MDC Systems - Green Build to Sustainability

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ConnectingConnectingConnectingConnectingConnectingConnectingConnectingConnecting
Green Building Outcomes toGreen Building Outcomes toGreen Building Outcomes toGreen Building Outcomes toGreen Building Outcomes toGreen Building Outcomes toGreen Building Outcomes toGreen Building Outcomes to
Enterprise Sustainability ProgramsEnterprise Sustainability ProgramsEnterprise Sustainability ProgramsEnterprise Sustainability ProgramsEnterprise Sustainability ProgramsEnterprise Sustainability ProgramsEnterprise Sustainability ProgramsEnterprise Sustainability Programs
16 April 201316 April 201316 April 201316 April 201316 April 201316 April 201316 April 201316 April 2013
E. Mitchell Swann P.E., LEED APE. Mitchell Swann P.E., LEED APE. Mitchell Swann P.E., LEED APE. Mitchell Swann P.E., LEED AP
F. CIBSE,F. CIBSE,F. CIBSE,F. CIBSE, C.EngC.EngC.EngC.Eng
PrincipalPrincipalPrincipalPrincipal MDCMDCMDCMDCSystems®®®®
www.MDCSystems.com
Copyright E. Mitchell Swann & MDC Systems

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Bertrand RussellBertrand RussellBertrand RussellBertrand Russell
A hallucination is a fact,A hallucination is a fact,A hallucination is a fact,A hallucination is a fact,
not an error;not an error;not an error;not an error;
what is erroneous is a judgmentwhat is erroneous is a judgmentwhat is erroneous is a judgmentwhat is erroneous is a judgment
based upon it.based upon it.based upon it.based upon it.
What is… ‘Sustainable
development:
meeting the needs of
the present without
compromising the
ability of future
generations to meet
their own needs.’
Reshaping the Built Environment
Ecology, Ethics and Economics -
Edited by Charles J. Kilbert Island
Press, Washington, D. C. USA 1999

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What is a greenWhat is a greenWhat is a greenWhat is a green building?building?building?building?
((((or high performance)or high performance)or high performance)or high performance)
What do they do?What do they do?What do they do?What do they do?
High Performance Building ObjectivesHigh Performance Building ObjectivesHigh Performance Building ObjectivesHigh Performance Building Objectives
greater efficiency
Energy
Resources
lower life cycle cost
Total Cost of Ownership
Operations
Maintenance
“Cradle to grave”
“cradle to cradle”
healthier environment
IAQ/IEQ
waste management
increased productivity
“enhanced wellness”
better performance

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How do we ‘know’ it’s green?How do we ‘know’ it’s green?How do we ‘know’ it’s green?How do we ‘know’ it’s green?
Rating SystemsRating SystemsRating SystemsRating Systems

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USGBC’s LEED Categories v3.0USGBC’s LEED Categories v3.0USGBC’s LEED Categories v3.0USGBC’s LEED Categories v3.0
Elements of Green
What does it cost?What does it cost?What does it cost?What does it cost?

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TheTheTheThe
CostCostCostCost
ofofofof
GreenGreenGreenGreen
fromfrom SustainableSustainable FacilitiesFacilities: Institutional compliance and the Sino: Institutional compliance and the Sino--Singapore Tianjin EcoSingapore Tianjin Eco--
city Projectcity Project (2009) by S. P. Low(2009) by S. P. Low, (National University of, (National University of Singapore (NUS), J. Y. LiuSingapore (NUS), J. Y. Liu,,
(Tianjin University, Tianjin, China),(Tianjin University, Tianjin, China), P. WuP. Wu, (, (NUS)NUS) Emerald Group Publishing LimitedEmerald Group Publishing Limited
Why do it?Why do it?Why do it?Why do it?

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Some Broad Performance OutcomesSome Broad Performance OutcomesSome Broad Performance OutcomesSome Broad Performance Outcomes
MarketMarketMarketMarket
ExpectationsExpectationsExpectationsExpectations

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…and green continues to grow.…and green continues to grow.…and green continues to grow.…and green continues to grow.
What aboutWhat aboutWhat aboutWhat about
“Enterprise Sustainability”?“Enterprise Sustainability”?“Enterprise Sustainability”?“Enterprise Sustainability”?

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Enterprise Sustainability CategoriesEnterprise Sustainability CategoriesEnterprise Sustainability CategoriesEnterprise Sustainability Categories
o SocialSocialSocialSocial ImpactsImpactsImpactsImpacts
…and Trends…and Trends…and Trends…and Trends
o StakeholdersStakeholdersStakeholdersStakeholders
o Industry NormsIndustry NormsIndustry NormsIndustry Norms
o CompetitivenessCompetitivenessCompetitivenessCompetitiveness
o Risk ManagementRisk ManagementRisk ManagementRisk Management
o MitigationMitigationMitigationMitigation
o InnovationInnovationInnovationInnovation
BrandBrandBrandBrand ReputationReputationReputationReputation
MarketMarketMarketMarket “Good Will“Good Will“Good Will“Good Will””””
ShareholdersShareholdersShareholdersShareholders
WorkforceWorkforceWorkforceWorkforce CommunityCommunityCommunityCommunity
CustomersCustomersCustomersCustomers
SuppliersSuppliersSuppliersSuppliers
““““best in class”best in class”best in class”best in class” –––– benchmarkingbenchmarkingbenchmarkingbenchmarking
LiabilityLiabilityLiabilityLiability –––– Active & TrailingActive & TrailingActive & TrailingActive & Trailing
RegulatoryRegulatoryRegulatoryRegulatory PolicyPolicyPolicyPolicy
Processes and ProductsProcesses and ProductsProcesses and ProductsProcesses and Products
“Industrial Ecology”“Industrial Ecology”“Industrial Ecology”“Industrial Ecology”
And those can be broken down further…And those can be broken down further…And those can be broken down further…And those can be broken down further…
…………depending upon what you do and where you are.depending upon what you do and where you are.depending upon what you do and where you are.depending upon what you do and where you are.

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But the process is much simplerBut the process is much simplerBut the process is much simplerBut the process is much simpler
Some “Green” Sustainability IssuesSome “Green” Sustainability IssuesSome “Green” Sustainability IssuesSome “Green” Sustainability Issues
(Key Performance Indicators)(Key Performance Indicators)(Key Performance Indicators)(Key Performance Indicators)
o Climate change and the efficient use of energy;Climate change and the efficient use of energy;Climate change and the efficient use of energy;Climate change and the efficient use of energy;
o Releases of toxic chemicals into the environment;Releases of toxic chemicals into the environment;Releases of toxic chemicals into the environment;Releases of toxic chemicals into the environment;
o Sustainable management of forests, fisheries, andSustainable management of forests, fisheries, andSustainable management of forests, fisheries, andSustainable management of forests, fisheries, and
other natural resources;other natural resources;other natural resources;other natural resources;
o Safety and decent conditions in the workplace;Safety and decent conditions in the workplace;Safety and decent conditions in the workplace;Safety and decent conditions in the workplace;
o Availability of water;Availability of water;Availability of water;Availability of water;
o The need for sustainable products and services.The need for sustainable products and services.The need for sustainable products and services.The need for sustainable products and services.

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Key Performance IndicatorsKey Performance IndicatorsKey Performance IndicatorsKey Performance Indicators
Choosing the rightChoosing the rightChoosing the rightChoosing the right KPIs is a key ingredient to success.KPIs is a key ingredient to success.KPIs is a key ingredient to success.KPIs is a key ingredient to success.
1.1.1.1. Choose KPIs that are really keyChoose KPIs that are really keyChoose KPIs that are really keyChoose KPIs that are really key
2.2.2.2. Choose KPIs that are measurable.Choose KPIs that are measurable.Choose KPIs that are measurable.Choose KPIs that are measurable.
3.3.3.3. Choose KPIs that regularly change.Choose KPIs that regularly change.Choose KPIs that regularly change.Choose KPIs that regularly change.
4.4.4.4. Consider industry specific KPIs.Consider industry specific KPIs.Consider industry specific KPIs.Consider industry specific KPIs.
5.5.5.5. Choose only a few KPIsChoose only a few KPIsChoose only a few KPIsChoose only a few KPIs
6.6.6.6. Choose KPIs that are meaningful to yourChoose KPIs that are meaningful to yourChoose KPIs that are meaningful to yourChoose KPIs that are meaningful to your
stakeholders.stakeholders.stakeholders.stakeholders.
7.7.7.7. Choose KPIs that connect to the core businessChoose KPIs that connect to the core businessChoose KPIs that connect to the core businessChoose KPIs that connect to the core business
strategiesstrategiesstrategiesstrategies
What do we get from it?What do we get from it?What do we get from it?What do we get from it?
What are the outcomes?What are the outcomes?What are the outcomes?What are the outcomes?

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Natural Systems:
wetlands,
forests,
carbon cycle,
hydrologic cycle,
nitrogen cycle,
etc.
Public Investments:
Infrastructure,
Schools,
Public R&D,
etc.
Sustainable ROISustainable ROISustainable ROISustainable ROI
the value of things that cannot be boughtthe value of things that cannot be boughtthe value of things that cannot be boughtthe value of things that cannot be bought

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Sustainable ROISustainable ROISustainable ROISustainable ROI
A public transit system (example)A public transit system (example)A public transit system (example)A public transit system (example)
How do they merge?How do they merge?How do they merge?How do they merge?
the tangiblesthe tangiblesthe tangiblesthe tangibles
Lower CostsLower CostsLower CostsLower Costs
OperationsOperationsOperationsOperations
MaintenanceMaintenanceMaintenanceMaintenance
Healthier IndoorHealthier IndoorHealthier IndoorHealthier Indoor
EnvironmentEnvironmentEnvironmentEnvironment
IAQ/IEQIAQ/IEQIAQ/IEQIAQ/IEQ
Improved productivityImproved productivityImproved productivityImproved productivity
Reduced WasteReduced WasteReduced WasteReduced Waste
the intangiblesthe intangiblesthe intangiblesthe intangibles
Reduced RiskReduced RiskReduced RiskReduced Risk
Lessened LiabilitiesLessened LiabilitiesLessened LiabilitiesLessened Liabilities
Reduced exposure toReduced exposure toReduced exposure toReduced exposure to
price shocksprice shocksprice shocksprice shocks
supply shocksupply shocksupply shocksupply shock
Carbon tax futuresCarbon tax futuresCarbon tax futuresCarbon tax futures
Reduced EnvironmentalReduced EnvironmentalReduced EnvironmentalReduced Environmental
Remediation CostsRemediation CostsRemediation CostsRemediation Costs
Extended infrastructure lifeExtended infrastructure lifeExtended infrastructure lifeExtended infrastructure life

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How do they differ from theHow do they differ from theHow do they differ from theHow do they differ from the
categories of ‘green’ buildings?categories of ‘green’ buildings?categories of ‘green’ buildings?categories of ‘green’ buildings?
Remember the processRemember the processRemember the processRemember the process

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An international perspectiveAn international perspectiveAn international perspectiveAn international perspective
Gulf Organization forGulf Organization forGulf Organization forGulf Organization for
Research & DevelopmentResearch & DevelopmentResearch & DevelopmentResearch & Development
GSASGSASGSASGSAS Global Sustainability AssessmentGlobal Sustainability AssessmentGlobal Sustainability AssessmentGlobal Sustainability Assessment SystemSystemSystemSystem
QSASQSASQSASQSAS QatarQatarQatarQatar Sustainability AssessmentSustainability AssessmentSustainability AssessmentSustainability Assessment SystemSystemSystemSystem

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International Standards are in place…International Standards are in place…International Standards are in place…International Standards are in place…
ISO 14000ISO 14000ISO 14000ISO 14000 –––– Environmental ManagementEnvironmental ManagementEnvironmental ManagementEnvironmental Management
ISO 26000ISO 26000ISO 26000ISO 26000 –––– Social ResponsibilitySocial ResponsibilitySocial ResponsibilitySocial Responsibility
ISO 31000ISO 31000ISO 31000ISO 31000 –––– Risk ManagementRisk ManagementRisk ManagementRisk Management
ISO 50001ISO 50001ISO 50001ISO 50001 –––– Energy ManagementEnergy ManagementEnergy ManagementEnergy Management
And there are others…And there are others…And there are others…And there are others…
• The UN Global Compact (2000)The UN Global Compact (2000)The UN Global Compact (2000)The UN Global Compact (2000) –––– most widely usedmost widely usedmost widely usedmost widely used
• Global Reporting Initiative (2006)Global Reporting Initiative (2006)Global Reporting Initiative (2006)Global Reporting Initiative (2006) –––– sector specificsector specificsector specificsector specific
• GRI Part 1GRI Part 1GRI Part 1GRI Part 1 ---- define report content; set boundariesdefine report content; set boundariesdefine report content; set boundariesdefine report content; set boundaries
• GRI Part 2GRI Part 2GRI Part 2GRI Part 2 ---- disclosures, strategy & profile, approach &disclosures, strategy & profile, approach &disclosures, strategy & profile, approach &disclosures, strategy & profile, approach &
indicators.indicators.indicators.indicators.
• Accountability Series AA1000 (1999)Accountability Series AA1000 (1999)Accountability Series AA1000 (1999)Accountability Series AA1000 (1999) –––– easily integratedeasily integratedeasily integratedeasily integrated
• 3 principles: inclusivity, materiality and responsiveness.3 principles: inclusivity, materiality and responsiveness.3 principles: inclusivity, materiality and responsiveness.3 principles: inclusivity, materiality and responsiveness.
• OECD Guidelines for Multinational EnterprisesOECD Guidelines for Multinational EnterprisesOECD Guidelines for Multinational EnterprisesOECD Guidelines for Multinational Enterprises
• (1961; updated 2000)(1961; updated 2000)(1961; updated 2000)(1961; updated 2000) –––– oldest & most comprehensiveoldest & most comprehensiveoldest & most comprehensiveoldest & most comprehensive
• Social Accountability 8000Social Accountability 8000Social Accountability 8000Social Accountability 8000 –––– labor/workplace focuslabor/workplace focuslabor/workplace focuslabor/workplace focus

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Where is this all headed?Where is this all headed?Where is this all headed?Where is this all headed?

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ConvergenceConvergenceConvergenceConvergence
New Business ModelsNew Business ModelsNew Business ModelsNew Business Models

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Other stuff…..Other stuff…..Other stuff…..Other stuff…..
In the long history of humankind,In the long history of humankind,In the long history of humankind,In the long history of humankind,
those who learned to collaboratethose who learned to collaboratethose who learned to collaboratethose who learned to collaborate
and improvise most effectively haveand improvise most effectively haveand improvise most effectively haveand improvise most effectively have
prevailed.prevailed.prevailed.prevailed.

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Thank you!Thank you!Thank you!Thank you!
....
Licensed Professional Engineer:
Pennsylvania, New Jersey, New York, Connecticut, California, Michigan, Illinois, Georgia, Kentucky
US Green Building Council LEED Accredited Professional
Mr. Swann has over 30 years of extensive experience on both domestic and international projects in the areas of
management consulting and problem solving, engineering design, project and construction management, forensic
engineering and construction claims analysis. Mr. Swann’s career includes the analysis, evaluation and design of complex
systems across a wide range of industries and buildings types including commercial, institutional and industrial facilities,
hospitals laboratories, pharmaceutical manufacturing, microelectronic operations and data centers. Mr. Swann has chaired
technical committee within national and international organizations and been a contributing author and editor for a number
of technical publications and journals. He is a frequent speaker both nationally and internationally and is a listed member of
the speakers’ bureau in the Distinguished Lecturer program of ASHRAE. He has recently presented on Green Building
issues in Abu Dhabi, Dubai, Delhi, Detroit, Chicago, Seattle, New York City, Indianapolis, Kansas City, Virginia and
Delaware. He is a contributing author to the ASHRAE “Green Guide – The Design, Construction and Operation of
Sustainable Buildings” and co-author of the ASHRAE Survival Guide to Design|Build Project Execution.
Professional Affiliations:
American Bar Association, American Society of Heating, Refrigeration, and Air Conditioning Engineers, International
Society of Pharmaceutical Engineering, US Green Building Council, Defense Research Institute
Other Activities:
The Engineer’s Club of Philadelphia – President
Pennsylvania Environmental Council – Board
Enterprise Heights Community Development Corp – Board of Directors
Drexel University - Alumni Board of Governors
National Association of Asian American Professionals (Philadelphia Chapter) – Board of Directors
National Society of Black Engineers Greater Philadelphia Chapter – President Emeritus
E. Mitchell Swann, P.E., LEED AP
swann@mdcsystems.com
Principal and Partner
MDC Systems, LLC

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MDCSystems®
Providing Expert Project Delivery Solutions Worldwide
MDC Systems is a project and construction management consultancy with
over 40 years of experience serving a wide array of clients and industries both
nationally and around the globe.
MDC has worked on projects as diverse as residential property developments
to pharmaceutical plants to highway excavation and construction.
MDC concentrates its services in primarily four areas:
program management, project management consulting, forensic engineering
and construction claims consulting.
One of the key facets of MDC’s professional staff is our expertise in the
technology driven issues that are so frequently at the heart of today’s complex
projects.
MDC’s construction claims consulting practice combines all of the skills
inherent to our other service offerings and deploys it for our clients when and
where projects don’t go quite as smoothly as everyone had hoped. MDC is an
industry leader in the area of construction schedule development and analysis
including delay, acceleration, interruption and extended duration. MDC pioneered
the court tested and approved Time Impact Analysis methodology for scientifically
analyzing construction schedules and the impact of events upon their execution
and completion.
www.MDCSystems.com
MDCSystems® Summary of Services
Program & Project Development
including…
Performance Assessment &
Benchmarking
Project Modeling including…
“What if…” Scenario Analyses
Variability/Sensitivity Analyses
‘Out of Bounds’/”Go – No Go”
Limits
Project Planning including…
Feasibility Studies
Master Scheduling including…
Resource & Constraint Analysis
Project Monitoring including…
Schedule Compliance
Cash Flow & “Burn rate” projections
Resource Utilization
Consulting Services including…
Sustainability/Green Buildings
Peer Review
Practice Management
Forensic Analyses including:
Building Systems:
Architectural incl. Building Envelope
HVAC/Mechanical, Electrical & Piping
Structural
Instrumentation & Controls
Design Errors & Omissions (Standard of
Care)
Differing Site Conditions
Forensic Project Management®
Schedule Analysis
Delay, Disruption, Suspension &
Acceleration
Labor Productivity & Inefficiency
Scope Definition and Change
Termination - Default or Convenience
Procurement - Bid/Award Transparency
Forensic Accounting including…
Valuation of Damages
Overhead & General Conditions
Business Interruption & Lost Profit

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Selected Recent Assignments
Engineering Consulting &
Technical Analyses:
Analysis of Moisture Migration and RH
Control in a Microelectronics Product
R&D Facility (Colorado).
Analysis and Improvement of Energy
Consumption at a “Green” School
(Pennsylvania)
Peer Review & Design Supervision for a
Radiant Heating/Cooling Floor System
(New Jersey)
Peer Review of Schematic Engineering
Design Effort for Hospital Complex
(Qatar)
Analysis of Formaldehyde Outgassing
from Construction Materials
(Pennsylvania)
HVAC System Failures in
Pharmaceutical Packaging Facility
(New Jersey)
Analysis of Process Technology Failure
at Waste Treatment Plant (New Jersey)
Analysis of Piping System Joint
Failures at a Hospital central Plant
(New Jersey)
Analysis of Destructive Vibration
Harmonics on Large Industrial
Compressors at a Chemical Plant
(Louisiana)
Project Management, Execution &
Construction Claims :
Excess Rock Excavation Claim on a Highway
Project - Unforeseen Conditions (New
Jersey)
Electrical Contractor Inefficiency Claim on
Multi-Prime Project (New Jersey)
Electrical Usage Charge Dispute Between
Landlord & Tenant (New York)
Schedule Delays and Change Orders on
multiple Airport Projects for Major
Equipment Supplier (various)
Schedule Delays and Associated Cost
Overruns for Underwater Pipeline Project
(Ireland)
“Standard of Care” Defense - Design of a
Food Processing Facility (Pennsylvania)
“Custom & Practice” – Specifications
Development and Bid Transparency Issues
(California)
“Standard of Care” Defense – Design and
Documentation of a Pharmaceutical Plant
using 3D Modeling (Texas)
“Standard of Care” Plaintiff – Delay and
Cost Overruns for a Pharmaceutical Plant
using 3D Modeling (Singapore)