sharegreen - Green Products & Solutions

Disinfecting with UV at the Coquitlam Water Treatment Plant, Metro Vancouver, British Columbia

Thu, 01 Dec 2011 14:21:18 +0000

Company Name:

TrojanUV

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Challenge:

Metro Vancouver, located in the lower mainland of British Columbia is home to nearly 2.3 million people, making it the third largest city in Canada. Metro Vancouver draws water from three different sources: the Seymour, Capilano, and Coquitlam Reservoirs. The Greater Vancouver Water District owns and operates the Coquitlam Water Treatment Plant (WTP), which has a rated treatment capacity of 1,200 million litres (317 million gallons) of drinking water per day. The watershed for the Coquitlam Reservoir is protected and therefore, filtration is not required at the Coquitlam WTP. However, in 2005, in response to changes to the Canadian Drinking Water Quality guidelines, the Greater Vancouver Water District Board approved a proposal to upgrade the Coquitlam WTP with UV disinfection technology to act as the primary means of disinfection.

Strategy:

Engineers evaluated the existing treatment train of ozone/chlorine for disinfection and soda ash for corrosion control. After review, it was decided that UV disinfection was needed to provide sufficient multi-barrier protection to ensure the residents of Metro Vancouver were receiving the safest and highest quality water possible. Metro Vancouver had specific requirements for this project, including: • An energy-efficient solution with the smallest environmental footprint • Reduced carbon emissions • An easy-maintenance system with low lamp count and an effective quartz sleeve-cleaning system • Flexibility to install the equipment in a vertical piping network

Results:

In the spring of 2010, Trojan was selected as the supplier of UV disinfection equipment to the Coquitlam WTP upgrade. The installation includes a total of eight TrojanUVTorrent™ reactors, equipped with TrojanUV Solo Lamp™ Technology (Figure 1). The system is sized to deliver a required UV dose of 12mJ/cm2 to 1,200 million liters of water per day, sufficient to perform a minimum 3-log reduction of Cryptosporidium and Giardia. Figure 1. TrojanUVTorrent utilizing Solo Lamp Technology. At 1,000 Watts per lamp, the Solo Lamp is the most powerful amalgam lamp in the industry. By utilizing Solo Lamp Technology, the TrojanUVTorrent provides Metro Vancouver with a best-of-both-worlds UV solution – one that combines the ease of maintenance and compact footprint associated with a medium pressure lamp system with the electrical efficiency of a low pressure high output (LPHO) lamp system. The reactor was designed to increase efficiency and operational flexibility to save power, making it the ideal solution for the vertical pipe loop, gravity-fed system at the Coquitlam WTP. TrojanUV Solo Lamp Technology combines the best features of both medium and low-pressure lamp technology. Benefits of MP Lamps • Low lamp count and small footprint • Dimmable from 100 to 30% power Benefits of LPHO Lamps • Low power consumption (1/3 the energy usage of MP lamps) • Long lamp life (>12,000 hours) • Low carbon footprint and environmental impact Metro Vancouver formally placed the concept of sustainability at the center of its operating and planning philosophy, calling it the Sustainable Region Initiative (SRI). Numerous sustainable features were incorporated into the new UV building including a green roof, EcoSmart concrete which is made using low carbon dioxide emitting methods and a hydronic heating system which uses water to heat or cool the building. In accordance with the SRI, Metro Vancouver utilized key sustainability metrics to select Trojan as the UV system supplier. Electrical energy consumption and physical footprint were heavily-weighted evaluation parameters and Trojan exceeded on both. The TrojanUVTorrent, using Solo Lamp Technology requires 70% less electricity than an alternative medium pressure lamp-based system and the Solo Lamp’s high UVC output results in fewer lamps and a small physical footprint. Further, Trojan provided a carbon footprint analysis, comparing medium pressure (MP) and Solo Lamp-based UV systems. Under typical operating parameters at the Coquitlam WTP, the TrojanUVTorrent produces one third the carbon emissions of a comparable MP solution (see Figure 2). Over a 20 year period this will result in 1,380 fewer tons of C02 being released into the atmosphere. < Co2 Emissions Graph.jpg> Figure 2. C02 estimates are based on predicted electricity consumption at the Coquitlam WTP.

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UV, Disinfection, Trojan, TrojanUV, Torrent, UVTorrent, Drinking Water, Vancouver, Coquitlam, Carbon footprint,

Link to External sites:

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Person submitting Case Study:

Shelby Yeo

Job Title:

Marketing Communications Specialist

Email:

[email protected]">[email protected]

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[email protected]">[email protected]

Work Phone Number:

519-457-3400 x2279

Maple Leaf Entertainment – Air Canada Centre Waste Reduction

admin — Fri, 03 Sep 2010 07:00:00 +0000

Company Name:

Maple Leaf Entertainment – Air Canada Centre Waste Reduction

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Challenge:

The Air Canada Centre (ACC) Location:

• 40 Bay Street, Toronto, Ontario. 665,000 square foot entertainment facility

• Hosts over 300 large-scale events annually, approximately 19,000 people per event

• Director of Operations and Team Up Green: Bryan Leslie ([email protected]">[email protected])

• Green Team “Team Up Green” established in 2007

The Goal and Objectives:

In 2008 the goal was set to achieve 100% waste diversion from landfill by 2013. Objectives include:

• Implementation of a green procurement policy to influence suppliers

• Foster public and staff participation in recycling activities

• Reduce the waste produced, Reuse as much as possible, Recycle the rest and buy Recycled products

The Driving Forces:

• To reduce the scope 3 carbon footprint of the ACC through waste reduction and composting programs

• To establish the ACC as a leader in environmental practices in the entertainment and sports industry

• To establish the ACC as a leader in the community, by working in collaboration with the City of Toronto. The City of Toronto has set the goal of achieving 70% diversion of waste from landfill by 2010.

• To increase and motivate employee morale and awareness of their actions

• To generate savings through operational efficiencies

The Key Issues and Unique Elements:

• The two main sections of the ACC, the office tower and the bowl (area where events take place), both had different waste management programs in place.

• Quick and efficient cleaning of the bowl between events is necessary, and is provided by an outsourced service provider. Therefore, communications and collaboration of waste management processes needed to be established and managed.

• The physical size of the facility and the number of events per year produces large volumes of waste in short periods of time, with many fans in attendance. It was important that waste management processes did not adversely affect the fan experience.

• Limited space for recycling containers and waste collection areas.

• Involvement of key stakeholders such as sponsors, in waste reduction program.

• Establish clear visibility to fans and stakeholders of the goals of the waste reduction program.

The Stakeholders:

• Established partnerships and alliances with key stakeholders including: Turtle Island, e3 Solutions Inc., Applied Environmental Solutions, Direct Energy, Bentall, Unicco, and NBA Green Week.

The Actions:

• Development of Green Strategy waste reduction program for all areas of the ACC, and full deployment of waste sorting and handling programs to support organic composting and recycling activities.

• Procurement and distribution of 75 tri-sorters to positively influence waste sorting for fans and employees.

• Purchasing of biodegradable plates, cups and utensils for Food and Beverage facilities in media areas.

• Participation in recycling programs for: IT equipment, cardboard, steel, paper shredding, LCBO bottle collection, cooking waste oil collection, beverage can collection, and toner cartridges.

• Participation in wood and plastic shipping container programs.

• Annual waste audits to evaluate performance.

The Results:

• Total waste generated increased from 2,596 tonnes to 2,834 – an increase of 9%.

• Total waste diverted increased from 967 tonnes to 1,204 tonnes – an increase of 25%

• Glass – With the support of the LCBO, reusable containers are provided and the LCBO picks up containers. Since last year the ACC has increased their diversion of glass from landfills from 120 tonnes to 165 tonnes. This is an increase of 38%

• Paper Diverted – Since last year paper diverted has increased from 76 tonnes to 121 tonnes, an increase of 59%

• Metal Diverted- Since last year metal diverted has increased from 6 tonnes to 9 tonnes

• Plastic Diverted – Since last year, plastic diverted has increased from 37 tonnes to 83 tonnes, an increase of 124%

• Organics – ACC`s already successful organic collection program also improved. With the Green up team efforts with kitchen and restaurant staff this year, diversion was improved. Since last year, organics diverted increased from 727 tonnes to 825 tonnes, an increase of 13%

• Total CO2e emissions diverted from the atmosphere in 2009: 322.72 tonnes

• Each tri-sorter used for waste management diverted 4.3 tonnes CO2e emissions from the atmosphere

The Business Case:

By effectively implementing the ACC’s waste management program Maple Leaf Sports & Entertainment has decreased operational costs, increased employee morale, engaged their fans to be part of the process, emerged as a leader in the industry and the community, and has influenced its suppliers and fans to make changes in their daily operations.

The Lessons Learned:

It is possible to educate staff and fans, become a leader in the industry and community by implementing a waste management program. Eliminating sources of waste, reducing consumption, recycling products, reusing, and thus becoming more environmentally efficient and reducing our carbon footprint are all small steps in achieving the overall goal of 100% diversion by 2013.

Results:

Canadian Business for Social Responsibility

admin — Mon, 08 Feb 2010 08:00:00 +0000

Company Name:

Canadian Business for Social Responsibility

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Challenge:

Introduction

In 2009, Canadian Business for Social Responsibility (CBSR) researched, developed and released The Green Teams Guide to help initiate and build capacity for companies’ expansion to coordinated head office and store-based teams – to encourage improved environmental stewardship and employee engagement.

As a member-based organization with the mission of Changing the Way Business Does Business, CBSR assists Canadian companies in mobilizing their employees on environmental and social issues. As ‘green teams¹’ have increased over the last few years, CBSR has observed a variety of challenges within existing teams (e.g. evaluating success, motivating employees, engaging wider staff) and a growing demand for the development of corporate and locally-based teams and committees. As a result, CBSR researched and interviewed 17 leading companies to find examples of best practice which it could share with the broader business community through The Green Teams Guide.

The Guide focuses on supporting the development, management, evaluation and ongoing improvement of green teams. Although there is no uniform approach to managing green teams – as each corporate culture requires a unique approach – this guide also offers practical company case studies that address the need for excellence in both environmental stewardship and employee engagement. Many of the recommended steps can also apply to community investment campaigns, thereby widening the capabilities of what green teams can achieve.

The Business Case: Why Green Teams?

Green Teams can increase internal environmental stewardship, employee engagement², innovation, and overall increased sense of staff being valued – especially those concerned with environmental issues and would like to make a positive impact in their company.

Green teams can successfully drive reductions and improved efficiency in areas such as paper use, office supplies and energy use – all which leads to direct cost savings in the short and long term. As a further motivator, the 2009 Hewitt Associates 50 Best Employers in Canada study reveals that social and environmental performance is strongly linked to employee engagement and satisfaction³.

Further, green teams help mobilize actions that instill a sense of pride in employee through increased social and environmental performance either in corporate offices or retail/local offices (e.g. bank branches). Though sustainability can remain outside the day-to-day work functions of most employees, green teams can bring passion and improved performance from those that wish to better the workplace through greening initiatives.

The Green Teams Guide

The following eight steps form the necessary components to a successful green team program (refer to The Green Teams Guide for detailed sections and company case studies):

1. Getting Started

Conduct a company-wide audit to know your baseline, and survey employees to gauge expectations, interests and
knowledge. Set priorities for green teams and find an executive ‘champion’ for support and credibility.

2. Structure Roles and Responsibility

A green team structure should aim to have a cross section of roles, departments and seniority levels. Teams also need to identify a ‘champion’ to lead and take ownership of various ‘campaigns’. Ideally, employee performance evaluation can recognize green team efforts (e.g. achievements and time investment).

3. Targets, Reporting and Accountability

Set goals and targets that are material to the company, and are agreed upon by local teams who are tasked with their achievement. Measuring and reporting on the progress towards set targets should be coordinated by local, regional and head office teams, along with employee and executive levels of accountability.

4. Investing in Green Teams

An annual budget for corporate and local green teams should be developed by the head office. Stores should also consider budgeting for additional locally-focused green team activities. Budgets should estimate time commitment per team member, and set parameters for meetings including length of time and frequency.

5. Cross-Departmental Engagement and Participation

Green Team diversity is directly linked to high employee participation in and success of environmental and sociallybased campaigns or drives. A corporate green team should have a wide departmental representation and specific strategies for members on how to engage staff within their own department or business unit.

6. Motivating, Empowering and Involving Employees

Encouraging an ongoing exchange of ideas is key to the long-term success of green teams. Gauge employee satisfaction/ideas through annual surveys. Consider rewarding teams or individuals for well executed campaigns.

7. Internal and External Communication

Strong communication is essential to successful employee-based initiatives. Without sharing successes, ‘feel good’ stories go untold and lessons learned are not shared. Good internal communication mobilizes and motivates staff, while external communication can enhance relations with customers and local communities.

8. Measuring and Evaluating Green Teams Performance

You can’t improve what you aren’t measuring. Green teams must have a system to track, manage and evaluate their performance against goals and targets, with a focus on continual team and company based improvement.

Conclusion

The Guide supports the development and management of green teams in an organized and systematic way. Green teams can help in meeting company wide goals of reducing environmental impacts and improving employee and community engagement. Corporate green teams drive innovation from within and allow employees to incorporate their ideas and passions into actions.

Download CBSR’s The Green Teams Guide: http://www.cbsr.ca/cbsrftp/MEH/Green_Teams_Guide-CBSR,2009.pdf

To learn more about CBSR’s work with green teams on reducing environmental footprint and strategic community investment, contact Wesley Gee, CSR Advisor and Member Development Manager at: [email protected]">[email protected]

¹ “Green Teams are dedicated groups of employees, regardless of discipline or organizational level, which facilitate the pragmatic implementation of sustainable operations principles on their unit.” United States Department of Agriculture, Departmental Management, viewed February 4, 2010. Web source: http://greening.usda.gov/definition.htm

² “Engagement is the state of emotional and intellectual commitment to an organization—the degree to which you have captured the hearts and minds of your employees”, Neil Crawford, Hewitt Associates, for CBSR webinar, January 27, 2010.

³ Neil Crawford, Hewitt Associates, for CBSR webinar, January 27, 2010.

Results:

Bright Energy Group – Energy Efficient Streetlights

admin — Sat, 06 Feb 2010 08:00:00 +0000

Company Name:

Bright Energy Group

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Challenge:

Background

The North American Electric Reliability Council (NERC) estimates that demand for electricity in the U.S.
will grow by over 19 percent during the next decade. At the same time, however, currently committed
electric capacity is projected to grow by only six percent.

The imbalance between electricity supply and accelerating growth in electricity demand is quickly
reaching critical proportions both domestically and internationally. Issues of energy cost, environmental
impacts and system reliability are significant and broad, having the potential to dramatically impact the
international economy in a number of ways.

One opportunity to address the demand-side of this issue is to save electricity via technological
upgrades to municipal streetlighting. Electricity used for municipal streetlights accounts for up to 38
percent of electricity use in European cities annually. In suburban Fairfax County, Virginia, streetlights
account for 24 percent of general county electricity use (not including schools).

Streetlights are among a city’s most important assets, providing safe roads, inviting public areas, and
enhanced security in homes, businesses, and city centers. They’re usually very costly to operate,
however, and they use a lot of energy—almost 40 percent of a city’s electricity spending. Most
streetlight manufacturers haven’t leveraged technology to address these issues, but as the cost of
electricity continues to rise, it’s becoming crucial that they do so. Cities that create managed streetlight
networks can not only offer additional services but also save energy and reduce their maintenance
budgets, thus increasing their value as municipal assets.

The Costs of Operating a Streetlight Network

Besides the obvious cost of electricity costs, operating a streetlight network requires several other
expenses:

• Buying new lamps to equip new areas and to replaced those that have failed

• Retrofitting old optics and lamps to make them more efficient

• Managing crews of streetlamp specialists and service trucks to identify lamp failures and
repair them onsite

Several key factors are increasing the streetlight network operating costs:

• The average lamp lifetime is 12,000 hours, or 3.5 years. Therefore, identifying failed lamps,
anticipating the end of a lamp’s lifecycle, and changing lamps is a significant part of the
streetlight operating budget. For example, a city of 100,000 people (which, using the formula of
1 streetlight for every 6 inhabitants, translates into about 16,700 streetlights) spends
approximately $100,000 per year simply buying new lamps (this doesn’t include installation
costs).

• Replacing lamps, and identifying and fixing other problems in the streetlight network require
manpower and tools. Depending on the country and contractor, the average maintenance cost
is estimated at $250 for a one-hour onsite operation, and budgets for night patrols to identify
lamp failures are high compared to the very low level of service that’s delivered.

• Worldwide, the price of electricity has increased drastically over the last five years. Analysts are
forecasting a continuous increase over the next 10 years.
The streetlight network is a city’s primary consumer of electricity, representing almost 40
percent of a city’s electricity spending (38 percent in France in 2000 – source: ADEME). The
annual electricity cost to illuminate a city of 100,000 people is more than $900,000 in most
countries. The number of streetlights, the wattage of the lamp and its ballast (average 140
watts), and the number of hours during which the lamp is burning (average 4,000 hours per year)
all contribute to the total cost.

Streetlights Cause Carbon Dioxide (CO²) Emissions and Light
Pollution

Besides being costly, streetlights contribute to air pollution. The production of electricity needed to
power street lighting systems adds to carbon dioxide emissions (CO² is the principal “greenhouse gas”).
To estimate of electricity use and the associated CO² emissions for your city use the formula below.

Reducing the Energy Requirements of Streetlights

A number of companies have created applications to reduce the amount of electricity required by
streetlights and other outdoor lighting. Bright Energy Group is the first company to combine new high
efficiency, long lasting LED lighting with a Radio Frequency network that can manage each light
individually.

While energy savings is undoubtedly a key driver in the move to managed streetlighting systems and
energy efficient lamps, converting a streetlamp system to a managed one through the use of Bright
Energy Group’s StreetSmart Network Managed Streetlighting also has significant operational and
environmental benefits. Depending on what the incumbent lamp is, these benefits could even exceed
the energy benefits to a city.

The rich stream of data provided by the control system also enables the ability of cities to pinpoint lamp
failures or malfunctions leading to lower maintenance costs, higher levels of customer service, increased
safety, inventory reductions, and city beautification.

Other key benefits enabled by the control system include lowering light pollution from populated areas
and improved security (due primarily to lamp performance monitoring).

Bright Energy Group’s LED Streetlighting current projects have validated energy reduction utilizing LEDs
for specific roadway applications and have delivered other environmental and asset savings. Unlike the
HPS light source, the High Brightness LEDs provide significantly improved color-rendering characteristics
introducing the opportunity to reduce light levels in deference to vastly improved uniformity. Energy
savings of up to 80% over a traditional magnetic HID system can be realized while providing more
uniform, consistent light levels.

LED offers significant customer advantages including reduction of capital investment in replacement
parts inventories, reduced down time and service interruptions due to component failures, and
enhanced photometric performance providing uniform light levels while reducing glare and light
trespass.

In 2009 Bright Energy Group, a leader in LED (light emitting diodes) solid-state lighting launched a
partnership program with cities across America to convert downtown streetlights to LED technology
cutting current electricity use by over 50 percent. This program includes flexible lease financing options
for cities and counties.

StreetSmart Managed Network StreetLighting

A city using StreetSmart Managed Network StreetLighting to remotely control and monitor streetlights
in the city will save energy by over 50 percent, improve roadway safety, and save money by minimizing
maintenance costs.

By replacing older, inefficient streetlamps with StreetSmart LED StreetLamps data from the streetlights
will be collected from controllers that will communicate with the city. Each StreetSmart SteetLight logs
and reports energy consumption, collect information from traffic and weather sensors, and calculate the
available light from using an internal clock. This data is used to automatically dim street lights based on
the season, local weather, and traffic density. Significant energy savings result from this highly efficient
method of controlling lighting.

This technology provides total control of the streetlighting system, will lower energy, operations, and
maintenance costs while ensuring proper roadway illumination required for public safety. As is the case
with all energy management systems that leverage a distributed control network, a city is able to
calculate a return on investment that includes energy and operational savings. In most cases, energy and
maintenance savings that will be achieved will pay for the new system within five to seven years.

Potentials for Reducing Electricity Consumption

It is possible to both conserve scarce municipal revenues and reduce CO2 emissions through more
efficient streetlight systems. What are the potentials for a city? For purposes of estimation, it will be
assumed that 50 percent can be saved annually in electricity use in Greater Washington based on other
cities’ experiences and the findings on new energy efficient lamps. For purposes of estimation, it is also
assumed that municipal electricity costs $0.09 cents per kWh and that each streetlight uses 490 kWh
annually.

Implementation Costs for a Monitored Network

A rough estimate of the costs of implementing a monitored intelligent streetlight network for 30,000
streetlights in a city would include:

Installation of new “StreetSmart” Managed Network StreetLamp in each streetlight. A StreetSmart Lamp
is a Networked LED Lamp that can communicate with the monitored system to send and receive
information and commands to and from the controller. StreetSmart LED Lamps are much more efficient
and longer lasting than Older HID or Gas Discharge Lamps that the EPA is phasing out. In most cases the
StreetSmart Lamps will last 15 years or longer.

Next installed are segment controllers. Segment controllers are electronic devices that manage
streetlight schedules, track failures, collect data from each light, and ensure communication from the
streetlights to the enterprise software system. For most systems there is one controller for every 500
streetlights. The maximum number of streetlight per controller is 1000 streetlights.

Once the StreetSmart Lamps, Controllers, and software are installed it is possible to control the
streetlights from a central command post at the local public utility office. This works via a wireless link
where each light is a node in the network. The public works office can therefore use one site to control
the timing of when all city streetlights are on or off (or streetlights in sections of the city or a
neighborhood) and can control the intensity of lighting depending on the time of day, on road
conditions, or on the natural lighting conditions at the moment.

Example Project Costs for US city

A city with 20,000 street lamps

20,000 StreetSmart LED Lamps @ $600 each = $12,000,000

20 Segment Controllers @ $600 each = $12,000

20 Segment Controllers Software @ $400 each = $8,000

20 Segment Controllers Installation @ $200 each = $4,000

Total Costs for 20,000 street lamp system = $12,024,000

A monitored streetlight system for a 20,000 lamp city will eliminate a minimum of 2,205 tons of CO2
annually with direct cost savings $400,000 in electricity. Additional savings are derived by extending the
life of existing lamps by approximately 500% as well as by eliminating the need to monitor streetlight
failures through patrolling and staffing call centers and the elimination of photo control caps which are
subject to frequent failure.

Bright Energy Group also provides access to lease financing options for those cities that qualify.

Results:

Walmart Canada – Green Engagement

admin — Fri, 05 Feb 2010 08:00:00 +0000

Company Name:

Walmart Canada – Green Engagement

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Challenge:

The challenge was to develop and launch a program that would get as many Walmart Canada associates as possible to understand and embrace sustainability by incorporating small changes into their lives that together would make a positive impact on their health, their community and their environment.

Stakeholders and Timing

The program was developed and launched in 6 months by a multi-divisional team including People (human resources), Corporate Affairs – Sustainability and an external consulting firm.

Objectives and Goals:

The objective was to create a culture of sustainability in the organization through a voluntary grassroots initiative designed to inspire and empower associates. The success of the program would be measured through the collection of PSPs – personal sustainability practices – that associates would voluntarily commit to. An ambitious target was set to collect 25,000 PSPs in the first 6 months of the program.

Actions:

• 4 Walmart managers were trained to be sustainability trainers

• Each store set up teams of PSP captains

• 14 PSP workshops were conducted for PSP captains and store managers across the country

• Each PSP captain was allotted 1-2 hours per week to promote PSP

• Promotional material was developed: posters, buttons, guides, etc

• Weekly and monthly phone conferences were conducted with PSP captains

• An intranet web-site provided supporting information and resources

• Pre and post surveys were conducted

• Results were tracked weekly and monthly

• Top PSP stores were recognized

Challenges and Difficulties:

The greatest difficulty was introducing the concept of personal sustainability to middle management and gaining their full support at the onset of the program. This difficulty was resolved through well planned interactive discussions that challenged managers to consider the impact that personal sustainability would have on their business unit. The discussions resulted in a cross-pollination of ideas and then generated the engagement the program required from these individuals.

Results:

• Over 69,000 PSPs in the first 6 months (target was 25,000)

• 75% increase in submission of innovative ideas to improve sustainable business practices

• 73% of associates said that PSP improved their life at work (survey)

• Environmental impact (In the first 6 months of the program, 3 542 associates committed to switching to CFL light bulbs. If they switched out just 4 bulbs at home, they would collectively save nearly 242 386 KWh of electricity in 90 days)

• Operational savings ($40,000 savings from reducing Styrofoam cups for associate lounges in first year)

• Over 400 sustainability community initiatives in the first year

• Increased recycling at Walmart Canada stores

• Support for corporate sustainability initiatives, such as reduction of plastic bags at check-outs and our summer two-thirds lighting program

• Spontaneous enthusiasm for promoting the sale of sustainable products

• Leadership development of PSP captains

• Health benefits to associates

• Cost savings to associates

• Enriched corporate culture

Business Case

It’s easier to develop a culture of sustainability in the work-place if associates already have that mind-set in their personal lives. For example, people will naturally recycle at work if it’s also a habit at home.

Lessons Learned

Developing a culture of sustainability is not difficult to do if it is done using the right means, if it is done with the right intention and if it is pursued with diligence.

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

Veronica Maschek

Sustainability Specialist

Walmart Canada

905-821-2111 x 8011

[email protected]">[email protected]

3M – Filtrete™

admin — Thu, 04 Feb 2010 08:00:00 +0000

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Challenge:

3M has a long history of sustainable business practices. For more than 30 years, it has been the way
we’ve done business. The challenge is to continue to improve business practices to reduce environmental
impact without compromising the quality and reliability associated with our products and brands.

Filtrete™ Furnace Filters from the 3M consumer and office business is a growing business that
exemplifies our commitment to environmental responsibility and the challenges associated with
maintaining this commitment.Through extensive research, collaboration, and planning, the Filtrete™ Brand Team has successfully
overcome many challenges to build a more sustainable supply chain that not only reduces environmental
impact, but also minimizes waste.

Strategy:

In addition to a strong corporate history of sustainable business practices, 3M’s consumer and office business has focused on sustainability by dedicating additional resources to developing new initiatives. For Filtrete™ Products, as with most consumer products, this focus required implementing a crossfunctional team of marketing, manufacturing and technical employees, devoted to identifying the leading sustainable opportunities.

The business strategy takes a lifecycle management approach. We review every aspect of how our products are manufactured and packaged, how consumers use our products, and how those products are disposed of after consumer use. Early focus was on adding efficiency, reducing waste, and increasing the sustainability of how we manufacture, package, produce, and transport Filtrete™ products. This strategy complements 3M’s Lean Six Sigma business strategy as well as the overall Filtrete™ brand strategy.

Results:

Without compromising the quality and reliability associated with Filtrete™ brand, products, and business
standards, the following sustainable improvements have been made.

Packaging Efficiency

Through a process called packaging line reviews, a highly trained team evaluated all aspects of Filtrete™
product packaging, including the primary and shipper packaging. They identified the top sustainable
improvements across the Filtrete™ product line that would improve environmental responsibility without
compromising the packaging integrity and brand image. By focusing on every aspect of the packaging,
the team was able to generate a significant number of potential sustainability improvements across the
Filtrete™ product line.

This research led the team to be able to lightweight the polypropylene plastic bag for the Filtrete™ 1100
and 1101 filters, saving 15% of plastic per bag, which significantly reduced packaging materials used for
this product.

Transport Efficiency

An additional team worked on optimizing our transport efficiency.One project focused on pallet pattern densification to increase the number of cartons on the pallet for products that could accommodate a change. This change:

Reduced the number of pallets of products handled by about 15 per cent
Decreased the number of pallets and shipments required
Reduced handling and the number of trailers required per year
Decreased transport miles, and thus fuel use

The team also identified a more efficient way to load cartons and trucks, which also significantly reduced
the number of pallets and cartons used. This initiative deepened the beneficial effects of the pallet pattern
densification.

Plant Improvements

A recent project at our Filtrete™ product production plant eliminated the use of a manual spray adhesive
used in assembling Filtrete™ filters. As a result, the plant was able to eliminate:

A source of hazardous waste and fumes in the production area
Unnecessary materials and labour costs

Combined, all of these initiatives facilitated positive sustainable changes in the supply chain for Filtrete™
products by managing waste and materials.

3M believes that active and responsible citizenship can make a successful company even stronger. We
vigorously affirm our commitment to sustainable development through environmental protection, social
responsibility and economic progress. We are committed to help meet the needs of society today while
respecting the ability of future generations to meet their needs. That is what we mean by sustainability.

Maple Leaf Foods

admin — Thu, 04 Feb 2010 08:00:00 +0000

Company Name:

Maple Leaf Foods

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Challenge:

Rendering

Rothsay, a member of Maple Leaf Foods, is Canada’s largest rendering company and has been in business for over 50 years. The company operates six processing facilities across Canada that collect and recycle over 700 million kilograms of waste material each year. This waste is rendered and transformed into tallow, oils and proteins for use in animal feed, soaps, cleaners, cosmetics and Biodiesel.

Biodiesel

In 2001, Rothsay began to build and operate a small pilot plant in our Montreal Rendering facility producing biodiesel using recycled materials such as inedible fats and used cooking oil. During this time Rothsay’s Biodiesel was used to support additional demonstration projects such as Montreal’s BioBus and BioMer projects.

By 2006 Rothsay had built and commissioned Canada’s first commercial-scale biodiesel plant with a rated capacity of approximately 30 million litres per year. By 2008 the facility was producing at full capacity.

Today – the plant is producing some of the world’s purist biodiesel from recycled materials and is running well above nameplate capacity at a rate of 45 million litres per year.

A Highly Integrated and Sustainable Business Model

What separates Rothsay Biodiesel from other Biofuel producers is our highly integrated and sustainable business model. As a member of Maple Leaf Foods, we span the value chain from our Live Hog and Poultry operations, to our primary processing and rendering operations.

Maple Leaf Foods raises live hogs and poultry for processing at Maple Leaf facilities around the country.
Of the animals processed for consumption only a portion of these are considered edible: 50% of a cow, 60% of a hog and 72% of a chicken; the remainder, some 2.5 billion kilograms in Canada annually, are recaptured by the rendering industry and converted to other value added products.

Rothsay Biodiesel has an uninterrupted supply of raw materials using the tallow and recycled cooking oils produced at its rendering facilities to produce Biodiesel, a clean, renewable low-carbon alternative to petroleum diesel. By co-locating our biodiesel plant at existing operations we are able to further lower our environmental footprint through more efficient use of existing resources.

We are also uniquely positioned to be able to integrate forward in the value chain by utilizing biodiesel blends in our own commercial truck fleet. We use biodiesel to power 127 heavy duty commercial trucks at three locations year round with blends ranging between 2%-100%. This year alone these trucks have traveled 4.4 million Kilometers at an average blend of 12%, allowing us to reduce CO2 emissions by approximately 782,000 kilograms.

Fueling our own truck fleet with lower-carbon alternatives like biodiesel not only improves our environmental footprint, but also those of our customers. By having Rothsay trucks pick-up our customers’ waste products, our clients are given a unique opportunity to improve the sustainability of their operations as well.

Strategy:

Results:

VersaCold

admin — Thu, 04 Feb 2010 08:00:00 +0000

Company Name:

VersaCold

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Challenge:

The Big Picture

VersaCold is a world leader in temperature-sensitive food handling, with an extensive network of 120 temperature controlled warehouses and distribution centers in the U.S., Canada, Argentina, Australia, and New Zealand. It also offers refrigerated transportation and other related services. VersaCold serves as a comprehensive, reliable partner to its thousands of customers—from processing to freezing and storing raw ingredients to total inventory management.

VersaCold began exploring demand response (DR) in 2007, looking for creative ways to reduce its energy consumption and costs. VersaCold evaluated multiple
demand response providers, but quickly zeroed in on EnerNOC, attracted by its proven experience and ability to accommodate VersaCold sites across Canada and the U.S. VersaCold executives especially appreciated the fact that EnerNOC programs are free from upfront costs—enabling the company to maximize its DR payments.

A growing number of VersaCold facilities participate in EnerNOC DR, including nine sites in Ontario and three in Pennsylvania. During DR events, these facilities reduce
energy use temporarily by shutting off or adjusting refrigeration, turning off compressors and battery chargers, and making other minor operational changes.
While these changes have virtually no effect on the food stored in VersaCold’s facilities, they enable major energy reductions totaling more than 3.2 megawatts (MW).
These reductions generate approximately $160,000 in annual payments from EnerNOC.

Reducing Consumption and Costs

Cold storage leader VersaCold is a major energy user. In fact, energy is one of its highest expenses, second only after labor. Its many refrigerated storage warehouses are energy-intensive facilities, thanks to chillers and other heavy-use equipment, which keep stored food—from poultry to vegetables to ice cream—at optimal temperatures. However, these heavily insulated facilities are able to maintain their low temperatures for hours. They offer the potential for major temporary energy reductions, without affecting stored food, making them ideal for participation in demand response.

VersaCold leaders were aware of the potential of demand response, and saw it as a natural complement to its other efforts to reduce energy demand and consumption, as well as environmental impact. “We’re always looking for ways to reduce consumption and costs, to reduce our carbon footprint, and to ensure sustainability,” says Ted Royals, director of engineering for eastern North America at VersaCold. “We saw demand response as another strategy to help us
manage and reduce our energy use—and to get paid for our efforts.”

EnerNOC’s proven DR expertise appealed to VersaCold. “EnerNOC came highly recommended,” recalls Royals. “And we appreciated the fact that their programs
involved no upfront, out-of-pocket costs. EnerNOC was clearly a win-win for us.” VersaCold selected EnerNOC as its DR partner in 2008, initially enrolling three
of its Pennsylvania sites (Lancaster, York, and Malvern) to participate in EnerNOC – PJM Emergency Load Response. It quickly expanded the roster to include multiple sites in the province of Ontario, becoming the first customer in the province to enroll in the EnerNOC Demand Response – Ontario program.

EnerNOC worked closely with VersaCold to evaluate its many sites and develop customized DR strategies for each facility, which vary in terms of size, design,
equipment, and other factors. “In general, we’re able to adjust our room temperature set points, operating pressures, and other factors so that we can cycle off various
energy-intensive pieces of equipment,” says Royals. “We may not completely shut down, but we reduce the amount of refrigeration temporarily.”

VersaCold facilities receive notification of DR events via email and phone. “EnerNOC does a fabulous job making sure our sites are well-notified,” says Royals. The collaboration continues during the event, with real-time coaching and advice that helps each facility achieve its committed energy reductions. For example, during a recent DR event in Ontario, an analyst in EnerNOC’s state-ofthe- art Network Operations Center (NOC) in Boston noticed that one VersaCold facility wasn’t trending in the right direction. Timely follow-up with the engineering room led to over-performance during the rest of the event, and ultimately a larger payment from EnerNOC. “When necessary, EnerNOC stays with our facilities throughout the event and follows up after, ensuring that we learn from
every event,” says Royals.

During implementation, EnerNOC installed free monitoring equipment and its PowerTrak® monitoring software at each facility. During DR events, PowerTrak enables
VersaCold facilities personnel to track their energy reductions in real time. “They can go to the web portal, look at their baseline and current use, and determine whether they need to make any other adjustments,” says Royals. Each facility retains control of how it achieves its energy reductions, a key element of the success of the program.

“During events, our facilities vigilantly monitor energy reduction levels, as well as the storage room temperature,” says Royals. “Having local control is very important to us, since each facility is unique.”

PowerTrak plays a key role during events. “PowerTrak is extremely helpful,” says Bob Simpson, chief engineer at one of VersaCold’s Toronto facilities. “We can see exactly where we are in terms of meeting our commitment. And EnerNOC stays in touch with us and helps get us where we need to be.” Simpson reports that his facility exceeded its commitment during each DR event, thanks to a clear energy reduction plan and assistance from EnerNOC.

The Results

Through temporary adjustments in its refrigeration, VersaCold is able to reduce its energy use by more than 3.2 MW across a dozen facilities in Canada and the U.S. Each facility contributes reductions appropriate to its size and baseline energy use, ranging from approximately 300 to 825 kilowatts. This major energy reduction helps stabilize the electrical grid during periods of high demand.

The food stored in VersaCold’s facilities is not affected by DR events, since these events are temporary. Stored materials are carefully monitored during events. VersaCold facilities always retain the option to restart refrigeration equipment if necessary.

The Benefits

EnerNOC’s ability to enroll multiple facilities in Canada and the U.S. efficiently and effectively is a critical benefit to an organization of VersaCold’s size and scope.
As a DR leader, EnerNOC was able to provide skilled personnel and proven best practices for reducing energy consumption at VersaCold’s cold storage facilities. As a result, the entire process—from enrollment to implementation to actual DR events—is seamless for VersaCold.

Other benefits that EnerNOC DR brings to VersaCold include:

Significant Payments

Participation in EnerNOC DR results in estimated annual payments of more than $160,000—funds that go directly to participating facilities. “We pass along the
earnings directly to the facilities that make
the cuts,” says Royals. “It gives sites more of
an incentive to achieve even greater energy
reductions.” Royals also points out that in
addition to these payments, VersaCold also
benefits financially by using less energy—
during events and beyond.

No Upfront or Out-of-pocket
Costs

Participating in EnerNOC DR doesn’t
require an initial investment in monitoring
equipment, software, or other start-up
costs—a difference that VersaCold executives
appreciated. “We know that any DR program
has its risks and rewards,” says Royals. “But
EnerNOC worked with us to help us get the
best results and highest payments from our
participation in DR, while minimizing risk.”
During implementation, EnerNOC installed
free monitoring equipment and PowerTrak
monitoring software at each VersaCold
location.

Ease of Participation

The number of DR events varies by region,
and is defined clearly in the program details.
Per the terms of the EnerNOC Demand
Response – Ontario program, enrolled
facilities may experience as many as 25
events per year, making it a particularly
demanding program. EnerNOC streamlines
participation in this program by ensuring
that events go smoothly. EnerNOC’s ongoing
communication, coaching during events,
and responsive follow-up help make it easy
for VersaCold sites to participate in demand
response.

In-house Control

During DR events, VersaCold facilities
personnel retain control over their equipment
and facilities. They can select the equipment
most appropriate for adjustment or
shutdown. And they can restart refrigeration
equipment based on conditions within their
facilities.

Community Support

By reducing its use of energy and other
resources, VersaCold also passes along
benefits to the many communities where
its facilities are located. By participating in
EnerNOC DR, VersaCold helps protect local
communities from brownouts and blackouts.
It also helps keep electricity prices affordable
for businesses. Participating in EnerNOC DR is
just one example of VersaCold’s wide-ranging
commitment to corporate responsibility.

The Future

VersaCold relies on EnerNOC as its partner for
demand response. It continues to evaluate its
facilities on a regional basis in areas where
EnerNOC DR programs are offered. “When an
area becomes eligible for DR, EnerNOC works
with us to see what kind of revenues we
might be able to generate by participating,”
says Royals. “We take a careful look at all
opportunities and determine whether we
can participate. EnerNOC continues to
communicate and collaborate with us on
an ongoing basis, and help ensure that we
succeed with demand response.”

Results:

VersaCold

admin — Thu, 04 Feb 2010 08:00:00 +0000

Company Name:

VersaCold

Upload Company Logo:

Challenge:

The Big Picture

Reducing Consumption and Costs

The Results

The Benefits

Other benefits that EnerNOC DR brings to VersaCold include:

Significant Payments

No Upfront or Out-of-pocket
Costs

Ease of Participation

In-house Control

Community Support

The Future

Results:

sharegreen - Green Products &amp; Solutions

Disinfecting with UV at the Coquitlam Water Treatment Plant, Metro Vancouver, British Columbia

Maple Leaf Entertainment – Air Canada Centre Waste Reduction

The Air Canada Centre (ACC) Location:

The Goal and Objectives:

The Driving Forces:

The Key Issues and Unique Elements:

The Stakeholders:

The Actions:

The Results:

The Business Case:

The Lessons Learned:

Canadian Business for Social Responsibility

Introduction

The Business Case: Why Green Teams?

The Green Teams Guide

Conclusion

Bright Energy Group – Energy Efficient Streetlights

Background

The Costs of Operating a Streetlight Network

Streetlights Cause Carbon Dioxide (CO²) Emissions and Light Pollution

Reducing the Energy Requirements of Streetlights

StreetSmart Managed Network StreetLighting

Potentials for Reducing Electricity Consumption

Implementation Costs for a Monitored Network

Example Project Costs for US city

Walmart Canada – Green Engagement

Stakeholders and Timing

Objectives and Goals:

Actions:

Challenges and Difficulties:

3M – Filtrete™

Maple Leaf Foods

Rendering

Biodiesel

A Highly Integrated and Sustainable Business Model

VersaCold

The Big Picture

Reducing Consumption and Costs

The Results

The Benefits

VersaCold

The Big Picture

Reducing Consumption and Costs

The Results

The Benefits

sharegreen - Green Products & Solutions

Streetlights Cause Carbon Dioxide (CO²) Emissions and Light
Pollution