honored to work with so many inspiring companies, govt agencies, universities, NGOs and their sustainability and climate efforts and our team and their commitment to our mission introduce michael
thank you daniel for having us; exciting speaking with all of you 100 degrees in portland: climate daniel: something different from the great past a-ko webcasts, and across different sectors title: climate stakeholder engagement: it&#x2019;s all about change agents my background (nike global, cr, founded FMYI, what is FMYI)
introduce fellow panelists honored to have michael, dave, and patrick join me today Michael Armstrong &#x2013; Deputy Director, Bureau of Planning and Sustainability, City of PortlandDave Newman &#x2013; Former Head Global Climate & Energy, NikePatrick Nye &#x2013; Vice President, Climate Business Group, Bonneville Environmental Foundation portland case study in climate stakeholder engagement my piece: ideas for approach and tools
This is an overview of sustainability integration at Nike, including some of the programs I was involved in and led.
I divided up sustainability integration into building the vision (strategy and business case), innovation integration (internal consulting), and creating the culture (employee communications and training). First and foremost, I tried to connect sustainability to the core business by comparing it to Nike&#x2019;s roots as an innovative, entrepreneurial company.
Brief overview of the history behind corporate responsibility at Nike to show that the foundation was already laid to do execute the sustainability innovation integration work.
This sustainability education program was instrumental to getting sustainability into the business beyond the work being done by full time CR people. When I was head of Europe footwear product integrity, I was a captain representing the Europe footwear division, and started a project team (aka &#x201C;The Brady Bunch&#x201D;).
This is an overview of the strategic plan I designed when I became a Senior Manager in Nike CR. The diagram on the left visually shows that everything begins with the vision, innovation internal consulting should reach only targeted divisions in order to maximize the efficiency of the programs, and building the culture for sustainability within the entire company is the foundation of what we&#x2019;re trying to do.
The business case was divided into three main benefits, which are listed above. We developed an internal website that covered the CEMP students&#x2019; findings/recommendations. I have more details about the results if you&#x2019;re interested.
Two of the targeted divisions for the innovations internal consulting are listed above, in addition to the major initiatives launched.
In order to facilitate a culture of innovation, enhance networking, and sharing of best practices, an early version of interact was launched.
This was a global employee communications campaign around corporate responsibility that I managed. We branded it &#x201C;kyosei: living and working together in favor of the future&#x201D; to give it a more international feel to mitigate the complaints that Nike seems to be very US-centric in its internal communications.
Examples of the kyosei campaign elements: speaker events (Bill McDonough is standing next to Nike&#x2019;s CEO, Mark Parker, who gave me budget for this campaign), promotional items (t-shirts were given to receptionists, fortune cookies were placed on everyone&#x2019;s desk across the globe with a CR-themed message inside and the URL to our intranet site), and more (signage at world headquarters, posters in offices around the globe, CR FAQ downloadable to PDAs at the global leadership summit of the top 500 employees at Nike).
we all operate at such a high level, thinking on the organization level to effect change, need to think about our roles as change agents and talking to people we want to engage and view them as change agents
seminal fast company article from 1997 - revised now for ideas, not just job function economy 2.0 and our role as climate change agents each idea we have should be viewed as our own startup
Sustainability in organizations
for my innovation
Sustainability in organizations
in 90 minutes…
Nike case study
Social networking Work
twitter google docs
YOUR GREEN ONLINE OFFICE.
SUSTAINABILITY PEOPLE PLANET PROFIT
The key piece to a Enables telecommuting Empowers your team with Saves money on printing
sustainability commitment by providing your team templates and content and shipping
is having a green online with an easy-to-use, built in for growing your
ofﬁce like fmyi. organized place for all sustainability initiative Saves money when
information people telecommute and
Why? It serves as a Promotes digital avoid time lost when
platform to grow your Creates community collaboration, leaving a commuting
team’s sustainability around your content, smaller environmental
initiative, minimizes your bringing together a team footprint Saves money when
environmental footprint, across an ofﬁce or around people are up to date on
and generates proﬁts the world Reduces ink, toner, and the site and ﬂying is
through eco-effciency paper usage reduced for catch up
efforts and fmyi’s Reduces stress by meetings
keeping everything Encourages sustainable
workﬂow features. commuting through a Generates proﬁts through
organized and up to date
Think about the hours in one place tracker embedded into fmyi’s workﬂow features
each day your team each site (efﬁcient project
spends sharing Connects people with management, institutional
fmyi’s partnerships for fmyi purchases renewable knowledge base, sales
information. Having them energy credits for your
collaborating on fmyi’s sustainability including tracking, etc) so
conferences, car sharing computer energy usage opportunities don’t slip
green online ofﬁce is the while on the site
perfect way to emphasize options, and more through the cracks
your commitment to
fmyi’s corporate commitment. Sustainability has been a part of who we are from the beginning and is written into our Articles of Incorporation. Our goal is to minimize our environmental footprint, and maximize our
societal impact. We realize that sustainability is a marathon, not a sprint, and is an eternal learning process. Employees are encouraged to commute sustainably. We offer discounts on carsharing through Zipcar,
access to bikes, ﬂexible telecommuting options, and encourage use of public transportation to meetings on TriMet. We're a Recycle at Work partner. We utilize paperless collaboration on fmyi, computers rated at
least a silver through EPEAT, business cards from Pinball Publishing, and ofﬁce products from Green Home. Sustainability is also part of the criteria we use when evaluating vendors. Every employee goes through
Natural Step training and can take advantage of volunteer opportunities. We’re using our business as a platform to raise awareness about sustainability. It's how we empower teams to make a difference.
FMYI [FOR MY INNOVATION] | VISIT FMYI.COM | CALL 888.FMYI.COM | EMAIL US AT INNOVATE@FMYI.COM
1. concentrations of substances extracted from the earth's crust
2. concentrations of substances produced by society
3. degradation by physical means
4. and, in that society, people are not subject to conditions that
systemically undermine their capacity to meet their needs
11% of total US venture capital market
E2: Ahead of medical device, telecom, and semiconductor; behind biotech and software
40 of the world’s largest cities (C40cities.org)
Adopted energy efﬁciency, CO2 emissions, and green building guidelines/policies
World organic market growing 20% a year
Organic Monitor: Global sales grew from $23 billion in 2002 to $40 billion in 2006
Sportswear and fashion
Sales for organic cottton products up 85%
Organic Exchange: Global retail sales at $1.1 billion in 2006, up from $583 million in 2005
LOCAL ECONOMIC CLUSTERS
f my i
THE FMYI JOURNEY
Reduce paper usage and travel
Ads from organizations with sustainability info
Sustainability features to track commuting
Climate change mitigation features
Sports and recreation
97% would take less $ at a CSR leader
Stanford: Study of 800 MBAs from 11 leading North American and European schools
Costco turnover rate is half the industry’s
WSJ: Good beneﬁts lead to 24% turnover rate compared to 50% for the industry
73% named cost savings as primary driver
Pricewaterhouse: Survey of US companies about main driver for sustainability investments
73% investing more in energy-saving
NSBA: 76% said cutting energy costs will boost proﬁts; reporting 20-30% savings (CSME)
THE FMYI STORY
Articles of Incorporation
Tech, commuting, recycling, procurement
Training & education
63 million Americans buy sustainable
LOHAS: $227 billion total market
2/3 would switch to a more sustainable brand
Cone Roper: If all else is equal, 2/3 would switch
400 CEOs from Wal-Mart’s largest vendors
Wal-Mart Live Better Sustainability Summit: Pressure on their vendors
THE FMYI STORY
Articles in the media
Building a human energy movement
Business integration of sustainability: history, vision, innovation, culture
• 1989 Phil Knight’s scenario planning • 1999 Footwear and Apparel divisions hold sustainability workshops;
Shambhala sustainability business integration program
• 1993 Nike Environmental Action Team (NEAT) formed with focus on
compliance, manufacturing, monitoring, and Reuse-A-Shoe
• 2000 Shambhala program runs through April
NEAT employs 20 people in the US, 2 in Europe, and 7 in Asia
Sustainability positions created (5 in Footwear, 1 in Apparel)
• 1995 Sarah Severn, Director of NEAT, takes the group to hear Paul NEAT, Labor Practices, and Community Affairs united to form the
Hawken speak about his book, The Ecology of Commerce Corporate Responsibility division
• 1996 NEAT focuses on supplier education, pollution prevention, and • 2001 Shambhala projects progress with no structured follow up
the greening of materials used in the manufacture of products
11 Nike internal “Maxims” released, including “Do the right thing”
Board-level Corporate Responsibility Committee formed
First Corporate Responsibility Report released
Corporate Responsibility Division reorganized to integrate into the
• 1997 Adoption of The Natural Step principles business
• 1998 Hiring of Maria Eitel, VP for Corporate Responsibility; launch of
Nike’s environmental policy with Paul Hawken
HISTORY: SHAMBHALA (1999-2000)
• 55 captains
• Three offsites
• Project teams
nike sustainability business integration
objectives initiatives key milestones (fy03)
Q1 Q2 Q3 Q4
business case >
vision strategic planning >
build case & tool plan integration launch website
investigate integration into strat plans, cfes, los >
build into scorecards
knowledge sharing >
innovations human energy >
design of tool
present 101 to groups
"human energy" sustainable innovations package to support
operational/financial priorities and develop new sources of growth
a. alignment of package with divisional/departmental strat plans & culture
b. training program to introduce sustainability into organization
c. technical resources and contacts available for help
d. online tool to share innovations and track progress
e. follow up meetings to continually raise the bar for progress
targets: equipment, procurement, memphis, emea, facilities, nike pacific,
americas/asia returns, ftwr/apparel, americas sales ops, t&e, nike japan
employee engagement >
plan cr month build cr month launch cr month continue internal comm
groups sustainability network > monthly project development meetings and newsletters with subgroup projects
enhance the brand, raise roic, invest in team, organize around our strengths/master our weaknesses
• Impact the bottom line
• Enhance the brand The Bottom Line.
You know it's the right thing to do. You
know it's part of who we are and our
values. Now learn how sustainability adds
financial value to the Nike business.
Making the business case for sustainability
and reporting the results demonstrates to
• Lead the future
shareholders and other financial
stakeholders that sustainability efforts add
value, both now and in the future. And
looking at potential projects through a
business case framework will allow people
to choose those projects with the highest
total returns, including those with non-
obvious value drivers. So dive in, and see
the business case in action!
CONTACT: Justin Yuen • UPDATED: January 9, 2003 • DEPARTMENT: Nike Corporate Sustainable Development • Design: Dragonfly Interactive
US Retail Global Equipment
renovation, and operations
Incorporate green rubber
• best practices
• project workspace
19,284 unique visits from around the world
in 6 weeks (665 average visits a day)
1525 people attended 7 speaker events at
WHQ (full house for all employee meeting)
500 posters, 250 easels, 120 table tents,
100 speaker series posters, 25 lobby displays
24 bridge banners, 8 Pre Hall displays, and
event posters in 75 locations around the world
300+ people from all over the Nike family helped make this event a reality in less than 2 months
500 senior leaders educated through integration of the Kyosei theme into the community session and Heidi’s presentation, sending a strong business
case and innovation message
Is it all about the organization?
It’s about you.
Is it just about sustainability?
It’s all about innovation.
What is innovation?
Sustainability, collaboration, and tech.
How do you create a long term sustainability vision?
Backcasting. The business case. Passion.
the natural step network’s training tools.
How do you collaborate to generate new ideas?
Training. Events. Internal consulting.