Capital Crown Eco ManagementCapital Crown Eco ManagementEnvironmental News BlogEnvironmental News Blog3 Steps to Build a C...
3 Steps to Build a Culture of Sustainability and Achieve Global EnvironmAlthough it is common for companies to push sustai...
Like any global company reach, our worldwide operations face variouslocal conditions. Challenges ranging from the capabili...
1. Elevate sustainability initiatives to the same level as otherbusiness-critical functionsHaving employees scattered worl...
VPO has allowed our entire organization to gain well-oiled coordinationand is the primary source of our successes in our e...
Based on our experience, best-practice sharing can aid regional teamsenhance their environmental performance. For instance...
Hence, the lesson gained here is to develop a culture of sustainedimprovement where colleagues can openly share challenges...
Based on our track record, developing a culture of sustainability that isadapted and valued across the entire company is v...
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Capital crown eco management environmental news blog

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Capital crown eco management environmental news blog

  1. 1. Capital Crown Eco ManagementCapital Crown Eco ManagementEnvironmental News BlogEnvironmental News Blog3 Steps to Build a Culture of Sustainabilityand Achieve Global Environmental Goals
  2. 2. 3 Steps to Build a Culture of Sustainability and Achieve Global EnvironmAlthough it is common for companies to push sustainability results byestablishing definite, time-bound goals, attaining them is a distinctprocess for every enterprise. Innovation, investment and operationalsavvy all play a part in achieving success; but the most significant factoris formulating a vigorous culture of sustainability that incorporates thisapproach into every facet of the business.Recently, our company announced that over the past three years wehave made noteworthy improvements in our environmentalperformance. This included reduction of our energy usage by 12%, ourgreenhouse gas emissions by 15.7%, and attaining a leading-edgelevel of 3.5 hectoliters of water used for every hectoliter of beer made,posting an 18.6% reduction. These efficiency improvements were allachieved mainly without any major investment in new, sophisticatedtechnology.
  3. 3. Like any global company reach, our worldwide operations face variouslocal conditions. Challenges ranging from the capabilities and age ofequipment to the diversity in quality and availability of raw materialsmean that choosing a “one-size-fits-all” approach is often impossible.The main approach that can steer a company toward environmentalmaturity is to develop a culture of environmental conservation andawareness into all aspects of every employee’s tasks on a daily basis.This idea has been around for a while; however, it is also somethingthat is not often observed in reality. For us, ascertaining that we provideincentives and challenges to our 118,000 fellow workers to makegradual changes in the work environment – big or small, within ourmore than 140 breweries and soft drink facilities – was the best methodto attain our three-year goals. Along the way, we discovered someessential factors in establishing such a culture of sustainability:
  4. 4. 1. Elevate sustainability initiatives to the same level as otherbusiness-critical functionsHaving employees scattered worldwide, it can be hard activatingeveryone to focus on sustainability objectives. From the boardroom tothe brewery floor, we expect people to focus on environmentalperformance as much as they do on other vital business functions.Hence, companies can encourage all colleagues to stay on the samepage – focused on attaining sustainability goals.Establishing an operational management approach that putsenvironmental objectives alongside those for efficiency, quality andsafety can help to develop coordination on a company-wide scale. Wecall our management system Voyager Plant Optimizations (VPO), andis custom-designed for our unique operations. A company’s systemshould include policies, procedures and guidelines to aid teams inperforming more efficiently, while giving room for creative collaborationand innovation.
  5. 5. VPO has allowed our entire organization to gain well-oiled coordinationand is the primary source of our successes in our environmentalperformance.The management system also encourages best-practice sharing withinthe entire company by delineating distinct responsibility for assuringthat reductions are reached and allowing for targets to be embraced byall.2. Encourage global best practice sharing, tailored to localconditionsCompanies operating globally often allow every region the freedom toidentify best practices that apply under local conditions. However,businesses must grab the opportunity to utilize these acquired lessonsin other regions and scale them across the company, as much aspossible.
  6. 6. Based on our experience, best-practice sharing can aid regional teamsenhance their environmental performance. For instance, our team inChina attained the company’s highest region-wide reduction in energy,water and carbon emissions between 2009 and 2012 – 30%, 38%, and29% reductions, respectively. To help the team in China acceleratetheir improvement, our global team took the initial progress forward byencouraging best-practice sharing from other regions. Among the newinitiatives included were how to optimize efficiency in boiler combustionand how to improve time-of-use management through a meticulousanalysis of electricity rate-schedules.A few months after, our China colleagues reversed the tables andstarted sharing their own best practices in our global workshops withother Zones. The China team’s approach of continuously benchmarkingutilities usage between brewery departments by digging into the energyand water data, for instance, has now been applied to other regionsglobally.
  7. 7. Hence, the lesson gained here is to develop a culture of sustainedimprovement where colleagues can openly share challenges and solutionsand apply them to meet local conditions in real-time.3. Empower employees to continually drive improvementWe have also found that it works well to encourage all colleagues to behaveas if they owned the business. When each colleague treats the company’sgoals as their own responsibility and is empowered to act on them, greatthings happen. Colleagues in our Cartersville, GA brewery exhibited thisownership concept when they decided to adopt a weekly “Water Walks”around the facility to pinpoint areas where water was being wasted. In 2012alone, these walks succeeded in a total reduction of 49 million liters ofwater usage.By sharing the responsibility for achieving targets for sustainability withevery colleague and empowering each one to discover ways to improve,companies can achieve a degree of performance and commitment thatwould not be otherwise possible.
  8. 8. Based on our track record, developing a culture of sustainability that isadapted and valued across the entire company is vital for businessesstriving to minimize their environmental impact and to meetsustainability goals. The results can prove that this is so.ORIGINAL ARTICLE:ORIGINAL ARTICLE:http://blog.crowncapitalmngt.com/3-steps-to-build-a-culture-of-sustainability-and-achieve-global-environmental-goals/RELATED ARTICLES:RELATED ARTICLES:http://crowncapitalmngt.wordpress.com/http://crown-capital-management-robbeiko.wikia.com/wiki/Business_News_Jakarta_Management,_Crown_Capital_News_Blog:_Indonesian_Consumers_Grip_Wallets_Amid_Surge_in_Power_Costs_-_edublogs

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