This document discusses the development of a model called CLARE (Commercial Local Area Resource and Emissions Modelling) to help address gaps in environmental reporting and resource efficiency for businesses. CLARE can estimate direct and indirect greenhouse gas emissions, waste, and water usage for individual businesses and all businesses within a local area. It provides a new perspective by accounting for both on-site ("production") impacts and upstream supply chain ("provision") impacts. The model aims to help businesses benchmark their performance, for governments to track resource use and set targets, and support more sustainable procurement.
A checklist for tenants and users to identify opportunities and create plans for selecting an appropriate green building, planning green tenant imporvements and operating your office in a green way.
Effectively capturing and managing requirements is critical in any IT project. Business analysts and others gathering requirements know how to capture and document processes, data and user tasks. But what about the decisions at the heart of your business? How can you effectively identify, document and model the repeatable, operational decisions crucial to success with business rules and predictive analytics? In this webinar we will share practical advice developed from real-world customer projects.
A checklist for tenants and users to identify opportunities and create plans for selecting an appropriate green building, planning green tenant imporvements and operating your office in a green way.
Effectively capturing and managing requirements is critical in any IT project. Business analysts and others gathering requirements know how to capture and document processes, data and user tasks. But what about the decisions at the heart of your business? How can you effectively identify, document and model the repeatable, operational decisions crucial to success with business rules and predictive analytics? In this webinar we will share practical advice developed from real-world customer projects.
Willowtree Advisors has designed a Lean Enterprise Initiative that includes a Lean transformation framework and a philosophy for Lean Six Sigma and Change Management approaches that could translate to any industry.
M12S08 - Transforming RIM to 'Responsible Information Management'MER Conference
From the MER Conference 2012
Speaker: Karen Strong
For many years "RIM" has been the name of the function within organizations responsible for Records & Information Management. RIM represents the discipline of managing an organization's records and information according to standards, guidelines, laws, and regulations with a focus on compliance.
It is time, however, to re-think some of the traditional assumptions about Records & Information Management. This session details the transformational value in a change to "Responsible Information Management (RIM)".
Responsible Information Management re-sets the vision and direction of RIM and can put your organization on a path to adopt and sustain "best practice" information management behaviors.
Responsible Information Management takes into consideration the roles and responsibilities of every user who creates and receives information in their daily work activities with clear expectations regarding individual and organizational accountability.
In this session, learn:
The necessary changes in behavior at the individual and organizational level to achieve Responsible Information Management, and
The steps you can take to achieve the required business results of Responsible Information Management by leveraging best practices in organizational transformation and change management.
What is active energy management (AEM)? AEM combines continuous energy improvement with a building optimization strategy that, when performed correctly, enhances your facility’s performance. AEM creates economic value by benchmarking and measuring usage against key performance indicators and goals.
The system helps you identify actionable information to fine- tune system performance while reducing your energy use and overall costs. With real-time data, learn how to take corrective action for increased building efficiency, environmental sustainability and increased occupant comfort. The end result is an “active” and continuously improving approach to your facility operations that drives effective business decisions and measurable energy and operational cost savings.
A presentation summarising research conducted at TU Delft by Josh Astill in 2004-5. Looking at the EU uptake and use of sustainable design and what NZ can learn.
Most organisations are fighting the environmental impact of technology with more technology. What is needed is improved processes and workflow that embeds sustainability into what everyone does, everyday in everything that they do. IT Service Management and ITIL best practice guidance provides the framework to do just that.
Business cases for: Supply Chain Management, Profitability & Cost Management, Manufacturing, Business Process Management, Operations Analysis, ERP Audits, and JD Edwards ERP software.
Willowtree Advisors has designed a Lean Enterprise Initiative that includes a Lean transformation framework and a philosophy for Lean Six Sigma and Change Management approaches that could translate to any industry.
M12S08 - Transforming RIM to 'Responsible Information Management'MER Conference
From the MER Conference 2012
Speaker: Karen Strong
For many years "RIM" has been the name of the function within organizations responsible for Records & Information Management. RIM represents the discipline of managing an organization's records and information according to standards, guidelines, laws, and regulations with a focus on compliance.
It is time, however, to re-think some of the traditional assumptions about Records & Information Management. This session details the transformational value in a change to "Responsible Information Management (RIM)".
Responsible Information Management re-sets the vision and direction of RIM and can put your organization on a path to adopt and sustain "best practice" information management behaviors.
Responsible Information Management takes into consideration the roles and responsibilities of every user who creates and receives information in their daily work activities with clear expectations regarding individual and organizational accountability.
In this session, learn:
The necessary changes in behavior at the individual and organizational level to achieve Responsible Information Management, and
The steps you can take to achieve the required business results of Responsible Information Management by leveraging best practices in organizational transformation and change management.
What is active energy management (AEM)? AEM combines continuous energy improvement with a building optimization strategy that, when performed correctly, enhances your facility’s performance. AEM creates economic value by benchmarking and measuring usage against key performance indicators and goals.
The system helps you identify actionable information to fine- tune system performance while reducing your energy use and overall costs. With real-time data, learn how to take corrective action for increased building efficiency, environmental sustainability and increased occupant comfort. The end result is an “active” and continuously improving approach to your facility operations that drives effective business decisions and measurable energy and operational cost savings.
A presentation summarising research conducted at TU Delft by Josh Astill in 2004-5. Looking at the EU uptake and use of sustainable design and what NZ can learn.
Most organisations are fighting the environmental impact of technology with more technology. What is needed is improved processes and workflow that embeds sustainability into what everyone does, everyday in everything that they do. IT Service Management and ITIL best practice guidance provides the framework to do just that.
Business cases for: Supply Chain Management, Profitability & Cost Management, Manufacturing, Business Process Management, Operations Analysis, ERP Audits, and JD Edwards ERP software.
SAP’s Approach to Sourcing and Procurement Strategies in Today’s EconomyJon Hansen
eWorld Purchasing & Supply Conference
Day 2 - September 29th, 2010
11:05 to 11:35 AM SAP’s Approach to Sourcing and Procurement Strategies in Today’s Economy
Overview:
The session will introduce the main procurement trends and challenges that our customers are facing; look at the adoption pace of procurement solutions and how SAP are approaching Sourcing and Procurement Strategies in today’s Economy.
Speaker:
Cathy Daws, Line of Business Procurement, SAP UK and Ireland
IT service management (ITSM or IT services) is a discipline for managing information technology (IT) systems, philosophically centered on the customer\'s perspective of IT\'s contribution to the business. ITSM stands in deliberate contrast to technology-centered approaches to IT management and business interaction. The following represents a characteristic statement from the ITSM literature:
Providers of IT services can no longer afford to focus on technology and their internal organization[;] they now have to consider the quality of the services they provide and focus on the relationship with customers.ITSM is process-focused and in this sense has ties and common interests with process improvement movement (e.g., TQM, Six Sigma, business process management, CMMI) frameworks and methodologies. The discipline is not concerned with the details of how to use a particular vendor\'s product, or necessarily with the technical details of the systems under management. Instead, it focuses upon providing a framework to structure IT-related activities and the interactions of IT technical personnel with business customers and users.
Civil society organisations (CSOs) in the UK are currently engaged in attempts to make food systems more sustainable, i.e. greener, fairer and healthier. These efforts have been maintained over several decades, for instance the Soil Associa- tion was launched in response to concerns about modern agriculture and food in 1946. But more sustainable food systems remain marginal. Thus, the aim of this paper is to contribute towards an improved understanding of the important roles that CSOs can and do play within processes of large-scale social change (or ‘tran- sitions’). It does this by developing a typology of the distinguishable roles played by CSOs in transition, and relating this to empirical findings from three UK case studies. Through a mixture of field observations, documentary analysis and in-depth interviewing, it makes a number of relevant findings. First, it provides detailed em- pirical characterisation of the activities, relationships with other actors, and stated intentions of specific CSOs. Second, it finds that CSOs chart unique transformative pathways, both individually and collectively, which emerge from their interactions and strategic repositioning over time. Third, rather than being guided by a single shared vision of transition, CSOs are found to be engaged in a plurality of intended transformations that contend with, cross-cut and partially encompass each other. These findings contribute to scholarly knowledge about how civil society actors exert influence over much larger and better-resourced actors operating within mainstream food systems and raises important questions about the attribution of agency in studies of transition.Civil society organisations (CSOs) in the UK are currently engaged in attempts to make food systems more sustainable, i.e. greener, fairer and healthier. These efforts have been maintained over several decades, for instance the Soil Associa- tion was launched in response to concerns about modern agriculture and food in 1946. But more sustainable food systems remain marginal. Thus, the aim of this paper is to contribute towards an improved understanding of the important roles that CSOs can and do play within processes of large-scale social change (or ‘tran- sitions’). It does this by developing a typology of the distinguishable roles played by CSOs in transition, and relating this to empirical findings from three UK case studies. Through a mixture of field observations, documentary analysis and in-depth interviewing, it makes a number of relevant findings. First, it provides detailed em- pirical characterisation of the activities, relationships with other actors, and stated intentions of specific CSOs. Second, it finds that CSOs chart unique transformative pathways, both individually and collectively, which emerge from their interactions and strategic repositioning over time. Third, rather than being guided by a single shared vision of transition, CSOs are found to be engaged in a plurality of intended tra
There is wide agreement that more walking and public engagement in outdoor activities can make a contribution to personal well-being, health and collective sustainability. But how do we go about promoting the benefits of walking and 'the great outdoors' in a culture where it is ever easier to be sedentary and disconnected from the natural environment? Our seminar speaker Jim Walker of the Outdoor Trust charity draws on a wealth of experience as a ranger, trail designer and urban well-being consultant in discussing these challenges for sustainable lifestyle change. Jim will look at methods for engaging citizens in outdoor activities and how these can contribute to wider behavioural change.
A year-long project funded by the ESRC which asked hairdressers to consider how they could best diffuse greener practices to their clients, either by modelling of greener practices, or by explicitly passing on advice and information. Hairdressers converse with more people a day than almost any other profession, and thus are perfectly placed to help set more environmentally friendly norms and practices in hair care across the general population. Thus one salon may reach thousands of individuals.
See more at: http://www.sustainablelifestyles.ac.uk
Nick Bardsley and Milena Büchs present their research project which examines the impact of involvement in community-based initiatives on households’ energy use, applying an experimental design. It addresses different theories on the role of involvement with community initiatives and energy saving/behaviour change, drawing on qualitative interviews with participants from the matched case and control study, and other community initiatives in the UK
The Past, Present, and Future of Alliances for Sustainable Capitalism
Prof David Grayson CBE
Director: The Doughty Centre for Corporate Responsibility,
Cranfield School of Management, UK
University of Surrey - Lunchtime Seminar, 23 Oct 2013
This seminar provides an update on the state of the evidence for human-induced climate change and will addresses the issue of climate dismissal: Why is it happening and what can be done to turn around an increasingly unhelpful situation?
This presentation is seeking to contribute to the debates on the implications of an ageing population on the environment through an understanding of the everyday, but largely invisible and embedded, consumption practices of grocery shopping by ‘baby boomers’ as they move into and through retirement.
Dr. Alison Armstrong on Mindfulness and Psychologically Motivated Consumption
SLRG-Lunchtime Seminar, University of Surrey - 23 January 2013
For more information visit the SLRG website: http://www.sustainablelifestyles.ac.uk
More from Sustainable Lifestyles Research Group (16)
A Armstrong - Mindfulness and Compulsive Buying (SLRG Seminar Jan 2013)
Peter Bradley - The Development of Commercial Local Area Resource and Emissions Modelling (Nov 2012)
1. Sustainable business and organisations:
The Development of Commercial Local Area
Resource and Emissions Modelling.
Peter Bradley
RESOLVE
27/11/12.
2. Emissions accounting and
reporting gaps
• The presentation addresses the vexed issue of
operationalising environmental reporting and resource
efficiency.
• UK GHG, waste and water use targets: action required;
• Some progress but many businesses are not accounting
and reporting in the required manner, let alone
referencing wider targets;
• Detailed government and non government datasets on
GHG emissions, wastes and water use do not exist to fill
the gaps;
3. Methodological gaps
• Gaps between ‘micro’ and ‘macro’ top down models.
• Lack of an environmental input-output modelling
perspective consistent with life cycle analysis, that can
inform sustainable procurement of business.
4. Resource efficiency and
environmental reporting
Need for a ‘champion’
Need for environmental Development of networks
credentials in business
Avoiding diversion from
Need for support in acting core business
Elements of need:
business
Difficulty in understanding Infrastructure support
importance of acting
Need to encourage changes in More quantitative data to help
behaviour businesses benchmark
The need for scale
Elements of need: business
5. Resource efficiency and
environmental reporting
To aid sectors realisation of
economic and environmental
benefits
To help ensure that national To provide understanding &
targets are met reports of businesses impacts
and opportunities
Elements of need:
Government
identify the importance of acting To provide and prioritise
and changes in community support to businesses
behaviour and
To facilitate economies of scale To develop and prioritise
infrastructure to aid business
resource efficiency
Elements of need: government
6. RESOLVE models
Output: direct SELMA
and indirect Estimation of embodied
emissions GHG emissions attributable
attributable to to final demand (excluding
households exports) at the national
consumption and level.
lifestyle choices
Output: direct and
indirect GHG
emissions, wastes
CLARE and water use LARA
Estimation of estimated for Estimation of
direct & indirect GHG businesses direct & indirect resource
emissions, wastes and & emissions attributable
water use resulting from to households at
businesses activities a local level
at a local level Output: direct and indirect
household resource use and
emissions
7. Definition of direct and indirect
• Direct: those emissions and water use occurring on site
• Indirect: broadly, those emissions and water use
generated off site but within the supply chain of the
business
• Broadly in line with Publicly Available Specification 2050
(BSI 2008);
8. Specific objectives of CLARE
GHG
1.
Direct for Individual
waste businesses
water
GHG
2.
Direct for all businesses
in an area
3. Indirect for one business
or all businesses
in an area
9. CLARE Applications:
Educates business
on their impact and
the expected
changes to be
achieved
Breaking down
of targets Provides business
identifies, an with a starting
obligation benchmark
Estimates for
individual business
Enables national or Allows local
sector specific targets authorities to put into
to be broken down by action efficient ‘soft
business, to a locality, regulation & progress
and individual monitoring’
business targets to be
set.
10. CLARE Applications:
Allows efficient estimation
in specific areas and by
whom, of use for planning
infrastructure and strategy
Provides local
Allows local
authorities with an
government to
estimation of GHG
go further than
emissions, wastes
just waste Estimation for
and water use in a
diversion business within an
given area
area
Tool potentially
Allows targets and
enables businesses
priorities to be set for
of a local area to be
specific areas
confronted with
their impacts as a
group of leaders
11. CLARE Perspectives
Production perspective: emissions and water use that
directly arise from direct activity in different sectors;
Provision perspective: emissions and water use that
occur upstream of a business in order to provide the
inputs to a businesses production.
12. Framework and methods
CLARE
EIO
CLARE-direct
CLARE-indirect
Estimates of GHG emissions, wastes and
water use for business in a local area
Copyright of University of Surrey and ONS
13. System diagram of CLARE–
direct
Business Structure Annual Respondents Data- UK emissions &
Database base turnover (or GVA) by sector
Number of employees Average annual turn-
(size band) and SIC code of Emissions
over (or GVA) per employee per £1M turnover (or GVA)
business in a specific for SIC sector employee
geographical for SIC coded sectors
size band (£M)
location
Turnover of
the business (o)
Emissions of a
SIC coded business (o)
within a specific
area
Copyright of University of Surrey and ONS
14. System diagram of CLARE-
indirect
Total embodied indirect Total turnover
Annual Respondents
Business Structure emissions attributable to the for the sector or sub sector
Database
Database sector from environmental from the Annual Business
input-output Enquiry
Number of employees (size
Average £ turnover per
band) and SIC code of a
employee for a size band
business in a specific
business of a specific
geographical
sector
location
Total estimated £ of
Embodied indirect emissions
turnover for business (o),
per £ of turnover
which has a specific SIC
sector and size band
Embodied indirect
Emissions of
business (o) in a specific
geographic location
for a year
Copyright of University of Surrey and ONS
20. Scenario: A restaurant’s food
waste
60
50
40 Indirect
food waste
Tonnes
(tonnes)
30
20 Direct
food waste
10 (tonnes)
0
Retaurant business with 25 employees
21. Elements of need that can be
addressed
?
Need for a ‘champion’
Need for environmental
credentials in business
x Development of networks
Avoiding diversion from
Need for support in acting core business
Elements of need:
business
?
Difficulty in understanding Infrastructure support
importance of acting
Need to encourage changes in ? More quantitative data to help
behaviour businesses benchmark
The need for scale
Elements of need: business
22. Elements of need that can be
addressed
To aid sectors realisation of
economic and environmental
benefits
To help ensure that national To provide understanding &
targets are met reports of businesses impacts
and opportunities
?
Elements of need:
Government
identify the importance of acting To provide and prioritise
and changes in community
behaviour and ? support to businesses
To facilitate economies of scale To develop and prioritise
infrastructure to aid business
resource efficiency
Elements of need: government
23. Discussion
Two key contributions:
1. A new model
2. A new perspective.
Bridging the gap: CLARE enables efficient estimation
of very detailed direct and indirect emissions estimates,
with coverage of all relevant businesses in an area.
Bridging the gap: Estimates comparable across
different entities, using consistent data, methods and
system boundaries and a transparent approach;
24. The new model
Provides detail and coverage and accounts for
production as well as provision impacts
Without detail and coverage – cannot effectively engage
recognition and action of businesses in an area
Without detail and coverage – cannot prioritise products,
businesses, areas and inform local planning activities
CLARE estimate – not a substitute for actual
measurement and reporting
25. The new perspective
Provides an understanding of the amount of upstream
(indirect) emissions embodied in purchases (of inputs)
by a business; the indirect carbon(e) added when
summed up.
Identifies the amount of indirect emissions that a
business can have influence over via sustainable
procurement.
Production + provision perspective = total emissions
attributable to production.
26. The new perspective
Complements the production and consumption and
shared responsibility perspectives, but provides a more
holistic picture, consistent with LCA and specific to
sustainable procurement.
Care must however be taken when applying across
different sectors - risk of double counting if estimates
from different sectors are combined. See Bradley et al
(2012a):
27. Next steps
Extend the model to estimate upstream emissions
emitted within the reference jurisdiction;
Apply the water model in conjunction with local water
availability data to inform potential local resource
‘bottlenecks’
Use CLARE to provide the basis for new systems as
called for by Jones (2009) and Lamberton (2005);
Apply the provision perspective to other sectors
28. Acknowledgments
"This work contains statistical data from ONS which is
Crown copyright and reproduced with the permission of
the controller of HMSO and Queen's Printer for Scotland.
The use of the ONS statistical data in this work does not
imply the endorsement of the ONS in relation to the
interpretation or analysis of the statistical data. This work
uses research datasets which may not exactly reproduce
National Statistics aggregates.”
I wish to thank the Engineering and Physical Sciences
Research Council and the Economic and Social
Research Council for their funding of my work.
30. Journal papers
Bradley P, T Jackson, A Druckman (2012a). “Commercial local area resource
and emissions modelling – navigating towards new perspectives and
applications”. Journal of Cleaner Production (accepted and in Press).
Bradley P., M. Leach and J. Torriti (2012b). “A review of the costs and benefits
of demand response for electricity in the UK”. Energy Policy (accepted and
in Press). Available at: http://dx.doi.org/10.1016/j.enpol.2012.09.039
Bradley P., C. Thomas, A. Druckman and T. Jackson. (2009) “Accounting for
Waste: comparative analysis within the UK.” Institution of Civil Engineers,
Journal of Waste and Resource Management. Vol. 162, issue 1 pp. 5-13.
Druckman A, P. Bradley, E. Papathanasopoulou, T. Jackson (2008).
“Measuring progress towards carbon reduction in the UK”. Ecological
Economics vol. 66 issue 4, pp. 594-604.