Retail

Renteknik Group Shows How Small Tweaks Can Produce Big Results

Challenge

Renteknik Group Inc. is a provider of Renewable Technology Development and Energy and Environmental Solutions.  The company provides green energy engineering, systems design, feasibility studies, supply management and project management.

Renteknik was recently contracted by a Canadian grocer to provide a pilot project analyzing the existing refrigeration system at one of its stores in order to maximize the energy efficiency, provide energy savings and improve the overall operation of the system.

Strategy

Renteknik began the project by using a ClimaCheck Energy Performance Analyzer to monitor the store’s more than twenty year old refrigeration system to identify anomalies.

Initial evaluation showed that the medium and low temperature refrigeration system was consuming approximately 1,342,000 kWh of electricity per year.

Further monitoring using the ClimaCheck Performance Analyzer identified three main issues on the Refrigeration System:

• Compressor Short Cycling
• High Condensing Temperatures
• Low Evaporation Temperatures

As a result of these findings, adjustments (non-capital) or replacements (capital) were recommended to be carried out immediately or as needed to bring the system back to optimal and maximum operating efficiency.

Compressor Short Cycling:

Compressor short cycling creates instability to the system as well as unnecessary wear on the compressors. By creating base load compressors and booster or peak compressors that operate on a lead lag sequence, short cycling will be eliminated.

High Condensing Temperatures:

The electricity consumed by the refrigeration system increases between 3-5% per degree that the condensing temperature rises from the specified set-point. In order to prevent this increase in energy consumption, the condensing temperatures have to be set lower and the PID controller adjusted to minimize deviation from this set-point.

Low Evaporation Temperatures:

Similar to high condensing temperatures, evaporating temperatures below a specified set-point will drive energy consumption upwards. To alleviate this issue, measures should be put in place to stabilize or increase the evaporation temperatures. These may include installing night covers or display case doors and the placement of product according to similar temperatures.

ClimaCheck is extensively used in the global market with thousands of Refrigeration and Cooling Systems utilizing this technology to achieve energy savings and monitor System performance on an ongoing basis (continual commissioning).

Result

These recommended efficiency measures are not only very cost effective for the Client (non-capital) but they also produce significant Energy Savings of 268,000 kWh per year which is approximately a 22% decrease in electricity usage.

This pilot project has not only demonstrated preliminary energy savings for this particular store, but has also allowed the grocer to utilize lessons learned to create widespread cost savings throughout the Canadian grocer’s entire chain. 

Retail

Walmart Canada's Supercube Trailer Drives Innovation Forward

Challenge

Each Walmart Canada store carries close to 100,000 different products ranging from apparel and home decor to electronics and grocery, plus specialty services such as pharmacies, garden centres, and vision centres, making on-the-ground transportation is a vital part of its operations.

With a workplace that spans 3,500 miles from coast to coast, Walmart Canada wanted to find a way to reduce the environmental impact of its supply chain.

Through in-depth research and analysis, Walmart Canada realized that the amount of wasted space currently available in the country’s standard tractor trailer units required attention and challenged itself to build a model that optimizes the use of the cube.

Strategy

Walmart Canada found the answer in a pilot program using longer, drop-deck trailers called supercubes.

This first-of-its-kind trailer is 60 feet long and has an interior space of 5,100 cubic feet, providing enough room to ship almost 30 percent more volume than a standard 53-foot trailer.

 

Using these larger trailers takes cars off the road, cutting carbon emissions and saving energy. In addition to their sustainability, they are all-around better trailers with more up-to-date features including fuel-saving resistance tires and side-skirts that decrease aerodynamic drag under the vehicle and consequently, overall fuel consumption. These vehicles also include flush-mounted, timer-set LED lights at the trailer entrance that shut off automatically when not in use.

Walmart first introduced the supercube during its Fall 2012 Transportation Sustainability Conference, and received such great feedback on this innovative and efficient transportation solution that it is set to be rolled out more broadly.

Result

The finished product now carries enough merchandise to supply two stores during one run, which equates to an increase in product shipments by 30 per cent. The cost savings that have resulted are being passed along to the consumer, allowing the company to stay true to its mission to save customers money so that they can live better.

Walmart has never viewed sustainability as a competitive advantage – in fact, the company happily shares the knowledge gained from its sustainability initiatives with others that are interested, including competitors.  As a result of this commitment and belief, sharing the knowledge and technology that went into the design of the truck with other industry leaders who could potentially benefit from it was an important part of this program. While the trailer was designed on behalf of Walmart Canada, the company has no financial stake in future suprecube sales.

Retail

Walmart Canada - LED Sales Floor Retrofit

Challenge

Lighting is a vital aspect of every retail store. It helps customers see the products, lets them know the store is open and keeps them safe while they browse.

Walmart retail locations are large facilities and operate for long hours each day, with that comes a lot of lights consuming a considerable amount of energy.

Walmart Canada was looking for ways to reduce power while keeping stores well lit.

Strategy

A first-of-its-kind sales floor LED lighting retrofit to all of the overhead sales floor lighting has been completed at the Brampton North Supercentre. Completed by Canadian EcoLight LED Systems Corp., the retrofit involved changing close to 6,000 lamps from traditional 25-watt fluorescent high efficiency lamps to 18-watt LED lights, reducing energy usage for store lighting by 28 per cent.

Result

It is estimated this small change could save approximately 283,000 kilo-watt hours (kWh) per year, which will results in a savings of up to $26,000 per year. In addition to the direct savings from switching to LED lamps, the retailer will also benefit from reduced costs for air conditioning requirements, relamping, reballasting and recycling, and an improved shopping environment.

Unlike traditional fluorescent lights, LED lights emit less heat, which allows the store to reduce its air conditioner use during the spring and summer. The new lights also provide a better shopping environment for customers by giving off light that appears brighter and to natural daylight.

 

For more information about this sustainability initiative, or others, please contact:

Andrew Telfer

Manager, Sustainability

Walmart Canada

905-821-2111 x 4643

[email protected]

Retail

Staples Canada – Making Eco…Easy

Challenge

Our goal/challenge was internal and external recognition of Eco Easy as our commitment to the environment. It was to be our mantra, and more importantly, it was to make our commitments easy to understand, easy to see, easy to participate in, and easy to measure.

We needed to define what environment meant to Staples in Canada. The definition needed to form the foundation of an action plan and it needed to be something that would resonate with our customers and associates. We needed to understand what moves us to be better and to do better. Executive commitment to this initiative was critical if we wanted to make a noticeable difference on a national scale.

We needed establish a cross functional group that could meet and discuss current initiatives, legislation, potential program ideas and who had the ability to implement change. We needed to communicate clearly, frequently, and in the appropriate format internally and externally. We need to look at what physical space we allocated to programs, what tools we provided to make execution or participation easy. Consistency in our communication was imperative as was the constant connection to the brand eco easy.

We needed to understand the complexities of what we were trying to accomplish and to stay focused on what we could change and how we could motivate change through education and also by connecting environmental sustainability with financial sustainability. We needed to be open to working with partners, consultants, government, NGOs, and ENGOs to build viable programs.

Strategy

Committee

In early 2009, a cross-functional team was formally established. This team, aptly named the Eco Easy Committee, was scheduled to meet quarterly and it consisted of representation from all departments within the Canadian organization. The committee was to be chaired by the VP or Merchandising and the Manager of Environmental Services to ensure products and services were equally represented. One of the first tasks of the group was to determine what environment represented to Staples. We determined our focus would be as follows:

Environmentally preferable products
Easy Recycling
Energy Efficiency
Education and Awareness.

This would be our key message and all initiatives would fall under one of the four main categories.

Internal/Store Communications

After our first eco easy meeting it was clear that many were working on great initiatives but few were aware, even within the same office. If people within the same building were not aware then the store managers and associates definitely did not know what environment meant to Staples. This created a great communications challenge. How do you engage over 15,000 people?

First task was to create a dedicated place on our intranet where all documents pertaining to environment would be housed, all documents had to be branded eco easy and have the same look and feel so they would be easily recognizable.

Second task was to create a high level overview of what moves us to be responsible, what programs we have in place, and what we are investigating. This overview was originally released as Staples Environment Fact Sheet, but was re-named mid year to Eco Easy at a Glance.

Third was to use existing communication channels to reach our associates; we made a commitment to include content whenever possible and to ensure we had prominent features during times like earth hour, earth day, etc. We integrated content into quarterly stake meetings as well as our annual conference.

Internal communications is a pivotal piece and one that requires a constant commitment, if we are to keep the message alive and our associates engaged in the belief that we can make a difference. External Communications Very similar to internal, we needed a dedicated page on the Staples internet site staples.ca/environment. Eco Easy at a Glance was designed to be used both internally and externally.

Partnerships

We realized that there are many who have preceded us on similar journeys and that to be successful we could learn from others. We shared experiences with business partners, joined retail groups, attended stewardship conferences, and liaised with our counterparts in the US.

Earth cycle planning (ecp)

In the fall of 2008 we had engaged a consulting company to assist with our waste management program, particularly MoE compliance in Ontario. In 2009 we expanded that relationship to make earth cycle planning (ecp) our national environmental consultant. The role of ecp was to manage our existing portfolio, report quarterly, investigate additional diversion opportunities, assist with internal communications, we a point of contact for store managers, assist with sourcing process, look for opportunities to engage associates. They became a member of the extended Staples family and were considered a critical participant in the cross functional meetings.

Tools

When we looked at the space dedicated to recycling in stores it was not always consistent or highly visible. There were small fixtures in various places in the store and while they were adjacent to the product for re-sale it did not make a visible statement to customers or associates about our commitments. One of the items we felt was important was to design and launch our own recycling fixture both for the sales floor and for the lunchrooms in our stores.

The fixtures for the sales floor had to be mobile, easy to clean, easy to use and highly visible. Merchandising, Fixture Group, Signage, Facility Services worked together to create a fixture that was included in our promotional planner, was clearly signed and again made it obvious to all the we were committed to recycling. We launched the fixture at our annual conference last April and began to roll out as of April 22nd 2009. Programs We need to understand our program capabilities and build roll out plans once we had the necessary tools to execute set in place.

Result

Eco Easy Committee

Our committee has now grown to over 20 members, many of who asked if they could join because they were excited about the progress we were making. This is not meeting for the sake of meeting but rather a group of fiercely passionate individuals who are eager to roll up their sleeves and build our programs.

Internal/Store Communications

A dedicated portlet for Environment was launched in April 2009 all content was updated and branded eco easy and was available in French and English. Eco Easy at a Glance is updated quarterly and is used as an internal and external tool. There have been two videos produced and multiple articles in our newsletter, and inclusion in multiple podcasts. Internal awareness has never been greater. We had an event in our office to celebrate earth day 2009 including an internal video and a powerful presentation by WWF. A similar event was held in 2010 with table top presentations by our partners to educate associates on what we are doing and on what they can do personally.

External Communications

There have been multiple press releases, inclusion in two flyers, and radio spots focused on the environment. The biggest success has been our Million Cartridge Challenge. We put the call out to Canadians to help us divert 1 million ink/toner cartridges by Earth Day 2009 and it was an overwhelming success. We collected over 1.3 million cartridges and raised the bar to 2 Million by Earth Day 2010–a goal we also met and exceeded.

Partnerships

We consider ecp an extended member of the Staples family; they attend all eco easy committee meetings, special events, and help us understand the national landscape as it pertains to waste and recycling. Through their assistance we launched lunchroom room recycling in Ontario locations in 2009 (where end markets existed); launched e-cycling in Ontario and for the first time could produce a quarterly diversion report.

Tools

The fixtures were released to all stores between April and June 2009, to date we have had multiple customer requests to sell these fixtures. They are bright, well signed and easy to use. We launched with a detailed information kit that addressed questions at the local level.

Including a fixture for the lunchroom was a risk but we took it and many associates were very appreciative of our efforts albeit concerned about how to execute. Again with this fixture we launched quick reference guides to help stores understand how the fixtures worked and program rollout plans. We installed both the lunchroom and sales floor fixtures in our home office in mid 2009. We also looked at signage placement on the fixtures corporately and at retail and use these space to communicate key environmental messages.

Programs

1. Easy Recycling
All existing programs (ink/toner, cell, re-chargeable battery, mixed paper) were re-released via our newly designed intranet space in conjunction with the rollout of the new fixtures. We found that aside from ink/toner, no program was truly being executed nationally.

As a result, in 2009 we added 23 collection sites for re-chargeable battery and cell phone recycling, 16 additional sites for paper recycling. We collected over 7700lbs of batteries in 2009 which is a 38% increase from the year prior. In 2009 we added electronics recycling in 92 locations, making the total number of sites collecting e-waste 164. These sites collect 2132 metric tones of e-waste in 2009.

In 2009 we added cans/plastic/glass recycling in 107 locations; organic programs were put in place in 79 locations and are expanding to another 70 plus sites in 2010. In 2009 we implemented organics, cans/glass/plastic recycling at our Head Office.

2. Energy Conservation
We re-lamped over 80 locations with lower wattage light bulbs resulting in a reduction of over 4 million kilowatts and we worked with our contractors to ensure the end of life bulbs were properly recycled. 80 plus stores are being done in 2010 as well and we rolled out signage to make people aware that simply changing light bulbs can make a difference. We began to look at our HID stores and determined that fluorescent lighting would be a more responsible choice so we retrofitted our first location in 2009 in Markham, Ontario. This store is on track to reduce its kilowatt consumption by over 100,000kw. We have since completed 5 sites.

3. Environmentally Preferable products
STAPLES is committed to eliminating PVC from their own brand. As a result PVC was removed from new product specifications and has been eliminated from all North American shipments as of December 2009 with remaining markets to follow in 2010. We have asked our suppliers to remove PVC from their products. We transitioned our Head office to environmentally preferable janitorial and cafeteria supplies in 2009 and are rolling out the janitorial program to retail.

Overall Results

We now have numbers for all programs that we operate. The goal was to make eco easy recognizable and understandable. We have achieved recognition of the brand as more than just products. Our managers know where to look for environmental information and we have successfully integrated our commitments into the everyday language of Staples.

We have created awareness for our customers and through our website have given them the ability to see what we do and why we do it. Understanding that is a work in progress. I am very proud of how far we have come in a one year period however true understanding, engagement and participation require a constant commitment and the ability to adapt and be flexible in an area that is constantly evolving.

Did we make it easy, I believe we have, can we continue to make it easier, absolutely and I would be happy to share our story as it unfolds.

Retail

Walmart Brazil and CEO Hector Núñez Receive Inaugural Prahalad Award

Challenge

At the CEF Gala Dinner last night, Núñez was honored for leading Walmart Brazil’s unprecedented efforts to protect the Amazon rainforest as award namesake, the late C.K. Prahalad, was recognized for his thought leadership on sustainability strategy.

More than 200 executives and sustainability industry leaders filled the Samsung Hall at the Asian Art Museum in San Francisco to honor Walmart Brazil and CEO Héctor Núñez with the C.K. Prahalad Award for Global Sustainability Leadership. Members of C.K.’s family, including his wife, daughter, son-in-law and grandson were in attendance at the Corporate Eco Forum’s Gala Dinner to witness the inaugural award to recognize Walmart Brazil’s historic work to preserve the Amazon rainforest.

“Nowadays sustainability is not just mandatory – it is crucial,” said Núñez as he accepted the award on behalf of the 80,000 Walmart Brazil employees who took his vision “from a PowerPoint presentation” to reality.

In June of 2009, Walmart Brazil convened a Sustainability Summit to introduce new mandates across their supply chain to protect the Amazon. At the Summit, Walmart announced historic plans to address some of the thorniest environmental and social problems in the world. Walmart Brazil will now ensure that its supply chain uses: no companies that employ slave labor; no soybeans sourced from illegally deforested areas; and no beef sourced from any newly cleared Amazonian land. The new mandates also call for a 70 percent reduction in phosphates in detergent and a 50 percent reduction in plastic bags by 2013.

Walmart Brazil recruited the presidents of the Brazilian operations of twenty major suppliers, including Cargill, Johnson & Johnson, Kimberly Clark, The Coca-Cola Company, 3M, Diageo, P&G, and Sara Lee, to sign an agreement on-stage at the Summit to meet these goals. The Brazilian Minister of the Environment and the head of Greenpeace in Brazil both spoke at the Summit and congratulated Walmart Brazil for its aggressive leadership.

“The planet works as a physical and biological system – and the heart of that system is the Amazon,” said Tom Lovejoy, the world-renowned conservation biologist who presented Núñez with the award. Lovejoy applauded Walmart Brazil’s work to curb the two biggest drivers of Amazonian deforestation -  soy and cattle operations. Deforestation accounts for approximately 70 percent  of Brazil’s greenhouse gas emissions.

“By taking extraordinary action to protect the Amazon, Walmart Brazil and Héctor Núñez have carved out a place in history as both pioneering environmentalists and savvy business strategists,” said MR Rangaswami, founder of the Corporate Eco Forum. “We created the Prahalad Award to honor the companies and individuals who best demonstrate that sustainability is the key driver of innovation. We can and must do a better job of integrating the principles of sustainability into core business strategy and Walmart Brazil, under Héctor Núñez’s leadership, has proven that it is not only possible, it is also smart business.”

Núñez closed his remarks by urging his fellow corporate executives to drive progress because government solutions will take a long time to enact.

“We need to act fast to prevent greater impact from climate change… Walmart is not looking back… We’re looking forward to a better future.”

Strategy

Result

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Retail

Levi Strauss’ Care to Air Design Challenge

Challenge

The Care to Air Design Challenge seeks the world’s most innovative, covetable, and sustainable air-drying solution for clothing. At stake? $10,000 in prize money from Levi Strauss & Co., the challenge sponsor – to be distributed among the finalists – in addition to an audience with our distinguished panel of eco-innovators.

Why Care?

Your favourite pair of jeans consumes energy throughout its life cycle, giving this fashion staple a carbon footprint. A complete third party lifecycle assessment on a pair of Levi’s® 501® jeans revealed that, on average, almost 60% of the climate impact comes during the consumer phase. Nearly 80% of that is due to the energy intensive method we choose for drying. Levi Strauss & Co. is taking strides to bring its carbon footprint down to zero and build sustainability into everything they do – but the LCA revealed that the company needs help from consumers to make the biggest difference.

The most effective way to reduce the climate impact of a pair of jeans is to air dry, yet the average US household chooses a dryer. Some communities have even banned clotheslines, calling them unsightly. Well Levi Strauss & Co. would like to challenge that point of view by finding clothesline designs or other innovative air drying solutions that are undeniably stylish, sustainable and effective.

To find out more details about entrance requirements and the judging criteria, read here.

Strategy

Result

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Retail

Walmart Canada – Energy

Challenge

Walmart Canada, as well as all global Walmart operations, is committed to being supplied 100% by renewable energy.

Finding new, clean sources of power (such as wind and solar power) is an important part of achieving this goal. We are also looking for ways to use less energy in our day-to-day operations. Conservation is the least expensive form of new energy. It’s cheaper to find ways to reduce energy use than it is to build new power plants or use peak energy to handle demand spikes. Peak energy sources of power tend to be the most expensive to produce.

Our challenge was to find new energy-saving technologies that we could install in our stores so that they would use less power in their daily operations.

Strategy

Our strategy was simple. Fill one building with as many energy-saving and environment-friendly technologies as possible, then test and analyze each measure, then go forward with the ones which worked most efficiently and had a favourable return on investment (ROI).

Our environmental test store in Burlington, which opened in January 2009, has the following technologies.

• Geothermal heating and cooling. Facilitated by 15 km of piping buried horizontally under the parking lot

• Daylight harvesting system using skylights to refract daylight throughout store. Light sensors monitor amount of natural light available and rise, dim or turn off lighting as needed

• In-floor radiant heating and cooling system circulates water to transfer heat and cold instead of air vents – requiring less electricity

• Environmentally-preferable CO2 refrigeration system that reduces our greenhouse gas (GHG) emissions

• Heat from refrigeration system captured and reused to heat store

• Energy-saving motion-activated LED lights in refrigerator and freezer cases

• Low-wattage parking lot lights and LED external signs reduce energy use

• White roof membrane deflects sunlight by approximately 85 per cent to reduce heat gain in summer and demand on the electrical grid

• Increased insulation on the roof reduces heat and cooling loss

Result

“We’re determined to build the greenest stores on the block, and our Burlington store puts us one step closer. We remain committed to being green, not only for the good of the environment, but for the long-term sustainability of our business. There’s a tremendous opportunity to reduce our construction and operating costs and pass those savings on to our customers, who are looking for lower prices now more than ever.” – David Cheesewright, president and CEO, Walmart Canada

The Burlington store has been open for just over a year. Initial reports indicate that the store is achieving approximately 42 per cent energy efficiency. After studying the final numbers, we expect this supercentre to use an estimated 60 per cent less energy than our typical supercentre store and to reduce carbon emissions by an estimated 141 tonnes.

ROI: Less heating, cooling and lighting energy used to operate the store on a day-to-day basis results in lower operating costs over the long-term.

For more information about this sustainability initiative, or others, please contact:

Andrew Telfer

Manager, Sustainability

Walmart Canada

905-821-2111 x 4643

[email protected]

Retail

Walmart Canada – Products

Challenge

Walmart Canada is committed to selling products that sustain people and the environment.

While we want to support this commitment by offering more eco-friendly products on our stores’ shelves, it is difficult for a retailer with no expertise in this area to ensure the new products they are stocking are indeed better for the environment.

There is already much skepticism among consumers as to which products’ green claims are true. Walmart needed a way to identify environmentally-preferable products in our stores without adding to the existing confusion and mistrust.

Strategy

Our strategy was simple. We decided we would only highlight the products that are certified eco-friendly by a recognized third-party agency. These products are identified with our “For the Greener Good” signage.

“For the Greener Good” is our program which encapsulates the products, initiatives and partnerships associated with our goal of becoming a more sustainable company.

By only identifying products that are third-party certified to be better for the environment, Walmart Canada helps to reduce the confusion and skepticism which exists in some shopping aisles.

If a product has been manufactured with 51 or more per cent organic or recycled materials, then we will identify those items as “For the Greener Good” as well.

Examples of some standards and certification organizations are: EcoLogo, Energy Star, Marine Stewardship Council, Rainforest Alliance, Canada Organic and the EPA’s Design for the Environment program.

Result

The results of our efforts have been positive so far. Customers appreciate the added signage on our shelves. It helps them shop for eco-friendly products with confidence; knowing that the green products flagged in our stores are certified to be better for the environment.

ROI: The ease with which to shop for green products in our stores has had a positive effect on their sales. We continually see that this set of products drive sales growth at Walmart Canada.

For more information about this sustainability initiative, or others, please contact:

Andrew Telfer

Manager of Sustainability

Walmart Canada

905-821-2111 x 4643

[email protected]

Retail

Walmart Canada – Waste

Challenge

Walmart Canada, as well as all global Walmart operations, has a core sustainability goal to create zero waste.

Determining which waste streams our stores can divert from landfill is part of this goal. Another part is reducing and diverting as much as possible from our home office operations. We’re not proud to admit, but just a couple of years ago the waste generated from our home office associates was increasing. We used Styrofoam take-out containers and disposable plastic cutlery in our cafeteria and many desks were littered with empty plastic water bottles.

Our challenge was to create a zero-waste home office environment – and fast!

We define zero waste as achieving more than 95% waste diversion. We didn’t give ourselves a goal of 100% because it’s difficult to divert waste such as floor sweepings.

Strategy

Our strategy is two-fold. We’re diverting as many waste-streams from our home office, and we’re reducing the amount of non-recyclable materials coming into our building.

So far, we have implemented the following waste-reducing and environment-friendly initiatives.

• Placed numerous multi-stream recycling units around the office

-Paper, beverage containers, plastic and organic

-Each stream has a picture menu under the slot to help associates sort their waste

• Set up a central recycling depot in the home office where associates can drop off their CFL bulbs, polystyrene, cardboard and e-waste

• Associates are encouraged to bring in items that are hard to recycle at home

• Replaced the Styrofoam take-out containers with compostable containers

• New containers do cost a little more but now we charge for them; this is a disincentive for associates to eat at their desks and promotes a better work-life balance in the office

• Replaced the disposable cutlery with compostable cutlery made from sugar cane

• Removed most, but not all, plastic water bottle vending machines

• Tripled the price of each 500ml plastic water bottle

• Empty plastic water bottles are recycled for those associates and guests who still wish to drink bottled natural spring water

• Washrooms are only locations in the office where there are centralized waste bins

• Installed reverse-osmosis filtered water stations throughout the building

• Offers hot, cold or room temperature water

• Installed sink stations throughout the building where associates can wash their reusable cups, mugs and water bottles

• Onsite Tim Hortons franchise offers a discount to those associates who bring their own reusable coffee mug

Result

We have not yet achieved our goal of 95% waste diversion, but our monthly audits indicate we are closer than ever. We regularly reach numbers in the high 80s and low 90s.

Though the initial results are impressive, we are not satisfied. We have recently put a plan in place which we believe will give us that final push and take us over the last zero-waste hurdle. We’ll be implementing the second phase of our program in February 2010.

ROI: Less garbage in the waste bins means less cost to have our trash hauled to the landfill and many of our recycled waste streams have a market value.

ROI: Associates are happy that the company has given them the ability to recycle at work just like they do at home. Associates can genuinely see the green efforts their company is taking and they’re proud to work for Walmart Canada.

For more information about this sustainability initiative, or others, please contact:

Andrew Telfer

Manager of Sustainability

Walmart Canada

905-821-2111 x 4643

[email protected]

Retail

WWF

Challenge

Today, humans are altering the planet and exploiting resources at an unsustainable rate. And this changing environment is changing the game for businesses as they face rising input costs due to growing resource scarcity and mounting pressures from investors, consumers, employees and regulators. Businesses increasingly understand the link between sound environmental practices and their profitable, long-term sustainability, and are recognizing their responsibility to reduce their footprint. As such, the businesses offer one of the most effective routes to finding sustainable solutions to one of the world’s most pressing environmental challenges.

Strategy

Through strategic partnerships with WWF, leading businesses extract value AND become agents of change by catalyzing market transformation towards a sustainable economy.

WWF’s theory of change is that a significant impact on conservation can be achieved through focusing efforts on a relatively few number of companies that control a disproportionately large percentage of the supply chain. We leverage the trusted WWF brand to attract leaders from this group of the largest and most respected companies and partner with them to: promote the development of market-based solutions to integrating sustainability into corporate practice, demonstrate the business case for sustainability, and ultimately pursue industry transformation. These partnerships promote sustainable business practices, economic incentives and consumer demand so that innovative companies who take strong environmental action are seizing an opportunity to gain new competitive advantage and become transformational leaders, and markets can be moved towards greater sustainability and deliver large-scale environmental outcomes. WWF provides various platforms for these partnerships to take place. Examples include:

1. WWF Climate Savers program – Decoupling business and GHG emissions growth

WWF Climate Savers are cutting-edge partnerships between WWF and businesses, aimed at delivering ambitious reductions in greenhouse gas (GHG) emissions by member companies. Through the support of WWF, the Climate Savers program entails the development of world-class absolute GHG reduction targets, with the company commitment to these targets acknowledged via signed agreement, monitored and verified by an independent third party. The solutions that companies have developed as part of their Climate Savers engagement include: energy efficiency of products, processes or facilities; energy-saving products; transport efficiency; fuel switching; conversion to renewable energy; and developing and implementing carbon risk analysis tools. This elite group of companies currently comprise of: Johnson & Johnson, IBM, Xanterra, Polaroid, Nike, Catalyst Paper, Lafarge, The Collins Companies, Sagawa Express, Novo Nordisk, Tetra Pak, Sony, HP, Nokia, Sptisbergen Travel, Nokia Siemens Networks, JohnsonDiversey, The Coca-Cola Company, Fairmont Hotels & Resorts, Sofidel and Elopak.

2. Leading change through the supply chain

WWF increasingly works with corporations that are important, worldwide buyers, traders and processors of priority commodities that impact biodiversity protection. These partnerships are designed to improve the way commodities are sourced as well as the sustainability of the supply chain. For example, water is the main ingredient in every product produced by Coca-Cola. Its bottling plants require nearly 300 billion liters of water each year for beverage production and many more are used to produce ingredients (e.g. sugar) and packaging. As such, it is vital to Coca- Cola’s long-term profitability that there is a sustainable source of freshwater. Through a global partnership with WWF, Coca-Cola has committed to improving water efficiency by 20 per cent within its manufacturing operations. Key initiatives include the development of a Water Efficiency Toolkit which involves: benchmarking efficiencies; identifying processes and operations for technical and systematic improvement; and engaging bottlers for routine performance tracking. And since agriculture represents 70 per cent of all freshwater withdrawals worldwide, the company has committed to supporting sustainable agricultural practices through its supply chain, beginning with sugarcane. Moreover, through an inventory assessment of its carbon footprint and WWF’s Climate Savers program, Coca-Cola has identified key target areas for GHG reduction and has committed to absolute reductions in its manufacturing operations, including over 300 independent bottlers.

3. Development of best-in-class standards and product certification programs

Following failed government attempts to halt the world fisheries crisis, in 1996 WWF and Unilever, one of the world’s biggest buyers of frozen fish, started an initiative to change the way fish are caught, marketed, and bought – and ensure the future of the world’s fisheries. The Marine Stewardship Council (MSC) works with fisheries, retailers and other stakeholders to identify, certify, and promote responsible, environmentally appropriate, socially beneficial and economically viable fishing practices. The MSC standard is internationally recognized and only products from fisheries meeting this standard are able to use the MSC logo. For the first time, this gives consumers a way to identify – and the choice to purchase – fish and other seafood from well-managed sources. Similar initiatives cofounded by WWF include the Forestry Stewardship Council and the Aquaculture Stewardship Council.

Result

1. Proving that carbon sense makes business sense

By 2010, the Climate Savers companies will collectively cut carbon emissions by some 14 million tons annually – the equivalent of taking more than 3 million cars off the road every year. By increasing efficiency, Climate Savers companies are saving hundreds of millions of dollars, proving that protecting the environment makes good business sense. Some company examples include:

IBM – reduced emissions by 5.7 percent from 1998 to 2004, generating energy savings of $115 million
Catalyst Paper – reduced emissions by 70 percent compared to 1990 levels, averting $13 million in added costs and $5 million in electricity costs.

2. World’s largest beverage manufacturer transforming the supply chain

Coca-Cola is leading the beverage industry in reducing its environmental footprint across the supply chain:

$38 million estimated in avoided costs in 2007 alone through energy efficiency improvements
Reduced emissions by > 40 percent with 40 percent energy cost savings across 15 plants & 12 countries
Launch of the innovative PlantBottle 100 percent recycling packaging, with up to 30 percent made from plantbased waste material, which reduces the use of non-renewable sources
Reduced water usage of 50 billion liters by 2012 through water efficiency improvements, with major associated cost savings

3. Consumer access to sustainable seafood products is now a reality

The MSC has witnessed an enormous groundswell of support from retailers, governments, NGOs and the fishing industry. Over 35 fisheries around the world are now certified, representing over 8% of global wild fisheries production for human consumption. Another 75 fisheries are currently undergoing assessment and over 100 major seafood buyers have pledged to purchase MSC-certified products. Overall, there are currently 1,900 MSC-certified fish products on sale in 40 countries – ranging from fresh, frozen, smoked, and canned fish to fish oil dietary supplements. Recently, WWF has formed partnerships with three leading retailers – Loblaw, Walmart and Kroger – to improve their seafood procurement practices, including greater sourcing of MSC-certified products. This initiative will ensure that their customers will be able to enjoy fresh, sustainable seafood for generations to come.