Going Green: A Holistic Approach to Transform Business IJMIT JOURNAL
In recent years environmental and energy conservation issues have taken the central theme in the global business arena. The reality of rising energy cost and their impact on international affairs coupled with the different kinds of environmental issues has shifted the social and economic consciousness of the business community. Hence, the business community is now in search of an eco-friendly business model. This paper highlights the concept of green business and their needs in the current global scenario.
The document summarizes HP's history and ongoing commitment to environmental sustainability and social responsibility. It discusses HP's programs and initiatives dating back to the 1930s, with a focus on reducing the environmental impact of its operations, supply chain, and products. It also outlines HP's priorities around supply chain responsibility, energy efficiency, and product reuse/recycling to make the greatest impact.
The document discusses environmental sustainability initiatives for supply chains and operations. It introduces a sustainability dashboard for Microsoft Dynamics AX that tracks key performance indicators like energy consumption, greenhouse gas emissions, and energy costs. The dashboard aims to provide visibility into environmental impacts and costs to help companies reduce footprint and make more informed decisions. It will initially launch in early 2009 for customers in select regions.
IBM has a long history dating back to 1911 and has transformed over the decades from a producer of tabulating machines and services into a global technology services and software company led by executives like Thomas Watson Sr., Lou Gerstner, and Sam Palmisano who implemented strategies shifting IBM away from hardware and towards higher value services and solutions. Under Gerstner and Palmisano, IBM divested low-value assets and acquired numerous software companies to build a portfolio focused on infrastructure, integration, and innovation to become a globally integrated enterprise.
This document summarizes Tata Consultancy Services' (TCS) commitment to corporate social responsibility (CSR) according to their company report. TCS structures its CSR around two tiers - directly impacting communities through its business expertise and preserving the environment. The company also utilizes employee association Maitree for CSR initiatives to help underprivileged communities globally. TCS aligns with the Tata Council of Community Initiatives for social causes across Tata companies and supports relief/charity efforts. The company engages academia through faculty programs and research sponsorship to further CSR.
The document discusses IBM's strategic information technology plan. It outlines IBM's mission to innovate in ways that solve major business and societal problems through responsible practices. The plan focuses on managing technology and innovation through resource allocation, understanding competitors and technical developments, promoting entrepreneurship, assessing sustainability and ethics, communicating with stakeholders, and maintaining social responsibility and profitability. IBM aims to continue leading through innovative actions that improve its reputation.
The document analyzes how 200 large companies communicate about climate change and sustainability on their websites. It finds that most companies accept the scientific consensus on climate change, assert the need for public policy action, and highlight economic opportunities in sustainability. Many collaborate with environmental groups and aim to influence suppliers and customers to reduce emissions.
Going Green: A Holistic Approach to Transform Business IJMIT JOURNAL
In recent years environmental and energy conservation issues have taken the central theme in the global business arena. The reality of rising energy cost and their impact on international affairs coupled with the different kinds of environmental issues has shifted the social and economic consciousness of the business community. Hence, the business community is now in search of an eco-friendly business model. This paper highlights the concept of green business and their needs in the current global scenario.
The document summarizes HP's history and ongoing commitment to environmental sustainability and social responsibility. It discusses HP's programs and initiatives dating back to the 1930s, with a focus on reducing the environmental impact of its operations, supply chain, and products. It also outlines HP's priorities around supply chain responsibility, energy efficiency, and product reuse/recycling to make the greatest impact.
The document discusses environmental sustainability initiatives for supply chains and operations. It introduces a sustainability dashboard for Microsoft Dynamics AX that tracks key performance indicators like energy consumption, greenhouse gas emissions, and energy costs. The dashboard aims to provide visibility into environmental impacts and costs to help companies reduce footprint and make more informed decisions. It will initially launch in early 2009 for customers in select regions.
IBM has a long history dating back to 1911 and has transformed over the decades from a producer of tabulating machines and services into a global technology services and software company led by executives like Thomas Watson Sr., Lou Gerstner, and Sam Palmisano who implemented strategies shifting IBM away from hardware and towards higher value services and solutions. Under Gerstner and Palmisano, IBM divested low-value assets and acquired numerous software companies to build a portfolio focused on infrastructure, integration, and innovation to become a globally integrated enterprise.
This document summarizes Tata Consultancy Services' (TCS) commitment to corporate social responsibility (CSR) according to their company report. TCS structures its CSR around two tiers - directly impacting communities through its business expertise and preserving the environment. The company also utilizes employee association Maitree for CSR initiatives to help underprivileged communities globally. TCS aligns with the Tata Council of Community Initiatives for social causes across Tata companies and supports relief/charity efforts. The company engages academia through faculty programs and research sponsorship to further CSR.
The document discusses IBM's strategic information technology plan. It outlines IBM's mission to innovate in ways that solve major business and societal problems through responsible practices. The plan focuses on managing technology and innovation through resource allocation, understanding competitors and technical developments, promoting entrepreneurship, assessing sustainability and ethics, communicating with stakeholders, and maintaining social responsibility and profitability. IBM aims to continue leading through innovative actions that improve its reputation.
The document analyzes how 200 large companies communicate about climate change and sustainability on their websites. It finds that most companies accept the scientific consensus on climate change, assert the need for public policy action, and highlight economic opportunities in sustainability. Many collaborate with environmental groups and aim to influence suppliers and customers to reduce emissions.
1. Microsoft is one of the largest companies in the world with over 100,000 employees working to realize their vision of helping people and businesses through technology.
2. Founded by Bill Gates in 1981, Microsoft develops software, services, and devices and has expanded into areas like social media, search engines, and voice assistants.
3. Looking towards the future, Microsoft is focusing on more natural user interfaces that utilize touch, gestures, and voice instead of traditional keyboards and mice to improve the user experience.
Pin On School Stuff. Online assignment writing service.Dawn Robertson
1. Turn off the water supply lines and drain the tub.
2. Remove the mounting nuts or screws to detach the old spout.
3. Clean the mounting surface and apply plumber's putty or thread sealant.
4. Position the new spout and secure it with the mounting nuts or screws.
5. Turn the water supply back on and check for leaks before using the tub.
1. The report provides an environmental analysis of the external and internal factors impacting Waste Management's business, including economic, technological, political, social, and industry-specific factors.
2. The business challenges identified include declining waste volumes as customers reduce waste, increasing demands for recycling and sorting of materials, and criticism from environmental advocacy groups.
3. The recommendation is for Waste Management to adapt its business model to capitalize on trends toward zero waste and increased recycling in order to continue growing revenues.
1. The report provides an environmental analysis of the external and internal factors impacting Waste Management's business, including economic, technological, political, social, and industry-specific factors.
2. The business challenges identified include declining waste volumes as customers reduce waste, increasing demands for recycling and sorting of materials, and criticism from environmental advocacy groups.
3. The recommendation is for Waste Management to adapt its business model to capitalize on trends toward zero waste and increased recycling in order to continue growing revenues.
Running head COMPANY OVERVIEW1COMPANY OVERVIEW2Co.docxtodd271
Running head: COMPANY OVERVIEW
1
COMPANY OVERVIEW
2
Company Overview
Name: John Blair
Institutional Affiliation: Rasmussen College
Founded in 2001, Global Inc. is one of the leading manufacturers of consumer electronics such as personal computers, smartphones, and household appliances among other products. As a limited liability company members are not liable for the organization’s liabilities or debts (Deering & Murphy, 2003). It has experienced growth currently with approximately 13, 500 workers and an annual revenue of $14 billion as of December 2017. Smartphones and personal computers form its major source of revenue which currently comprises 45% of all the revenues. Starting 2009, the company expanded to the international market and has since experienced a growing revenue due to the expanding market share. More so, due to benefits such as cheap and readily available labor, the organization moved some of its manufacturing processes to Indonesia, Bhutan and Hong Kong which has greatly impacted the operational cost enabling it to provide goods at competitive prices.
In 2016, the company faced issues related to labor management as it was established that some of its suppliers employ underage workers and also utilizes bonded labor. It has been an ethical issue faced by the organization whether it should cut ties with the suppliers and find other suppliers. The company did not have any policies that controlled labor management practices by the suppliers hence it was not likely for the organization to act with speed. On the other hand, in the established manufacturing plants in Asian countries, it emerged that some workers received wages lower than the minimum wages in the said countries. These have been the two major issues that have recently tarnished the organization’s public image. However, it has put efforts to turn around the situation and regain its previous public image.
Reference
Deering, A., & Murphy, A. (2003). The Partnering Imperative: Making Business Partnerships Work (1st ed.). New York, NY: Wiley.
Running head: ETHICAL ISSUES IN CONSUMER ELECTRONICS INDUSTRY
1
ETHICAL ISSUES IN CONSUMER ELECTRONICS INDUSTRY
4
Trending Ethical Issues in Consumer Electronics Industry
Name: John Blair
Institutional Affiliation: Rasmussen College
Trending Ethical Issues in Consumer Electronics Industry
In the consumer electronics industry, players are competing with each other to create cutting edge devices that are more appealing to the consumers. Due to this need, majority of the manufacturers have employed various strategies such as partnering with third party manufacturers in a bid to lower operational costs hence being able to present consumers with competitively priced devices. However, it is imperative to note that adoption of the various strategies by the industry players has led to a number of ethical issues such as unfair labor practices as looked into in the following section.
One, partnering with third party manufacturers.
This document discusses trends in green business practices from 2009. It finds that [1] most large companies and executives anticipate increased environmental regulation and spending on green programs. [2] New green industries and innovations are emerging around clean technology and energy management. [3] Building efficiency and reducing waste are becoming priorities as companies seek to cut costs through green supply chain partnerships and initiatives like reducing power usage.
10 Most Disruptive Automation Companies to WatchMerry D'souza
This edition features a handful of Disruptive Automation Companies sectors that are at the forefront of leading us into a digital future
Read More: https://www.insightssuccess.com/10-most-disruptive-automation-companies-to-watch-volume-ii-april2022/
The document discusses IBM's corporate governance and business ethics. It provides background on IBM's history dating back to the 19th century. It describes IBM's business structure, risk management processes, and focus on documenting controls, policies and risk assessments. The document also discusses IBM's operations in BRIC countries like India, where it has a long history and several regional offices. It outlines IBM's strategies of focusing on research and development, acquisitions, and using global centers of excellence.
According to the textbook, information management is among the mos.docxannetnash8266
According to the textbook, information management is among the most critical functions of business success
In current world, business are very competitive and you need to stay ahead in the game to bring new features/products/services to the market & to the customers, failing will impact creditability of your brand, having high quality and timely data are very crucial and it is a critical business asset, Well designed Information management helps to get this data to make the right decisions at the right decisions at the right time, enabling a faster response to changes in your business environment at less cost, with fewer mistakes and leading to better business performance.
Information management has traditionally been the job of the IT department, but the responsiveness required of business operations these days makes it imperative that top management takes responsibility for information quality from the business viewpoint rather than seeing it as a solely technological exercise. It is the management’s task to define what information it needs to run the business successfully, when the information is needed and what its quality criteria should be.
2.Evaluate the level of impact of IT / enterprise architecture on information management (e.g., the flow of information throughout the company / organization, etc.) within a company or industry of your choice.
Information technology (IT) is dramatically changing the business landscape. Although organization cultures and business strategies shape the use of IT in organizations, more often the influence is stronger the other way round. IT significantly affects strategic options and creates opportunities and issues that managers need to address in many aspects of their business.
During my stint as IT developer with Large cooking ware products company (direct selling), the business team solely depended on IT shop, all offers, service catalogs, promotions were enabled and simplified by IT, it established open flow of information allows everyone within the organization to understand the way that Direct selling via Sales portal works.
3.Next, determine at least one (1) obstacle or challenge that the IT organizational leader would face in order to support organizational information within the company or organization that you have chosen
One of the challenge we had with our Organization business users, adaptability of the changes, our business users were very used to maintain the offer, promotions in manual way, store as excel sheets in their work station, With our IT architecture of maintaining templates in a central place and auto populate the current offer, promotions triggered Resistance to the change from business users, we overcome by extensive training by uplifting technical skills of business users and conducting awareness sessions on online sales, B2B, B2C concepts.
4. According to the textbook, “at no time will a specific target architecture ever be achieved”. State the main reasons why.
This document summarizes a two-day workshop on sustainable value and profit. The workshop will explore how social and environmental issues can create business opportunities through cases studies of companies like GE, Walmart, and Unilever. Participants will discuss innovations in sustainable value using Appreciative Inquiry methods to identify organizational strengths. The goal is to envision what business and sustainability will look like in 2014.
David Cooperrider and Chris Laszlo team up for an executive education leadership program on creating sustainable value through whole system Appreciative Inquiry methods. The course is taught at the Weatherhead School of Management at Case Western Reserve University and in companies around the world.
Climate Change: Current Policy Landscape and Implications for U.S. Industryedf_innovex
The document summarizes a presentation given at the 2009 MEP National Conference on climate change and its implications for US industry. The presentation discussed how climate change science shows emissions this decade have been worse than expected and inaction will lead to significant warming in the US. It outlined policies being pursued by lawmakers to cap greenhouse gas emissions and transition to renewable energy. The presentation argued this transition creates business opportunities for manufacturers in areas like renewable energy components and argued MEP centers should help clients reduce costs and emissions to position themselves for growing green markets.
The keynote presentation covered four major technology trends: cloud computing, social media and networking, mobility, and green technology/alternative energy. The presentation also discussed lessons learned over the past 10 years and what the speaker would do differently, such as developing more recurring revenue streams, focusing on retaining top talent, and being more globally aware and entrepreneurial.
The document discusses the history and development of social and environmental assurance engagements. It notes that such engagements arose in the 1980s due to increasing pressure on companies to report on their social and environmental impacts. Various standards and regulations were introduced over subsequent decades in the UK and US. The role of auditors in providing assurance on social and environmental reporting is expected to continue increasing given the emphasis on issues like carbon emissions and environmental damage caused by businesses.
As part of Global Entrepreneurship Week (GEW) 2017, the EdTech Network hosted Dr. Ben Amaba, IBM Worldwide Leader for Hybrid Cloud Software, for a presentation on how today’s global innovators, entrepreneurs, and leaders are changing industries, cultures, and practices through digitization. Dr. Amaba explored how IBM is tapping the cloud, mobile, and analytics technology to compete and to harness innovation and knowledge to drive the “art of the possible” in order to achieve results and target new markets in a manner never imagined.
1. Marketers can play an important role in corporate social responsibility (CSR) initiatives due to their close connections to customers and external communications roles. As customer interests in sustainability grow, marketers are well-positioned to champion CSR.
2. The document examines how some companies like Nike and The Body Shop have improved their CSR efforts and benefited their brands over time. It also provides the example of Westpac as an Australian company that takes CSR seriously.
3. While banks produce impressive CSR reports, the document argues they could improve in two key areas - curbing corporate greed to avoid "bad profits", and more transparency around lending practices and their impacts on communities and the environment. Marketers can help
BBA 3551, Information Systems Management 1 Course Lea.docxtarifarmarie
BBA 3551, Information Systems Management 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
4. Explain how information systems can be used to gain and sustain competitive advantage.
4.1 Discuss how collaboration IS can provide competitive advantages for a specific organization.
4.2 Explain why collaboration IS are important from the organization’s perspective.
7. Summarize the requirements for successful collaboration in information systems management.
7.1 Discuss how collaboration tools can improve team communication.
7.2 Identify the tools that will help create a successful collaboration IS.
Course/Unit
Learning Outcomes
Learning Activity
4.1
Unit Lesson
Chapter 2
Chapter 3
Unit II PowerPoint Presentation
4.2
Unit Lesson
Chapter 2
Chapter 3
Unit II PowerPoint Presentation
7.1
Unit Lesson
Chapter 2
Unit II PowerPoint Presentation
7.2
Unit Lesson
Chapter 2
Unit II PowerPoint Presentation
Reading Assignment
Chapter 2: Collaboration Information Systems
Chapter 3: Strategy and Information Systems, Q3-1 – Q3-8
Unit Lesson
Chapter 2 investigates ways that information systems (IS) can support collaboration. It defines collaboration
and discusses collaborative activities and criteria for successful collaboration. It also discusses the kind of
work that collaborative teams do, requirements for collaborative IS, and important collaborative tools for
improving communicating content. The chapter ends with a discussion of collaboration in 2024.
Collaboration and Cooperation
Cooperation occurs when people work together toward a common goal. For example, in teamwork, each
team member is given a task to complete such as a project component. Collaboration occurs when people,
together or remotely, work together toward a common goal (Kroenke & Boyle, 2017). For example, a team
member in California and a team member in Texas might meet using Skype to discuss ideas for a project.
Figure 1 below illustrates collaboration in a team environment. In this illustration, the project manager is
responsible for collaborating with team members who are in different departments. For example, the project
manager may assign a project administrator who will document the various stages of project development,
UNIT II STUDY GUIDE
Collaboration Information Systems and
Strategy and Information Systems
BBA 3551, Information Systems Management 2
UNIT x STUDY GUIDE
Title
assign a person from software development to develop the software application, and assign a person from
operations to set up a testing environment. Each of these team members would work with the project
manager and with each other throughout the project; however, the project manager would be the main point
of contact.
Feedback and iteration are involved so that the
results of the collaborative effort are greater
than could be produced by any of the
individuals .
More Related Content
Similar to 09-089 May 18, 2009 This case was prepared by Reb.docx
1. Microsoft is one of the largest companies in the world with over 100,000 employees working to realize their vision of helping people and businesses through technology.
2. Founded by Bill Gates in 1981, Microsoft develops software, services, and devices and has expanded into areas like social media, search engines, and voice assistants.
3. Looking towards the future, Microsoft is focusing on more natural user interfaces that utilize touch, gestures, and voice instead of traditional keyboards and mice to improve the user experience.
Pin On School Stuff. Online assignment writing service.Dawn Robertson
1. Turn off the water supply lines and drain the tub.
2. Remove the mounting nuts or screws to detach the old spout.
3. Clean the mounting surface and apply plumber's putty or thread sealant.
4. Position the new spout and secure it with the mounting nuts or screws.
5. Turn the water supply back on and check for leaks before using the tub.
1. The report provides an environmental analysis of the external and internal factors impacting Waste Management's business, including economic, technological, political, social, and industry-specific factors.
2. The business challenges identified include declining waste volumes as customers reduce waste, increasing demands for recycling and sorting of materials, and criticism from environmental advocacy groups.
3. The recommendation is for Waste Management to adapt its business model to capitalize on trends toward zero waste and increased recycling in order to continue growing revenues.
1. The report provides an environmental analysis of the external and internal factors impacting Waste Management's business, including economic, technological, political, social, and industry-specific factors.
2. The business challenges identified include declining waste volumes as customers reduce waste, increasing demands for recycling and sorting of materials, and criticism from environmental advocacy groups.
3. The recommendation is for Waste Management to adapt its business model to capitalize on trends toward zero waste and increased recycling in order to continue growing revenues.
Running head COMPANY OVERVIEW1COMPANY OVERVIEW2Co.docxtodd271
Running head: COMPANY OVERVIEW
1
COMPANY OVERVIEW
2
Company Overview
Name: John Blair
Institutional Affiliation: Rasmussen College
Founded in 2001, Global Inc. is one of the leading manufacturers of consumer electronics such as personal computers, smartphones, and household appliances among other products. As a limited liability company members are not liable for the organization’s liabilities or debts (Deering & Murphy, 2003). It has experienced growth currently with approximately 13, 500 workers and an annual revenue of $14 billion as of December 2017. Smartphones and personal computers form its major source of revenue which currently comprises 45% of all the revenues. Starting 2009, the company expanded to the international market and has since experienced a growing revenue due to the expanding market share. More so, due to benefits such as cheap and readily available labor, the organization moved some of its manufacturing processes to Indonesia, Bhutan and Hong Kong which has greatly impacted the operational cost enabling it to provide goods at competitive prices.
In 2016, the company faced issues related to labor management as it was established that some of its suppliers employ underage workers and also utilizes bonded labor. It has been an ethical issue faced by the organization whether it should cut ties with the suppliers and find other suppliers. The company did not have any policies that controlled labor management practices by the suppliers hence it was not likely for the organization to act with speed. On the other hand, in the established manufacturing plants in Asian countries, it emerged that some workers received wages lower than the minimum wages in the said countries. These have been the two major issues that have recently tarnished the organization’s public image. However, it has put efforts to turn around the situation and regain its previous public image.
Reference
Deering, A., & Murphy, A. (2003). The Partnering Imperative: Making Business Partnerships Work (1st ed.). New York, NY: Wiley.
Running head: ETHICAL ISSUES IN CONSUMER ELECTRONICS INDUSTRY
1
ETHICAL ISSUES IN CONSUMER ELECTRONICS INDUSTRY
4
Trending Ethical Issues in Consumer Electronics Industry
Name: John Blair
Institutional Affiliation: Rasmussen College
Trending Ethical Issues in Consumer Electronics Industry
In the consumer electronics industry, players are competing with each other to create cutting edge devices that are more appealing to the consumers. Due to this need, majority of the manufacturers have employed various strategies such as partnering with third party manufacturers in a bid to lower operational costs hence being able to present consumers with competitively priced devices. However, it is imperative to note that adoption of the various strategies by the industry players has led to a number of ethical issues such as unfair labor practices as looked into in the following section.
One, partnering with third party manufacturers.
This document discusses trends in green business practices from 2009. It finds that [1] most large companies and executives anticipate increased environmental regulation and spending on green programs. [2] New green industries and innovations are emerging around clean technology and energy management. [3] Building efficiency and reducing waste are becoming priorities as companies seek to cut costs through green supply chain partnerships and initiatives like reducing power usage.
10 Most Disruptive Automation Companies to WatchMerry D'souza
This edition features a handful of Disruptive Automation Companies sectors that are at the forefront of leading us into a digital future
Read More: https://www.insightssuccess.com/10-most-disruptive-automation-companies-to-watch-volume-ii-april2022/
The document discusses IBM's corporate governance and business ethics. It provides background on IBM's history dating back to the 19th century. It describes IBM's business structure, risk management processes, and focus on documenting controls, policies and risk assessments. The document also discusses IBM's operations in BRIC countries like India, where it has a long history and several regional offices. It outlines IBM's strategies of focusing on research and development, acquisitions, and using global centers of excellence.
According to the textbook, information management is among the mos.docxannetnash8266
According to the textbook, information management is among the most critical functions of business success
In current world, business are very competitive and you need to stay ahead in the game to bring new features/products/services to the market & to the customers, failing will impact creditability of your brand, having high quality and timely data are very crucial and it is a critical business asset, Well designed Information management helps to get this data to make the right decisions at the right decisions at the right time, enabling a faster response to changes in your business environment at less cost, with fewer mistakes and leading to better business performance.
Information management has traditionally been the job of the IT department, but the responsiveness required of business operations these days makes it imperative that top management takes responsibility for information quality from the business viewpoint rather than seeing it as a solely technological exercise. It is the management’s task to define what information it needs to run the business successfully, when the information is needed and what its quality criteria should be.
2.Evaluate the level of impact of IT / enterprise architecture on information management (e.g., the flow of information throughout the company / organization, etc.) within a company or industry of your choice.
Information technology (IT) is dramatically changing the business landscape. Although organization cultures and business strategies shape the use of IT in organizations, more often the influence is stronger the other way round. IT significantly affects strategic options and creates opportunities and issues that managers need to address in many aspects of their business.
During my stint as IT developer with Large cooking ware products company (direct selling), the business team solely depended on IT shop, all offers, service catalogs, promotions were enabled and simplified by IT, it established open flow of information allows everyone within the organization to understand the way that Direct selling via Sales portal works.
3.Next, determine at least one (1) obstacle or challenge that the IT organizational leader would face in order to support organizational information within the company or organization that you have chosen
One of the challenge we had with our Organization business users, adaptability of the changes, our business users were very used to maintain the offer, promotions in manual way, store as excel sheets in their work station, With our IT architecture of maintaining templates in a central place and auto populate the current offer, promotions triggered Resistance to the change from business users, we overcome by extensive training by uplifting technical skills of business users and conducting awareness sessions on online sales, B2B, B2C concepts.
4. According to the textbook, “at no time will a specific target architecture ever be achieved”. State the main reasons why.
This document summarizes a two-day workshop on sustainable value and profit. The workshop will explore how social and environmental issues can create business opportunities through cases studies of companies like GE, Walmart, and Unilever. Participants will discuss innovations in sustainable value using Appreciative Inquiry methods to identify organizational strengths. The goal is to envision what business and sustainability will look like in 2014.
David Cooperrider and Chris Laszlo team up for an executive education leadership program on creating sustainable value through whole system Appreciative Inquiry methods. The course is taught at the Weatherhead School of Management at Case Western Reserve University and in companies around the world.
Climate Change: Current Policy Landscape and Implications for U.S. Industryedf_innovex
The document summarizes a presentation given at the 2009 MEP National Conference on climate change and its implications for US industry. The presentation discussed how climate change science shows emissions this decade have been worse than expected and inaction will lead to significant warming in the US. It outlined policies being pursued by lawmakers to cap greenhouse gas emissions and transition to renewable energy. The presentation argued this transition creates business opportunities for manufacturers in areas like renewable energy components and argued MEP centers should help clients reduce costs and emissions to position themselves for growing green markets.
The keynote presentation covered four major technology trends: cloud computing, social media and networking, mobility, and green technology/alternative energy. The presentation also discussed lessons learned over the past 10 years and what the speaker would do differently, such as developing more recurring revenue streams, focusing on retaining top talent, and being more globally aware and entrepreneurial.
The document discusses the history and development of social and environmental assurance engagements. It notes that such engagements arose in the 1980s due to increasing pressure on companies to report on their social and environmental impacts. Various standards and regulations were introduced over subsequent decades in the UK and US. The role of auditors in providing assurance on social and environmental reporting is expected to continue increasing given the emphasis on issues like carbon emissions and environmental damage caused by businesses.
As part of Global Entrepreneurship Week (GEW) 2017, the EdTech Network hosted Dr. Ben Amaba, IBM Worldwide Leader for Hybrid Cloud Software, for a presentation on how today’s global innovators, entrepreneurs, and leaders are changing industries, cultures, and practices through digitization. Dr. Amaba explored how IBM is tapping the cloud, mobile, and analytics technology to compete and to harness innovation and knowledge to drive the “art of the possible” in order to achieve results and target new markets in a manner never imagined.
1. Marketers can play an important role in corporate social responsibility (CSR) initiatives due to their close connections to customers and external communications roles. As customer interests in sustainability grow, marketers are well-positioned to champion CSR.
2. The document examines how some companies like Nike and The Body Shop have improved their CSR efforts and benefited their brands over time. It also provides the example of Westpac as an Australian company that takes CSR seriously.
3. While banks produce impressive CSR reports, the document argues they could improve in two key areas - curbing corporate greed to avoid "bad profits", and more transparency around lending practices and their impacts on communities and the environment. Marketers can help
Similar to 09-089 May 18, 2009 This case was prepared by Reb.docx (20)
BBA 3551, Information Systems Management 1 Course Lea.docxtarifarmarie
BBA 3551, Information Systems Management 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
4. Explain how information systems can be used to gain and sustain competitive advantage.
4.1 Discuss how collaboration IS can provide competitive advantages for a specific organization.
4.2 Explain why collaboration IS are important from the organization’s perspective.
7. Summarize the requirements for successful collaboration in information systems management.
7.1 Discuss how collaboration tools can improve team communication.
7.2 Identify the tools that will help create a successful collaboration IS.
Course/Unit
Learning Outcomes
Learning Activity
4.1
Unit Lesson
Chapter 2
Chapter 3
Unit II PowerPoint Presentation
4.2
Unit Lesson
Chapter 2
Chapter 3
Unit II PowerPoint Presentation
7.1
Unit Lesson
Chapter 2
Unit II PowerPoint Presentation
7.2
Unit Lesson
Chapter 2
Unit II PowerPoint Presentation
Reading Assignment
Chapter 2: Collaboration Information Systems
Chapter 3: Strategy and Information Systems, Q3-1 – Q3-8
Unit Lesson
Chapter 2 investigates ways that information systems (IS) can support collaboration. It defines collaboration
and discusses collaborative activities and criteria for successful collaboration. It also discusses the kind of
work that collaborative teams do, requirements for collaborative IS, and important collaborative tools for
improving communicating content. The chapter ends with a discussion of collaboration in 2024.
Collaboration and Cooperation
Cooperation occurs when people work together toward a common goal. For example, in teamwork, each
team member is given a task to complete such as a project component. Collaboration occurs when people,
together or remotely, work together toward a common goal (Kroenke & Boyle, 2017). For example, a team
member in California and a team member in Texas might meet using Skype to discuss ideas for a project.
Figure 1 below illustrates collaboration in a team environment. In this illustration, the project manager is
responsible for collaborating with team members who are in different departments. For example, the project
manager may assign a project administrator who will document the various stages of project development,
UNIT II STUDY GUIDE
Collaboration Information Systems and
Strategy and Information Systems
BBA 3551, Information Systems Management 2
UNIT x STUDY GUIDE
Title
assign a person from software development to develop the software application, and assign a person from
operations to set up a testing environment. Each of these team members would work with the project
manager and with each other throughout the project; however, the project manager would be the main point
of contact.
Feedback and iteration are involved so that the
results of the collaborative effort are greater
than could be produced by any of the
individuals .
BEAUTY AND UGLINESS IN OLMEC MONUMENTAL SCULPTUREAuthor.docxtarifarmarie
This document summarizes an article that examines how Olmec monumental sculptures depicted beauty and ugliness. It argues that while Western art has valued naturalism, Olmec art showed the opposite - they appreciated anthropomorphic statues that incorporated feline features, seeing them as representing power and fertility, but disliked the very naturalistic style of colossal heads. These heads likely depicted defeated enemies in ritual battles who could not claim the divine patronage of jaguars and so had to appear as "plain" and ugly people. The document provides examples and descriptions of different Olmec sculptures including emergence monuments, colossal heads, and were-jaguars to support this thesis.
August 4, 2011 TAX FLIGHT IS A MYTH Higher State .docxtarifarmarie
August 4, 2011
TAX FLIGHT IS A MYTH
Higher State Taxes Bring More Revenue, Not More Migration
By Robert Tannenwald, Jon Shure, and Nicholas Johnson1
Executive Summary
Attacks on sorely-needed increases in state tax revenues often include the unproven claim that tax
hikes will drive large numbers of households — particularly the most affluent — to other states.
The same claim also is used to justify new tax cuts. Compelling evidence shows that this claim is
false. The effects of tax increases on migration are, at most, small — so small that states that raise
income taxes on the most affluent households can be assured of a substantial net gain in revenue.
The basic facts, as this report explains, are as follows:
Migration is not common. Most people have strong ties to their current state, such as job,
home, family, friends, and community. On average, just 1.7 percent of U.S. residents moved
from one state to another per year between 2001 and 2010, and only about 30 percent of those
born in the United States change their state of residence over the course of their entire lifetime.
And when people do relocate, a large body of scholarly evidence shows that they do so
primarily for new jobs, cheaper housing, or a better climate. A person’s age, education, marital
status, and a host of other factors also affect decisions about moving.
The migration that’s occurring is much more likely to be driven by cheaper housing
than by lower taxes. A family might be able to cut its taxes by a few percentage points by
moving from one state to another, but housing costs are far more variable. The difference
between housing costs in two different states is often many times greater than the difference in
taxes. So what might look like migration in search of lower taxes is really often migration for
cheaper housing.
Consider Florida, often claimed as a state that attracts households because of its low taxes
(Florida has no income tax). In the latter half of the 2000s, the previously rapid influx of U.S.
migrants into Florida slowed and then reversed — Florida actually started losing population.
The state enacted no tax policy change that can explain this reversal. What did change was
1 Dylan Grundman, Anna Kawar, Eleni Orphinades, and Ashali Singham contributed to this report.
820 First Street NE, Suite 510
Washington, DC 20002
Tel: 202-408-1080
Fax: 202-408-1056
[email protected]
www.cbpp.org
2
housing prices. Previously, the state’s lower housing prices had enabled Northeastern
homeowners to increase their personal wealth by selling their pricey houses and purchasing a
comparable or better home in Florida at a lower price. But housing prices in Florida rose
sharply during the mid-2000s, narrowing opportunities for Northeasterners to “trade up” on
their expensive homes. And consider California: its loss of househ.
BHA 3202, Standards for Health Care Staff 1 Course Le.docxtarifarmarie
BHA 3202, Standards for Health Care Staff 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
4. Discuss the impact personal skills have on the workplace.
4.1 Describe the various types of personal goals that can affect professional development.
Course/Unit
Learning Outcomes
Learning Activity
4
Unit Lesson
Chapter 11
Unit II Essay
4.1
Unit Lesson
Chapter 3
Unit II Essay
Reading Assignment
Chapter 3: Setting Goals and Time Management
Chapter 11: Professionalism in Action
Unit Lesson
José has decided to apply for the position of healthcare administrator at his clinic. Jane suggested that he
should think about where he wants his career to go from the short-term to the long-term before he interviews
for the position she will be vacating next month. She has stressed to him that professionalism, and all that the
term implies, is the key characteristic that the healthcare administration position requires. José will need to
reflect on his goals and the manner in which he presents himself to his colleagues at the clinic.
In Chapter 3 of your textbook, we look at how to set goals and utilize time management skills to enhance our
skills, knowledge, and abilities in the healthcare administration field. Let us look first at the different types of
goals we can set, starting with the types of goals to consider:
personal,
educational,
career, and
community.
Personal goals are the things that make life interesting. We may want to learn to ski or try skydiving one day.
Having personal goals enhances one's self-concepts and self-esteem. They can be as simple as going to a
new movie or planning for retirement.
Education and lifelong learning should be something all professionals keep in mind, and setting educational
goals is an important part of being a professional. Being in this program is clearly a part of an educational
goal that you have set for yourself. Being successful at meeting educational goals also tells others that you
are someone who can meet goals too.
UNIT II STUDY GUIDE
Goals and Professionalism
BHA 3202, Standards for Health Care Staff 2
Another type of goal the healthcare professional must address is the career goal. You have already
demonstrated that you have set a career goal by enrolling in this program and course. While these are clearly
educational goals, they actually are also career goals. As José is learning, advancing in his career at his
healthcare clinic is now a career goal of his and one that he needs to plan for carefully to ensure success.
José is wondering what exactly community goals are and if he has any and just does not know it. As Chapter
3 explains, we are all a part of a community, and we all contribute in some way to our communities. José is a
part of the healthcare clinic community because he and associates go out for dinner once a mo.
Assignment – 8600-341 (Leading and motivating a team effectiv.docxtarifarmarie
Assignment – 8600-341 (Leading and motivating a team effectively) - Part A
This document is for guidance only – to be used in the classroom workshop. Your actual assignment must be completed on the electronic template you will find on Online Services.
Part A (AC 1.1, 1.2, 1.3, 2.1, 2.2,2.3) (800 to 1,500 words)
The assessment requirements for this unit are as follows:
Learning Outcome One - Know how to communicate the organisations vision and strategy to the team
AC1.1 Explain the importance of the team having a common sense of purpose that supports the overall
vision and strategy of the organisation
AC1.2 Explain the role that communication plays in establishing a common sense of purpose
AC1.3 Assess the effectiveness of own communication skills on the basis of the above
Learning Outcome Two - Know how to motivate and develop the team
AC2.1 Describe the main motivational factors in a work context and how these may apply to different
situations, teams and individuals
AC2.2 Explain the importance of a leader being able to motivate teams and individuals and gain their
commitment to objectives
AC2.3 Explain the role that the leader plays in supporting and developing the team and its members and
give practical examples of when this will be necessary
NAME:
Khalid aljohari
COHORT:
COMPANY:
WORD COUNT
LEARNING OUTCOME 1 – Know how to communicate the organisations vision and strategy to the team
AC1.1 Explain the importance of the team having a common sense of purpose that supports the overall vision and strategy of the organisation (approx. 200 words)
Type here:
· Talk about motivation
· Think team charter
· About DIB vision
AC1.2 Explain the role that communication plays in establishing a common sense of purpose
(pprox.. 200 words)
Type here:
· Task understanding
· Leader creditability
· Help positive environment
· Working together
· Better performance
· accuracy
· Less waste
· Less mistake
AC1.3 Assess the effectiveness of own communication skills on the basis of the above (approx. 200 words)
Type here:
· Active listening
· How to get feedback
· Communicate creatively
· Write side effect
LEARNING OUTCOME 2 - Know how to motivate and develop the team
AC2.1 Describe the main motivational factors in a work context and how these may apply to different situations, teams and individuals (approx. 200 words)
Type here:
· Range about main factors
· MOZ Lose and Mayo
· Mayo achievements
· Talk about bonus and achievement
AC2.2 Explain the importance of a leader being able to motivate teams and individuals and gain their commitment to objectives (approx. 200 words)
Type here:
· Details explanation
· Why is import for leader and motivate team
· Individual commitment and objective
AC2.3 Explain the role that the leader plays in supporting and developing the team and its members and give practical examples of when this will be necessary (pprox.. 200 words)
Type here:
·.
BIOEN 4250 BIOMECHANICS I Laboratory 4 – Principle Stres.docxtarifarmarie
This document provides instructions for Laboratory 4 on measuring principal strains and stresses in a cantilever beam. Students will use a strain gage rosette mounted on a pre-gaged cantilever beam to measure strains under different applied loads. They will then calculate the principal strains and stresses from the strain measurements and compare the longitudinal stress to values calculated from beam flexure equations. The goal is to determine the principal strains and stresses in the beam and understand how strain gages can be used to characterize mechanical loading.
BHR 4680, Training and Development 1 Course Learning .docxtarifarmarie
BHR 4680, Training and Development 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Discuss the training implications of behavioral and cognitive learning in the training environment.
1.1 Discuss the influences and learning in the workplace that contribute to training and
development.
2. Compare the relationship between human resources and human resource development functions in a
large global organization to the functions of a small global organization.
2.1 Explain the use of training and development as a contributing factor to business success.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit I Lesson
Chapter 1
Chapter 2
Unit I Assessment
2.1
Unit I Lesson
Chapter 1
Chapter 2
Unit I Assessment
Reading Assignment
Chapter 1: Introduction to Employee Training and Development, pp. 7-50
Chapter 2: Strategic Training, pp. 65-89, 104-105
Unit Lesson
Human Resource Management and Human Resource Development
Human resource management (HRM) consists of seven functions: strategy and planning, equal employment
opportunities (EEO), talent management, risk management and worker protection, recruitment and staffing,
rewards, and employee and labor relations (Mathis, Jackson, Valentine, & Meglich, 2017). HRM plays a vital
role in human resource development (HRD). In HRM, you have the human resource manager who is
responsible for all functions of human resources (HR), compared to an HRD manager who is solely
responsible for training and development and project management for HR. HRD is the use of training and
development, organizational development, and career development to improve overall effectiveness within
the organization (Noe, 2017). In creating the needed training and development plan for an organization, HRM
and HRD work collaboratively, or it can be an individual effort by each entity. According to Noe (2017),
organizations can allow training to be a part of HRM, but that can lead to less attention being provided and
less focus being applied than when allowing the training aspect to be handled by HRD. Regardless of the
choice, training and development requires a team effort from upper management, middle management,
frontline managers and workers, and others.
UNIT I STUDY GUIDE
Introduction to Training and Development
BHR 4680, Training and Development 2
UNIT x STUDY GUIDE
Title
What Is Learning?
Learning is when employees acquire “knowledge, skills, competencies, attitudes, or behaviors” (Noe, 2017,
p. 5). During the learning and training processes, you must consider your audience type(s) and the learning
style(s) of your audience members. Your audience types can consist of high-tech, low-tech, or lay audience
members or a combination of these types. With learning styles ranging from tactile learners to auditory
learners to visual learners, you, as the manager, must be able to deliver training .
Business Plan 2016 Owners Mick & Sheryl Dun.docxtarifarmarie
Business Plan 2016
Owners Mick & Sheryl Dundee
6 Gumnut Road, DANDENONG, VIC, 3025
(03) 9600 7000 [email protected]
Confidentiality Agreement
The undersigned reader acknowledges that the information provided by National Camper Trailers in this
business plan is confidential; therefore, reader agrees not to disclose it without the express written
permission of National Camper Trailers.
It is acknowledged by reader that information to be furnished in this business plan is in all respects
confidential in nature, other than information which is in the public domain through other means and that
any disclosure or use of same by reader may cause serious harm or damage to National Camper Trailers.
Upon request, this document is to be immediately returned to National Camper Trailers.
___________________
Signature
___________________
Name (typed or printed)
___________________
Date
This is a business plan. It does not imply an offering of securities.
Table of Contents
Page 1
Contents
1.0 Objectives ................................................................................................................................. 2
1.1 Mission .................................................................................................................................. 2
1.2 Keys to Success..................................................................................................................... 2
2.0 Company Summary .................................................................................................................. 2
2.1 Company Ownership ............................................................................................................ 3
2.2 Company History .................................................................................................................. 3
2.3 Performance over the past 10 years ...................................................................................... 4
3.0 Company Structure ................................................................................................................... 6
3.1 Factory and Manufacturing ................................................................................................... 6
3.2 Assembly and Fitout ............................................................................................................. 6
3.3 Finance and administration. .................................................................................................. 6
3.3 Human Resources and WHS ................................................................................................. 7
3.4 Sales and Marketing .............................................................................................................. 7
4.0 SWOR Analysis ....................................................................................................................
Assignment Guidelines NR224 Fundamentals - Skills
NR224 Safety Goals RUA.docx Revised 06/14/2016 BME 1
Required Uniform Assignment: National Patient Safety Goals
PURPOSE
This exercise is designed to increase the students' awareness of the National Patient Safety Goals developed
by The Joint Commission. Specifically, this assignment will introduce the Speak Up Initiatives, an award-
winning patient safety program designed to help patients promote their own safety by proactively taking
charge of their healthcare.
COURSE OUTCOMES
This assignment enables the student to meet the following course outcomes.
CO #2: Apply the concepts of health promotion and illness prevention in the laboratory setting. (PO #2)
CO #8: Explain the rationale for selected nursing interventions based upon current nursing literature. (PO
#8)
DUE DATE
Week 6
Campus: As directed by your faculty member
Online: As directed by your faculty member
POINTS
50 points
REQUIREMENTS
1. Select a Speak Up brochure developed by The Joint Commission. Follow this link to the proper
website: http://www.jointcommission.org/topics/speakup_brochures.aspx.
2. Write a short paper reviewing the brochure. Use the Grading Criteria (below) to structure your
critique, and include current nursing or healthcare research to support your critique.
a. The length of the paper is to be no greater than three pages, double spaced, excluding title
page and reference page. Extra pages will not be read and will not count toward your grade.
3. This assignment will be graded on quality of information presented, use of citations, and use of
Standard English grammar, sentence structure, and organization based on the required components.
4. Create the review using Microsoft Word 2007 (a part of Microsoft Office 2007), the required format for
all Chamberlain documents. You can tell that the document is saved as a MS Word 2007 document
because it will end in “.docx.”
5. Any questions about this paper may be discussed in the weekly Q & A Forum in your online course or
directly with your faculty member if you are taking NR224 on campus.
6. APA format is required with both a title page and reference page. Use the required components of the
review as Level 1 headers (upper- and lowercase, bold, centered).
a. Introduction
b. Summary of Brochure
c. Evaluation of Brochure
d. Conclusion
PREPARING THE PAPER
The following are the best practices in preparing this paper.
1) Read the brochure carefully and take notes. Highlighting important points has been helpful to many
students.
http://www.jointcommission.org/topics/speakup_brochures.aspx
Assignment Guidelines NR224 Fundamentals - Skills
NR224 Safety Goals RUA.docx Revised 06/14/2016 BME 2
2) Title page: Include title of your paper, your name, Chamberlain College of Nursing, NR224
Fundamentals—Skills, faculty name, and the date. Center all items between the .
Brand Extension Marketing Plan 8GB530 Brand Extension Marketi.docxtarifarmarie
Brand Extension Marketing Plan 8
GB530 Brand Extension Marketing Plan: Guide
Introduction
Use this document as your guide to success. All Brand Extension Marketing Plan documents should use 1” margins, 12 pt. font, and include a cover page and a reference page.
For the Brand Extension Marketing Plan Assignments in this class you will not use the usual APA rules which require in-text citations as 1) no marketing plan ever uses direct quoting within its contents, 2) we are making an exception due to the nature of a Marketing Plan Assignment and 3) you will not use double-spacing but instead you will use this document’s formatting.
It is important that you write your Brand Extension Marketing Plan in third person (there is no “I” in a marketing plan), using your own words, and/or paraphrasing instead of direct quoting. Once deposited into the Dropbox for grading, Brand Extension Marketing Plan Assignments are submitted to Turnitin® for a potential plagiarism review, so it continues to be important for you never to use anyone else’s words verbatim.
For each of the Brand Extension Marketing Plan Assignments, you should list, on the reference page, all of the references you used when preparing your plan. Again, you do not need to include the in-text parentheses noting references and timeframes as normally required in our APA Assignments, but you do need to use APA to format your references list. If you have any questions on this exception to using APA, let me know.
All the components of the Marketing Plan are assessed using the following:
Subject Mastery Rubric: Knowledge (Can define major ideas) or Comprehension (Can discuss major ideas) or Application (Can apply major concepts to new situations).
A MARKETING PLAN IS THE FOUNDATION FOR ALL MARKETING EFFORTSBeginning your Brand Extension Marketing Plan: The Product Proposal
The major project in this course is to complete a Brand Extension Marketing Plan for one new product on the behalf of an existing for-profit organization.
As you begin your project, you need to first assume you have the role of a marketing manager for one,new, currently not available from your selected Brand Company, product on the behalf of a real, for-profit organization. Consider this a “brand extension”: you are adding a product to an existing company’s product line.
Think about your selection – the proposal is for a New Product for a New Market of consumers! Extend the Brand Name into new product markets by offering a “new to the company” product.
Companies may do this by buying an existing product, or importing a new product and putting their brand name on it – or they develop their own product to compete in the new market.
Module 1 BEMP Proposal - What will your project be about?
Submit your response to the following questions as a Product Proposal:
1. What is the brand name of your for-profit business/organization?
1. What is the new product, not currently in existence, that will generate revenue for .
Building a Dynamic Organization The Stanley Lynch Investme.docxtarifarmarie
" Building a Dynamic Organization
The Stanley Lynch Investment Group is a large investment firm headquartered in New York. The firm has 12 major investment funds, each with analysts operating in a separate department. Along with knowledge of the financial markets and the businesses it analyzes, Stanley Lynch’s competitive advantage comes from its advanced and reliable computer systems. Thus an effective information technology (IT) divi-sion is a strategic necessity, and the company’s chief infor-mation officer (CIO) holds a key role at the firm.
When the company hired J. T. Kundra as a manager of technology, he learned that the IT division at Stanley Lynch consisted of 68 employees, most of whom specialized in serving the needs of a particular fund. The IT employees serving a fund operated as a distinct group, each of them led by a manager who supervised several employees. (Five employees reported to J. T.)
He also learned that each group set up its own computer system to store information about its projects. The problems with that arrangement quickly became evident. As J. T. tried to direct his group’s work, he would ask for documentation of one program or another. Sometimes, no one was sure where to find the documentation; often he would get three different responses from three different people with three versions of the documentation. And if he was interested in another group’s project or a software program used in another department, getting information was next to impos-sible. He lacked the authority to ask employees in another group to drop what they were doing to hunt down informa-tion he needed.
J. T. concluded that the entire IT division could serve the firm much better if all authorized people had easy access to the work that had already been done and the software that was available. The logical place to store that informa-tion was online. He wanted to get all IT projects set up in a cloud so that file sharing, and therefore knowledge sharing, would be more efficient and reliable. A challenge would be to get the other IT groups to buy in to the new system given that he had authority over so few of the IT workers.
J. T. started by working with his group to blueprint how the system would work. Then he met with two higher-level managers who report to the CIO. He showed them the plan and explained that fast access to information would improve the IT group’s quality and efficiency, thus increasing the pro-ductivity of the entire firm. He suggested that the managers require all IT employees to use the cloud system. He even persuaded them that their use of the system should be mea-sured for performance appraisals, which directly impacts annual bonuses.
The various IT groups quickly came to appreciate that the system would enhance performance. Adoption was swift, and before long, the IT employees came to think of it as one of their most important software systems.
DISCUSSION QUESTIONS
1. Give an example of differentiation in Stan.
BBA 4351, International Economics 1 Course Learning O.docxtarifarmarie
BBA 4351, International Economics 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Appraise how globalization contributes to greater economic interdependence.
1.1 Explain the importance of globalization in terms of the law of comparative advantage.
2. Discuss how comparative advantages lead to gains from international trade.
2.1 Explain the principle of absolute and comparative advantage.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit I Lesson
Chapter 1
Unit I Essay
2.1
Unit I Lesson
Chapter 2
Unit I Essay
Reading Assignment
Chapter 1: The International Economy and Globalization
Chapter 2: Foundations of Modern Trade Theory: Comparative Advantage
Unit Lesson
Globalization
Today, every part of the world is connected, and no country can be completely secluded and stand by itself.
In other words, countries in a global economy must be interdependent. Throughout this course, you will learn
how a nation interacts with other countries in the global economy. More specifically, you will understand how
principles of economics can be applied to the global economy where countries are interdependent.
There are a number of advantages and disadvantages to globalization as listed in the chart below from the
textbook.
The Unit l Lesson provides some new perspectives on various stages of globalization. Baldwin (2016) briefly
summarizes four important phases of globalization that occurred during the past 200,000 years. The textbook
stresses the fact that the third phase of globalization began with the steam engine and other significant
improvements in transportation, increasing trade in goods and services among different parts of the world
(Carbaugh, 2017). The fourth phase of globalization, which is not mentioned in our textbook, involves the
transfer of rich-country technologies to workers in poor countries. This, in turn, has increased productivity and
expedited industrialization in those poor countries. Baldwin (2016) argues that a reorientation of strategy and
policy in both rich and poor countries is necessary. Rich countries need to develop better rules for governing
foreign investment and intellectual property rights as well as concentrate on the training and welfare of
workers rather than the preservation of particular jobs.
UNIT I STUDY GUIDE
International Economy and
Comparative Advantage
BBA 4351, International Economics 2
UNIT x STUDY GUIDE
Title
Think about what the next stage of globalization will be. It is not going to be industrialization for sure. What
might it be? Some experts believe the next phase of globalization will be Big Data—a large volume of
complex datasets that can be used in decision-making in various fields.
The United States as an Open Economy
The U.S. economy is a part of the global economy and, therefore, has been integrated into global markets in
past decades. Duri.
BSL 4060, Team Building and Leadership 1 Course Learn.docxtarifarmarie
BSL 4060, Team Building and Leadership 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Summarize the determinants of high-performance teams.
1.1 Discuss the four Cs of team performance.
1.2 Explain how each of the four Cs contributes to improved performance.
4. Explain the importance of teamwork in an organization.
4.1 Explain the two types of self-directed work teams and the three generic team types.
4.2 Discuss how an organization's context of culture, structure, and systems supports teamwork.
Reading Assignment
Chapter 1: The Search for the High-Performing Team
Chapter 2: Context: Laying the Foundation for Team Success
Please use the Business Source Complete database in the CSU Online Library to read the following article:
Warrick, D. D. (2014). What leaders can learn about teamwork and developing high performance teams
from organization development practitioners. OD Practitioner, 46(3), 68-75.
Unit Lesson
This unit begins with a brief history of team building. The first efforts to improve organizations came from T-
groups (training groups) and from the National Training Laboratories in Silver Spring, Maryland. Participants
in T-groups learned to communicate in a more open and honest manner, accept responsibility for their
behavior, and engage in relationships based on equality rather than on hierarchy or status. In 1968, Campbell
and Dunnette conducted a study of the impact of T-groups on organizational performance. They concluded
that while T-groups did help individuals become more comfortable with their ability to manage interpersonal
relationships, T-groups had virtually no impact on organization or team performance. The team-building
paradigm was created to shift from an unstructured T-group to a more focused and defined process for
training a group in collaborative work and problem solving.
UNIT I STUDY GUIDE
The Foundation for Team Success
BSL 4060, Team Building and Leadership 2
UNIT x STUDY GUIDE
Title
The four Cs of high-performing teams were developed as a platform to build effective teams. The first C is
context, or the organizational environment. According to Dyer, Dyer, and Dyer (2013), questions to consider
in relation to the first C include the following.
How important is effective teamwork to accomplishing this particular task?
What type of team (e.g., task team, decision team, self-directed team) do I need?
Do my organization's culture, structure, and processes support teamwork?
The second C is composition, or the skills, attitudes, and experience of the team members. According to
Dyer, et al. (2013), one should consider the following questions.
To what extent do individual members have the technical skills required to complete the task?
To what extent do they have the interpersonal and communication skills required to coordinate their
work with others?
To what .
BHA 3002, Health Care Management 1 Course Learning Ou.docxtarifarmarie
BHA 3002, Health Care Management 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
6. Analyze the finance system in a healthcare organization.
6.1 Examine key differences between for-profit, not-for-profit, and public healthcare facilities.
6.2 Explain the process of creating and balancing a healthcare facility budget.
8. Evaluate ways to improve the quality and economy of patient care.
8.1 Describe the process of quality review and privileging for physicians.
8.2 Discuss the importance of quality initiatives, quality equipment and supplies, and quality
regulations.
8.3 Identify a management problem in a healthcare organization.
Course/Unit
Learning Outcomes
Learning Activity
6.1
Chapter 3 Reading
Unit Assessment
6.2
Chapter 3 Reading
Unit Assessment
8.1
Unit Lesson
Chapter 4 Reading
Unit Assessment
8.2
Unit Lesson
Chapter 4 Reading
Unit Assessment
8.3
Unit Lesson
Chapter 4 Reading
Unit II Project Topic
Reading Assignment
Chapter 3: Financing the Provision of Care
Chapter 4: Quality of Care
Unit Lesson
Evidence-Based Performance Measures
One of the hottest topics in healthcare administration today is evidence-based performance, and you certainly
need a solid understanding of this process in order to function effectively as a healthcare leader moving into
the future. American health care needs to improve. There is no doubt about that. Americans deserve more
bang for the buck that they spend on medical services. One of the most important initiatives to make that
happen is a move to more evidence-based practice.
What evidence-based performance is truly all about, first and foremost, is the patient (UT Health, 2015). In
particular, it is all about making sure that the patient receives care based upon the best and latest research
that is available for the patient’s own particular health problem or set of health problems. It is about giving the
right care, every time, for every patient. Other benefits of a solid evidence-based medicine program include
the ability to assure your own community that your hospital provides high quality care and that you are doing
your own quality review studies to make sure of this. Finally, evidence-based medicine makes sense because
UNIT II STUDY GUIDE
Financing and Quality for
Health Care
BHA 3002, Health Care Management 2
UNIT x STUDY GUIDE
Title
the Centers for Medicare Services (CMS) demands it of us. They will actually pay us more for our services if
we meet evidence-based performance criteria and goals, and they will financially penalize us if we do not
meet evidence-based goals. In short, there are many good reasons to implement evidence-based medicine in
your own medical facility.
Currently, there are several national focus areas for evidence-based medicine programs. These are heart
failure (HF), acute myocardial infarction (AMI), pneumonia (PN), and th.
BBA 3551, Information Systems Management Course Learn.docxtarifarmarie
BBA 3551, Information Systems Management
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
8. Evaluate major types of hardware and software used by organizations.
8.1 Describe the features of a chosen NoSQL database.
8.2 Discuss how the use of a NoSQL database will affect competitive strategies in this era of IoT
(Internet of Things).
Course/Unit
Learning Outcomes
Learning Activity
8.1
Unit Lesson
Chapter 5
Unit III PowerPoint Presentation
8.2
Unit Lesson
Chapter 4
Chapter 5
Unit III PowerPoint Presentation
Reading Assignment
Chapter 4: Hardware, Software, and Mobile Systems, Q4-1 – Q4-7
Chapter 5: Database Processing, Q5-1 – Q5-7
Unit Lesson
In Unit II, we investigated ways that information systems (IS) can support collaboration, and we reviewed
Porter’s five forces model. In this unit, we will discuss the basic concepts of hardware and software. We will
also discuss open source software development and database management systems and compare the
differences between native and thin-client applications. Lastly, we will explore mobile systems and the
characteristics of quality mobile user experiences.
It is important that business professionals understand hardware components, types of hardware, and
computer data. We will start with bits and bytes. Computers use bits to represent basic units of data such as
ones and zeros. You should know the difference between bits, bytes, kilobytes, megabytes, gigabytes,
terabytes, petabytes, and exabytes (see Figure 1).
Term Definition Abbreviation
Byte A group of binary bits
Kilobyte 1,024 bytes K
Megabyte 1,024 K or 1, 048, 576 bytes MB
Gigabyte 1,024 MB or 1,073,741,824 bytes GB
Terabyte 1,024 GB or 1,099,511,627,776 bytes TB
Petabyte 1024 TB or 1, 125,899,906,842,624 bytes PB
Exabyte 1,024 PB or 1,152,921,504,606,846,976 bytes EB
Figure 1: Storage capacity terminology
(Kroenke & Boyle, 2017)
UNIT III STUDY GUIDE
Hardware, Software, and Mobile
Systems and Database Processing
BBA 3551, Information Systems Management 2
UNIT x STUDY GUIDE
Title
A byte generally contains eight bits. A switch can be open or closed. An open switch represents 0 or off, and
a closed switch represents 1 or on. Bits are basic units of data, such as ones and zeros, while data can be
represented by variables such as numbers, images, graphics, and characters to name a few (Kroenke &
Boyle, 2017).
The categories of computer software are clients and servers. Personal computers (PCs) use non-mobile
operating systems (OSs) such as Microsoft (MS) Windows and Apple Macintosh (Mac) OS X. Remember that
OSs are developed for specific hardware and are often referred to as native applications. In other words, MS
Windows was created specifically for hardware-based PC systems, so you cannot install MS Windows on an
Apple Mac as a base OS, nor can you install the Apple OS on a PC-based.
Afro-Asian Inquiry and the Problematics of Comparative Cr.docxtarifarmarie
Afro-Asian Inquiry and the Problematics of Comparative Critique
Author(s): Antonio T. Tiongson Jr.
Source: Critical Ethnic Studies, Vol. 1, No. 2 (Fall 2015), pp. 33-58
Published by: University of Minnesota Press
Stable URL: http://www.jstor.org/stable/10.5749/jcritethnstud.1.2.0033
Accessed: 07-08-2017 18:56 UTC
REFERENCES
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P 3 3 O
Afro-Asian Inquiry and the
Problematics of Comparative Critique
A N T O N I O T. T I O N G S O N J R .
This article represents a critical engagement with the “comparative turn” in ethnic studies; that is, an interrogation of the broader implications of
the ascendancy and valorization of comparative critique as a central cate-
gory of analysis and an index of contemporary ethnic studies scholarship
through a critical consideration of a select body of writing predicated on a
comparative approach. Spurred by the perceived inadequacies of a biracial
framing and theorizing of race and racialization (i.e., the so-called black/
white paradigm), thinking comparatively has become an imperative to the
project of ethnic studies, heralding a paradigmatic and analytic shift and
inaugurating what one cultural analyst describes as a new stage in the evo-
lution of ethnic studies, “one long postponed by a standoff between a mul-
tiracial model limited by a national horizon and a diasporic model that
lacked historical ground for conducting cross-racial analysis.”1
As a number of race and ethnic studies scholars posit, comparative anal-
ysis is increasingly viewed as indispensable to the project of ethnic studies.
In an edited volume titled Black and Brown in Los Angeles: Beyond Con-
flict and Coalition, for example, Josh Kun and Laura Pulido make the point
that comparative ethnic studies has emerged “as a substantive field within
the discipline of ethnic studies itself,” generating a fairly robust and rapidly
expanding archive of comparative scholarship.2 Echoing these remarks,
Marta E. Sanchez speaks of “the renaissance of comparative studies of race
and.
BBA 2201, Principles of Accounting I 1 Course Learnin.docxtarifarmarie
BBA 2201, Principles of Accounting I 1
Course Learning Outcomes for Unit VIII
Upon completion of this unit, students should be able to:
1. Examine the accounting cycle.
2. Identify business transactions.
3. Generate inventory systems and costing methods.
4. Appraise the classes and transactions of liabilities.
4.1 Describe the three main characteristics of liabilities.
4.2 Explain why it is important to classify liabilities into short and long term.
6. Analyze financial statements to inform decision makers.
8. Compare International Financial Reporting Standards (IFRS) to Generally Accepted Accounting
Principles (GAAP).
Course/Unit
Learning Outcomes
Learning Activity
1 Final Exam
2 Final Exam
3 Final Exam
4
Unit Lesson
Chapter 11
Chapter 14
4.1
Unit Lesson
Chapter 11
Chapter 14
Unit VIII Essay
4.2
Unit Lesson
Chapter 11
Chapter 14
Unit VIII Essay
6 Final Exam
7 Final Exam
8 Final Exam
Reading Assignment
Chapter 11: Current Liabilities and Payroll
Chapter 14: Long-Term Liabilities
UNIT VIII STUDY GUIDE
Liabilities
BBA 2201, Principles of Accounting I 2
UNIT x STUDY GUIDE
Title
Unit Lesson
Liabilities
In the accounting equation, assets = liabilities + equity, we can see that there are two claims to the assets of a
business—creditors and owners. The accounting equation can also be written as: assets – liabilities = equity.
In this equation, we can see that the liabilities of a business require the use of assets to satisfy the amount
owed.
A liability is an amount owed to lenders, suppliers, or government agencies and requires the use of assets or
future revenues to satisfy the debt. There are two categories of liabilities—current and long term. A current
liability is the amount owed that must be paid within one year or within the company’s operating cycle,
whichever is longer (Miller-Nobles, Mattison, & Matsumura, 2018).
The most common current liability is accounts payable. An account payable is an amount due a vendor or
supplies for products, supplies or services (Miller-Nobles et al., 2018). Retail businesses will also have sales
tax payable. Sales tax payable is the amount of sales tax collected by the retailer that must be remitted to the
tax agencies (Miller-Nobles et al., 2018). Because the accounts payable and sales tax payable are due within
one year (generally due within 30 days) they are a current liability.
Some businesses will receive cash payments in advance of providing a service, which is referred to as
unearned revenue (or deferred revenue). Many gyms and fitness centers will have deferred revenue. If you
have ever paid for a year’s membership at the beginning of the year to receive a discount, then you were
involved in a transaction with unearned revenue. The gym does not earn the revenue until they have provided
you with the monthly membership.
For example: If you were to purchase a one year.
ARH2000 Art & Culture USF College of the Arts 1 .docxtarifarmarie
ARH2000 Art & Culture
USF College of the Arts
1
Art & Identity Research Project
15 points / 15% of final grade
Submit via the link provided in Canvas.
OVERVIEW
For this final project you will research two (2) contemporary artists who deal with the theme of
identity. In addition, you will reflect upon and propose an imagined artwork that relates to your own
concept of identity. (Do not worry if you are not artistically inclined, you are NOT expected to create an
actual finished art piece; it is merely a proposal for something you imagine.). The final project will be
presented as a well-researched PowerPoint presentation. Scholarly research and a Works Cited
page/slide are important components of this project.
HOW TO PREPARE
1. Engage with the presentation: “Art & Identity”
2. Read/review the following from the textbook: Chapter 4.9 (The Body in Art) and 4.10 (Identity, Race, &
Gender in Art); pp. 189 (grey box); 357-359
ARTIST RESEARCH
1. Choose two (2) artists from the list on page three of these instructions. Research your
chosen artists in relation to their interest in a theme of “Identity”.
2. You must use at least three different types of sources in your research project: The artwork
itself will be one source – the most important primary source. Therefore, you must research and
find at least two (2) other types of sources (interview with the artists, scholarly articles, books,
museum website etc.) to use in your study. Most will need to exceed this minimum for a robust
presentation. See page 189 of your textbook for a list of possible primary and secondary sources.
Further resources on how to get started are found in the subheading “Resources” below. You can
find many sources in the library or in one of the library’s databases.
3. Your selection of artists should be intentional and surround a specific sub-topic of identity.
Your research should not focus on identity in only a broad and general way. Clearly identify the sub-
topic that relates to your artists. For example, you may find artists that are similarly interested in
any of the following sub-topics below:
the fluidity of identity
deconstructing cultural, social, or political difference
feminist critique
diversity or artists who create work that explores related cultures, groups, or societies
You may consider choosing artists that work in the same medium (for example, performance
art, painting, or installation) and how that material choice imparts meaning to their work.
4. After selecting your sub-topic and artists, you must decide on a title for your project.
ARH2000 Art & Culture
USF College of the Arts
2
5. Your research into the artists should include biographical information and an examination of the
artists’ approaches. In a PowerPoint presentation of your research, include the following:
a. Biographies of each artist:
i. Image of the artist (photo, sketch, etc.)
ii. Brief biography:.
How Barcodes Can Be Leveraged Within Odoo 17Celine George
In this presentation, we will explore how barcodes can be leveraged within Odoo 17 to streamline our manufacturing processes. We will cover the configuration steps, how to utilize barcodes in different manufacturing scenarios, and the overall benefits of implementing this technology.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...TechSoup
Whether you're new to SEO or looking to refine your existing strategies, this webinar will provide you with actionable insights and practical tips to elevate your nonprofit's online presence.
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
2. especially as we seek the next areas of
investment to drive economic growth and to move large parts of
the global economy out of
recession... Isn't it true that the hardest part of driving any kind
of change is whether the individual—
the employee, the citizen—feels the need to change at a deeply
personal level? And in hindsight, when
the circumstances that cry out for change are gone, when things
have returned to ‘normal’—don't we
always wish we had been bolder, more ambitious, gone faster,
gone further?
— Sam Palmisano, IBM Chairman & CEO, 20082
"We pursue innovation that matters, for our company and for
the world. It is one of our core values.
And it means more than just creating and building great
products. It involves how our work can help
people and societies to thrive. So when it comes to the
environment, our interest is in strategic
innovation that fundamentally improves the way business and
the world work -- and benefits its
people. "
— Wayne Balta, Vice President,
Corporate Environmental Affairs & Product Safety,
IBM, 2008
1 IBM Beliefs & Principles, 1969.
2 Sam Palmisano, "A Smarter Planet: The Next Leadership
Agenda," Remarks (as prepared) by Sam Palmisano to the
Council on Foreign Relations, November
6, 2008. Ideas from IBM. November 6, 2008.
3. http://www.ibm.com/ibm/ideasfromibm/us/smartplanet/2008110
6/sjp_speech.shtml (accessed November 15,
2008).
ENVIRONMENTAL MANAGEMENT AT IBM: MAKING
SUSTAINABILITY SUSTAINABLE THROUGH
PASSION AND PROCESS
Rebecca Henderson and Paulina Ponce de León Baridó
May 18, 2009 2
Wayne Balta, VP of Environmental Affairs and Product Safety
at IBM, sighed as he read yet another
article about corporate sustainability. It seemed to him that
external audiences were becoming more
enamoured with splashy endeavours oriented towards quick
public relations value than they were
with meaningful, long-term changes that might make businesses
significantly more sustainable.
Recent suggestions that companies put “carbon labels” on their
products, listing the amount of carbon
dioxide (CO2) emissions generated during the product life
cycle, was a case in point.
A recent “specification for the assessment of the life cycle
greenhouse gas (GHG) emissions of goods
and services” issued by BSI British Standards,3 for example,
claimed to be designed to “benefit
organizations, businesses and other stakeholders by providing a
clear and consistent method for the
assessment of the life cycle GHG emissions associated with
goods and services.” These specifications
would “allow for a comparison of goods or services using a
4. common, recognized and standardized
approach to life cycle GHG emissions assessment and support
reporting on corporate responsibility.”4
However, according to Balta’s team, it was not at all clear that
the specification would achieve these
latter goals. In particular, careful analysis of the specification
suggested that it permitted the extensive
use of “secondary data” – data obtained from sources other than
direct measurement of the processes
included in the life cycle of the product. While the specification
required that primary activity data be
collected for “those processes owned, operated or controlled by
the organization implementing the
publicly available specification (PAS),” this requirement did
not apply to downstream emission
sources, except where the organization implementing the PAS
did not contribute more than 10% to
the upstream GHG emissions of the product or input prior to its
provision to another organization or
the end-user.5
As such, manufacturers that outsourced much of their
production and fulfilment activities could label
their products with life-cycle GHG emissions estimates using
virtually no primary data. Moreover in
the case of products that used electricity, studies suggested that
the vast majority of the related
greenhouse gas emissions were associated with their use, not
with their manufacture. But some
consumers were pushing hard for carbon labels. What would
happen if IBM’s competitors were to
adopt them? Was it time for IBM to modify its approach?
Company Background
5. IBM was founded in 1911, and by 1964 it had become the leader
of the world’s computing industry.
The introduction of the System/360 – the first family of fully
compatible computers and peripherals –
proved to be one of the most successful product launches in
history, and IBM remained a leader of
3 BSI British Standards is “the National Standards Body of the
UK, with a globally recognized reputation for independence,
integrity and innovation in the
production of standards that promote best practice” (British
Standards Institution. About BSI Group. 2008. http://www.bsi-
global.com/en/About-BSI/ (accessed
December 5, 2008)).
4 “Specification for the Assessment of the Life Cycle Greenhou
se Gas Emissions of Goods and Services,” The British Standards
Institute, 2008. p. 17.
5 Ibid.
ENVIRONMENTAL MANAGEMENT AT IBM: MAKING
SUSTAINABILITY SUSTAINABLE THROUGH
PASSION AND PROCESS
Rebecca Henderson and Paulina Ponce de León Baridó
May 18, 2009 3
the information technology (IT) industry for the next 30 years.6
However in 1991, for the first time in
45 years, the company stopped growing, and by 1993 its net
losses reached a record $8 billion.7 Lou
Gerstner was hired from outside IBM to turn the company
around, and he transformed IBM from a
vertically integrated computer hardware manufacturer to a
6. company with a diverse business portfolio
that includes software, hardware and services. For its hardware
business, IBM currently procured
most of the components that went into its finished products. In
2003, Gerstner was succeeded by
current CEO Sam Palmisano, and by 2008, the company had
nearly 400,000 employees and
generated over $103 billion in revenue: 21% in software, 21%
in hardware and financing, 57% in
services, and 1% other (Exhibit 1 gives IBM’s financial
highlights). On November 2008 Palmisano
launched IBM’s “Smarter Planet” agenda, a call for the world to
rethink the way it works, and a
vision of how IBM could contribute to making the necessary
and substantive changes a reality – by
enabling smarter and more efficient systems.8
The Origins of Environmental Management at IBM
IBM began instituting worldwide policies for safety,
conservation and the environment in the late
1960s,9 and the company’s first Corporate Policy on
Environmental Responsibility was established
in 1971, just a couple of months after the creation of the United
States Environmental Protection
Agency (EPA).10 Written by then-CEO Thomas J. Watson, Jr.,
the policy stated: “Line management
in IBM must be continuously on guard against adversely
affecting the environment. This effort must
include constant attention not only to the waste incident to
producing a product but also to the
consequences of the processes established during product
development.”11
Watson’s policy placed the responsibility for protecting the
environment firmly in the hands of line
7. management, rather than in IBM’s staff. It also emphasized
pollution prevention instead of pollution
control – a shift that did not occur at the EPA until the 1980s.12
As Tim Mann, Manager of
Environmental Product & Process Stewardship of IBM’s
Corporate Environmental Affairs opined, “It
is easier and more efficient to establish higher standards
voluntarily, on your own schedule, than to
wait for the regulation and be told you need to do it within six
months.”
IBM’s environmental impact in the 1970s and 1980s largely
flowed from its facilities construction
activities and ongoing operations. The team responsible for the
development of IBM’s environmental
6 Chandler, Jr., Alfred D, Inventing the Electronic Century: The
Epic Story of the Consumer Electronics and Computer
Industries, (New York, NY: The Free
Press, 2001), p. 85-93; Gerstner, Jr., Louis V., Who Says
Elephants Can’t Dance? (New York, NY: HarperCollins
Publishers Inc., 2002), p. 116-117.
7 David A. Gavrin and Lynne C. Levesque. "Emerging Business
Opportunities at IBM (A)," HBS Case (Harvard Business
School), February 2005; IBM
Archives, "History of IBM: 1990s." IBM. 2008. http://www-
03.ibm.com/ibm/history/history/decade_1990.html (accessed
October 17, 2008).
8 Palmisano, 2008.
9Ed Grimm, "Update on Safety, Energy and the Environment,"
Think, 1992, Special Report Ed.
10 The EPA was formed in 1970, under the administration of Pr
esident Nixon. (Jack Lewis, US EPA History: The Birth of EPA,
September 21, 2007.
http://www.epa.gov/history/topics/epa/15c.htm (accessed Augus
8. t 12, 2008)).
11 Watson, Jr., T.J. "IBM Corporate Policy on Environmental
Responsibility," May 26, 1971.
12 The EPA’s Pollution Prevention Act was established in 1990
(Browner, Carol, US EPA History: Pollution Prevention Takes
Center Stage, September 21,
2007. http://www.epa.gov/history/topics/ppa/01.htm (accessed
August 12, 2008)).
ENVIRONMENTAL MANAGEMENT AT IBM: MAKING
SUSTAINABILITY SUSTAINABLE THROUGH
PASSION AND PROCESS
Rebecca Henderson and Paulina Ponce de León Baridó
May 18, 2009 4
goals and directives, the Environmental Engineering Team
(EET), was housed under the Real Estate
and Construction Division (RECD). The EET focused on
defining and maintaining what years later
would become the company’s Environmental Management
System (EMS). The company established
the Process Environmental Impact Assessment (EIA) program in
1973 and the Product EIA in 1977.
The Process EIA evaluated the resource and material (e.g.,
energy, water, chemicals) requirements as
well as discharges to the environment from all manufacturing
and facilities processes. It also assessed
requirements for waste management, and for the control of air
emissions and water discharges. The
Product EIA included an evaluation of what every product was
made of, its energy use, the chemicals
used for its maintenance, and whether there was a need for
9. special disposal. An environmental
evaluation program for suppliers was established in 1972 and a
corporate policy on energy
conservation in 1974 (Exhibit 2 gives a sequence of timelines
for some of IBM’s most significant
environmental initiatives.)
Several highly publicized events gave IBM’s environmental
efforts added momentum in the early
years. In 1984 a chemical release at Union Carbide’s plant in
Bhopal, India, killed over 3,000 people
and injured more than 300,000,13 and in the same year the U.S.
EPA proposed adding IBM’s
manufacturing plants in Manassas, Virginia and San Jose,
California to the EPA’s “National Priorities
List” of hazardous waste sites for Superfund cleanup (neither
sites were ultimately listed), despite the
fact that IBM had already taken actions to clean up the sites.
Six years earlier, in 1978, the company
had established a Groundwater Protection Plan to prevent
groundwater contamination, to monitor
facilities “to assure the integrity of all plant system against
release of chemicals into groundwater,”
and in case of contamination, to undertake appropriate remedial
measures “to limit the spread and
eventually remove the contaminate.”14 IBM’s requirements
remained ahead of laws and regulations
because, as Diana Lyon, Program Director of External Relations
for IBM’s Corporate Environmental
Affairs, explained, “IBM is driven by science, in addition to
regulatory measures.” She explained that
the company “continuously monitors environmental issues,
seeks to increase its understanding, and,
when dealing with an emerging issue, looks at the situation and
makes decisions based on science.”
10. IBM’s environmental efforts were further energized when in
1987, two years after the discovery of
the Ozone Hole, routine and permitted emissions by the
company placed three of its manufacturing
facilities as the first, second and third largest emitters of CFC-
113 in the United States.15 According
to Mann, this discovery which made the front page of a major
newspaper was “a big slap on the face
[and] not something IBM wanted to be associated with.”
In 1990 IBM pulled together environmental, energy and legal
experts from across the company to
form a corporate staff function called Corporate Environmental
Affairs (CEA).16 17 When the
13 Andrew Hoffman, "Institutional Evolution and Change:
Environmentalism and the U.S. Chemical Industry," Academy of
Management Journal 42, no. 4,
1999: p. 363.
14 Morris, Jr., Robert B., "Memorandum on Site Groundwater P
rotection Plan," June 21, 1978.
15 IBM CEA, IBM and the Environment: A Progress Report,
(Corporate Environmental Report, Somers, NY: IBM
Publication, 1992), p. 7.
16 Claudia H. Deutsch, "Managing; Giving the Environment
Teeth," The New York Times, March 3, 1991.
ENVIRONMENTAL MANAGEMENT AT IBM: MAKING
SUSTAINABILITY SUSTAINABLE THROUGH
PASSION AND PROCESS
Rebecca Henderson and Paulina Ponce de León Baridó
May 18, 2009 5
11. announcement was made, IBM’s senior vice-president at the
time, C. Michael Armstrong, said, “IBM
has long been committed to conducting business in the safest
way possible for our employees, the
communities where we operate and for the world at large.
Bringing environment, energy and safety
programs together under this new position will enable us to
further coordinate our work in these
interrelated areas.”18
CEA was founded at a difficult time for IBM. Nonetheless,
despite the fact that the company was
about to lay employees off for the first time in its history, CEA
was one of the few groups that
Gerstner left untouched amid his long list of changes. In his
1994 environmental report letter, he
stated,
In the past two years, we in IBM have had to rethink much
about the way we do business. In the
process, it has become clear that there are certain things that
should not change. One of them is
our responsibility to run a business mindful of the world in
which that business operates. When it
comes to the environmental well-being of that world, this
responsibility takes on added weight for
a company such as ours: a multinational organization whose
technology represents a powerful
engine of change.19
The staff of the newly formed group focused on three tasks:
continuing the work of the
Environmental Engineering Team, raising the stature of the
Environmental Management System
12. across IBM, and strengthening IBM’s environmental strategy.20
To do this, Balta recalled, the group
asked itself, “what do we aspire to be?” and “what stands the
test of time?” The group identified six
major challenges:
• “Consumerism.” IBM recognized that consumers were
increasingly aware of the environmental,
energy, and safety attributes of products.21 This underscored
the importance of designing
products with this growing consumer interest in mind, and
communicating their environmental
attributes in a manner that was credible, transparent and easy-
to-understand.
• “Credibility.” This was about earning people’s trust, given
that industry was generally cast by the
public “in the role of wrongdoer and as the major contributor to
environmental problems.” IBM
felt there was “a lack of sufficient trust between environmental
organizations, business and
17 Environmental affairs is one of seven functional areas that
IBM includes in its Corporate Social Responsibility efforts. The
others are governance and
financial accountability, corporate community relations,
employee well-being, human resources, supply chain, and
governmental programs. Each function has
a representative on the Executive Steering Committee or
Working Group, which meets monthly to manage IBM’s CSR
reporting, stakeholder engagement, and
to address cross-company citizenship issues.
18 "A.J. Hedge Jr. Appointed to IBM Environmental Post," PR
13. Newswire, May 22, 1990.
19 IBM CEA, Environmental Report, (Corporate Environmental
Report, Somers, NY: IBM Publication), 1994.
20 IBM’s Corporate Policy 139 on Environmental Affairs, the
company’s corporate policy on environmental protection that
was adopted in 1990, begins with
the words: “IBM is committed to environmental affairs
leadership in all of its business activities.” This sentence also
opens the two follow-on policy updates –
139A (set in 1995) and policy - 139B (1997), IBM’s current
environmental corporate policy. IBM’s environmental affairs
policy can be found at
http://www.ibm.com/ibm/environment/policy/.
21 IBM CEA, "Key Worldwide Challenges and Issues," Internal
IBM Document, 1990, p. 32.
ENVIRONMENTAL MANAGEMENT AT IBM: MAKING
SUSTAINABILITY SUSTAINABLE THROUGH
PASSION AND PROCESS
Rebecca Henderson and Paulina Ponce de León Baridó
May 18, 2009 6
regulators.” The company knew it would no longer suffice for
IBM to simply say that it had
existing policies and practices, that those policies met the law,
and that IBM was in compliance
and, therefore, performed well. IBM would instead have to
prove these things.22
• “Communications.” Events such as the Union Carbide
chemical accident in Bhopal, India, and
14. Exxon Mobil’s oil spill in Prince William Sound, Alaska, had a
significant negative impact on the
public’s perception of companies. As a result, there was
growing demand for corporate
disclosure. The challenge was for IBM to communicate its
environmental policy, programs,
objectives, and stewardship activities’ results, in addition to its
environmental impact, in a way
that anticipated and satisfied such demand.23
• “Issue Coordination.” The complexity of the world’s
environmental issues and the increasing
demand that business become involved presented yet another
challenge. Some of the issues were
related to IBM’s activities and some weren’t. The company
believed it faced an important
challenge in having a “coordinated, worldwide posture on the
issues – from actions and
communications to support and contributions.”24
• “Public Policy and Regulation.” Environmental policy and
regulations were constantly evolving
and changing. CEA’s challenge was to continuously provide
intelligence on these requirements
and changes across IBM; to make sure that all were well
communicated and understood across
the board. In addition, as a global company, IBM faced the
challenge of dealing with regulations
that varied geographically. It also sought to speak with one
voice globally on policy matters.25
15. • “The Need to Build Upon a Record of Success.” By 1990, IBM
already had a series of
environmental accomplishments under its belt, which the firm
believed placed it ahead of
industry. CEA staff felt they had already made the most obvious
and easy to implement changes
such as reducing energy consumption in real estate operations.
The challenge was to continue to
build on that record of success, and to demonstrate
environmental leadership. As an internal
document from 1990 explained,
Given increasing attention and worldwide concern over
environmental affairs issues, it is
clear that companies today must not rest on their past success.
People concerned with
environmental affairs issues will not accept past achievements
as an indicator of present or
future performance. Companies must make demonstrated
progress today and tomorrow,
regardless of whether they have already come 99% of the way
toward tackling environmental
22 Ibid, p. 33.
23 Ibid, p. 34.
24 Ibid, p. 34-35.
25 Ibid, p. 35-36.
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affairs problems... Without a continued record of success, IBM
will not be able to speak with
the same credibility it has had in the past on its programs and
public policy positions.26
Corporate Environmental Affairs in 2009
According to Balta, IBM’s challenges in 2009 were not very
different from those confronting the
company at the beginning of the 1990s. However, in concert
with changes to IBM’s business, there
were new challenges, including the need to focus on improving
supply chain environmental
performance, ensuring that the Environmental Management
System (EMS) remained effective and
helping IBM colleagues develop innovative solutions for IBM’s
clients.
CEA was a staff function of approximately 35 people located
across the globe complemented by 400
full-time equivalent employees within the business units. CEA’s
responsibilities were twofold. First
and foremost, it focused on setting IBM’s strategy for
environmental affairs, overseeing internal
execution and driving operational results. In addition, it
communicated IBM’s efforts and their results
to the public.27 Second, CEA provided support and advice,
using its experience and expertise, to
client-facing IBM teams that were working with companies on
improving their environmental
performance.
17. The ability of such a small group to effectively keep track of all
of the environmental issues in a
company with close to 400,000 employees was possible due to
Watson’s 1971 Corporate Policy on
Environmental Responsibility, which placed the responsibility
with IBM’s line management rather
than with its staff. While CEA staff provided advice and
counsel regarding which environmental
issues mattered and why, employees within the business
organizations, anchored in the company’s
global environmental management system, were responsible for
meeting corporate requirements.
Improving Internal Operations: The Environmental Management
System
The global EMS is IBM’s foundation to what IBM has or has
not done [in the environmental arena] –
it is like a building’s concrete blocks, they may not be exciting
but are absolutely necessary for
everything else.
–Wayne Balta, VP of Environmental Affairs & Product Safety
No results come easy… many $10,000 projects are needed to
achieve a goal for a $100 billion
company... Hard work is the bottom line – there is no magic.
—Edan Dionne, Director, CEA
The Environmental Management System – the “EMS” – was a
two-tiered approach that placed
responsibility both at the corporate and at the local or business
function level. CEA was responsible
18. 26 Ibid, p. 36-37.
27 IBM has published an environmental report every year since
1990.
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for developing IBM’s worldwide EMS, including its
environmental policy, environmental corporate
instructions, and corporate-wide environmental practices and
standards. CEA was also responsible for
establishing IBM’s environmental strategy and goals, and
monitoring the company’s progress
towards them. At the execution level, IBM’s locations and/or
operating units were responsible for
implementing the company’s policy by managing environmental
programs and meeting the
established requirements and goals (Figures 1 and 2).28
Figure 1 EMS Approach
Source: IBM CEA.
Figure 2 Environmental Management System Structure
19. Source: IBM CEA.
28 IBM CEA, "International Business Machines Corporation
Worldwide Environmental Management System Manual," IBM
Internal Document, August 1,
2008.
May 18, 2009 8
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Within the EMS, “Corporate Instructions” and “Environmental
Practices” identified the elements
critical to the successful implementation of IBM’s
environmental policy, including energy
management programs, environmental incident prevention and
reporting, environmental due diligence
for acquisitions and divestures, chemical management programs,
20. product stewardship, and
documentation of the environmental profiles of products, as
well as management practices that were
considered important. Corporate Instruction number ENV119 on
Product Stewardship and Design for
Environment, for example, stated that:
Those IBM Organizations with responsibility for design,
development, and/or release of IBM
Logo hardware and chemical products shall:
• Develop and maintain an EMS in line with IBM’s worldwide
EMS.
• Establish Product Stewardship programs [which] must be
integrated into the Organization’s
EMS and at a minimum include [elements detailed in ENV119].
• Designate an individual to be its Product Stewardship
Executive Leader.
• Conduct annual reviews of the Organization’s EMS and
Product Stewardship programs with
the Product Stewardship Executive Leader to ensure the EMS’
appropriateness, adequacy,
and effectiveness in implementing IBM’s environmental policy
and objectives, and
consistency with the Organization missions.
• Report performance against Corporate Product Stewardship
objectives and targets and other
EMS information as requested by CEA in the Corporate
Environmental Performance
Database, consistent with report content and timing
requirements.
21. The EMS not only defined programs and requirements, set
standards and goals and allocated
responsibility for meeting these, but also monitored progress
through an online system that was easily
updated and could be accessed by any authorized employee
within IBM. The EMS was compliant
with ISO 14001, the internationally-accepted standard
requirements for any environmental
management system.29 Patrick Aurrichio, the EMS Program
Manager, actively participated in the
development of the standard and IBM was the first company in
the world to attain ISO 14001
certification at a global level – something that was achieved
within a year of the standard’s
publication.
Monitoring activity and measuring results were key components
of the EMS. These included annual
site and organization self assessment programs, reporting on
IBM’s Environmental Performance
Database (EPD), and internal and external EMS (for ISO 14001)
audits. Nicolette Visalli, Real Estate
and Site Operations’ Environmental Manager in IBM’s Thomas
J. Watson Research Centre, talked
about self-assessments as an opportunity to identify “if any
deviation from [policy] happens, [and if
so] to self-correct.” In the case of internal audits, she explained
that “they are a great way to learn
about what others are doing” since different groups got to visit
and evaluate each other.
29 The International Organization for Standardization (ISO) is a
non-governmental organization (NGO) that helps the public and
private sectors across 157
countries reach consensus on what international standards
22. should exist to meet the needs of both business and society (ISO
2008).
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The Environmental Performance Database (EPD) collected
environmental performance data on a
quarterly or annual basis. It was extremely detailed and enabled
anyone within CEA to access
information on a particular site’s environmental expenses and
savings, as well as on its performance
against all of IBM’s environmental goals, across time. (See
Exhibit 3 for a “screen shot” from the
EPD and Exhibit 4 for some examples of the data that is
monitored.) In addition, CEA performed
environmental due diligence involving all business and real
estate transactions, and tracked and/or
monitored the integration of IBM’s EMS requirements across
acquired businesses.
One important aspect of the EMS was that it set baseline
requirements and drove consistent execution
across all IBM facilities and business functions, including those
that were located in areas of the
world where environmental regulations were less strict. For
example, IBM’s Environmental Practice
4 (EP4) required the installation of secondary containment to
prevent spills from reaching the
23. environment, in the event they occurred for all liquid storage
and handling systems located at
facilities owned, or operated and/or managed by IBM.30 EP4
specified that “in case where this
practice conflicts with legal requirements, the more stringent
requirements shall apply.”31 As an
example, in 2004, IBM acquired Daksh, an India-based business
process and transformation
outsourcing service provider, as a wholly-owned subsidiary.
Like many facilities in India, Daksh was
equipped with 100% backup power in the form of diesel
generators. During IBM’s environmental due
diligence process, three Daksh locations were identified by IBM
RESO Real Estate Site Operations
(RESO) India as non-compliant with EP4 requirements and
following the acquisition, a program was
outlined and initiated to ensure these sites met all of IBM’s
environmental requirements, including the
installation of secondary containment.
Establishing Goals
IBM is committed to environmental leadership in all of its
business activities – from its
operations, research and technology to its products and services.
IBM will help its clients
and the world develop new approaches and innovative solutions
to critical environmental
problems.
—IBM Goals Statement32
In order to fulfil its commitment to environmental leadership,
IBM set goals for its environmental
management system, for conservation, climate protection,
24. pollution prevention, and product
stewardship. Each of IBM’s goals targeted a particular
“intersection” between IBM and the
30 This covers all liquids except: Steam and high temperature
water, de-mineralized/de-ionized water, air conditioning
(cooling coil) condensate, chiller
condenser water, cooling tower blow-down, sanitary sewage,
storm water, treated groundwater and industrial wastewater, fire
suppression system water,
drinking and potable water, other liquids similar in nature or
hazard as those listed above and approved by CEA.
31 IBM CEA "Corporate Facilities Practice 1410 - Underground
Liquid Storage Systems," January 1979, p. 1.
32 IBM CEA, "Environmental Goals - Internal Document," June
2007.
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environment (see Exhibits 5 and 6), and reflected IBM’s
confidence in its ability to have a positive
impact on that particular issue.
Corporate Environmental Affairs led the company’s goal
setting, which involved discussions with
relevant line managers. As Mann explained, “IBM doesn’t
establish goals without knowing them to
25. be technically feasible... goals may be stretch but should be
achievable.” Brad Brech, Distinguished
Engineer of the Systems & Technology Group, agreed. His role
in the goal-development process was
to “provide realism to stretch goals.” In his mind, he was
accountable for meeting goals because “it is
my job to help the corporation to do the right thing and because
the tools I develop should help meet
the goals.” Jay Dietrich, CEA’s Program Manager for Energy
and Climate Stewardship, suggested
that any tension during goal-setting discussions was “in good
spirit” and that engineers involved in
product development, for example, understood that the goals
being discussed would be what they
would be measured on in the future.
The buy-in process was essential because as CEA’s Director
Edan Dionne suggested, “people don’t
like to fail.” It was important to give everyone responsible for
meeting the goals an opportunity to
participate in their development. But once the process was
complete, “the time for debate is over.” In
the case of energy, for example, Greg Peterson, Global Energy
Manager, explained that discussions
surrounding goals usually focused on what the particular target
should be – a 3%, 4%, or 5%
conservation in the case of energy use, for example – and how
IBM could measure progress. He
described the conversation as “an open dialogue regarding the
investment – in assets, expense monies
for lights and new technologies, for example – needed to
achieve a particular goal.” Peterson felt that
while there was little tension (i.e. whether there should be an
energy conservation goal) since
“nobody forces things, and CEA is very good at asking
questions,” there was some tension regarding
26. where the money would come from: “Energy conservation is
competing with everything else IBM
spends money on, including research and other projects.” This
goal-setting conversation was very
important – as Peterson explained, any manager “need[s] to
understand very well [what the goal] is
because he or she will be the one seeking to achieve it.” IBM’s
energy conservation goal was to
achieve annual energy conservation savings equal to 3.5% of
IBM’s total energy use. This goal
applied to spaces owned, operated or leased by IBM in support
of IBM’s operations.33
Another example of the way in which IBM established
environmental goals was the firm’s experience
in determining goals for paper procurement. The initial
suggestion was to require the use of recycled
paper across IBM. However, Global Procurement expressed
concern that some IBM facilities were
located in places where purchasing recycled paper was not an
option. After some consideration, CEA
and Global Procurement together decided that the goal would be
to use paper originating from
sustainable sourcing. In addition to addressing the underlying
issue, CEA felt the impact of meeting a
sustainable sourcing goal would be far greater. The goal was for
IBM to procure paper/wood based
33 Ibid.
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packaging from suppliers who sourced from sustainably
managed forests, when such suppliers could
be found.34
In some cases setting goals was relatively straightforward since
the “right thing to do” was evident, as
when in 1987, in response to the discovery of the ozone hole,
IBM chose to voluntarily eliminate the
use of chlorofluorocarbons (CFCs) by the end of 1993. But
knowing what the right thing to do was
versus knowing how to do it were two very different things. In
the case of CFCs, for example,
nobody knew how to completely eradicate their use. IBM
invested $100 million during the late 1980s
and early 1990s to find solutions that would eliminate the use of
CFCs. Everyone, from the
company’s president to engineers in research and manufacturing
organizations, understood the
gravity of the issue. As Dionne noted, “the science was
indisputable.” There were other situations,
however, in which the approach was less obvious. At times, the
company had little control over the
solution. In the case of global warming, for example, CO2 could
not be eliminated in the same way
CFCs were. “One of the major contributors is our whole energy
infrastructure,” said Lyon. While
IBM could and continued to pursue energy conservation and
emissions reductions, the company had
little control over the system as a whole.
28. In addition, there were other times when setting appropriate
goals was much harder, since the science
was more complex and evolving. Such was the case with the use
of brominated fire retardants, for
example.35 Since 1990, IBM had prohibited the use of
polybrominated biphenyls (PBBs) and
polybrominated diphenyl ethers (PBDEs) for use in packaging,
and then extended the prohibition of
these compounds to its products in 1993, 14 years before their
use was legally banned. Beginning in
2006, IBM prohibited the use of “unreacted”
tetrabromobisphenol-A (TBBP-A) from use in IT
systems enclosures for newly released products. However, IBM
permitted the use of “reacted” TBBP-
A in its products. TBBP-A was the most commonly used flame
retardant in printed wiring boards
(PWBs), where it was “reacted into” the polymer backbone of
epoxy resins used in the manufacturing
of PWBs. As a consequence of the chemical reaction, TBBP-A
in its unreacted form was effectively
lost, and the finished product (i.e., flame retarded epoxy resin)
no longer possessed the same chemical
and physical properties as unreacted TBBPA. 36
Nevertheless, IBM was collaborating with industry consortia to
identify and qualify non-brominated
flame retardants for use in PWBs. The pivotal issue in this
endeavor was not whether halogen-free
flame retardants existed and were available on the market, but
whether such halogen-free flame
retardants could suitably replace TBBP-A in PWBs, especially
in PWBs used in high-end electronic
products such as servers and mainframes. Such non-halogenated
flame retardants had to satisfy three
essential criteria when incorporated into PWBs: 1) provide
effective flame retardancy under normal
29. 34 Ibid.
35 There are some health concerns related to these compounds,
including their potential to be carcinogenous.
36. TBBP-A is the most commonly used flame retardant in
printed wiring boards (PWBs), where it is reacted into the
polymer backbone of epoxy resins used in
the manufacturing of PWBs. There are no current regulatory
restrictions on the use of TBBP-A in IT products and no human
health risks have been identified
in the EU risk assessment of TBBP-A.
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PWB use and product failure conditions; 2) maintain the
electrical and mechanical properties of
TBBPA-based PWBs; and 3) be preferable from an
environmental and human health standpoint.
It was not known if the proposed non-halogen replacement
materials would provide the functional
properties required for use in PWBs in high-end electronic
products. In addition, there was little
environmental, health and safety data available for the proposed
non-halogen replacement materials,
and there was no available data demonstrating that these
replacement materials were environmentally
preferable to TBBP-A. IBM, therefore, decided not to ban all
30. brominated flame retardants, though it
continued to actively participate in industry and government
efforts to identify alternatives for
halogenated flame retardants in PWBs that met the above
required criteria. Should practical, reliable
and more environmentally sound alternatives to this use of
TBBP-A be identified, IBM would move
to use them.
IBM’s environmental goals evolved continuously. For example,
the company’s recycling goal for
non-hazardous waste (NHW) was in its 8th generation (see
Exhibit 7). In 1988, IBM set out to
achieve 50% recycling of all wood, metal, paper, glass, and
plastic from manufacturing and research
operations by 1992. The company achieved this target earlier
than planned, and in 1992 it added non-
hazardous chemicals, end-of-life IT and manufacturing
equipment, and industrial trash to the
recycling goal. In 1994 CEA expanded the goal to include office
locations, and in 1996 CEA updated
recycling goals according to locations’ individual performance.
Those locations that had already
achieved the 50% recycling goal were expected to achieve a
67% recycling rate beginning in 1996,
while those that hadn’t yet reached 50% had to continue striving
for that target. In 1999 CEA divided
NHW into two categories: solid waste and industrial waste, with
specific recycling goals of 67% and
35% respectively. The latter had changed to 67% for all types of
non-hazardous waste by 2004. In
2007, IBM raised the target to a 75% recycling rate applicable
to all manufacturing, research and
administrative sites. Starting in 2008, the goal also became
applicable to leased locations identified by
31. IBM.
IBM’s spending on environmental efforts had remained fairly
flat since 1992, hovering between $100
million and $150 million (see Exhibit 8), and since 1997 IBM’s
environmental expenses37 had on
average yielded savings38 of more than double the expense – an
estimate that CEA considered to be
conservative since it did not include factors such as the
intangible effects that IBM’s environmental
efforts had had on the value of IBM’s brand.
37 Environmental expenses include: Personnel, consultant fees,
laboratory fees, permit fees, waste treatment & disposal, water
and wastewater management, air
emission control operations, groundwater protection operations,
other environmental systems operations, waste & materials
recycling, Superfund & former
IBM site (i.e. environmental) remediation, and other
miscellaneous expenses.
38 Environmental savings include savings and cost avoidance
related to: Site pollution prevention and operations, on-site
recycling, corporate operations,
packaging, recycled materials usage and savings, energy
conservation & cost avoidance, Superfund & site remediation
efficiencies, insurance savings, spill
remediation cost avoidance, and compliance cost avoidance.
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CEA staff understood that some sites would overachieve while
others might underachieve against
corporate goals. The EMS Program Manager, Patrick Aurrichio,
explained, however, that when a
business unit claimed to be unable to meet a goal, it was
required to provide a thorough evaluation
and explanation of the reasons why it could not do so. Lyon
stressed that CEA’s objective was “to
have a constructive and collaborative environment, not a police
state.”
How did IBM decide what was “enough”, or, in other words,
what was the breaking point? How far
did IBM choose to stretch its goals? At the most basic level,
IBM would always comply with the law.
Dionne explained that when there were requirements to meet
certain standards, whether these were
internal or regulatory in nature, “there are no questions asked”
across IBM. Balta believed that this
behavior “is part of the IBM culture of compliance.”
At the other end of the spectrum, the question was whether a
goal, in Dionne’s words, “is of
leadership nature.” For Balta, the necessary question was “why
something matters, and if it was
something that would matter in the long-run.” Lyon explained
that “most IBMers like to have a
challenge,” that there was a reason why they worked for an
innovation company, and that therefore,
they embraced IBM’s commitment to environmental leadership
regardless of the difficulties inherent
in the goals set by CEA.
33. Several people stressed that IBM employees were often
personally committed to improving the
company’s environmental performance. For example Sharon
Nunes, VP of Big Green Innovations in
the Systems & Technology Group (STG), said that there was
“no lack of ideas” and that “we have
people knocking on our door to see how they can get involved.”
A “Green Community” had formed
within IBM made up of 1,000 volunteers who communicated on
a regular basis regarding projects
they were involved in. This group had become an essential
resource within IBM. Dionne explained in
greater detail:
Many IBM employees, though their day-to-day job
responsibilities in IBM do not involve
environmental management, have a strong personal interest in
environmental protection. We have
a number of avenues through which employees are made aware
of IBM's long history of
environmental commitment and results — something all
employees can be and are very proud of.
We also educate our employees about IBM's global
environmental management system which
defines our programs, and drives actions that are consistent with
the company's policy and
positions. Having equipped employees with this information, we
are able to harness their
enthusiasm and channel it toward helping IBM achieve its
environmental goals and objectives
such as materials and energy conservation and waste recycling.
Examples of how our employees
contribute to IBM's environmental programs and goals in their
work include materials use
reduction and reuse; waste reduction and recycling; and work
34. station power management.
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The Environmental Management System in Action
Product development and manufacturing and global procurement
provided two good insights into
how IBM’s EMS worked.
Product Development and Manufacturing
IBM’s efforts to detail the environmental attributes of its
products could be traced back to the early
1970s, when the company began requiring that all products go
through an environmental assessment.
In 1991, the firm established the Engineering Centre of
Environmentally Conscious Products
(ECECP) in Research Triangle Park, North Carolina to provide
greater focus to its Design for
Environment (DFE) efforts. The first task of the ECECP was to
define what an environmentally
conscious product was – an effort that led IBM to focus, for
example, on whether recycled material
could be used for products, and how best to eliminate hazardous
materials. As a result IBM began
working with suppliers to create sources of recycled materials.
In 1992, the ECECP established standards for coding of plastic
35. parts to facilitate sorting and
recycling. In 1994 these standards were expanded to include the
design of plastic parts to facilitate
recycling. In 1997 IBM published its first general
environmental standard documenting and/or
establishing baseline requirements for design of IBM products,
including an extensive list of
potentially hazardous materials that were prohibited or
restricted.
As soon as product DFE standards were established, they were
integrated into the company’s product
design process – known as the Integrated Product Development
process — so that a product was
evaluated on its environmental objectives throughout the design
process. As part of this process,
environmental experts reviewed each product release to ensure
that it not only met all legal and
regulatory requirements, but that it also complied with IBM’s
more stringent internal design
requirements. Some of the metrics included the environmental
characteristics of products (e.g.,
materials content, energy efficiency, reportable substances),
evaluation of IBM products’ compliance
with applicable environmental, material and chemical
management requirements (both those that
were legally required and those that were voluntarily
established by IBM), and identification of
components, parts, and assemblies which might require special
handling or disposal at product end-
of-life.
In 1996, IBM established its first corporate instruction detailing
requirements for the development of
“product stewardship programs” within development
organizations. In addition to establishing
36. product stewardship leaders within each IBM brand, this
instruction established design objectives for
all IBM products, and required that each IBM brand not only
support IBM’s corporate-wide product
stewardship objectives (Figure 3), but also establish their own
product stewardship design goals and
complete an annual report to document their performance. One
of the priorities established in the very
first Product Stewardship Corporate Instruction was the
development of products with improved
energy efficiency and / or reduced energy consumption. IBM’s
Systems & Technology Group (STG)
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was responsible for developing an annual strategy that outlined
how this objective would be met and
it was then up to the design engineers to make it happen. As
Dionne explained, this was “specific but
not so decentralized that it will drive designers crazy.”
Figure 3 IBM’S Corporate-wide Product Stewardship Objectives
Source: IBM.
IBM did not use flagship “green” products to drive innovation,
Mann explained, because it believed
that if something “is good for one product, it is good for all.”
He recalled that in 1998 IBM tried to
establish an internal environmental rating system for products
37. in order to drive additional
improvements in design. However, after some use, the system
proved to be ineffective and “too
subjective.” It was difficult to come up with a definitive
methodology for rating products when the
company had such a wide range of products and a
correspondingly wide range of opportunities to
potentially improve their environmental performance. “The
purpose of the rating system was really to
demonstrate improvements as the design process progressed, not
to compare different products
against one another,” said Mann. Every product received a
score, but designers soon began focusing
much more on the numerical score as opposed to the
environmental improvement achieved from their
own initial design. Dionne explained that because of this, IBM
eliminated this internal environmental
rating system for products. “Scores can be good,” she said, “but
they need to be meaningful. You
need to make sure you are comparing apples to apples.”
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Global Procurement
ission was to “deliver competitive advantage in the form of
cost, quality,
38. he Centre of Excellence for Environmental Compliance (CoE)
had worldwide responsibility for
o assess whether suppliers had a strong focus on environmental
management and the capability to
lobal Procurement representatives participated in a number of
industry consortia, including the IPC
in the industry to address social responsibility issues as a team.
Global Procurement’s m
delivery and technology, to [its] clients and [shareholders].”39
This involved being accountable for
IBM’s environmental and social impact across its supply chain,
and integrating both compliance and
voluntary activities globally.
T
meeting environmental compliance regulations affecting the
Global Procurement organization. This
included understanding new and future environmental
regulation, designing compliance strategies
and processes, educating both IBM Global Procurement
employees and its suppliers about the
requirements, and evaluating suppliers’ environmental
performance. IBM had long had worldwide
environmental requirements for suppliers providing hazardous
waste management services to the
company (1972), production-related suppliers (1980), and for
those suppliers who supported product
recycling and disposal (1991).
T
39. meet IBM’s environmental requirements, Corporate Instruction
Number ENV 109 established
requirements that “prevent the transfer of responsibility for
environmentally sensitive operations to
any company lacking the commitment or capability to manage
them properly, reduce environmental
risk, [and] protect IBM’s brand.” Implementing these
requirements entailed collaboration between the
Global Procurement organisation and Corporate Environmental
Affairs. CEA was responsible for
evaluating and approving suppliers providing hazardous waste
management and product end-of-life
management (PELM) services for the company globally, while
Global Procurement ensured that IBM
only contracted with CEA approved suppliers. Global
Procurement was also responsible for
communicating the firm’s environmental requirements and
specifications to suppliers, and for
ensuring that suppliers complied with them.
G
(Association Connecting Electronics Industries), JEDEC, which
helped establish standards for
environmental compliance and provided a forum to discuss
alternative technologies with other
companies in the electronics and solid state industries, and the
EICC (the Electronic Industry
Citizenship Coalition), which was a group of companies
working together to create a comprehensive
set of tools and methods that supported “credible
implementation of the Code of Conduct throughout
the Electronics and Information and Communications
Technology (ICT) supply chain.”40 John
Gabriel, Technical Lead for Global Procurement’s Corporate
Social Responsibility and
Environmental Initiatives and EICC’s Chair, explained that the
40. EICC started as a way for companies
39 Lou Ferreti’s Presentation: Integrated Supply Chain (August
2008)
40 http://www.eicc.info/ (accessed November 13, 2008).
ENVIRONMENTAL MANAGEMENT AT IBM: MAKING
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May 18, 2009 18
IBM’s and EICC’s work in corporate citizenship had evolved
simultaneously, and thus IBM’s
quirements had been coordinated with those of the EICC. IBM
had raised awareness about supply re
chain issues across sourcing teams and executives by
conducting audits of its suppliers (at least 500
were conducted between 2004 and 2008), engaging with
suppliers in major growth markets, and
introducing considerations of corporate social responsibility
into pre-sourcing activities that evaluated
potential future suppliers, regardless of their country of
operations. Gabriel believed that audits
helped educate buyers about the corporate citizenship
commitment of IBM and that social
responsibility needed to evolve to the stage where it influenced
the company’s decision making.
41. “Green” Businesses for a “Smarter Planet”
Our world is becoming smarter... [it] is becoming instrumented,
interconnected, [and] all things are
becoming intelligent... Computational power is being put into
things we wouldn’t recognize as
cost, what wouldn’t you
enhance? What service wouldn’t you provide a customer,
citizen, student or patient? What wouldn’t
We’re not in this [only] for its direct social benefit. We’re in
this to help our clients respond to
[environmental and energy concerns] and innovate in response
to government actions... We focus on
One
participate in strategic discussions as IBM’s environmental
experts. IBM’s opportunities in this
computers. Indeed, almost anything – any person, any object,
any process or any service, for any
organization, large or small – can become digitally aware and
networked.
With so much technology and networking abundantly available
at such low
you connect? What information wouldn’t you mine for insight?
The answer is, you or your
competitor, will do all of that. You will do it because you can –
the technology is available and
affordable. But there is another reason we will make our
42. companies, institutions and industries
smarter. Because we must. Not just at moments of widespread
shock, but integrated into our day-to-
day operations. These mundane processes of business,
government and life – which are ultimately the
source of those ‘surprising’ crises – are not smart enough to be
sustainable.
—Sam Palmisano, IBM Chairman & CEO41
innovation that matters.
—Martin Fleming, VP Corporate Strategy, IBM
of CEA’s roles was to share IBM’s internal experience and
know-how with potential clients, and
to
space had grown dramatically as governments had begun to take
action in response to the threat of
climate change. By surveying ongoing activities within IBM,
the Emerging Business Opportunities
(EBO) group identified more than 280 projects that could be
grouped into four distinct “green”
initiatives:
41 Palmisano, 2008.
ENVIRONMENTAL MANAGEMENT AT IBM: MAKING
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Rebecca Henderson and Paulina Ponce de León Baridó
43. May 18, 2009 19
• Energy Efficient or Green Data Centres: to reduce energy
consumption in data centres.
• Intelligent Utility Networks: to improve grid network planning
and electricity management, and
to provide a platform for managing renewable sources of
energy.
• Intelligent Transportation Systems: to reduce congestion and
transportation emissions in cities,
and to encourage greater use of public transportation.
• Strategic Water Information Management: to improve water
management and foster better
ve an
-cited across IBM was that 2% of the world’s total energy use
originated
om IT use – hence the focus on energy efficient data centres.42
IBM’s vision, however, was that the
physics,
odeling tools, and integrating expertise to address emerging
environmental management
n being only
n IT supplier. For example, a utility company could be looking
to invest billions of dollars over a
conservation practices.
Each of these initiatives was considered to be large and
44. immediate enough for IBM to ha
impact. A statistic commonly
fr
company should work not only to minimize that 2%, but also to
ensure full use of IT capabilities to
help make the remaining 98% of energy consumption in the
society more efficient. For Martin
Fleming, VP of Corporate Strategy, the key was that these cases
were all network management issues,
thus directly building on IBM’s ability to manage an IT network
and systems. IBM’s Energy &
Environment Framework (Figure 4) captured the variety of
IBM’s offerings in these areas.
In addition, IBM had deployed its Big Green Innovations team
described as “a seed organization that
figures out if projects are viable as businesses” to apply
“advanced materials science,
m
opportunities.”43 This organization moved IBM into
photovoltaics by capitalizing on the company’s
semiconductor know-how, and was now focusing on water
modeling and management.
For the long term, Fleming envisioned IBM becoming involved
in energy and climate change issues
as a developer and manager of the selected networks and
business processes, rather tha
a
three-to-five year period to build a smart grid with tens of
millions of dollars of that total to be spent
on traditional IT. Fleming believed that due to the complexity
involved in grid issues over time, this
would be a long-term and profitable opportunity for IBM.
Equally, he anticipated there would be
significant business opportunities springing up from future
45. emissions cap and trade schemes, from the
need to address how to manage the charging and fueling of
plug-in hybrids, and even from carbon
capture and sequestration. “Clients will be faced with new
needs and requirements,” he said, “and
IBM can help address them. These are all spaces where IBM
could participate in the future.”
42 Eurosif, the European Social Investment Forum, published an
ICT Hardware Sector Report. It states that, “The ICT sector
causes around 2% of global CO2
emissions – as much as air transport. This estimate includes the
in-use phase of PCs, servers, cooling, fixed and mobile phones,
local area networks (LANs),
office telecommunications and printers. The US EPA found that
data centers consumed about 61 billion kWh in 2006 (1.5% of
total US electricity
consumption) for a total electricity cost of about $4.5 billion.
Consumption is expected to double by 2011.” (Eurosif, WestLB.
"ICT Hardware Sector Report,"
Sector Report, 2008.)
43 Semiconductor
Solution
s IBM, Big Green Innovations. 2008. http://www-
03.ibm.com/technology/greeninnovations/ (accessed November
23, 2008).
46. ENVIRONMENTAL MANAGEMENT AT IBM: MAKING
SUSTAINABILITY SUSTAINABLE THROUGH
PASSION AND PROCESS
Rebecca Henderson and Paulina Ponce de León Baridó
Figure 4 IBM Energy & Environment Framework
organizations face in
responding to energy, climate change, and environmental challe
nges.
Source: IBM.
Beyond the ata centre management and
nsulting services, and industry solutions, Martin Fleming
identified three differentiators
for IBM in the “green” businesses area:
47. s needs a long-term systemic view, something that IBM can
offer.
internal experience and expertise. This is a significant
differentiator for IBM, since the list
Chicago Climate Exchange had certainly contributed to this,
but
perhaps even more important was IBM’s own experience.
Clients trying to solve an environmental
he Framework is IBM’s holistic view of the challenges
that
T
breadth of IBM’s capabilities in research, hardware, d
services, co
48. 1. The ability to help clients address matters in a systemic
fashion. The management of large
network infrastructure-related project
2. IBM’s software infrastructure and platform, which creates
significant value for clients by
bringing together and coordinating diverse elements of
operation.
3. IBM’s
of organizations that can bring a background comparable to
IBM’s in environmental management
to the table is very short one.
Fleming believed that CEA had given IBM enormous
credibility. IBM’s leadership and participation
in voluntary programs such as the
problem asked constantly “what does IBM do?” and asked to
speak to individuals from CEA. IBM
could often show that what the firm was recommending to
clients had already been implemented
49. inside the company.
May 18, 2009 20
ENVIRONMENTAL MANAGEMENT AT IBM: MAKING
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May 18, 2009 21
Think Blue: Be Green?
As Wayne Balta observed the many environmental awards
displayed in his office (See Exhibit 9 for a
ain how IBM should respond to fashionable initiatives like
“carbon
Should IBM develop and put “carbon labels” on its products? If
ce? Or should he push IBM towards being even
learer on what it believed environmental sustainability entailed?
What would be best, Balta
50. sampling) he wondered ag
neutrality” and “carbon labelling.”
not, how should he recommend the firm proceed?
Should he recommend that IBM pursue initiatives that offered
significant PR value, regardless of
their real impact on IBM’s environmental performan
c
pondered, both for IBM and for the environment?
ENVIRONMENTAL MANAGEMENT AT IBM: MAKING
SUSTAINABILITY SUSTAINABLE THROUGH
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Rebecca Henderson and Paulina Ponce de León Baridó
May 18, 2009 22
51. Exhibit 1 IBM Financial Highlights for 2005-2008
($ in millions except per share amounts)
FOR THE YEAR 2008 2007 2006 2005
Revenue:
Services 58,892 54,057 48,328 47,509
Sales 41,376 42,202 40,716 41,218
Financing 2,559 2,526 2,379 2,407
Total Revenue 103,630 98,786 91,424 91,134
Cost:
Services 40,937 39,160 35,065 35,151
Sales 15,776 16,552 16,882 18,360
Financing 1,256 1,345 1,182 1,091
Total Cost 57,969 57,057 53,129 54,602
Gross Profit 45,661 41,729 38,295 36,532
Expense and Other Income:
Selling, general and administrative 23,386 22,060 20,259
21,314
Research, development and engineering 6,337 6,153 6,107
5,842
Intellectual property and custom development income (1,153)
(958) (900) (948)
Other (income) and expense (298) (626) (766) (2,122)
Interest expense 673 611 278 220
52. Total Expense and Other Income 28,945 27,240 24,978 24,306
Net Income 12,334 10,418 9,492 7,934
Total Assets 109,524 120,431 103,234 105,748
Net investment in plant, rental machines and other
property
14,305 15,081 14,440 13,756
Working capital 6,568 8,867 4,569 10,509
Total debt 33,926 35,274 22,682 22,641
Stockholders' Equity 13,465 28,470 28,506 33,098
Market capitalization $112,689 $149,744 $146,355 $129,381
Stock price per common share $84.16 $108.10 $97.15 $82.20
Number of employees in IBM/wholly owned
subsidiaries
398,455 386,558 355,766 329,373
Source: IBM Annual Reports
53. ENVIRONMENTAL MANAGEMENT AT IBM: MAKING
SUSTAINABILITY SUSTAINABLE THROUGH
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Rebecca Henderson and Paulina Ponce de León Baridó
May 18, 2009 23
Exhibit 2 Time line of “Highlights” in IBM’s environmental
activity
The following information was provided by IBM CEA.
Energy Conservation & Climate Protection
Year Highlight
1974 Corporate Policy on Energy Conservation
1976 Think, the company magazine, devoted an entire issue to
IBM’s energy conservation and
environmental programs.
1990 Pioneered employee commute program. By 2007, nearly
1/3 of IBM’s global workforce
participated in this program. IBM estimates that it has
54. conserved approximate 7.75M
gallons of fuel, and avoided 64,000 tons of CO2 emissions in
the U.S.
1995 Began to voluntarily report its greenhouse gas emissions.
1996 Established energy conservation goal. In 2007,
conservation projects saved energy
equivalent to 3.8% of IBM’s actual global energy use.
1998 1st semiconductor company to set a specific numeral
perfluorocompounds (PFCs) emissions
reduction target.
2000-
2001
Contributed to the publication of the World Resources Institute
GHG Protocol, a corporate
accounting and reporting standard
2005 Met goals under USEPA Climate Leaders Program
2006 Set 2nd generation CO2 reduction goal: To reduce CO2
emissions associated with IBM’s
energy use by 12% between 2005 and 2012 through energy
55. conservation and the use of
renewable energy or procurement of Renewable Energy Credits
or comparable instruments
2007 Using a baseline of 2000, IBM achieved a 51% reduction
in PFC Emissions between 2000
and 2007
2007 Using a baseline of 2001, IBM increased its use of
renewable energy from less than
50MWh in 2001, to more than 400MWH in 2007
2007 Using a baseline of 1990, IBM’s global energy
conservation actions had, by 2007, saved
4.6B kWh, avoided 3.1M tons of CO2 emissions (equal to 45%
of its 1990 emissions), and
saved $310M.
ENVIRONMENTAL MANAGEMENT AT IBM: MAKING
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56. May 18, 2009 24
Product and Process Stewardship (Design for Environment)
Year Highlight
1973 Established Process Environmental Impact Assessment
Program
1978 Eliminated polychlorinated biphenyls (PCBs) in products
1990 Prohibited the use of the following in packaging: Ozone
Depleting Compounds as expansion
agents, polybrominated pibhenyls (PBBs) and polybrominated
diphenyl ethers (PBDEs), and
heavy metals (including lead, hexavalent chromium, and
mercury).
1991 Formalized IBM’s Product Stewardship Program. It
included considerations for: reuse and
recyclability, upgradablity, energy efficiency, use of recycled
materials, use of
environmentally preferred materials, and safe disposition.
1992 Became a Charter member of the Energy Star program.
1993 Eliminated Class I Ozone Depleting Compounds from
products and processes
57. 1993 Prohibited PBBs and PBDEs in products
1993 Prohibited Asbestos from use in products
1993 Prohibited lead from use in plastic housing and paints.
Prohibited use of hexavalent chromium
in inks, dyes, pigments and paints used for IBM products.
Prohibited mercury from use in
IBM parts of assemblies (exceptions, i.e., in lamps, were added
in 1999)
1995 Eliminated Class II Ozone Depleting Compounds from
products and processes
1995 Established a goal for recycled plastic resins use in
products. In 2007, 36% by weight of resins
procured through IBM’s corporate contracts contained recycled
resin
2004 Contributed to EXMA-341, the international standard on
Design for Environment
2005 Project partner with the USEPA’s Design for Environment
Program on Life-Cycle Analysis of
lead-free solders
2006 Prohibited nonreacted tetrabromobisphenol-A (TBBP-A)
and polyvinyl chloride (PVC) from
58. use in IBM-designed IT system enclosures.
2007 Prohibited certain perfluorinated compounds from
research, development and manufacturing
processes. Prohibited nonreacted TBBP-A and PVC from use in
IT system enclosures.
ENVIRONMENTAL MANAGEMENT AT IBM: MAKING
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May 18, 2009 25
59. Resource Conservation & Pollution Prevention
Year Highlight
1988 Established nonhazardous waste recycling goal, which has
been met annually
1989 Offered IBM’s first product take back program
1994 Established Global Materials Recovery Centre network for
product re-use and recycling
1995 Achieved a reduction of 95% in hazardous waste
generation since 1987
1995 Established goal to achieve year-to-year reduction in
hazardous waste generation from IBM's
manufacturing processes indexed to output, which has been met
annually
1997 Established goal for use of powder coating for product
decorative finishes. By 2007, IBM had
avoided 4.4 million pounds of volatile organic compounds since
establishing this goal
2000 Established a water conservation goal for semiconductor
manufacturing operations. By 2007,
IBM had achieved an average of annual water savings of 7%
60. 2003 IBM documented its recycling of over 1 billion pounds of
end-of-life product waste. It was the
first company to reach the 1-billion-pound threshold in the IT
industry
2007 IBM sent less than 1% of end-of-life product waste to
landfill or incineration
Supply Chain Management and Collaboration
Year Highlight
1972 Established Supplier Environmental Evaluation Program
1979 Introduced 1st reusable ARBO crate for servers throughout
logistics supply chain
1980 Expanded Supplier Evaluation Program to cover certain
production-related suppliers
1990 Published Corporate Packaging guide and shared with
suppliers
1991 Further expanded Supplier Evaluation Program to include
product recycling and disposal
suppliers
1997 Published Engineering Specification on Baseline
61. Environmental Requirements for supplier
deliverables
2004-
2005
Initiated and led the Joint Industry Group on the development of
uniform product content
reporting requirements
2004 Established IBM Supplier Conduct Principles and
supporting audits. IBM is one of the
leading companies that supported the Electronic Industry
Citizenship Coalition
2006 Joined USEPA’s SmartWay™ Transport Partnership.
Within a year, by 2007, over 80% of
US-based transport spending by IBM was with SmartWay™
carriers. The company is
voluntarily expanding its SmartWay™ commitments outside of
the US
2008 Participating in the Carbon Disclosure Project’s Supply
Chain Leadership Collaboration
2008 IBM commits to ship 100% of products from System Z and
62. Supercomputer families to
customers in North America exclusively using a SmartWay™
carrier
Source: IBM CEA
ENVIRONMENTAL MANAGEMENT AT IBM: MAKING
SUSTAINABILITY SUSTAINABLE THROUGH
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Rebecca Henderson and Paulina Ponce de León Baridó
Exhibit 3 Environmental Performance Database
Snapshot of IBM's Environmental Performance Database
Note: the "zero" value in the field "Beginning Inventory"
indicates a location had shipped out all waste
volume generated in the prior year by the end of that year,
resulting in none on hand at the beginning of the
reporting year. The "zero" value in the field "Ending Inventory"
indicates a location had shipped out all
waste volume generated in the reporting year.
63. Source: IBM CEA
May 18, 2009 26
ENVIRONMENTAL MANAGEMENT AT IBM: MAKING
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Rebecca Henderson and Paulina Ponce de León Baridó
Exhibit 4 Select Data Monitored by IBM’s Environmental
Performance Database
Hazardous Waste Generation 1984-2007 & Hazardous Waste
Indexed to Output (1999-2007)
IBM has the goal to achieve year-to-year reduction in hazardous
waste generation from IBM’s
manufacturing processes indexed to output44. The bar chart
depicts IBM’s performance against this
64. goal, which covers approximately 90% of IBM’s manufacturing-
and hardware development-related
hazardous waste. IBM’s total hazardous waste has decreased by
94.7% since 1987. The responsible
organization for meeting this goal is STG.
IBM Hazardous Waste Generation (1984‐2007) & HW Indexed t
o Output (1999‐2007)
Water Conservation (2003-2007)
IBM’s goal is to achieve average annual conservation savings
equal to 2% of IBM’s annual water use
at microelectronics manufacturing facilities over a rolling 5
year period. The organization responsible
for meeting this goal is STG.45
65. Annual Data for IBM's Water Conservation Goal (2003‐2007)
44 IBM CEA “Environmental Goals – Internal Document,” June
2007
45 Ibid.
May 18, 2009 27
ENVIRONMENTAL MANAGEMENT AT IBM: MAKING
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Use of Recycled Plastics in IBM Hardware Products
Metrics tracked are recycled resin usage, type of resin, and total
amount of plastics procured by IBM
for application in hardware products. The responsible
66. organizations are STG and Global
ProcurementIBM increased its recycled content plastics goal
from 2% in 1997 to 10% in 2001. After
significant early progress, the ability to meet this 10% goal was
impacted largely by the decrease in
applications for recycled plastics with the company’s products
went through a major change in
material use, from using plastic enclosures to metal enclosures.
Availability for source material was
also a factor in the early 2000s. As a consequence, IBM
adjusted this goal in 2003 to 5% or greater.46
Since then, the increased involvement of the Retail Store