniture meeting the guide cannot be tracked through the Federal Procurement Data System and that detailed spend data is unavailable. Another limitation is that agencies have not been required to date to commit, in writing or financially, to using the Ordering Guide.

Organization: FedEx

Contact: Patrick House, Category Manager I, Sustainability Lead

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Abstract:

Everywhere FedEx operates, we put our size, scale, and connections to use for good — multiplying positive outcomes for people, businesses, and the environment.

FedEx is committed to operating in a sustainable fashion across all its operating companies (OpCos) by maintaining and continuously improving a rigorous closed-loop sourcing process. Since its inception in 2014, FedEx’s Supplier Relationship Management (SRM) team, which operates within FedEx Sourcing & Procurement department, has developed a world class Supplier Sustainability and Diversity (SSD) program through a consolidated set of policies, tools, alliances, and governance practices. Our program focuses on 3 key pillars: Environmental, Social, and Economic. Collaboration with FedEx internal stakeholders across the enterprise ensures that company-wide goals are being supported and impacted by the SSD program.

Organization: FedEx

Contact: Anne Gonzalez, Sustainability Principal

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Abstract:

Centralized energy management systems contribute to FedEx energy efficiency efforts by setting temperature controls to adjust for occupied and vacant building times, controlling lighting, and identifying the most energy-intensive buildings and potential energy-saving opportunities. In 2018, FedEx Office, an operating company of FedEx, set out to deploy an energy management system in roughly 75% of its 2,100 store locations. Deployment was completed in mid-2019. The system provides centralized control of HVAC equipment, significantly enhancing energy efficiency and the ability to diagnose and address sub-optimal system performance. During FY19, the energy management system resulted in energy savings of more than 22 million kWh of electricity, avoiding 16,200 metric tons of CO2e, the equivalent of taking nearly 3,500 cars off the road.

Organization: FedEx

Contact: Monique Benson, Sourcing Manager

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Abstract:

In today’s business environment, change is constant. Here at FedEx, we aim to continuously improve holistic category management by delivering scalable, sustainable solutions that deliver value and transparency of purchase decisions throughout the enterprise. Also, team members are always finding opportunities to Reduce, Replace, and Revolutionize our norms, which informs our approach to Practical Sustainability.

The Enterprise Purchased Transportation (PT) Strategy is an example of how FedEx Sourcing & Procurement department implemented sustainable purchasing that enables FedEx to more effectively manage the PT Motor category. This case study focuses on the economic dimension of creating transparency throughout the go-to-market lifecycle.

Through enterprise-wide collaboration, three pillars of focus areas emerged: ① create visibility around and understand unique, operating company (opco) specific requirements to ② develop an Intelligent Dashboard to ensure FedEx reacts timely to changing market conditions, leveraging historical purchases and market insights and ③ streamline carrier onboarding activity.

Organization: FedEx

Contact: Vaibhav Srivastava, Category Manager II

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Abstract:

At FedEx, we aim to continuously deliver holistic category management with scalable, sustainable solutions throughout the enterprise. Team members are challenged to intentionally strategize and implement practical sustainability.

Recently, FedEx implemented a Solid Waste & Recycling category strategy aimed at reducing the amount of recyclable waste going to landfills, while delivering financial cost reductions and improving service reliability. The effort relied on transitioning to more capable service providers, building real-time consumption dashboards, and optimizing our pickup frequency and bin strategy. This project resulted in 96,000 mt of annual recyclable waste diverted from landfills and a 130,000 annual mt reduction of CO2 emissions.

Organization: FedEx

Contact: Cade Clanton

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Abstract:

Since September of 2013, the FedEx Sourcing Organization has been operating as a centralized, shared services sourcing and procurement group. This effort brought together the previously de-centralized sourcing organizations that were housed inside FedEx Ground, FedEx Express, and FedEx Freight. A vital step in this process was to create the Supplier Relationship Management team with a focus in five key areas: sustainability, diversity, risk, category management, and supplier evaluations. The focus on sustainability that this team has brought to the table is evident in how sustainability criteria has now been woven into the four major focus areas that the Sourcing Organization has: category strategies, strategic four step sourcing methodology, scorecards and evaluations, and quarterly business reviews. By continuing to leverage the relationships that are formed with our business teams and our suppliers, we will continue to be able to excel in the above mentioned areas as well as discover opportunities and develop solutions across a much broader spectrum as we continue on our journey.

Organization: FedEx

Contact: Cade Clanton

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Abstract:

The goal of the project was to work with one of our suppliers to develop a closed loop system for proper recycling of the plastic parcel sort bags that are used at FedEx Ground facilities throughout the network. This resulted in an elimination of over 14.4 million pounds of landfill waste and rebates of over $2.6M over 10 years. The rebates are attributed to FedEx supplying used bags back to Petoskey in order to be recycled and remanufactured into new bags.

Organization: FedEx

Contact: Cade Clanton

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Abstract:

FedEx Express has nearly 15,000 vehicles that require diesel exhaust fluid (DEF). It was determined that nearly 99% of the DEF was purchased in 2.5 gallon plastic containers that were shipped two per cardboard box, 40 boxes per pallet. The goal of the project was to eliminate the use of 2.5 gallon plastic containers entirely. The strategy included a phased approach to equipping each FedEx Express location with permanent bulk (55 gallons or more) DEF storage containers and delivery equipment. This not only reduced landfill waste but also provided significant cost savings due to lower bulk pricing. The project has resulted in over 2.3 million pounds of waste being diverted from landfills and an overall cost savings of $2.4 million annually.

Organization: FedEx

Contact: Cade Clanton

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Abstract:

The Baddour Center is a residential community for adults with mild to moderate intellectual disabilities. Founded in December of 1978, The Baddour Center has grown from its initial five residents to its present capacity of 170 residents, representing individuals of various ages, races, regions, and socioeconomic statuses. By working with organizations such as The Baddour Center, FedEx can reach its goal of working with diverse and small businesses. The programs with Baddour support the local community in a unique way and provides a sense of accomplishment for its residents. FedEx spends about $3 million annually with The Baddour Center.

Organization: FedEx

Contact: Maya Hayes

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Abstract:

In an effort to reduce FedEx’s environmental impact, FedEx’s Corporate Social Responsibility and Strategic Sourcing worked together to implement a reusable core stretch film for FedEx’s SmartPost operations. This product diminished the amount of paperboard and plastic waste in landfills and reduced product cost.

Organization: FedEx Corporate Services, Inc.

Contact: Kyle Mitchell

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Abstract:

FedEx continually seeks new ways to maximize fuel efficiency, minimize environmental impacts and find innovative solutions through the company’s Reduce, Replace, and Revolutionize approach to sustainability. In an effort to serve our customers and connect the world responsibly, FedEx Express is set to add 1,000 Zero Emission Electric Vehicles to the Pickup and Delivery Fleet in California. These 1,000 Zero Emission Vehicles will be replacing 1,000 existing Diesel powered vehicles in California. Once operational, these EVs can travel more than 150 miles on a single charge and has the potential to save 2,000 gallons of Diesel while avoiding 20 tons of emissions per vehicle per year. Electric Vehicles (EVs) present an attractive case for lower emissions and Total Cost of Ownership for densely-populated urban last mile pick-up and delivery (PUD) applications. This project catalyzes FXE’s goal to increase vehicle fuel efficiency 50% from a 2005 baseline by 2025, and is the initial step for an upcoming large scale EV deployments across the US.

Organization: Ford Motor Company

Contact: Mary Wroten

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Abstract:

Ford Motor Company is committed to reducing the environmental footprint of our vehicles, our operations and our supply chain. For our own operations, we have a commitment and a strategy to reduce energy consumption, water use and carbon dioxide emissions and we are working to promote a similar commitment throughout the automotive supply chain. Ford’s Partnership for A Cleaner Environment, or PACE program, aims to help our suppliers minimize their impact on the environment. Through PACE, we will share details of our leading practices for water, energy and carbon dioxide emissions reductions with suppliers. In return, suppliers are asked to share their environmental data and their best practices with Ford annually. We began testing the PACE program in 2014, and have expanded the program in 2015 to include a total of 25 strategic production suppliers representing 800 manufacturing sites in 41 countries.

Organization: Government of the Basque Country (Spain)

Contact: Gorane Ibarra, project manager

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Abstract:

In 2016,the Basque Government approved the Green Public Procurement (GPP) Program of the Basque Country 2020with the aim to increase GPP in the region and reach at least a 50% GPP by all Basque public agencies. Apart from the central governmentwhich is the “owner” of the Program, other public agencies –municipalities, public companies, universities, etc. -areencouraged to join the Programby signing an officialcommitment. By doing so, agencies commit themselves to prepare annual GPP plans and to report results at the end of each year.Since its approval, the level of GPP has increased in the region, but it has especiallyincreased in signatory authorities. Thus, based on data from 2019, signatory agencies have reached a GPP level of 46% of all tendering processes(in economic value), more than double than the rest of the public sector, with only 19%GPP.Furthermore, results also show that the regional market coordination on GPP is also having a positive effect. Basque companies won 80% of thetendering processeswith environmental criteria(in economic value), showing that they are ready and can provide green services at a competitive price.

Organization: Green Electronics Council

Contact: Jonathan Rifkin

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Abstract:

Purchasers are increasingly buying cloud services to meet their software and computing needs, including Software as a Service (SaaS), data storage, and big data analytics. Purchasers procure cloud services in anticipation for improvements in efficiency, scalability, and cost effectiveness, while not necessarily understanding the impact on their organization’s sustainability performance. The challenge for purchasers is identifying the potential sustainability gains associated with migration to the cloud and the relevant information to ask of suppliers to help them claim those sustainability benefits. GEC developed the “Purchaser Guide on Sustainability and Cloud Service Procurements” to address this challenge, and to help institutional purchasers identify sustainability gains associated with their procurement of cloud services by posing questions to Cloud Service Providers regarding their performance in several relevant areas.

The guide is designed to help purchasers accomplish the following three goals:

1) Understand where sustainability gains are possible in the provision of cloud services;

2) Improve the dialogue with cloud services providers on their current and planned sustainability improvements;

3) Facilitate collection of supplier data that can be translated into organizational sustainability benefits associated with the decision to procure cloud services.

Organization: Green Electronics Council

Contact: Jonathan Rifkin

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Abstract:

The Green Electronics Council (GEC) developed a next-generation environmental benefits calculator for EPEAT product categories including mobile phones, servers, and computers and displays. The web-based calculator features an easy-to-use interface and outputs that help purchasers quantify and understand the lifecycle benefits associated with using EPEAT-rated products. The ability to measure the benefits of sustainable IT products is highly valued by institutional purchasers, who increasingly must report and defend the environmental consequences of their procurement decisions. The GEC calculator focuses on metrics important to purchasers and their internal and external stakeholders, including greenhouse gas, energy, solid waste, and cost reduction. The calculator places a premium on producing credible calculations, and on adding value to the purchaser experience.

Organization: GreenCircle Certified, LLC

Contact: Annie Bevan

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Abstract:

As some of the largest purchasers of goods and services, federal agencies have long been at the forefront of sustainable procurement. Responding to mandates, executive orders, and internal goals, agencies such as the Department of Defense (DoD) and many others have collectively been looking for a method to simplify the sustainable procurement process for federal purchasers and consumers alike. While other federal agencies are developing specific product category standards, the recent Federal Executive Order 13693, Planning for Federal Sustainability in the Next Decade, requires sustainable purchasing regardless of whether a product category standard has been established. Tasked with meeting sustainable procurement mandates in the short term, while also working to meet long-term objectives, these federal agencies are turning to third-party certifications. Following continued complaints of greenwashing and misleading claims, these agencies see third-party certification as the catalyst for ensuring accuracy and transparency in federal procurement. Through a combined effort by the OSD, NDCEE (CTC), and GreenCircle, a Multi-Attribute Label Pilot Program has been developed. Using GreenCircle’s Certified Environmental Facts label, the pilot program helps validate accuracy in sustainability claims, provides manufacturers a benchmark of their products and operations, and demonstrates the functionality of sustainable products against their standard counterparts. Having received overwhelmingly positive survey responses from DoD procurement agents regarding the label format and sustainable purchasing, the DoD and GreenCircle are currently seeking manufacturers to participate in the Pilot Program which is being used to connect sustainable product manufacturers with federal purchasers, aiding in meeting federal procurement requirements.

Organization: Harvard University

Contact: William Shanker

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Abstract:

Harvard University’s Sustainability Plan, created with faculty, students, and staff, makes a specific commitment to identifying and reducing chemicals of concern on campus, both to eliminate risks to our vulnerable populations and to enhance the health and well-being of our community. University-wide Green Building Standards include healthy material requirements for the disclosure of the health and environmental impact of products that are used on campus, and additional research is being conducted with Harvard researchers.

In November 2015, Harvard became the first university to sign a national pledge stating a preference for purchasing flame retardant-free furniture. Other signatories to the pledge include Kaiser Permanente, Facebook, Blue Cross Blue Shield Massachusetts, and Autodesk. The Office for Sustainability partnered with Harvard capital project and planning teams, Strategic Procurement, and Environmental Health and Safety to identify and source chemical flame retardant-free furniture across the University, and in accordance with regulations.

Organization: HDR

Contact: Judy Levin

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Abstract:

The Center for Environmental Health partnered with HDR’s Architecture company and Jean Hansen, Senior Professional Associate, Sustainable Interiors Manager, and five other large purchasers to find ways to reduce the use of toxic and untested flame retardant chemicals in office furniture nationwide. Through the development of a six-person “Purchaser Strategy Advisory Group,” a strategy for success was developed including the use of purchaser training, a “Purchaser Pledge to Prefer Flame Retardant-Free Furniture,” the provision of ready-to-go purchasing tools and technical assistance.

Organization: HH Global

Contact: Avleen Kaur Kohli

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Abstract:

HH Global, the leading provider of marketing execution to the world’s biggest brands, has taken the initiative to help reduce the environmental impact of marketing.

Every day, major brands promote their products and services through printed collaterals. Even with the growth of digital channels, thousands of metric tons of paper are used in this process.

Our “Innovation with Purpose” strategy targets to save 32,000 trees within one year by helping our clients make sustainable purchasing choices for all types of paper, work with suppliers to source sustainable alternatives, quantifying impact through lifecycle assessments, and aligning our efforts with the UN Sustainable Development Goals – the global plan to make a better world by 2030.

In partnership with leading consultants and NGOs, we developed a calculator to measure the amount of trees, energy, water, and CO2 involved in the production of printed collateral and Point of Sale (PoS) displays we purchase for our clients. These results are shared with our clients through simple and engaging dashboards to help them understand the effect their purchasing choices have on our planet and how their choices can make a difference.

We then offer innovative solutions to reduce this impact. Both environmental and financial savings are tracked and shared with our clients using clear and appealing graphics.

Organization: Hilton

Contact: Judy Pines

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Abstract:

New York City (NYC) generates 1.8 million tons of commercial and residential organic waste per year. In 2012 then Mayor Michael Bloomberg committed to doubling the amount of waste the city recycles or composts. In July 2015 the NYC Commercial Organic Waste law went into effect mandating specific large scale generators to arrange for the recycling of their organic waste.

Organization: Hilton

Contact: Judy Pines

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Abstract:

Water is a finite resource that is critical to basic human survival. Studies show that demand is projected to exceed supply by 40 percent by 2030.

As a large consumer of water, Hilton is committed to implementing water conservation measures and driving efficiencies around water use in order to protect the environment, meet both operational and guest needs, as well as support the communities in which our hotels operate.

According to the EPA, the hospitality sector is responsible for 19% of water usage, and landscaping, the second largest use of water in hotels, accounts for 16% of a property’s budget. As part of Hilton’s commitment to reduce water consumption, we implemented a sustainable landscaping solution. In partnership with Southwest Greens, the turf division of Shaw Industries Group, a Berkshire Hathaway Company, Hilton developed and implemented a Synthetic Turf Program in late 2015, for our portfolio of 14 global brands.

Organization: Hilton Supply Management

Contact: Shardae Tengberg, Manager Brand Strategy

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Abstract:

As responsible partners to the communities in which we live and work, Hilton is redefining sustainable travel by driving social and environmental change across its operations, supply chain and community. Hilton has pledged to cut its environmental footprint in half by 2030 and is the first major hotel company to institute science-based targets to reduce its carbon emissions and send zero soap to landfills. Hilton has been included on The Dow Jones Sustainability Index and ranks number one in the hospitality industry on the Most JUST Companies list by Forbes and JUST capital.

Hilton recognized the positive role it could play in addressing global plastic pollution and in 2018, committed to eliminating waste from water bottles, straws, laundry bags, bathroom amenities, and guestroom amenity packaging. In conjunction with the hotels, HSM embarked on a multi-year effort to develop an in-room water program that would replace 460,000 disposable plastic bottles with refillable glass ones. We tapped a small Bali-based supplier, Spring Water, for the initiative and invested our resources to help them build their capabilities and credibility to service large luxury hotels. After two years in development, the program officially launched in 2019, with a 40% cost savings for the hotels.

Organization: HP

Contact: Shelley Zimmer

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Abstract:

Since the beginning of the industrial age, the traditional development and manufacturing model has taken a linear “take, make, dispose” approach—one in which businesses create a product that is somehow disposed of by the consumer when it’s no longer needed. While this model satisfies the immediate needs of buyers, it is highly wasteful, as many products soon end up in landfills.

HP recognizes that the old model is no longer sustainable and has changed the way it designs, manufactures, services, recycles, and reuses its products. Building on a legacy of sustainable design, HP has moved to the more sustainable “make, use, return” model of a circular economy.

This case study examines some of the circular economy solutions HP has developed and how HP is helping customers reduce costs, improve efficiencies, and lower their environmental impact.

Organization: HP Inc.

Contact: Ellen Jackowski

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Abstract:

In Haiti, a country ravaged by poverty and struggling to recover from the devastating 2010 earthquake, bottled water is its citizens’ lifeline to clean drinking water. Because Haiti does not have proper bottle disposal methods, bottles litter the land, canals, and shoreline—oftentimes finding their way into the Caribbean Sea.

Working with the First Mile Coalition and its recycling suppliers, HP created a program to collect plastic bottles from Haiti to be used in its closed-loop recycling program to manufacture new Original HP ink cartridges.

Through this program, HP reinvented its supply chain procurement approach to consider the “social impact” of how and where it sources materials.

In addition, through this initiative, HP is helping:

• Create new jobs and microbusinesses;

• Improve working conditions for Haitians collecting recyclable materials;

• Provide educational and healthcare opportunities for the children of Haiti;

• Clean the environment of the poorest country in the Western Hemisphere;

• Address the growing problem of ocean-bound plastics.

By adding “social impact” to its purchasing strategy—without increasing costs or compromising the quality of its product or supply chain standards—HP is accelerating its vision of “making life better for everyone, everywhere.”

Organization: HP, Inc.

Contact: Frances Edmonds, Head of Sustainable Impact Canada and Shelley Zimmer, Sustainable Impact Program Manager

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Abstract:

Businesses should be concerned about Indoor Air Quality (IAQ) for the health and comfort of their employees. Eco-labels like the Electronic Product Environmental Assessment Tool (EPEAT) can help purchasers make informed decisions with the environment in mind.1 But many procurement officers are not aware that their choice of printer cartridges may impact their print system’s EPEAT qualification and negatively impact Indoor Air Quality.

HP Inc. studied the issue and learned that non-HP toner cartridges may not go through the rigorous Indoor Air Quality testing required by EPEAT and:
• May contribute to poor indoor air quality2
• May undermine a purchasing department’s efforts to comply with EPEAT criteria

Organization: Indian Railways

Contact: Sanjay Kumar

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Abstract:

Micro and Small Enterprises (MSEs), by virtue of their contributions (7% of the manufacturing GDP and 31% of the service GDP) to the national economy, are considered the backbone of the Indian economy. Due to the fact that about 55.0% of the MSEs are based out of rural areas, these enterprises have proved to be pivotal in promoting sustainable and inclusive development as well as generating large-scale employment.

The Government of India issued an executive order in 2012 regarding increasing the share of MSEs in procurement by all ministries and central public sector undertakings from the present level to 20% by year 2015-16. In compliance of this order, Indian Railways undertook several measures to increase access of MSEs to public tenders and enhance their share in procurement by setting up indicators and tweaking its e-procurement system for monitoring procurement from MSEs. This resulted in an increased share of MSEs in procurement from about 12% in 2012 to about 25% in 2016. This in turn has indirectly benefitted society, created employments in rural areas and contributed to sustainable economic development.

2016 SPLC Leadership Award Winner – Public Interest Advocate

Organization: Initiative for Responsible Mining Assurance

Contact: Aimee Boulanger

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Abstract:

Mining is a complex and intensive process that causes environmental and social change no matter where it occurs. IRMA’s vision is that of a world in which the mining industry respects human rights and the aspirations of affected communities; provides safe, healthy and respectful workplaces; avoids or minimizes harm to the environment; and leaves positive legacies. To this end, IRMA’s mission is to establish a multi-stakeholder and independently verified responsible mining program that certifies leaders, and also measures continuing improvement, in social and environmental performance. Founded in 2006 by a coalition of nongovernment organizations, businesses purchasing minerals and metals for resale in other products, affected communities, mining companies, and trade unions, IRMA is developing standards for environmental and social issues related to mining, including labor rights, human rights, indigenous peoples and cultural heritage, conflict response, pollution control and site closure. IRMA is planning a “pilot phase” for the first certifications in 2017.

Organization: Initiative for Responsible Mining Assurance

Contact: Aimee Boulanger

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Abstract:

The Initiative for Responsible Mining Assurance (IRMA) has formally launched this year after a decade of consultation with stakeholders that led to the comprehensive, internationally recognized Standard for Responsible Mining, a globally focused standard on what best practice in responsible mining looks like for industrial scale mines in any part of the world, in any size industrial mine, and for all mined materials (except for energy fuels). We are working to foster responsibility at a broad scale through fundamentally shifting value for more responsible mining globally through encouraging purchasers to engage with their suppliers. Such a shift will allow companies that purchase products using mined materials to create strong support for the communities, landscapes, workers, and ecosystems in mining countries. Through engaging stakeholders at all levels of the value chain, we believe such a shift is within reach.

Organization: Intengine Enterprises, Inc.

Contact: Connie Linder

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Abstract:

With the leadership of our Founder and CEO Connie Linder, Intengine Enterprises has evolved into the world’s most comprehensive and relevant database of responsible businesses for sustainable supply chain – growing at a rate of 25 percent per month. Intengine’s role is to help bridge the gap between shared environmental objectives and the means and knowledge required to achieve their fulfillment.

Organization: Interface

Contact: Kathy McDuffie

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Abstract:

Interface pioneered sustainable manufacturing in the flooring industry and became the world’s largest commercial modular carpet manufacturer. The company made the decision to enter resilient flooring because of the tremendous market opportunity and customer demand. Interface saw an opportunity to not only bring to market a more sustainable LVT product, but help transform the category to become more sustainable. The company began to search and engage a luxury vinyl tile manufacturing partner that could create a product that not only aligned with Interface’s sustainability and recycling goals, but also met the company’s demanding performance and installation requirements. After a thorough global RFP process and site visits, the company chose the right manufacturer partner who worked together with Interface to design and manufacture a high-performing and beautiful product that met specific customer needs and sustainability performance requirements.

2016 SPLC Leadership Award Winner – Public Interest Advocate

Organization: International Campaign for Responsible Technology & GoodElectronics Network

Contact: Ted Smith

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Abstract:

The Challenge to the global electronics industry to adopt safer and more sustainable products and practices and eliminate hazardous chemicals, exposures and discharges was developed in 2015 by The International Campaign for Responsible Technology (ICRT), GoodElectronics Network, and their allies, in an effort to protect and promote human rights, workers’ rights, and the environment in the production of electronics.

Organization: ISO 20400 Australian Mirror Committee

Contact: Jean-Louis Haie

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Abstract:

The primary challenge for “sustainable procurement champions” in Australia (Chief Procurement Officers, Sustainability Managers, etc.) is to convince their organizations to embrace the ethical and commercial virtues of sustainable procurement. A very low proportion of Australian organizations are taking this topic seriously and investing in it!

This case study is about a pro-bono initiative between 10 Australian organizations from different backgrounds who have learned to work together through the development of ISO 20400: 2017 – Sustainable Procurement – Guidance. The diversity and high profile of organizations involved is a key success factor of this experience.

The product of this collaboration is a practical and impactful guidance document that will help sustainability and procurement professionals more effectively make the case for Sustainable Procurement in their organizations, covering all seven core subjects of ISO 20400: organizational governance, the environment, human rights, labour practices, community involvement and development, fair operating practices, and consumer issues.

The group also produced an editable version of the document, along with design guidelines, so that other groups can replicate this experience in their own countries.

The document received massive support in Australia and has already been downloaded hundreds of times on www.iso20400.org. Projects are being launched in Argentina and the UK to replicate our experience. This initiative has thus addressed a major gap in the market.

Organization: KEITI

Contact: Hyunju Lee

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Abstract:

Organization: King County

Contact: Karen Hamilton

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Abstract:

King County Metro Transit Division (“Metro”) has been installing energy efficient solar light-emitting diode (LED) bus shelter lighting systems to enhance passenger safety since 2005. Solar-powered lighting allows Metro to install lighted bus stops without the expense and construction of connecting the shelter to the regional power grid, and LED’s consume far less power than typical lamps. Metro currently installs approximately 50 units per year.

In past years, Metro’s rider/non-rider surveys reported that one of our customers’ biggest security concerns is with the wait at a bus stop in the dark, with personal security satisfaction dipping as low as 18 percent. We light the interior of all of our buses for the safety, security and convenience of our passengers, so “why shouldn’t a similar level of amenities apply to our passenger shelters?” In order to meet our customers’ needs, we should provide a bench, weather protection and lighting at all Metro bus shelters. In 2017 and beyond, we will improve security for Metro customers by installing solar lighting systems as a standard feature in nearly all Metro bus shelter installations, including new, refurbished and retrofitted bus shelters. In total, 150 new solar lighting systems will be installed per year in 2017 and 2018.

Organization: King County

Contact: Karen Hamilton

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Abstract:

King County recently entered into a ten-year service agreement with Puget Sound Energy (PSE) to purchase wind-generated electricity from a wind facility in development in Western Washington. This voluntary renewable energy offering is called “Green Direct.” The service agreement commits King County to purchase Green Direct electricity beginning in 2019 for 98% of the County’s electricity needs in PSE’s service territory.

Purchasing renewable electricity through the Green Direct program is projected to reduce direct operational emissions from King County operations by twenty percent and catalyzes development of new renewable energy production in Washington State.

Organization: King County

Contact: Pam Elardo

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Abstract:

A new cogeneration system was dedicated at West Point Treatment Plant in Seattle, Washington in April 2014. The facility uses a waste byproduct of sewage treatment and turns it into renewable electricity and heat that help run the plant.

2016 SPLC Leadership Award Winner – Purchasing Innovation

Organization: King County

Contact: Karen Hamilton

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Abstract:

King County Metro Transit is testing three quiet, zero emission, battery-electric buses to determine if this technology will meet the requirements to purchase 200 additional buses over the next five years. The buses have fast-charge batteries that can be recharged in less than 10 minutes. They are designed to operate up to 23 miles between charges and get the equivalent of 15 miles per gallon more than a regular hybrid coach. The buses have no engine, fuel system, engine cooling system, exhaust system or emissions treatment system, so maintenance and parts-replacement costs are expected to be lower than for diesel buses.

Metro is currently conducting a one-year test on their performance and efficiency as part of its normal operations. The buses are housed and charged on the Eastside at Metro’s Bellevue Base, and operate on routes throughout Metro’s service area. So far the tests have gone well and exceeded expectations. Metro has been putting the buses through their paces.

The first test operated one bus for 24 hours a day, 7 days a week for 105 days. Over 32,000 miles were logged in-city and on freeway driving with a weighted load. According to Climate Solutions, each of these electric buses will save Metro Transit as much as half a million dollars in fuel and maintenance costs over its lifetime—more than paying for the upfront investment that puts the buses on the road.

Organization: King County

Contact: Autumn Salamack

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Abstract:

In 2004, King County Metro Transit (in Seattle, Washington) became the first large transit agency in the nation to purchase a fleet of hybrid buses, procuring 214 hybrids that run on electricity and ultra-low sulfur diesel fuel. Metro’s investment spurred the adoption of this technology by other transit agencies across the nation. Metro’s first hybrids reduced greenhouse gas emissions by 32 percent, achieved a fuel economy 31 percent higher than Metro’s diesel buses, and were 41 percent more reliable. Since that initial procurement, Metro has purchased hybrids with improved technologies. In 2014, Metro began purchasing hybrids with all-electric drive components and accessories. The new hybrids are up to 20 percent more fuel-efficient than the old hybrids they are replacing. Metro is also replacing its aged electric trolley fleet with new, state-of-the-art electric trolleys that can use batteries to run “off-wire” for several miles, reducing the need to substitute in diesel buses when events disrupt trolley routes. Metro teamed up with the San Francisco Municipal Transportation Authority on a single purchase contract to get highly competitive pricing. Today about 70 percent of Metro’s fleet is either hybrid or electric. Metro’s goal is to have a 100-percent hybrid or electric fleet by 2018. Metro also purchased all-electric, zero-emission Leaf vehicles for its commuter vanpool program, and procured three prototype fast-charge, battery-electric buses.

Organization: King County Department of Natural Resources and Parks

Contact: Wastewater Treatment Division – Resource Recovery

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Abstract:

To reduce the amount of electricity consumed in its plants and off-site facilities, King County’s Wastewater Treatment Division (WTD) engaged in an effort to change out its fluorescent lamps and High Intensity Discharge (HID) lighting to the more energy efficient, longer lasting, light-emitting diode (LED) lightbulbs. By replacing the standard lamps with LEDs, there will be a reduction in electricity use, costs will decrease, and the required maintenance hours will decrease because of the longer life of the LEDs. In this phase of the project, WTD chose to replace lamps that operated more than three hours a day, or over 1,000 hours a year. This effort began in 2014 and was completed in 2018. In total, the project is estimated to save 3.3 million kilowatt hours every year, which equates to $133,000 in electrical savings.

Organization: King County Department of Transportation

Contact: Karen Hamilton

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Abstract:

King County began its current liquid petroleum gas (LPG) pilot program in 2010 with an initial purchase of 10 units. Since then we have acquired an additional 12 vehicles. The first 20 vehicles were partly funded by an American Reinvestment and Recovery Act (ARRA) grant received through Clean Cities Coalition and the US Department of Energy. There were some compelling reasons for choosing LPG over other alternative fuels to replace some medium-duty vehicles in the fleet. The main consideration was that compared to gasoline and other fuels LPG reduces operational costs and lowers greenhouse gas emissions and other harmful pollutants. Overall the pilot project was a success. The vehicles showed that LPG will reduce GHG emissions in the fleet and although the energy content per gasoline gallon equivalent (GGE) compared to gasoline is less, the cost of LPG has resulted in significant savings in fuel spend.

2019 SPLC Leadership Award Winner – Individual Leadership

Organization: King County Procurement

Contact: Karen Hamilton

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Abstract:

Celebrating 30 years of efforts to reduce the environmental impacts of its purchases, King County has been a leader in this pursuit since 1989, when it established a policy to buy recycled-content products. In the interim years, the program has primarily focused on environmental aspects of products and services that are better for human health and the environment. In June 2018, based on direction in its Strategic Climate Action Plan, King County modernized these efforts, replacing its Environmental Purchasing Program with the Sustainable Purchasing Program. Instead of requiring buyers to think about one aspect of the product separately, the new policies and program take a more holistic approach to purchasing—balancing fiscal responsibility, social equity, and environmental stewardship.

To transition to this model, the sustainable purchasing team used a three-pronged approach: they updated the King County Code, they adopted a more robust Executive Policy, and they developed an online implementation guide to improve the understanding of the end users. The new policies focus on sending a transparent message to employees, suppliers, and other stakeholders that the County desires products and services that deliver key sustainability benefits and, that these benefits will increasingly be criteria in purchasing. Along with sustainable purchasing trainings offered to King County staff, these resources also provide county personnel with transparent information and technical assistance to help identify, evaluate, and purchase sustainable products and services. This transformation exemplifies the continuation of King County’s 30-year commitment to reducing its impacts on the environment.

Organization: King County’s Environmental Purchasing Program

Contact: Karen Hamilton

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Abstract:

King County, Washington’s Environmental Purchasing Program is 25 years old and has been able to bring about significant increases in the county’s purchases of environmentally preferable products by engaging the expertise of employees in the evaluation and purchase of alternative products. King County’s was one of the first programs in the country of its kind and had to forge ahead with only limited federal and state guidance on recycled products. By working internally with our end users and externally with other local, state and national leaders, we have lead, guided, shaped, influenced and taught “sustainable procurement” to others. We will continue to learn with the founding member work that we do with the Sustainable Purchasing Leadership Council. Lessons Learned – Full participation of the people who make purchasing decisions is the key to success.

Organization: Lawrence Berkely National Lab

Contact: Anna Scodel

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Abstract:

Policies to leverage the market power of the U.S. federal government have established sustainable acquisition requirements but are only effective if federal buyers purchase and receive products and services that meet sustainability criteria. While individual agencies track procurements with varying methods, no database of U.S. federal purchases exists, which presents a challenge in measuring compliance with sustainable acquisition policies and understanding where support is needed. We developed a customized method to review federal solicitations posted to FedBizOpps – the centralized website where federal buyers are required to post large procurements. We found low compliance with energy efficiency requirements and are using our findings to improve the effectiveness of program offerings.

Organization: Lexmark International, Inc.

Contact: Susan Butler, Sustainability Engineer

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Abstract:

Lexmark changes the way we use resources by putting returned material back into products instead of into landfills. Lexmark has redirected over 123,000 metric tons of material away from landfills using our Lexmark Cartridge Collection Program (LCCP). Cartridges returned by our customers to our LCCP facility are disassembled for possible reuse or remanufacturing. If remanufacturing is no longer an option, the cartridge is recycled.

Lexmark engineers reclaim post-consumer recycled (PCR) plastic from cartridges and return the material to near virgin quality for use in printer components. The ingenuity behind our PCR closedloop process involves production taking place at our LCCP facility in Juarez, Mexico. Our recycling system removes the plastic, grinds it, and then integrates our PCR with plastic from partners’ endof-life electronics to create new parts. Our innovative process saves Lexmark money and protects the environment through reduced emissions, waste and use of natural resources.

Organization: Lifeworks

Contact: Ashley Oolman

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Abstract:

In 2018 Minnesota-based Lifeworks Services supported the SPLC Summit in Minneapolis by staffing the conference and showcasing an inclusive hiring model. Ignited by Sam Hummel’s vision to expand the traditional understanding of sustainability, we accepted his invitation to show how disability inclusive hiring works.

Advancing employment opportunities for people with disabilities makes a direct impact on disproportionate rates of unemployment and poverty. Common misconceptions surrounding disability employment include how costly or challenging it may be. Data supports when companies hire employees with disabilities, they increase their competitive advantage. Inclusive hiring can raise a business’s bottom line, while increasing community engagement, ensuring equal opportunity, advancing human rights, and boosting the economy. Essentially, disability inclusive hiring promotes more equitable and sustainable communities.

Workforce diversification requires thinking differently which often reveals opportunity. These innovations can lead to increased productivity, collaboration and engagement while decreasing workplace injuries, open positions and turnover. When businesses ensure their workforce reflects their customer base, communities respond with greater brand loyalty. Simply put, inclusive hiring is a win for everyone. This case study explores how Lifeworks is leveraging relationships and expertise, to transform from being a service provider to an industry expert in the area of inclusive hiring.

Organization: Lockheed Martin

Contact: Ashley Rubinsky

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Abstract:

At Lockheed Martin, our commitment to supplier diversity has transcended into progressing sustainability efforts. Strengthening the DNA of our small businesses requires the building blocks of social, environmental, economic and ethical factors. There are two examples of Small Business Strong in 2016 that exemplify Holistic Sustainability Leadership. We unveiled a Comprehensive Mentor-Protégé program, looking at Mentor-Protégé in a whole new paradigm and providing more opportunities to small businesses. We also exceeded the DOD win rate for SBIR Technology Transitions, forging new ground and accelerating technology advancements in support of our customer’s mission. Combined, both of these efforts reflect our unwavering commitment to Small Business Strong.

Organization: Lockheed Martin

Contact: Emily Hansroth

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Abstract:

Lockheed Martin innovates to continuously identify business practices that promote leaner operations and make products more affordable. This often involves partnerships with suppliers, since approximately two-thirds of major product platforms involve subcontracted components and parts. To this end, the company seeks responsible, sustainable solutions that simultaneously increase productivity, improve workplace safety and quality in production, reduce environmental footprint such as harmful emissions and waste sent to landfill – all the while meeting or exceeding delivery schedule expectations. By working with suppliers and production operations teams, Lockheed Martin harnesses returnable, reusable containers and fixtures (RRCF) to achieve these goals. An RRCF is a shipping apparatus or production aide that increases supply chain efficiency, production flow efficiency and eliminates waste in manufacturing. Similar to car sharing and unlike disposable packaging, an RRCF gets returned to the original location or supplier for reuse.

Organization: Lockheed Martin

Contact: Matthew Swibel

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Abstract:

The U.S. Department of Energy’s (DOE) Better Plants Program (BPP) is a voluntary program for industrial-scale organizations to join in order to garner necessary resources to help set energy efficiency goals and develop energy management systems. It is a key component of the president’s Better Buildings Initiative, which seeks to improve energy efficiency in U.S. commercial buildings and industrial plants. There are multiple benefits to becoming a member of the Better Plants Program, such as energy saving resources, in-plant trainings, receiving national recognition and technical support. Lockheed Martin is a proud member of the Better Plants Program and has been a member since its inception in 2009. Lockheed Martin was recently asked to partner with the DOE on their Supply Chain initiative, which is offered to Better Plants partners (UTC and Legrand are other partners that are currently participating). The Supply Chain initiative came to fruition because 40-60 percent of an industrial organization’s energy footprint is often from its supply chain. Therefore, the Supply Chain initiative extends the benefits of energy efficiency to the partner’s suppliers by helping them achieve energy and cost savings as well. Lockheed Martin successfully kicked off this new initiative with their critical small businesses in December 2015.

2016 SPLC Leadership Award Winner –Supplier Engagement

Organization: Lockheed Martin

Contact: Matthew Swibel

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Abstract:

Lockheed Martin prioritizes resource efficiency and circular economic principles in its manufacturing operations. Lockheed Martin’s precious metals reclamation efforts promote recycled content with gold and silver, divert hazardous waste and reduce demand rates for pollution-intensive mining activities. Over the past few years, Lockheed Martin has increased the number of precious metals reclamation waste streams by 250 percent, and are on track to divert over 20.5 tons of silver and gold in partnership with a Responsible Recycling − and ISO 27001−certified supplier. We actively promote these efforts in production floor redesigns and across our four business segments.

2016 SPLC Leadership Award Winner – Supplier Engagement

Organization: Lockheed Martin

Contact: Matthew Swibel

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Abstract:

Lockheed Martin is committed to have a world-class Supplier Diversity program that provides small businesses with maximum subcontracting opportunities. Lockheed Martin understands that diversity and inclusiveness drive innovation and affordability and strengthen economic development. As the top prime contractor for the United States Federal Government, it is a natural part of our business strategy to involve small businesses in our efforts to locate sources of materials and services that will assist us in providing additional value for the customer, small businesses and Lockheed Martin products. However, Lockheed Martin’s goal is to support our small businesses above and beyond what is required by law and regulation. Our goal is more than a policy; it is a commitment to excellence and an integrated business practice that mirrors the diversity of the communities where we live and work. This case study focuses on Lockheed Martin’s relationship with small businesses, and how our efforts are not solely conducted because of federal government flow-down requirements. We see supplier diversity as a strategic business imperative to enhance competition, to invest in communities and strengthen economic development, while driving innovation and affordability.

Organization: Lockheed Martin

Contact: Matthew Swibel

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Abstract:

Over the past four years, Lockheed Martin executive leadership and procurement officials have collaboratively designed a sustainable purchasing program. They built the program by enlisting feedback from internal and external stakeholders, winning commitments from operating business segments and applying spend analysis findings to properly calibrate progress goals and tracking mechanisms. The program encompasses environmental, social and governance factors generating shared value for customers, employees, stockholders and society. These value drivers include expanded opportunities for small and disadvantaged businesses, the advancement of human rights and social wellbeing, the adoption of circular economic procurement models and capacity building for anti-corruption controls.

Organization: Lockheed Martin

Contact: Matthew Swibel

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Abstract:

A daring analysis by Lockheed Martin of the most costly environmental impacts of its supply chain and major products guides focused supplier engagement and investments highly aligned to core business goals. The three-stage analysis involved quantifying cradle-to-gate impacts to the environment and public health; creating a predictive database; and developing targeted co-investment opportunities with suppliers to generate additional net-positive impacts. The results showed that the impacts associated with product use and Lockheed Martin’s supply chain substantially outweighed the impacts occurring within its direct operations, both in environmental and financial terms. It informed new goal-setting and stakeholder engagement activities, and made leaders think systematically about product impacts and sustainable value. This prescient focus has taken on heightened relevancy as the company begins to apply the U.S. Department of Defense draft guidance on “Integrating Sustainability into DoD Acquisitions” which is derived from the standardized ISO 14040 Life Cycle Assessment (LCA) Framework to help address traditionally hidden costs, such as regulatory costs, contingent costs and pollution costs borne by society. From an environmental standpoint, direct operations represented less than 1% of total life cycle impacts.

Organization: Lockheed Martin

Contact: Matthew Swibel

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Abstract:

Over the past two years, Lockheed Martin executive leadership and procurement officials have collaboratively designed a sustainable purchasing program by enlisting feedback from internal and external stakeholders, winning commitments from operating business segments and applying spend analysis findings to properly calibrate progress goals and tracking mechanisms. The program encompasses environmental, social and governance factors that ultimately generate shared value for customers, employees, stockholders and society. These value drivers include expanded opportunities for small and disadvantaged businesses, the advancement of human rights and social wellbeing, the adoption of circular economic procurement models and capacity building for anti-corruption controls. Furthermore, Lockheed Martin now publicly discloses five performance indicators for supplier sustainability and several other performance indicators within its Sustainability Management Plan that influence purchasing practices. Specifically, the goals address elevated supplier standards for business conduct, conflict minerals due diligence, counterfeit components assessments, as well as complementary initiatives to responsibly purchase recycling services for electronic waste and precious metals recovered during manufacturing.

Organization: Lockheed Martin

Contact: Lauren C. Schultz

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Abstract:

Lockheed Martin’s Supplier Ethics Mentoring Program, launched in 2012, aims to reduce the risk of ethics and compliance-related issues in the corporation’s supply chain by building the capacity of smaller suppliers. Through this completely voluntary program, Lockheed Martin Ethics Officers work one-on-one as mentors with select suppliers to compare the mentees’ ethics programs to the criteria of the Federal Sentencing Guidelines for Organizations (FSGO) and the Federal Acquisition Regulations (FAR), and benchmark them against the ethics program elements recommended by the Defense Industry Initiative on Business Ethics and Conduct (DII). The mentors also share best practices and internal resources, and provide recommendations to help the mentees establish or improve their ethics programs. By structuring a flexible yet comprehensive mentoring program, Lockheed Martin has been able to meet the needs of a wide variety of suppliers, from large to small, including providers of both products and services. Lastly, in order to reach a broader supplier population with limited resources, the program materials are available online for any supplier (or potential supplier) to access.

Organization: Lockheed Martin

Contact: Margaret Proul

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Abstract:

The twin forces of mass digitization and shortening product cycles for electronics carry lesser known environmental and social consequences at the end of their lifecycle. Unless properly recycled, a growing amount of electronic waste (e-waste) ends up in a dumping ground in China, Ghana, India or another developing country, where poor people eke out a living by smashing and burning the technology to extract the valuable metals inside such as copper and aluminum. The toxins poison the people scavenging for metal and pollute the water and air. E-waste contains hazardous materials such as lead, mercury and cadmium that can leach into soil and groundwater, and contains hazardous emissions when burned. Worse, there remains a large gap between e-waste generation and recycling. As the largest provider of IT services to the U.S. Government, Lockheed Martin procures personal and office electronic equipment for use in operations and at certain customer sites. The company undertook a three-pronged initiative to advance e-waste stewardship through new policies, procurement practices and awareness-building efforts with key stakeholders. The initiative also benefited our largest customer’s commitment to the responsible recycling of used electronics. The federal government requires (http://www.gsa.gov/portal/content/127503) U.S. agencies to reuse electronics as much as possible and dispose of non-functional electronics via e-waste recyclers that are certified by a third party. The results of the initiative included the adoption of new policies that mandate the use of e-waste recycling vendors that obtain third-party certification for responsible end-of-life management; a public commitment shared through business community and NGO channels; the creation of on-site employee engagement programs that led to the collection of 150,000 pounds of e-waste for responsible recycling; the development and release of a e-waste mobile app for kids that connects e-waste with principles of science, technology, engineering, and mathematics (STEM) education.

Organization: Lockheed Martin

Contact: Danielle DuBee, Operations LDP

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Abstract:

Human Trafficking is a real threat throughout the world. The Trafficking Victims Protection Act of 2000, as amended (TVPA), defines “severe forms of trafficking in persons” as sex trafficking in which a commercial sex act is induced by force, fraud or coercion, or in which the person induced to perform such an act has not attained 18 years of age; or the recruitment, harboring, transportation, provision, or obtaining of a person for labor or services, through the use of force, fraud, or coercion for the purpose of subjection to involuntary servitude, peonage, debt bondage, or slavery. Serving the customer’s mission extends to our suppliers conduct which is why we developed key sustainable strategic goals. One goal in particular, enhance supply chain sustainability due diligence to identify risks and opportunities, led us to an important analysis between our supply chain and the U.S. Department of State Trafficking in Persons Report. This annual report ranks each country into a tier based upon the extent of governments efforts to meet the TVPA’s minimum standards for the elimination of human trafficking. Utilizing a business analysis tool (Tableau), we analyzed our supplier’s location and matched it per the country tier ranking to identify if we have areas of concern. After identification, we elevated awareness and provided resources to our affected areas while encouraging our supply base to conduct this analysis to further eliminate human trafficking worldwide!

Organization: Lockheed Martin

Contact: Ashley Rubinsky

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Abstract:

In the aerospace and defense industry, product development cycles and product lifespans can last years and even decades. This means that the materials we select today must be viable for many years in the future.

To help us identify chemicals of potential concern used in our supply chain, Lockheed Martin collaborated with industry partners in 2018 to develop the standard IPC-1754: Materials and Substances Declaration for the Aerospace, Defense and Other Industries. IPC-1754 establishes requirements for exchanging product and process material and substance data between suppliers and customers. Lockheed Martin is working through IAEG (International Aerospace Environmental Group), of which Lockheed Martin is a member, and IPC® (Association Connecting Electronics Industries) to develop resources to support the use of the standard, thus promote improved efficiencies and data quality. Increasing the visibility of chemicals used in the supply chain will enable Lockheed Martin to better understand risks and support identifying less hazardous substitutes, which enhances the sustainability of our products.

Organization: Looptworks

Contact: Scott Hamlin

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Abstract:

In 2018, Looptworks, a Portland, Oregon-based certified B Corporation, partnered with Delta Airlines on a global initiative to divert their retired uniforms from 65,000 employees from going to landfill. This abstract will dive into the influence of upcycling and closed loop solutions can have on purchasing of products used in the operations of every company. This case study reviews the steps taken and describes how these efforts help to not only divert 350,000lbs of uniforms from going to waste, but also how converting these materials into a tangible statement on sustainability initiatives, and the importance of employee engagement to realize goals. It describes the action steps that Looptworks and Delta Airlines are taking toward the Circular Economy.

Organization: Los Angeles Department of Water & Power

Contact: Ryan Jackson, Environmental Specialist and Maria Sison-Roces, Corporate Sustainability Programs Manager

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Abstract:

The Los Angeles Department of Water & Power (LADWP) is the nation’s largest municipal utility and purchases over two billion dollars in goods and services annually. As part of a commitment to achieving zero waste, LADWP aggregates valuable commodities, furniture and office supplies for reuse, resale and recycling through an Investment Recovery Program. In 2020, the Investment Recovery Program diverted nearly 7,000 Metric Tons of materials away from the landfill. Diverted materials generated nearly $10 Million in revenue for the Department. Data collected through the Investment Recovery Program will be used to inform green purchasing decisions moving forward.

Organization: Los Angeles Department of Water and Power

Contact: Maria Sison-Roces

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Abstract:

The Department of Water and Power’s (LADWP) adoption of sustainable practices demonstrates that being sustainable isn’t just good for the environment, but also for the bottom line. Practices that reduce consumption of both water and power ultimately translate into savings for customers and LADWP as well as avoided CO2 emissions which benefit everyone. The LEED certification of the historic John Ferraro Building (JFB) is the culmination of years of cross-functional efforts that leveraged energy and water efficiency. As a prerequisite for LEED certification, LADWP underwent an initial examination and update of LADWP’s Sustainable Purchasing Policy. This was made possible in part by the unified dedication by the Supply Chain to help achieve

As part of LA’s energy efficiency goals LADWP incentivizes its customers to implement efficiency practices while leading by example.

Organization: Los Angeles Department of Water and Power

Contact: Maria Sison-Roces

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Abstract:

As part of the City of Los Angeles, the Los Angeles Department of Water and Power (LADWP) adheres to the LA’s Mayor’s Executive Directive No. 7, the Sustainable City pLAn. This sustainability plan sets the course for a Los Angeles that is economically prosperous, environmentally sustainable, and ensures equal opportunity for all. As LA’s municipal utility, LADWP is committed to providing reliable water and power in an environmentally responsible manner. LADWP is also carving new paths for renewable energy, local solar, energy efficiency, electric vehicle adoption, water conservation, and other measures aimed at reducing greenhouse gas emissions and getting us closer to carbon neutrality.

LADWP recognizes its role as a large consumer of goods and services. Our organization’s annual spend of approximately $2 billion has an environmental impact resulting from the combined effects of a product’s manufacture, distribution, use, and disposal. Ultimately, the purchasing decisions of LADWP and its contractors can positively or negatively affect the environment.

In 2014, LADWP adopted the City of Los Angeles’ Environmentally Preferable Purchasing (EPP) Ordinance which it uses to advance sustainable business practices. These practices have led to environmentally responsible purchases or practices that reduce both waste and costs while meeting critical performance and operational requirements.

2021 SPLC Leadership Award Winner – Special Sustainable Purchasing Initiative

Organization: Los Angeles Department of Water and Power

Contact: Maria Sison-Roces, Manager of Corporate Sustainability Programs Don Tran, Environmental Specialist

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Abstract:

The Los Angeles Department of Water and Power’s (LADWP) plans for achieving 100% carbon-free energy by 2035 include aggressive goals for electrification of the transportation sector to support grid stability as well as reducing greenhouse gas emissions citywide. Electrification of the
transportation sector is a major undertaking, requiring a redirection of vehicle purchasing and investment in charging infrastructure.

One of the challenges of implementing major programs like this is getting past the initial adoption and implementation hurdles. Early implementers blaze the trail by trying different approaches and testing emerging technologies, which takes time, effort, and a willingness to accept the costs of lessons learned. It is these early implementers that bring new technologies to the mainstream.

LADWP is addressing several early implementation challenges by ramping up the installation of various electric vehicle (EV) charging infrastructure projects at its headquarters, the historic John Ferraro Building (JFB). These transportation electrification projects assist customers, employees, and visitors in making their own switch to EV adoption and infrastructure investment by demonstrating best practices, identifying unanticipated challenges, piloting new technologies, and providing charging infrastructure for EV owners.

Organization: Markit

Contact: Robin Gurney, Content Strategist

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Abstract:

In January 2020, Markit began a project to raise awareness of, and provide access to, available (instock) IT hardware and accessories that meet various environmental standards in 35 countries. The main objective is to serve the growing demand in sustainable IT procurement from Markit’s 10,000+ international clients (including 20% of Forbes 2000).

Within one month over 25,000 IT products had been labelled with various tags e.g. TCO Certified, EPEAT, ENERGY STAR, FSC, PEFC, 80PLUS and noise emission levels.

Through the online Markit marketplace IT buyers can now easily find, compare (price, availability and delivery times can be compared in real time) thousands of “sustainable IT products”.

This project is part of a wider Markit initiative to Help IT procurement in international “Go Greener” and standardise their sustainable indirect IT purchasing requirements and to inspire other IT resellers to follow suit.

Organization: McGill University

Contact: Stephanie Leclerec

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Abstract:

McGill University, a world leading research, teaching and learning institution, purchases approximately CAD $270 million of goods and services each year. Up until 2013, the University implemented only a few ad hoc initiatives to purchase “greener products”. Realizing that true advancement required a more structured approach, Procurement Services decided to lead a comprehensive Sustainable Procurement (SP) planning exercise. In 2013, we gathered a group of internal stakeholders, including faculty, staff and students from various departments and units, and developed a holistic 5-Y SP Strategic Plan. Our overarching goal has been to apply triple bottom line (social, economic, and environmental) principles, and lifecycle thinking to our procurement governance, processes, activities, logistics, and regular decision-making. The University has a full time Project Manager taking care of implementing the strategy.

Organization: Microsoft

Contact: Tim Hopper

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Abstract:

A Microsoft business group developed a consolidation strategy for procuring contact center services that was later determined by a recognized external source to be one of the largest ever supplier consolidating effort. In addition to streamlining Microsoft’s customer sales and support, the effort advanced a number of responsible sourcing goals:

• Suppliers were contractually required to publish a GRI-based citizenship report and obtain 3rd party Environmental, Social and Governance certifications.
• 100% of suppliers report on their emissions reductions goals and share their progress toward meeting these targets.
• 45,000 disadvantaged learners have achieved a free Microsoft Digital Literacy Certificate.
• The creation of over 5,000 Impact Employment jobs committed to by our suppliers

Organization: Microsoft

Contact: Anand Narasimhan, General Manager, Cloud Supply Chain Sustainability

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Abstract:

Our world needs to decouple growth from the use of natural resources. Today, the world produces billions of tons of waste each year, with e-waste being the fastest growing waste stream of which only 20% is recycled.

Microsoft is on a mission to become carbon negative, zero waste, and water positive by 2030. Circularity enables this mission by creating regenerative and restorative cycles for everything we produce. Our Circular Centers offer an innovative and proven approach, achieving circularity at scale with a zero waste plan for every part.

Over the past year, the Circular Center model has achieved 83% reuse and 17% recycle of critical parts while reducing carbon emissions by 145,000 metric tons CO2 equivalent. Over the next year we will extend this model to all our cloud computing assets and are on track to achieve 90% reuse with projected savings of approximately $100 million dollars each year. We transparently share (see Environmental Sustainability | Microsoft CSR) our approach, impact, and lessons learned with all industries to help reimagine business models towards a more sustainable and circular economy.

2021 SPLC Leadership Award Winner – Supplier Engagement

Organization: Microsoft

Contact: Anand Narasimhan, General Manager, Cloud Supply Chain Sustainability

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Abstract:

What our world needs is for businesses to decouple their growth from their use of natural resources and help stabilize the Earth’s climate. We have a limited amount of time to accomplish what will be the most significant behavioral and technological societal transformation in modern human history. By 2030, society must be well on its way to mitigating and adapting to rapidly changing climates, ensuring resilient water supplies, reducing the amount of waste we generate, and reversing the ongoing and catastrophic degradation of ecosystems while halting the extinction of species

It is this landscape where we established our key commitments to be carbon negative, water positive, and zero waste and to deploy a Planetary Computer. This application if focused on our carbon negative commitment:

• By 2030 Microsoft will be carbon negative, and by 2050 Microsoft will remove from the environment all the carbon the company has emitted either directly or by electrical consumption since it was founded in 1975.
• By 2030, Microsoft’s Cloud and Device business supply chains will reduce their scope 3 carbon emissions by more than half from a FY20 baseline.

Our commitment to reduce our scope 3 emissions includes our suppliers’ scopes 1, 2, and 3 emissions. The key challenge facing us is how to accurately measure these emissions, identify proper interventions, and then execute with our suppliers to achieve Microsoft’s ambitious emissions reductions commitment.

To address these challenges, we reached out to key stakeholders in academia, industry, NGOs, and governments to build a credible approach to develop an aligned Greenhouse Gas Protocol standard, foundationally based on environmentally extended input-output methodologies (EEIO), that allows us to establish a baseline and conduct rich hotspot analysis to measure and guide our supplier’s commitments. As a long-time member of the Sustainable Purchasing Leadership Council (SPLC), SPLC resources (eg. SPLC Program Guide, Supplier Ratings Tools, and Scope 3 GhG Emissions Tools and Resources) were foundational to the development of our recently launched Supplier Engagement Program focused on carbon emissions reduction that was added to our current Responsible Sourcing programs that focus on material ESG/ESE themes identified in the Microsoft Supplier Code of Conduct. For a fuller view of the ESG/ESE Supplier Engagement program see Microsoft Responsible Sourcing – Hardware Supply Chain.

Microsoft’s ambitious climate goals required us to develop a focused Supplier Engagement Program working with suppliers to disclose their greenhouse gas emissions and demonstrate alignment to our goals. In our Supplier Code of Conduct we established our climate goals as a contractual expectation that we can seek supplier compliance through our assurance programs. While requirements are important, our Supplier Engagement program is principally centered around collaboration with our suppliers. Our program includes one-on-one structured conversations with supplier sustainability leads to have a shared understanding of the opportunities and challenges. Further, we broadly help our suppliers through capability building opportunities. For example we recently released a set of in-depth capacity-building tools and resources, developed in partnership with Engie, WSP and CDP to help our suppliers report their greenhouse gas (GHG) emissions, develop clean energy strategies and reduce their energy-related emissions. We also recently partnered with the International Finance Corporation, a sister organization to the World Bank, which will work with designated Microsoft suppliers in emerging markets.

Our Supplier Engagement program is already yielding results. Over the last six months, suppliers representing 30% of our technology cloud spend committed to an average reduction of ~20% of their total emissions, well on our way to meeting our ambitious emissions reduction target by 2030. Further, with our scope 3 carbon fee these reductions will lead to an estimated cost avoidance of tens of millions of dollars. Finally, we have achieved these results with enthusiasm from our suppliers who are very aligned with our ambition and satisfied with the approach we have taken.

Microsoft is transparently sharing our journey in the hope that together we can develop and harness breakthroughs that can solve one of the world’s greatest challenges.

Organization: Microsoft and CDP

Contact: Tim Hopper and Betty Cremmins

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Abstract:

Microsoft’s Responsible Sourcing team has made significant progress in reducing carbon emissions across the company’s vast indirect supply chain by driving collaborative innovations designed not only to measure and track emissions, but of equal importance to build capacity for improvement across Microsoft’s wide array of Suppliers.

Through the establishment of a long-term roadmap, the goals of the program are to drive awareness, inspire, and educate across the company’s global ecosystem of business and organizations on the impact of, and solutions to climate change. Initiatives Microsoft has collaborated on, sponsored, and led have begun to transform the way Suppliers tackle their carbon footprint, aligning billions of dollars of sustainable investors with the billions of dollars of sustainable purchasers.

At the core of these climate leadership efforts lies Microsoft’s support of the Sustainable Leadership Purchasing Council’s (SPLC) rigorous sustainability enterprise rating vetting process, and the subsequent establishment of CDP as the recognized global carbon reporting standard for Suppliers. Through Microsoft’s collaboration with, and sponsorship of both the SPLC and CDP, Suppliers of all levels, sizes, and geographies have access to a best-in-class tool that rate their climate change progress and enable them to make substantive changes to reduce their carbon footprint.

Finally, to recognize tangible emissions reduction efforts and inspire future improvements, Microsoft holds an annual Microsoft Supplier Program (MSP) Excellence Awards Program. This program recognizes superior performance, exemplary service, and innovation of suppliers that demonstrate their efforts towards the broader sustainability goals of Microsoft and its ecosystem.

Simply put, when it comes to CO2 emissions, this case study demonstrates how Microsoft 1) holds itself accountable, 2) provides the tools, incentives, and training for its supply chain to improve, and 3) continues to innovate across its supply chain to improve sustainability by leveraging the company’s core competencies and cutting-edge technologies.

Organization: Mindclick

Contact: JoAnna Abrams

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Abstract:

For more than five years, healthcare purchasing decision makers have requested environmentally preferred purchasing data from suppliers of medical and non-medical products. Despite the collection of data for hundreds of thousands of items, and the expense to the supply chain, EPP information is not available to healthcare systems in the format needed to fit the purchasing process and inform their decisions.

This case study explains the challenges contributing to the lack of usable information for hospitals and demonstrates a solution for converting millions of EPP data points into analytics to benchmark current purchasing and improve performance while still meeting cost and quality requirements in the health care industry. An in-depth assessment of the impact of $1.5 million in purchasing at Edward-Elmhurst Health across three categories was completed, covering endotracheal tubes, furniture, and sutures. Approximately 50% of Edward-Elmhurst Health’s spend was on over 300,000 products that positively contributed to human and environmental health through reduced toxins, and packaging and production practices that reduce waste and greenhouse gas emission. In addition, we determined that $750,000 of spend was free of CA Prop 65 Chemicals, BPA, Latex, DEHP, PVC and Mercury. The remaining spend impact was unknown and could have a negative impact. To improve Edward-Elmhurst’s performance, the next step is to provide easily accessible EPP information for hundreds of thousands of products, and develop solutions for integrating this information into contracting and purchasing decisions.

Organization: mindful MATERIALS

Contact: Jennifer Atlee

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Abstract:

In fall 2018, PURCHASER piloted using the mindful MATERIALS (mM) Library as a resource to find and understand product sustainability data. PURCHASER requested that manufacturers add their data directly to the mM Library, a shared industry resource. New manufacturers have engaged with the mM Library, increasing its overall content by over 3% in under 3 months.

The mindful MATERIALS Library transforms the building product procurement process by providing all purchasers with consolidated, up-to-date material transparency and health and environmental impact information to enable informed decision making. A group of volunteers from across the building industry drive the initiative, operating collaboratively to define content and user experience, review product criteria and educate the industry about using the tool to save time and money.

With each PURCHASER project that uses the mM Library as a resource, clear market signals are sent to manufacturers and the pool of available data grows. Channeling requests for data through mM Library supports PURCHASER in efficient and informed material decision-making that aligns with sustainability objectives while simultaneously enabling others to optimize their purchasing processes by growing the shared data resource.

Organization: Multnomah County

Contact: Shawn Postera

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Abstract:

Enterprise Resource Planning (ERP) Systems need to fit the requirements of many business units. Often times, larger companies win this business because they offer solutions in every area, but that does not mean each area is the best fit for your organization. Multnomah County addressed this issue by completing each solution area separately along with a system integrator to ensure business needs were met. Importantly, this change ensured that small and medium sized companies could compete against large companies who typically would be awarded this software contract (because they offer solutions in all areas).

2017 SPLC Leadership Award Winner – Purchaser – Overall Program

Organization: New York State

Contact: Todd Gardner

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Abstract:

New York State has established an ambitious Green Procurement and Agency Sustainability Program under Executive Order 4 (EO 4) that directs state agencies and authorities to “green” their purchasing to make state operations more sustainable. EO 4 establishes an institutional framework – co-led by the Office of General Services and the Department of Environmental Conservation – to guide the state’s sustainable purchasing prioritization, standard-setting, and reporting activities. This interagency collaboration has created dozens of “green” specifications, which are serving as a valuable resource for purchasers developing contracts for commodities, services and technology. Additionally, in fiscal year 2014-2015, more than 80% of affected entities filed sustainability reports showing their progress towards meeting the EO 4 goals and documenting sustainability efforts. Other initiatives have led to a 50% reduction in solid waste generated and purchases of bottled water have been nearly eliminated.

Organization: New York State Office of General Services

Contact: Todd Gardner, OGS Sustainability Coordinator

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Abstract:

In April 2019, the New York State Office of General Services (NYS OGS) developed a ‘GreenNY’ icon that is used to identify environmentally preferable products meeting the state’s Executive Order 4 (EO4) specifications. These specifications cover over 100 different commodity, service, and technology products, examples of which include Electronic Products Environmental Assessment Tool (EPEAT)-certified electronics, environmentally friendly food service ware, green cleaning products and energy efficient lighting. The icon is currently being added as a searchable attribute for products that are available through the New York State eMarketplace, an online shopping website that allows authorized users of NYS OGS contracts to purchase items available on state contract through an easy-to-use shopping experience.

Organization: New York University

Contact: Sheri Shafir, Supplier Diversity & Sustainability Manager and Cecil Scheib, Chief Sustainability Officer

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Abstract:

New York University, the largest private university in North America, worked across departments and teams to identify and implement sustainable IT opportunities with university-wide impact. NYU Procurement and the Office of Sustainability drove savings and decreased carbon emissions through a participatory process that included engineers, experts, clients, end users, senior leadership, and procurement specialists. Our process-based approach involved seven core workstreams and utilized scientific analysis of sustainability savings as well as established and recognized third-party credentials.

NYU’s commitment to its innovative process relied on subject matter experts to identify IT related opportunities. To ensure both buy-in on new standards, the Chief Sustainability Officer, Supplier Diversity & Sustainability Manager, and IT Sustainability Lead collaborated in a consensus-building process involving hundreds of people from across the university, including these experts and unit representatives. Senior leadership updates with buy-in and approval was key. Finally, with implementation, NYU socialized the new ways of working through communication, including e-newsletters, website presence, and formal training.

The new IT standards have university-wide impact, resulting in significant cost savings, energy reduction, cultural mindset shift, and new ways of working to drive sustainability, produce less waste, & lower our carbon footprint.

Organization: NRG

Contact: Laurel Peacock

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Abstract:

In today’s global economy, virtually no organization is fully vertically integrated. This makes sustainability relevant across a company’s entire value chain. Corporations are acting to ensure their supply chains are transparent, resilient, and responsible both socially and environmentally. As a large power company, NRG’s supply chain activities largely consist of purchasing fuels and services to operate and maintain our generating units. Additionally, our retail electricity business relies on goods and services in the marketing and administration categories. As a valued partner to our commercial and industrial customers, we also must enhance transparency and sustainability performance to meet their higher exceptions in an increasingly competitive market.

To establish a strong foundation four our Sustainable Suppliers program, we’re focused on three key areas:

1) Assessing our supply chain risk. NRG worked with a third party to assess material sustainability risks and opportunities in our supply chain. The results from this assessment helped unearth potential hot spots for social and environmental risk and identify opportunity areas for collaboration.

2) Engaging in pre-competitive collaboration. In 2017, NRG joined the Natural Gas Supply Collaborative (NGSC), a group of companies representing 12% of gas purchases in the United States. This group strives to create responsible sourcing principles for purchasers of natural gas.

3) Creating responsible sourcing principles. This includes our manufacturing practices as well as our supplier diversity program. At NRG, we strive to maintain a position of leadership in supplier diversity among power generation companies by engaging with strategic business partners.

Organization: NSF International

Contact: Kianda Franklin

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Abstract:

The first sustainability standard for the professional services sector becomes a reality this spring after five years in development. The American National Standards Institute approved NSF 391.1 that provides a road map which the broad professional services sector can use to address environmental, social, economic and sustainable supply chain issues within the sustainability umbrella. This pertains to any organization that falls under the U.S. Federal Professional Services Schedule (PSS) or meets NAICS code 54 designation.

Development of the new standard has been facilitated as a sector consensus product by NSF International, an independent standards development organization, working in conjunction with a broad array of private and public stakeholders ranging from small and medium consulting firms, to large international enterprises, academia, state governmental entities, and both the US General Services Administration and the US EPA. The standard adopts the voluntary consensus, multi-stakeholder process preferred under US statutory procurement mandates and OMB (White House) sustainable procurement directives for federal agencies which purchase roughly $67 billion annually in professional services.

The new standard is distinguished by the complexity of the sector’s core business, the performance of human capital. Unlike a product-specific standard focused mainly on the physical composition and performance of a particular class of manufactured item, this standard focuses on the integration of many product items, materials, and uses together with social/economic conditions at the workplace and beyond and how they blend into the creation of the professional services performed. The standard incorporates by normative reference a range of sustainable product, material, supply chain, energy, human/labor rights, building and other physical and social attribute standards, principles and protocols all of which are woven into the fabric of the professional service provided. This standard will enable purchasers to better identify the suppliers continuously working towards sustainable solutions, as well as facilitate the vetting of suppliers’ supply chains to ensure their adherence to sustainable practices.

Organization: Office Depot

Contact: Molly Ray

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Abstract:

In 2012, Office Depot began the creation of their ‘Green Army,’ now known as the Sustainable Business Development Team. This team was started largely due to the fact that there was a need for more awareness of the GreenerOffice program, including product reporting and other resource knowledge. Sales associates from across the US helped shape and build this team alongside the Sustainability department. The development of this team, along training and communicating sustainability more widely, led to an increase in sales of green products from 25% to 33% from 2015 to 2016.

2015 SPLC Leadership Award Winner – Supplier of Products and Services

Organization: Office Depot

Contact: Yalmaz Siddiqui

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Abstract:

The typical narrative around sustainable purchasing is that buyers establish criteria and goals, and then engage suppliers after they have decided what they want. But what if the paradigm was reversed? What if a supplier could switch from reacting to customer demand for more sustainable products and services, to proactively helping solve customer problems associated with sustainable purchasing?This case study will describe one company’s efforts to do just that. It will detail Office Depot’s 15 year journey to customer-centric sustainability – a journey that started reactively but ended proactively – not just for the company and its customers, but potentially for an entire marketplace. The lessons learned may inform all types of collaborations between suppliers and buyers, across many product and service categories. Download Office Depot Supplemental Materials

Organization: Office Depot

Contact: Molly Ray

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Abstract:

In 2018, Office Depot undertook a ‘Year of Assessment’. This was prompted by a need to take a step back to evaluate the (15 year old) Sustainability program that has maintained initiatives and program amidst mergers, acquisitions and changes in leadership. The question needed to be answered, “Who Are We Today?” and “What Are Our Priorities?”. This involved a Materiality Assessment as well as the formation of a Sustainability Governance Council comprised of VP level and above leadership. The affect has been a noticeable shift in energy, visibility, communication, and direction for the program.

2019 SPLC Leadership Award Winner – Special Initiative

Organization: Oregon Zoo / Multnomah County

Contact: Kristin Shorey

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Abstract:

In 2008 voters of the Portland, Oregon tri-county region expressed the value they placed on animal welfare, conservation education and water, and energy conservation when they passed a Metro $125 million bond measure that funded habitat and infrastructure upgrades at the Oregon Zoo. This case study examines the implementation of the lessons learned in the first nine years of the bond’s planning and construction, into the final two to three years remaining to complete the work outlined in the bond program.

To help ensure that the public’s money was well spent, the bond measure mandated an Oregon Zoo Bond Citizens’ Oversight Committee (“the committee”) to provide independent citizen review. The committee produces a robust and thorough annual report on the bonds progress, operating at a high oversight level to ensure that the structure, expenditures, and defined goals of the zoo improvement program are on track. Excerpts from these annual reports form the basis of this case study.

Organization: Pacific Gas & Electric

Contact: Tiffany Rodriguez

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Abstract:

The complementary initiatives of replacing PG&E-owned High Pressure Sodium Vapor (HPSV) street lights with Light Emitting Diode (LED) units and the company’s process of recycling old street lights exemplify the three pillars of sustainability in a value chain: environmental, social and economic value.

2017 SPLC Leadership Award Winner – Purchasing Innovation

Organization: Pacific Gas & Electric

Contact: Tiffany Rodriguez

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Abstract:

In 2016, PG&E began sourcing V-gard GREEN hard hats made from sugar cane. These GREEN hard hats have all of the same qualities of a traditional hard hat with the added value of being manufactured from sugarcane ethanol which helps PG&E reduce its overall carbon footprint. Also, the GREEN hard hat absorbs less natural radon which has proven to be a time savings for the exit process at one of our power plants. The GREEN hard hat is slightly more expensive than the traditional, but has added value that support our goal of providing safe, reliable, affordable and clean energy – today and into the future.

Organization: Pacific Gas & Electric

Contact: Joan Kerr, Dir of Supply Chain Responsibility and Tiffany Rodriguez, Expert Supply Chain Responsibility Program Consultant

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Abstract:

PG&E has a long history of providing training to current and prospective suppliers. Training topics focus on key initiatives such as safety, cyber security, and sustainability. Suppliers have expectations to meet relative to these topics. Diverse Suppliers Go Green was a training initiative launched by the PG&E Supply Chain Responsibility (SCR) team in 2010 to train small and diverse suppliers on how to develop and implement their own environmental sustainability initiatives.

In 2018, PG&E added two new training initiatives, Greenhouse Gas (GHG) Calculation and Supplier Code of Conduct. These initiatives were selected based on PG&E supplier expectations. Suppliers are expected to measure and reduce their environmental impacts, including GHG emissions, as well as operate in accordance with PG&E’s Supplier Code of Conduct (Code). Each training includes an in-depth look at the topic, business importance, class engagement activities, and resources for sharing the knowledge in their own company. Both trainings received positive remarks from attendees and will continue as part of our Technical Assistance Program.

Organization: Pacific Gas & Electric

Contact: Joan Kerr, Dir of Supply Chain Responsibility and Tiffany Rodriguez, Expert Supply Chain Responsibility Program Consultant

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Abstract:

PG&E has a culture of embracing change, innovation, and continuous improvement. This culture encourages collaboration, partnership, and speaking up. In 2016, PG&E identified a need to replace concrete foundation footers at some of its substations. A cross-functional team partnered to methodically develop an innovative and scalable solution that was affordable, environmentally conscious, and incorporated a diverse supplier solution.

The team developed a system and tools to assess concrete conditions and evaluated solutions. A diverse-owned business was selected to perform in-place concrete repairs that avoided the use of additional concrete, reduced project costs, and provided equivalent or better asset life extension. The project was piloted in 2017 and approved for future roll-out. At creation of the pilot, there were no other known foundation programs like this within the utility industry.

Organization: Pacific Gas & Electric

Contact: Tiffany Rodriguez

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Abstract:

Pacific Gas and Electric (PG&E) enhanced their supply chain sustainability efforts by forming the Supply Chain Responsibility (SCR) team. This team focuses on sustainability via supplier diversity efforts, ethical supply chain, and environmental sustainability. Efforts include internal and external training, product category environmental focus, supplier code of conduct, and supplier environmental performance tracking.

Organization: Pacific Gas and Electric

Contact: Tiffany Rodriguez, Manager, Supply Chain Responsibility

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Abstract:

Pacific Gas and Electric (PG&E) has had a Supplier Development Program (Program) with a variety of components for several years. The Program is focused on developing select PG&E small and diverse suppliers with the intention of increasing the supplier’s utilization. The main components of the Program were executive level mentoring, university scholarships, and a PG&E cross functional team providing support. In 2020, a pilot enhancement to the Program was launched. The pilot included contracting with a woman-owned business environmental sustainability consulting firm (Consultant) to provide one on one consulting to a past Program Participant (Participant).

The Consultant worked closely with the Participant for six months to help them evaluate their current environmental practices and develop a robust environmental management system (EMS). During the six month engagement, the consultant held several stakeholder meetings to help the participant stay on track and progress towards the end goal. At the end of the pilot, the Participant developed an environmental policy and a detailed environmental management system that will keep them on a path towards continuous improvement of their reduction efforts.

2016 SPLC Leadership Award Winner – Purchasing Innovation

Organization: Philips

Contact: Joseph Prendergast

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Abstract:

Philips’ approach to sustainability is rooted in decades of activities and experience in finding solutions that consider both the needs of people and the ecological capacity of the planet. Philips invests in improving operations and achieving our sustainability goals with innovative strategies that require a new way of doing business, moving away from the traditional linear economy towards a holistic, circular one.

In 2015, Philips’ Procurement and Sustainability groups worked together to develop a strategy to achieve carbon neutrality, a commitment the company made as part of COP21. The strategy included energy efficiency initiatives, deployment of onsite renewable resources, the purchase of renewable energy credits, and the purchase of a long-term power purchase agreement, which will allow the company to achieve carbon-neutral U.S. operations and reduce its global carbon footprint by 8.3%.

Already a leader in sustainability, the Philips PPA has helped the company take a leap forward in reducing the impact of its North American operations. This case study will outline the process Philips undertook to develop its cross-functional strategy to carbon neutrality, along with an analysis of PPA benefits and business case.

Organization: Procter & Gamble

Contact: Andrew Butler

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Abstract:

When the World Economic Forum declared that by 2050, there is expected to be more plastic in the ocean that fish by weight, they put a call out to multinational corporations to be part of the solution. P&G answered that call by bringing together our critical suppliers to create a supply chain that addresses this issue. This case study describes one project that answers this call to action – the Head & Shoulders Beach Bottle – the largest run of recyclable bottles made from recycled beach plastic, was released in France in 2017. By not just engaging the two key supplier (TerraCycle and Suez)early in the project, and by giving them autonomy and resources, we developed this innovative bottle that has raised tremendous awareness about the issue of marine plastic. P&G is now leveraging our scale to use this same beach plastic approach in other regions (Latin America) and for other Brands (Fairy). In addition to be an environmental win, it also creates a social opportunity to drive a new economy around marine plastic collection.

Organization: Province of Nova Scotia

Contact: Lynda Rankin

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Abstract:

Case study on office furniture.

Organization: Railsponsible

Contact: Chrisoph Karge

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Abstract:

Railsponsible is an industry initiative focused on sustainable procurement, with the aim to continuously improve sustainability practices throughout the railway industry supply chain. The initiative is open to all railway operators and companies across the railway industry value chain, along with key industry associations, that share its vision, mission and commitments.

Organization: Renewable Choice Energy

Contact: Amy Haddon

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Abstract:

Renewable Choice Energy is a pioneering global supplier of products and services that advance clean energy development and carbon reducing technologies. The company is a recognized partner to more than 160 Fortune 500 corporations along with a generous cross section of the Global 500. The company recently made the strategic decision to shift its focus to include long-term renewable energy consulting in addition to its core product offerings of renewable energy credits and carbon offsets. This change has returned outstanding results for the company, which has grown to be one of the foremost experts on commercial renewable energy purchasing. This case study will describe the goals, process, and outcomes of this “turn of the ship,” relating how Renewable Choice identified its new direction and how it vigorously pursued new market and engagement opportunities with great success.

2019 SPLC Leadership Award Winner – Public Interest Advocate

Organization: Responsible Purchasing Network

Contact: Alicia Culver

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Abstract:

The Responsible Purchasing Network (RPN) teamed up with the City of San Francisco to develop a comprehensive Green Lighting Equipment Contract that promotes energy efficiency, reduces toxicity, ensures performance, supports local and disadvantaged businesses, and facilitates end-of-life management. An interdepartmental Lighting Green Team, consisting of the City’s electricians, sustainability and procurement staff, and RPN (a technical consultant with subject matter expertise in environmentally preferable lighting equipment), was formed in order to start the contract development process.

RPN developed specifications for six categories of lighting equipment: LED Lamps, LED Luminaires, Fluorescent Lamps, HID Lamps, Incandescent/ Halogen Lamps, and Ballasts. The specifications referenced credible sustainability performance standards (e.g., ENERGY STAR certification, the DesignLights Consortium (DLC) Qualified Products List, and the EU’s Restriction of Hazardous Substances (RoHS) Directive). RPN assigned minimum rated life and warranty requirements, and other criteria based on market assessments. RPN explained specifications and other key contract proposal provisions in a pre-bid meeting to increase the likelihood that bidders would adhere to them.

RPN identified responsive bids (i.e., those offering a full-line of products meeting SFApproved criteria). Each responsive bid was evaluated using both percentage discount and market basket assessments. Additionally, cost discounts were given to local and disadvantaged businesses.
This bid solicitation was highly competitive. Combined, the City received 85 bids across the six lighting equipment categories and issued intent to award letters for 26 responsive, low-cost bids.

2016 SPLC Leadership Award Winner – Purchaser – Initiative

Organization: Responsible Purchasing Network and Commonwealth of Massachusetts

Contact: Alicia Culver

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Abstract:

From mid-2014 until early-2015, the Commonwealth of Massachusetts teamed up with New York State and the Responsible Purchasing Network (RPN) to negotiate the nation’s largest, multi-state cooperative purchasing agreement for environmentally preferable cleaning supplies and equipment. The process entailed: – Analyzing historical spend data from the participating states to define the scope of the contract. – Creating model green janitorial supplies specifications and a market basket list of certified low-toxicity cleaners, hand soaps, floor maintenance chemicals, specialty cleaners, deicers, and janitorial paper products; recycled-content and certified-compostable trash bags, and high-efficiency vacuums and hand dryers.

Developing a vendor questionnaire to assess each firm’s green cleaning experience and training methods, and their product labeling, packaging transportation and recycling services. – Comparing Green Seal, UL EcoLogo and Safer Choice eco-logos based on dozens of criteria. – Evaluating over 30 bids to ensure compliance with the RFP specifications and identify firms offering the strongest qualifications and most attractive pricing. – Creating a user guide and promoting the availability of green cleaning products offered on the contract. – Tracking the preliminary results of the contract including approximately $2 million in cost savings due to contract discounts as well as significant toxics avoidance, water conservation, energy savings and other benefits to the participating states.

2017 SPLC Leadership Award Winner – Public Interest Advocate

Organization: Responsible Purchasing Network and Urban Sustainability Directors Network

Contact: Alicia Culver

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Abstract:

Cities spend billions of dollars through their procurement of goods and services, creating unique opportunities to generate a variety of sustainability benefits – both internally and externally. The Responsible Purchasing Network (RPN) teamed up with the Urban Sustainability Directors Network (USDN) to create a new resource, “The Buck Starts Here: Sustainable Procurement Playbook for Cities.”1 Some19 cities were actively enagaged in developing the Playbook over 18 months, and the Playbook was presented to over 60 USDN members via webinar and at the USDN annual meeting. This 200-page guide is helping cities, counties and other local governments to develop and implement more effective sustainable purchasing policies, programs, and practices, and to more easily track their results. It provides analytical tools; best practices; examples in electronics, fleets and building materials; spend analysis and implementation tips, case studies, and recommendations for city sustainability directors and teams interested in launching or strengthening their sustinable purchasing efforts. It can also be useful to other non-city purchasers. Many of the cities that participated on the Playbook team have started identifying opportunities to replicate the successes they learned about while participating in this project, and have begun implementing its recommendations.

Organization: Rheaply

Contact: Thomas Fecarotta, VP of External Affairs

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Abstract:

The sharing of resources & materials between and within local businesses presents an enormous business and environmental opportunity. It’s also incredibly timely and necessary today, as cities and organizations look to curtail discretionary spending and cope with the challenging financial and operational circumstances of the pandemic world in which we live. For Rheaply (a B2B climate tech software) the concept of the circular economy – where material outputs are put into consumer flows instead of being dismissed as waste – must be put into practice in response to Covid-19 resource shortages.

Equally important is how we apply these principles to address a massive problem facing us today: the sourcing, transparency, equitable distribution and sharing of available reopening supplies (aka, personal protective equipment such as face coverings, protective shields and sanitizers).

Balancing these needs against the fragile supply chains pushing essential workers to wear masks and gowns for sometimes longer than a week, the City of Chicago had to come up with a way to ALSO support small business (SMBs) and nonprofits in need of affordable PPE during reopening.
The City of Chicago and Mayor Lori Lightfoot’s office turned to Rheaply to completely design, implement, launch, manage, and maintain an online, local PPE exchange marketplace in late May of 2020.

2019 SPLC Leadership Award Winner – Circular Economy

Organization: Rheaply

Contact: Tom Fecarotta

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Abstract:

Using an organization’s surplus assets and resources should be the first step of any procurement decision, but the asset management tools to drive transparency, usage, and redeployment of such value assets are lacking. Organizations with reuse schemes, whether remanufacturing, recommerce or some other emerging concept in the circular economy, are doing their part to reduce carbon emissions and close material loops. Rheaply came to realize that in order for these reuse schemes to work across large organizations (and for the circular economy to be implemented at scale) there must be a way to increase the transparency of existing internal assets in the supply chain using better, cleaner, and more user-friendly technology. Rheaply developed the Asset Exchange Manager (or AxM), a modernized asset management technology to aid organizations in implementing the circular economy.

Through Rheaply’s AxM, Rheaply seeks to standardize and centralize an organization’s asset management process to empower any organization to harvest their internal resources before making any purchasing decision, by making the management, exchange, and tracking of assets more transparent. Rheaply’s programs additionally manage the resale or external transfer of surplus assets to ensure that less than 1 percent will end up in a landfill. This cloud-based SaaS platform enables users to score a win for the organization’s bottom-line as well as the environment.

Organization: Roppe Holding

Contact: Ann Dougherty

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Abstract:

Roppe Holding Company is a manufacturer of interior construction products, based in the USA. The company is family owned, and has over 600 employees. Products made in four plants include wall base, resilient floor tile, and stair treads as well as wooden trim and handrails. More than 60 products are sold across North America and in Europe, including several products manufactured by suppliers. After supplying luxury vinyl tile to the Roppe Holding Company (RHC) customers for several years, supplier Nox Corporation of South Korea desired to construct a manufacturing facility in the United States. The owner of RHC offered assistance in acquiring a location and establishing a U.S. based operation. Initial discussions in 2013 led to the current Nox USA operation in Fostoria, OH, started in November 2015. The primary goal of this project was to ensure that the RHC supplier was producing product in the United States within 18 months, which was achieved.

2017 SPLC Leadership Award Winner – Market Transformation
2016 SPLC Leadership Award Winner – Supplier Leadership

Organization: Shaw Industries Group, Inc.

Contact: Diana Rosenberger

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Abstract:

What if carpet never had to be sent to the landfill? Instead, what if it was made with safe, healthy ingredients that were assembled in a way that it could be reclaimed at the end of its useful life and re-used in the manufacturing of new carpet, over and over again, with no loss of performance quality?

Guided by principles that make up Cradle to Cradle®, Shaw designed a commercial carpet tile product known as EcoWorx® that could be responsibly recycled at its end of use.

Creating a carpet that could be recycled indefinitely without suffering any loss of quality, required a formulation devoid of traditional carpet backing ingredients such as PVC, phthalates and heavy metal stabilizers that interrupt the seamless flow of healthy raw materials back into the supply chain.

Transparency and confidentiality are fundamental elements of Shaw’s strong supplier relationships and sustainable sourcing efforts in designing and manufacturing EcoWorx®. In addition to the product itself, the industry’s first win-win take back program was essential to ensure connection to the circular economy and diverting carpet from the landfill.

Organization: Sodexo

Contact: Annie Rowell

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Abstract:

In 2014, Sodexo launched the Vermont First program, a commitment to the state of Vermont to increase local food purchasing at all of Sodexo’s Vermont accounts, working with our business partners and the communities in which we live and work to support Vermont’s local economy. Through strategic purchasing; collaboration with stakeholders; training and enabling our operators; and increasing consumer awareness, Sodexo’s Vermont First program aims to grow market opportunity for local producers, stimulate job growth, and ensure the viability of Vermont’s working lands.

Specifically, Sodexo spent $2.8 million on local products statewide in 2018 alone. We convened over 30 stakeholder meetings and sponsored events as well as an Advisory Board and multiple focus groups that bring together Vermont food system stakeholders to solve the challenges of farm to institution. We have enabled our operators across Vermont to successfully demand plan, promote, and track local products, while also engaging 143 attendees at Taking Root Student Symposium to prepare and inspire students to pursue a career in Vermont’s food system.

Sodexo’s Vermont First program is the first of its kind, where a food service company has committed to leverage statewide spend and resources for local purchasing and growing local partnerships. Since 2014, Vermont First has become a widely revered best practice in local purchasing not only for its transparent and scrupulous local tracking system, but additionally for how the program engages statewide stakeholders to provide guidance and direction to steer local purchasing to the needs of local producers.

Perhaps one of the greatest outcomes of Vermont First is that Sodexo uses the experience to intentionally replicate this model in other regions. Through this framework, we actively seek opportunities to leverage our purchasing capacity in the communities where we operate to make a positive social, economic and environmental impact.

Organization: Sonoco

Contact: Renee Paris

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Abstract:

Sonoco’s journey to sustainability leadership, with guidance from the SPLC benchmarking and other resources. This paper details Sonoco’s experience with the SPLC benchmarking tool as well as its progress towards the goal of being a leader in supplier sustainability.

Organization: Sonoco

Contact: Renee Paris

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Abstract:

Sonoco has increased their focus on sustainability in the past several years. After some success with the supplier diversity team, Sonoco created the supplier sustainability team in 2008, the year after publishing their first sustainability report. This small team has been headed by Marc Ensign since its inception and has undertaken many initiatives in its short history to engage suppliers as fully as possible. Working together with the corporate sustainability group, the supplier sustainability group’s efforts have helped Sonoco to stay on the Dow Jones Sustainability Index a record seven years straight.

Organization: Sphere E

Contact: Deborah Dunning

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Abstract:

Three leading architectural firms critiqued the Sphere-E software designed to support diverse building professionals in materials assessment and product specification. Architecture 2030, Centerbrook Architects and Skidmore, Owings & Merrill reviewed the BETA software and provided suggestions for enhancing it usefulness in efficiently selecting the most sustainable products in the global marketplace. They found the system for data quality ranking, leadership benchmarking and data visualization to offer productive processes not available in other tools. Most participants in this case study noted that transparency is more valuable when combined with the kind of product performance data vetting and analytics provided in this software system. Ed Mazria, Founder of Architecture 2030 has written, “Sphere-E is a product that promises to give design professionals the embodied carbon information they need, and it is an exciting example of the progress we’re making towards the transformation of the built environment.” Download Sphere E Supplemental Materials

Organization: State of California

Contact: Charleen Fain-Keslar

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Abstract:

The State of California has deployed its new Financial Information System for California (FI$Cal) implementing standardized financial management processes and systems across all state agencies and departments. The Department of General Services, Procurement Division (DGS PD) developed and implemented a module that provides an Environmentally Preferable Purchasing (EPP) program to track EPP in the state’s spend and report EPP progress.

Organization: State of California Department of General Services

Contact: Charleen Fain-Keslar

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Abstract:

The Department of General Services (DGS) Procurement Division (PD) is the centralized purchasing division for the state of California government and it is responsible for procuring various commodities and services. The Environmentally Preferable Purchasing (EPP) unit within the PD’s Engineering Branch is responsible for implementing environmental and sustainable specifications into the procurement contracts. PD in collaboration with a multi-stake holder team of experts from DGS Real Estate Services Division, California Environmental Protection Agency departments and California Energy Commission developed the solicitation for a $6 million statewide contract for modular office furniture which included the evaluation of the environmental performance of the products as well as the sustainability of the supply chain. Bidders were scored on the basis of their bid price and the environmental attributes associated with the offered products and supply chain. One of the most notable mandatory environmental requirements of the RFP is the indoor air quality (IAQ) specification which limits the emission of volatile organic compounds (VOCs) from the modular furniture. The targeted VOCs are based on the Reference Exposure Limits (CRELs) for toxic individual VOCs. Besides the mandatory IAQ specification, the RFP included scoring criteria to incentivize bidders offering products that meet more stringent or advanced requirements than the regulatory minimums or the industry averages. The more notable scoring criteria include LED task lighting, reduction of toxic materials, and post-consumer recycled content. Additionally, the RFP also included optional administrative requirements for recyclable shipping materials, end-of-life management program, greenhouse gas reduction, use of renewable energy and corporate environmental management system

Organization: State of California Department of General Services

Contact: Janice Yonekura

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Abstract:

Over several decades the State of California has lead the Nation in honoring its commitment to protecting the environment and supporting social and economic development. The phrase “State of California” is for many, synonymous with the word “leader”. In its leadership the State has ingrained the same principles as those recognized by the Sustainable Purchasing Leadership Council (SPLC). The State understands it must reach out to a diverse group of stakeholders to gain support for the programs they govern. California aims to achieve sustainability goals quicker with greater results in partnership with private and non-government agencies through innovative actions.
Download State of California’s Sustainable Purchasing Program Supplemental Materials

2021 SPLC Leadership Award Winner – Business Case

Organization: State of Maryland

Contact: Kshirajaa Ramesh, Sustainability Officer, Maryland Department of General Services / Emily Soontornsaratool, Chief, Sustainability, Maryland Department of General Services

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Abstract:

In the midst of a global health crisis, Maryland’s Green Purchasing Committee committed to demonstrating the value of its statewide environmentally preferable purchasing program. The Committee developed and implemented statewide initiatives around three priority areas: saving the state money, promoting public health, and taking climate action. The next step was to ensure that those initiatives resulted in tangible value to Maryland and capturing and reporting on that value. To do this, the Committee had to first gather and verify data on the State’s green spend. Then the data was analyzed, and third-party and original calculators were used to calculate benefits of purchases made in specific categories. Finally, the Committee worked to translate those results into language that stakeholders could understand. The Committee was able to publish a report that captured not just summary metrics of what the State bought, but what those purchases mean in terms of cost savings, human health impacts, and environmental benefits. The message is clear: green purchasing brings value and is a critical strategy for Maryland to address the dual crises of COVID-19 and the climate emergency.

Organization: State of Maryland & Responsible Purchasing Network

Contact:  Emily Soontornsaratool, Chief of Data Management & Sustainability Initiatives / Chair, Maryland Green Purchasing Committee

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Abstract:

The State of Maryland recently revitalized its statewide program by building on a strong policy foundation and an established inter-agency Green Purchasing Committee to develop a Green Purchasing Roadmap and move several initiatives forward.

Organization: State of Minnesota

Contact: Melissa Peck, Sustainable Procurement Program Coordinator

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Abstract:

Stakeholder engagement is key to program success. The State of Minnesota has worked to increase communication around their Sustainable Procurement Program, including new training, an updated website, and a first annual Program Update publication. Successful communication will increase the ability of the program to decrease negative social and environmental impacts.

Organization: State of Minnesota

Contact: Melissa Peck

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Abstract:

The State of Minnesota partnered with the Center for Environmental Health (CEH) and Clean Water Action-Minnesota to help state furniture purchasers identify healthier furniture options. These products are provided by the six vendors awarded a contract with the NASPO ValuePoint contract for Office Furniture, as well as the Minnesota Department of Corrections industry program (MINNCOR Industries). All of the healthier products were already offered on contract and therefore are considered cost-neutral.

In pursuit of sustainable procurement goals identified in Executive Order 17-12, the State adopted a Participating Agreement that provides health protective restrictions on five key chemicals of concern that have documented indoor air quality, environmental, and/or health concerns.

Individuals spend on average 87% of their time indoors,1 so tackling indoor furnishings is an important step in improving the indoor air quality and health of Minnesota’s workforce. Minnesota used a tiered purchasing approach to prioritize the purchase of furniture free of formaldehyde and other volatile organic compounds, antimicrobials, flame retardant chemicals, polyvinyl chloride, and fluorinated stain-resistant chemicals. These chemicals are commonly referred to as the “Hazardous Handful” or as the chemicals targeted in the “Healthy Interiors Challenge”.

Organization: State of Minnesota

Contact: Betsy Hayes

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Abstract:

Minnesota has had programs to support businesses owned by socially or economically disadvantaged persons for over forty years. However, demographic data continues to show disparities in multiple areas, including public contracting. In January 2015, Minnesota Governor Mark Dayton issued Executive Order 15-02 (updated as EO 16-01) establishing the Diversity and Inclusion Council to improve the recruiting and retention of state employees from diverse backgrounds, improve the contracting process for businesses owned by Minnesotans from diverse backgrounds, and promote civic engagement in the State of Minnesota.

In response to the executive order and expanded authority granted by the state legislature, the Minnesota Department of Administration, through its Office of State Procurement (OSP), undertook multiple initiatives to promote greater equity in its contracting processes. By pursuing multiple approaches simultaneously, the state hopes to show benefits in the near term while also addressing the need for systemic change. Among the approaches, the OSP created and delivered an innovative training program to state agency procurement staff, made process changes, and expanded outreach significantly. The OSP is monitoring progress, and continues to explore new approaches for improving its contract process and outreach efforts.

Organization: State of Minnesota

Contact: Johanna Kertesez

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Abstract:

In 2011, Minnesota Governor Mark Dayton signed Executive Order 11-13, directing state agencies to implement new practices and policies that save money and reduce the environmental impact of state government operations. Under this order, agencies create annual sustainability plans that identify specific, measurable goals. The purchasing-specific goals established in 2011 addressed office products purchased by all state agencies: copy paper, toner cartridges, and imaging equipment.

Strategies to achieve the goals included incorporating sustainable purchasing requirements in state contracts, working with contract vendors on aggressive pricing, and conducting education and outreach to purchasers and end users. All three purchasing-specific goals were achieved, yielding significant environmental benefits and cost savings. Interagency collaboration was critical to reaching the goals. The Pollution Control Agency, the Department of Administration, and the Interagency Pollution Prevention Advisory Team (which includes representatives from 20 additional government organizations) worked closely to implement the strategies and ultimately reach the goals. Key learnings include the importance of gubernatorial leadership, the necessity of data collection, as well as the utility of incorporating sustainability directly into state contracts.

One of the most important outcomes of including purchasing-specific goals in the executive order was the creation of new momentum for the State’s Sustainable Purchasing Program. The executive order allowed the state to efficiently address a contaminant of emerging concern, triclosan, through government purchasing requirements, and in turn spurred the State to work on strengthening the existing program.

Organization: State of Tennessee

Contact: Andy Kidd

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Abstract:

The State of Tennessee, through the Central Procurement Office (the CPO), is committed to supporting initiatives directed towards reducing the state’s energy costs and environmental impact. In order to achieve this goal the CPO has prioritized the need to identify and create contracts that make energy-efficient product offerings available. To fully assess the savings and environmental impact of these contracts, a standardized tracking and reporting process was necessary.

To facilitate improved understanding on if the state was achieving its savings goals, the CPO started an initiative where a team analyzed potential solutions to standardize the tracking and reporting mechanism. The team created a solution that resulted in more accurate and detailed reporting by utilizing existing software that could be easily modified as information on sustainable purchasing behavior came to light. Moving forward, this allows the office to identify and implement a comprehensive energy-efficient purchasing strategy to be used by all state agencies.

As a result of the solution’s implementation, the CPO now has a mechanism in place to track energy-efficient purchasing by a host of criteria; agency, vendor, time period, etcetera. In turn, the office has been able to set new standards and policies related to its purchasing habits and track its goal progress.

Organization: Stockholm County Council

Contact: Anna Hagvall

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Abstract:

Leading human rights due diligence in global supply chains through public procurement – the case of the Swedish County Councils and IT supply chains

In 2013 DanWatch came out with a report on poor labor conditions at four suppliers in China delivering to Dell and other IT brands. The report initiated a long-term engagement process between Stockholm County Council, Dell and its reseller Atea to remedy the labor rights violations. The process led to increased transparency and substantial improvements in Dell’s and Atea’s supply chain responsibility and helped build the Swedish County Council’s internal capacity.

Organization: Superior Essex Communications

Contact: Justin Barisich, Senior Copywriter

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Abstract:

As one of the top architectural firms in the world, Perkins and Will is a known leader in designing gorgeous, Sustainable Intelligent Buildings, and they gladly applied their 85 years of design knowledge and experience to create a sustainable, market-leading built environment for their own Toronto studio.

By first relocating to a smaller, better-fitting office – and then renovating it while keeping sustainability in mind at every step along the way – the Perkins and Will team designed and outfitted their own Toronto design studio into a sustainable, market-leading built environment focused on employee health, wellness and happiness.

And by selecting products known for their incorporation of healthy materials and transparency efforts – including 25,000 ft. of sustainable cabling from Superior Essex, the leading manufacturer and supplier of communications cable in North America – the renovation earned both LEED v4 Gold and Fitwell 2-Star certification, showcasing a combination of holistic thinking and inspirational expression that exemplifies design excellence and demonstrates both companies’ leadership in sustainability.

Organization: Swedish County Council

Contact: Pauline Gothberg

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Abstract:

In 2015, several major human- and working rights violations were detected at a surgical glove manufacturer in Malaysia during an audit performed on behalf of the Swedish County Councils. One year later, substantial improvements had been made to the working conditions in the factory.

Organization: TCO Development

Contact: Andreas Rehn, Clare Hobby, TCO Development

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Abstract:

E-waste is a continuing, global problem. With over 50 million metric tons of e-waste generated each year and only around 20% responsibly recovered or recycled, the sustainability risks of discarded electronics are an important life cycle issue for purchasers. In 2020, TCO Development launched TCO Certified e-waste compensated, a new tool for IT buyers and manufacturers to combat e-waste and take the next step in producer and user responsibility.

With TCO Certified Edge e-waste compensated, IT hardware manufacturers can apply to certify their product models to the published set of e-waste offsetting criteria, which purchasers can also refer to in their procurement specifications as a way of reducing the e-waste burden and taking important steps toward the circular economy.

For every certified product manufactured, (e.g., a computer), an equivalent amount of e-waste will be collected in a country where current legislation (e.g., WEEE) or relevant collection systems are not in place or are ineffective, especially in affected parts of Africa. The collected e-waste is then recycled in facilities that comply with stringent recycling standards and regulations. This work is carried out in collaboration with Closing the Loop, a social enterprise specialized in providing specialized in-region strategic, implementation and work opportunities in local communities affected by e-waste. TCO Certified Edge e-waste compensated criteria are applicable for notebooks, tablets, smartphones.

Organization: TCO Development

Contact: Clare Hobby

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Abstract:

The 8th generation of TCO Certified was launched in December 2018 with the goal of providing IT purchasers with a verified tool that allows them to directly affect supply chain conditions, take a more circular approach to the product life cycle, and support the UN Sustainable Development Goals.

TCO Certified is a global, independent sustainability certification for IT products, and incorporates a broad set of criteria for environmental and supply chain responsibility. Independent verification is carried out in accordance with ISO 14024 and 17025.

The research, development, and multi-stakeholder dialog behind this generation has delivered much-needed transparency around chemical content and pathways to safer substitutions, a first set of criteria to support circularity along with further focus on supply chain responsibility, and expanded coverage of conflict minerals criteria to include cobalt.

The case study looks at achievements during the three-year development cycle, including:

• Development of criteria that help purchasers take a more circular approach to IT products, focusing on extended life length and re-use;

• Creation of first public list of independently assessed flame retardants and plasticizers – going beyond banning chemicals;

• Expanded monitoring of supply chain responsibility and correction of factory non-conformities, including expanded criteria for responsible mineral sourcing and first criteria around process chemicals.

TCO Certified is used by IT purchasers worldwide as an independent tool to drive social and environmental responsibility connected to IT products.

Organization: TCO Development

Contact: Clare Hobby

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Abstract:

TCO Certified is the most comprehensive sustainable certification for IT products, including computers, tablets and other devices. For 25 years, TCO Certified has offered purchasers an independently verified tool for reducing risk and meeting sustainability challenges connected to electronics. Since 2009 TCO Certified has included criteria for socially responsible manufacturing, and a 2016 impact study reveals major improvements in code of conduct compliance in factories manufacturing certified products. Results include a reduction to zero nonconformities in several key parameters.

Findings show:

• Major improvement in code of conduct compliance in facilities manufacturing for 16 brands.
• A new brand-collaboration model for driving faster factory progress
• Continuing, industry-wide problems connected with local labor law

Organization: Tillamook County Creamery Association

Contact: Shivira Choudhary, Environment and Community Impact Manager

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Abstract:

What happens when a company with strong local roots and solid principles starts to grow?

Sustainable procurement practices become critical for keeping the company aligned with its vision.

A 110-year old dairy co-op based in Oregon, USA, Tillamook County Creamery Association (Tillamook) has strived to cultivate trust with its consumers. As the company has grown and expanded its sourcing, it has come to understand that prioritizing supplier transparency and sustainable procurement is vital for maintaining credibility and meeting sustainability expectations.

This case study demonstrates how Tillamook is building a strong foundation for sustainable procurement.

2016 SPLC Leadership Award Winner – Market Transformation

Organization: Together for Sustainability and EcoVadis

Contact: David McClintock

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Abstract:

Together for Sustainability (TfS) is an industry collaboration focused on driving sustainability improvements in the chemical industry supply chain. TfS brings together industry players (so far 16, having added three new members since October 2015, and several more in ‘onboarding’) in the chemical industry to adopt a harmonized set of assessment and audit processes, running on a common platform to achieve measurable CSR performance improvements in its supply chain.

Organization: U.S. Department of Agriculture

Contact: Mark Sajbel

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Abstract:

In 2011, USDA implemented a Voluntary Biobased Labeling Program for qualifying biobased products as a result of Congressional legislation originating in various Farm Bills. The USDA Certified Biobased Product label is designed to help purchasers identify products with biobased content and to assure them of the accuracy of this content. Biobased products are derived from plants and other renewable agricultural, marine, and forestry materials. These products provide an alternative to conventional petroleum-derived products and include a diverse range of offerings such as lubricants, detergents, inks, fertilizers, and bioplastics. USDA contracts with the organization that certifies the standard for biobased content, ASTM, making the certification process easy and affordable to encourage companies to submit candidate products. And this process has worked: over 2,200 products are carrying the USDA Certified Biobased Product label since the program’s inception. USDA also has an audit program, whose purpose is to monitor both the validity of the participants’ certified biobased content claims and the proper usage of the label in the marketplace. By creating a bigger market for biobased products, USDA carries out the main goal of the legislation, which is to help the rural economy. Selling more biobased products may also have the additional benefits of reducing our nation’s dependence on petroleum and decreasing adverse environmental and health impacts, subject to current lifecycle analysis constraints.

2015 Leadership Award Winner

Organization: U.S. Department of Energy

Contact: Josh Silverman

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Abstract:

The Department of Energy’s (DOE) GreenBuy Award Program recognizes that not all environmentally preferable products are created equal and that an awards program provides an incentive for purchasing products that are the “best of the best.” The GreenBuy Priority Products List (PPL) identifies the “best of the best” environmentally preferable attributes of available products and enables purchasers to select products that go beyond compliance to make greater contributions to energy and water efficiency, waste minimization, toxic chemical reduction, and human and environmental health protection.All Federal agencies are required to purchase environmentally preferable products. These are products that demonstrably use less energy and water, reduce or eliminate waste at the source, promote the use of nontoxic or less toxic substances, implement conservation techniques, and reuse materials rather than put them into the waste stream. The marketplace responded forcefully to the purchasing requirements for such products, which greatly increased the range of environmentally preferable products from which Federal purchasing agents could choose.Selecting any of these products would comply with the Federal requirement. DOE personnel believed, however, that mere compliance was not enough and that a system could be developed to help purchasers select the most environmentally preferable products from the hundreds available. Although awareness that strategic purchasing would have a greater contribution to human health and environmental protection, was itself a powerful incentive for their procurement, DOE recognized that an awards program could serve as a useful secondary motivation. Thus was born the DOE GreenBuy Award Program.

Organization: University of California, Office of the President

Contact: Hilary Bekmann

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Abstract:

Since 2003 the University of California (UC) has pushed laboratory equipment manufacturers for energy efficiency breakthroughs, especially for ultra-low temperature (ULT) freezers, which may use the equivalent electricity of an American home. To address high energy consumption rates, two manufacturers recently developed efficient freezers that use half the power of standard models. UC sustainability officers then verified these energy savings, and reliability was reviewed by a regional service provider.

One of the efficient freezer suppliers offered advantageous pricing and business terms, so that its energy efficient freezer became the UC’s favored model, without the need for internal or external rebates. Procurement officers then partnered with sustainability colleagues across ten campuses for a three-month campaign. Several campuses hosted ULT freezer kick-off events, with promotional flyers co-developed with the supplier. One campus sent emails to over 1,500 researchers and departmental procurement staff while the supplier handled requests for quotes, transactions, and delivery. During the 2016 promo period, over 70 ULT freezer units were sold across ten campuses, and the offer has since been extended into 2017. On top of favorable freezer pricing, a few campuses offered the customer additional energy-efficiency rebates. If all campuses had done so, the UC would have accelerated its conversion to energy-efficient models. With a University goal of climate neutrality by 2025, adoption of efficient ULT freezers is crucial to success.

Organization: University of California, San Diego

Contact: Gayle Ta

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Abstract:

Collaboration to supplier sustainability assessments.

Organization: University of Colorado, Boulder

Contact: Christina Greever, CU Green Labs Program Assistant / Theresa Nahreini, Cell Culture Facility Manager / Kathryn Ramirez-Aguilar, PhD, CU Green Labs Program Manager

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Abstract:

University laboratories are large consumers of resources including energy, water, material goods, chemicals, and space, and therefore present tremendous opportunity for reducing the environmental and fiscal footprint of research, particularly through the procurement of such resources. With scientists experiencing intense competition for research funding, efficiency and cost-saving measures benefit both the scientist and the institution. The CU Green Labs Program at CU Boulder has been studying our Biochemistry Cell Culture Facility (BCCF) as a successful example of shared equipment in collaborative research space that could be emulated elsewhere. Our resulting case study demonstrates that the BCCF—which is utilized by 16 laboratories and 70 individuals across three departments—results in substantial cost avoidance, a smaller environmental footprint, and is beneficial to the culture of science on our campus. A key ingredient is a high-quality manager, through whom lab material and equipment purchases occur to centralize requests and reduce waste, as well as enable the lab to purchase materials in bulk and further reduce costs. Other cost-saving factors inherent in a collaborative research space include efficient equipment procurement. We estimate that the facility is providing a cost avoidance of $253,000 per year to CU Boulder with $195,000 per year of those avoided costs realized directly by scientists and the Biochemistry Division, and $58,000 per year realized by campus management. This case study demonstrates that a shared cell culture facility can provide qualitative benefits and significant avoided costs to scientists and their academic institutions.

Organization: University of Pennsylvania

Contact: Colleen Reardon

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Abstract:

The University of Pennsylvania’s Ultra Low Temperature (ULT) Freezer Efficiency Program aims to reduce the number of old, under-utilized, highly inefficient freezers, and has incentivized replacement through the purchase of energy-efficient ULT freezers. ULT freezers have become approximately 75% more efficient over the past six years. The goal of the program is reduce building energy consumption by replacing underutilized and old freezers with new models. The program was developed through the collaboration of the University’s Green Campus Partnership, Perelman School of Medicine, and Purchasing Services. This program is funded by Penn Facilities and Real Estate Services’ Energy Reduction Fund (ERF).

2017 SPLC Leadership Award Winner – Supplier Engagement

Organization: University of Pennsylvania & Wash Cycle Laundry

Contact: Joel Hommes & Mark Mills

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Abstract:

This case study demonstrates what was achieved through a business relationship with a small business (Wash Cycle Laundry) and a large anchor institution (University of Pennsylvania) that is seeking to work with local partners. Wash Cycle Laundry is a certified Minority Business Enterprise and Small Business based near the University. It provides upwardly mobile job opportunities for vulnerable job seekers, and processing and delivering laundry in the most sustainable way possible. This case study describes a unique partnership between the University of Pennsylvania’s Penn Strategic Sourcing department and supplier Wash Cycle Laundry, which ultimately led to an important contract and relationship being formed with a large and important client, Hilton’s the Inn at Penn, job creation, and a more sustainable laundry service.

The case study demonstrates it is possible to achieve significant results searching for actionable opportunities without first needing to raise significant funding to support a comprehensive initiative. It also demonstrates the value of long-term strategic approach to supplier development and engagement.

Organization: USDA Forest Service

Contact: Lara Buluç, Sustainable Operations & Co-Climate Change Coordinator, Christopher Corpus, Regional Electrical Engineer/Energy Manager, Renee Jewell, Commercial Services Program Manager and Procurement Analyst, & John McLaughlin, Regional Mechanical Engineer

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Abstract:

The U.S. Forest Service Region 5 Regional Office Carport-Mounted Photovoltaic (PV) Project, completed over a 5-year span from 2013-2018, was part of the Federal Aggregated Solar Procurement Pilot (FASSP). The FASSP was selected as a segment of the White House GreenGov Spotlight Communities Program. Included in this FASSP are other Federal organizations such as the U.S Environmental Protection Agency (EPA), the U.S. General Services Administration (GSA), the U.S. Department of Energy (DOE) Federal Energy Management Program (FEMP), as well as two DOE National Laboratories—Lawrence Berkeley National Laboratory and the National Renewable Energy Laboratory. In an effort to reduce internal agency overhead costs by sharing procurement and project management resources, the FASPP team developed a contracting solution (i.e., a Power Purchase Agreement or PPA) designed to take advantage of economies of scale in solar installation, with no up-front cost to the government. FASPP demonstrates a nationally replicable process whereby Federal agencies leverage their combined purchasing power to procure on-site solar energy more efficiently, while saving money on utility bills. This was the first Federal partnership to aggregate the purchase of solar power using a third-party financed civilian agency PPA.

Organization: VF Corporation

Contact: Quen Howard, Manger, Indirect Procurement

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Abstract:

VF needed to elevate the level of service and strategic consulting that it receives from its energy partners in order to achieve the company’s RE100 goals. To enable this Indirect Procurement, in partnership with the Sustainability Team, led a sourcing event where over 20 potential partners (both large global and local boutique) were invited to participate and bid for VF’s global energy services.

The competitive tender delivered a holistic global solution that met our budget needs while providing the following services to enable our RE100 goals:
• Brown energy and waste management invoice processing, collection, and centralized reporting.
• Renewable energy consulting funded by brown energy / waste management invoice processing pricing mechanism.
• Consolidated strategic energy sourcing methodology that evaluates conventional (brown energy) and renewable (green energy) solutions.
• Sustainability Reporting and robust Service Level Agreement, elevating the relationship and capabilities of external energy consulting.

Organization: VF Corporation

Contact: Ellen Blake

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Abstract:

In June 2005, VF identified an opportunity to drive more sustainable purchasing behavior and realize value for the business through the implementation of a corporate paper program. Veritiv (formerly Xpedx) was selected as the supplier to manage the VF paper program. VF print suppliers were directed to purchase paper through the paper program for VF Brand print projects. By January 2014, the direct paper purchases of VF office papers were included in the paper program.

By directing both 1st and 2nd level procurement through the paper program, we have:

• Greater transparency into paper use throughout VF
• Leveraged scale for preferential pricing across all paper needs (direct and indirect)
• Leveraged program data to drive and achieve corporate sustainability goals.

2015 SPLC Leadership Award Winner – Supplier of Sustainability Services

Organization: VitalMetrics/IERS

Contact: Sangwon Suh and Daniel Girdler

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Abstract:

Travis Perkins Group has supplied the UK and Ireland building and construction trades for more than 200 years. In 2011, we carried out a first assessment of our scope 3 carbon impact. By running a spend analysis and mapping our purchase ledger data in detail to the rigorously peer-reviewed CEDA^® datasets, we were able to allocate an initial carbon footprint based on our spending with suppliers across multiple product categories. In 2014 we commissioned the production of a more detailed scope 3 research report, delivered by VitalMetrics (formerly IERS), again using CEDA^®. This report examined multiple environmental impacts across our total group’s purchasing, and segmented the analysis by all of our business divisions, suppliers and product categories. Crucially the study calculated water use, energy consumption and waste production, as well as GHG emissions. This comprehensive additional research allowed the business to understand the wider environmental impacts of the products it purchases. Results showed that although the business procures thousands of goods and services from over 2,000 suppliers, a small number of product categories contribute to a high proportion of the supply chain’s environmental impacts. Namely: Lime and Gypsum products, Cement, Heating Equipment and Polystyrene Foam products. These alone represent 65% of scope 3 carbon emissions, 31% of water consumption, 44% of energy use and 50% of the supply chain waste generation. The scope 3 research has equipped us with a comprehensive knowledge of the impacts of our spending; which is now helping us to prioritize actions to reduce the environmental impacts of our supply chain as quickly as possible.

2015 SPLC Leadership Award Winner – Supplier of Sustainability Services

Organization: VitalMetrics/IERS

Contact: Sangwon Suh

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Abstract:

U.S. General Services Administration (GSA) commissioned VitalMetrics (IERS LLC) to conduct a comprehensive environmental Spend Analysis (SA) for federal spends and identify options for improving procurement procedure to reduce their environmental impacts. With over $500 billion annual expenditure, the U.S. federal government is ranked as the single largest purchasing entity in the world, and its leadership in sustainable purchasing has the potential to transform the economy across the border. Using CEDA, an environmentally extended input-output LCA database, and structural path analysis (SPA), the structure of environmental impacts associated with the US federal government spends were analyzed. The results shows that non- residential construction such as road, bridges, and other infrastructures constitutes the largest environmental impacts among US federal government expenditure. The electric utility sector was responsible for the most significant amount of the overall impact from supply-chain processes. The findings from this work helped inform GSA and other federal government branches to improve the environmental performance of their purchases. While the first of the two projects were performed prior to the publication of the SPLC guidance document, both of the two projects closely follow SPLC’s guidance demonstrating its applicability to a very large organizations with complex spend data.

2019 SPLC Leadership Award Winner – Supplier Leadership

Organization: Vizient

Contact: Cristina Indiveri

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Abstract:

There is significant confusion in the healthcare industry regarding what defines an environmentally preferred product. Many healthcare organizations do not know which top trends to request regarding their products while the majority of suppliers fail to grasp what to prioritize for research and development. Vizient has asked for the group purchasing organization industry to adopt one standardized set of environmentally preferred attributes to create transparency and expedite change towards safer products. By adopting one uniform set of attributes, healthcare organizations, manufacturers, and group purchasing organizations can collaboratively work together to ensure health care providers do not inadvertently harm those who they aim to heal, and protect the environment for future generations.

2016 SPLC Leadership Award Winner – Supplier Leadership

Organization: Waste Management

Contact: Raymond Randall

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Abstract:

Waste Management has worked on a variety of events in which they have effectively implemented their Zero Waste Challenge. From regional summits to national conferences to major sporting events, the strategies that WM has executed have proven successful in improving material inputs, reducing landfilled waste, and properly managing material inputs and outputs that resulted in substantial waste diversion rates.

Organization: World Resources Institute & World Business Council for Sustainable Development

Contact: Cynthia Cummis

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Abstract:

The Corporate Value Chain (Scope 3) Standard, published by Greenhouse Gas Protocol in 2011, enables a company to measure and report indirect emissions from its value chain, such as emissions from suppliers, distributors, and product use. The standard includes 15 categories of value chain (known as “scope 3”) emission sources, both upstream and downstream of their operations. Typically, scope 3 emissions are responsible for the majority of total corporate emissions. By accounting for these sources, companies can identify significant opportunities for reducing their carbon footprint. For example, this insight can drive companies to do business with greener suppliers and customers. Since publication, accounting for scope 3 emissions sources has become a growing practice; 78% of companies that report emissions to CDP report at least one scope 3 category, 38% of companies report 5 or more categories, and13 % report 7 or more categories (which likely represents a complete inventory) . Another indicator of the uptake of the standard is that more than 500 organizations have used the Scope 3 Evaluator, a tool to estimate full scope 3 emissions.