Investigating Green IT
Read (HG IT Article)
Glance over and read the (G IT Case Studies) but you will just need to focus on a few cases
studies of your choice 3 cases
Answer these 4 Questions below. NOTE: when you answer them you will be required to use
some additional research. NOTE: be sure to support your answers.
NOTE: extra spaces, headings, title pages, diagrams and long citations will not count toward your
page length
You have use 2 diagrams and/ or charts from the case you chose
You should use 3 cases as I mentioned and you may chose 2 diagrams from one of those cases or
you can use 2 different diagrams from 2 different cases (from those 3 cases you already chosen)
Write 6 pages (diagrams will not count toward your page length)
Grading will be determined on style, content, completeness. ((APA style))
Be sure to cite your sources and answer
Stick to credible sources (and be sure to cite them in APA style).
Questions have more than one part to answer (colored pink) be aware to answer all parts
No plagiarism
Questions
1. Define “Green IT” in your own words. Why is this topic important for IT professionals to
consider?
2. Research online to find and explain 3 Green Technologies that would be beneficial if they
were implemented widely. Discuss the benefit and drawback of each technology. (cite your
sources).
3. From G IT Case Studies article, choose three cases to briefly summarize. Be sure to
describe what Green efforts are discussed in the case as well as the outcome. What are your
thoughts on these?
4. Research online to find information on a specific city, project or organization that is focusing
on eliminating e-waste. Summarize and describe what you found. Was there anything surprising
that you discovered in your research?
NOTE: If you chose city ((City must be in USA))
Case Studies
Greening Your Business Through Technology
Leading you towards a sustainable future through GreenIT
Version: V1.0 © Copyright AIIA Nov 2009
Contents
Introduction
i
Methodology
i
1
Case Study: Canon – GreenIT Drivers
1
2
Case Study: SEMA – eLearning (Business Innovation)
6
3
Case Study: Tradeslot – Client Facing Teleconferencing (Business Innovation)
9
4
Case Study: PowerfulCMS – Teleworking (Business Innovation)
5
Case Study: Innovation Science – Energy Management
12
Low Investment Option – Technology Innovation
15
6
Case Study: Fujitsu – Journey Over Time
19
7
Case Study: Intel – Sustainable Program Office
30
8
Case Study: Telstra – Cost Benefit Analysis Calculators (Business Innovation)
35
9
Case Study: PCA People – Green Business Certification Program
(Business and Technology Innovation)
38
10
Case Study: Toyota – Developing a GreenIT Roadmap (Business and Technology Innovation) 41
11
Case Study: Corporate Express – Data Centre Optimisation (Technology Innovation)
45
12
Case Study: Jetstar – Virtualisation (Business and Technology Innovation)
49
13
Case Study: Intel – Server Hardware Refresh Using Energy Efficient Equipment
(Technology Innovation)
54
14
Case Study: Connex – Carbon Management System (Business Innovation)
57
15
Case Study: BLADE – Integrated Blade & Top of Rack Switches (Technology Innovation)
60
16
Case Study: DELL – Energy Management (Enterprise Solution – Minimum 200
Desktops – Technology Innovation
62
17
Case Study: Handset Detection – Cloud Computing (Business Innovation)
65
18
Case Study: Sustainability Victoria – ByteBack Australia (Business Innovation)
68
19
Snapshot: Wal-Mart – Sustainable Product Index (Business Innovation)
71
20
Snapshot: State Government of Victoria – Environmental Selection Criteria for
Multi-function Devices (Business Innovation)
21
72
Case Study: State Government of Victoria – Environmental Selection Criteria for
Desktops and Laptops (Business Innovation)
Please note: text appearing in orange indicates hyperlinks for your reference
74
Introduction
Over recent years, a large number of AIIA members have actively worked to progress GreenIT
issues and have been supported in this aim by AIIA and Multimedia Victoria. As a result, the
contributions made by AIIA members have been integral in raising awareness of the importance of
being ‘green’ and have provided insight on how to implement sustainable, environmentally friendly IT
practices at an organisational level.
The AIIA Sustainable Futures Forum has simultaneously grown in stature to become a premier forum
for thought leadership on GreenIT and as such, has provided much practical industry insight into
‘green’ practices. As a result, a number of excellent local case studies have been showcased that
both improve the financial bottom line and reduce the environmental footprint for an organisation thereby leading the way for others to follow in creating a low-carbon economy.
The case studies documented in this book have been done so in order to provide a ready-at-hand
resource for small business managers and busy professionals seeking information across a range of
GreenIT practices. These case studies cover a wide variety of the different business and technology
innovations that are available today and illustrate through practical know-how, the application and
insight needed to implement and execute GreenIT initiatives in order to realise benefits for at an
organisational and environmental level. If your organisation has achieved something in the GreenIT
space that is different to, or adds to that which is outlined in the case studies presented in this
document, AIIA would be keen to hear from you in order that your information and insights can be
included in further evolutions of the
If you would like to access the AIIA GreenIT eBook, click here
Methodology
Each of the case studies presented in this document have been prepared in a collaborative effort
with each of the featured organisations. Where possible, relevant reference material was provided
by each of the vendors/suppliers, enabling the inclusion of additional support information to assist
in highlighting the key messages being made.
To keep the presentation of all the case studies consistent, the following format has been used
where possible:
1. The client problem – what was the issue that needed to be addressed?
2. What was the solution proposed by your company and/or partners to address this problem?
3. What was the net result of the application of the technology to:
a.
b.
c.
d.
e.
Efficiencies e.g. cut in carbon.
Productivity in staff.
Financial, e.g. initial cost to invest in new technology, how after 2 years this has reduced
expenditure for the business unit by more than 50 percent, i.e. we have paid it back and
the investment is now making the business line more profitable etc.
Any cultural shift or changes that were hurdles etc.
Other areas of significance.
4. Application to other businesses, e.g. this was a large scale/small scale project but the same
principles can be applied to an SME etc.
5. A quote from someone involved in the project.
Page i
AIIA has taken all reasonable steps to ensure that all the information provided and represented by
participating companies involved in each case study is factually correct and relevant. All copyrights,
designs, trademarked images, logos, graphs and corporate information provided by contributors
and represented in this publication by AIIA is done so in good faith, without prejudice to AIIA in the
event of any IP infringement, misrepresentation, or any other legal infraction whatsoever.
1
Canon
Case Study: Canon – GreenIT Drivers
Synopsis
In 2004, Canon established a global environmental performance program with specific targets
for the company. The program, Factor 2, provided Canon a framework to measure its progress
towards doubling its eco efficiency by 2010, based on 2000 figures.
The initiatives undertaken by Canon to maximise value, while minimising resources were:
1. Maximising resource productivity through Technological Innovation.
2. Reducing environmental burden through improved management efficiency
(Business Innovation).
After eight years, Canon reduced CO2 emissions per units of net sale by 30 percent as
compared with 2000 figures. Though resulting in some reporting in-normalities, the use of this
Key Performance Indicator (KPI) has been an effective communication tool for keeping key
stakeholders updated and sustained peoples engagement throughout this long period of time.
In addition, the technology innovations achieved through focusing on waste minimisation assists
Canon in being regularly ranked in the top three companies in the USA for patents granted, where
many of Canon’s new devices provide customers with significant savings in energy consumption
and lower operating costs.
The principles applied by Canon to reduce its carbon emissions can be applied to any
organisation, regardless of size.
Taking the time-old approach of measure, monitor and reduce approach, Canon quickly identified
the quick win opportunities and then progressively made improvements to further reduce
emissions. By focusing on efficiency and productivity by deriving maximum value from minimum
resources, Canon has improved its bottom line and reduced its environmental footprint.
Featured Organisations
Canon is a leading professional and consumer imaging solutions corporation with a
comprehensive product line including: digital video cameras, digital compact and SLR
cameras, printers, scanners, fax machines and networked multifunction devices.
Carbon Planet is a global full-spectrum carbon management company that brings together
scientific expertise, industry experience and business insights to deliver an integrated suite of
carbon management services.
Page 1
1
Canon
The Path to Sustainable Development
Through its philosophy of ‘Kyosei’ (roughly translated as living and working together for the
common good) Canon has always had a commitment to Sustainable Development. In 2004, Canon
established a global environmental performance program with specific targets for the company.
The program – Factor 2 – provided Canon with a framework to measure its progress towards
doubling its eco efficiency by 2010, based on 2000 figures.
After eight years, Canon reduced CO2 emissions per units of net sale by 30 percent as
compared with 2000 figures. Though resulting in some reporting abnormalities, the use of this
Key Performance Indicator (KPI) provided an effective communication tool for keeping key
stakeholders updated and sustained peoples engagement throughout this long period of time.
In addition, the technology innovations achieved by focusing on waste minimisation have enabled
Canon to regularly achieve ranking in the top three companies in the USA for patents granted as
many of Canon’s new devices provide customers with significant savings in energy consumption
and lower operating costs.
As can be seen from the diagram below, operational site-related and distribution activities
accounted for 29 percent of Canon’s lifecycle CO2 emissions in 2008. Product use by customers,
raw materials and parts manufacturing by suppliers accounted for the remaining 71 percent.
Activities focused on the full product lifecycle are therefore vital to reducing the companu’s
environmental footprint. To this end, Canon is promoting technological innovation and improved
management efficiency as well as eliminating its use of hazardous substances above its legal
obligations.
Total CO 2 Emissions per year
(%) 100
(10,000t CO2)
100
1,400
1,300
1,200
1,100
75
1,000
900
800
700
50
600
Emissions per unit of net sales
(Compared to 2000 levels
500
400
25
300
Customer usage
Logistics
200
Operation site activities
100
0
Year
100
0
2000
2004
2005
2006
2007
Power consumption:
approximately
80
68% reduction
(data based
60
on product
using a 100V
Page 2
40
power source)
2008
Raw Materials / plant production
using a 100V
40
1
Canon
power source)
The 20Problem to be Addressed
Essentially,
the aim is to achieve the productivity and creativity benefits available through the use
0
Previous Model imageRUNNER 3245
of Canon products while
continually reducing the environmental footprint of those products. This
(i3245 in some areas)
demands the use of leading edge global research and development in order to deliver new ways
of working and the use of smaller, lighter, more energy efficient products that utilise materials with
more renewable components, thereby having less overall impact on natural resources.
Produce
Enriched
lifestyles up
Global
warming
prevention
A society based on
Kyosei, harmony
between mankind and Earth
Eff icient
use of
resources
Environmental burden
reduction
Environmental
burden down
Recycle
(10,000t CO2)
Elimination
of hazardous
sunstance
Use
(%) 100
100
1,400
1,300
1,200
The Proposed Solution
1,100
The two key approaches Canon adopted to maximise value while minimising resources were:
75
1,000
1. Maximising Resource Productivity
through Technological Innovation.
900
800
2. Reducing Environmental Burden through Improved Management Efficiency.
700
1. Maximising
600
Resource
50
Productivity through Technological Innovation
500
Canon invests a significant amount of both time and money in Research and Development for
400
identifying new ways to increase productivity through technology innovation. As such, Canon
has
25
300
been ranked in the top three companies in the US for patents granted over many years.
Emissions p
(Compared
Customer us
Logistics
200
Two new technology developments
were developed as a result of Canon changing focus towards
100
measuring CO2 emissions at0each stage of the lifecycle – ‘Induction heating’ and ‘On-demand’
0
fixing technologies. TheseYear
enabled
of2005
significant
reductions
2000the realisation
2004
2006
2007in energy
2008consumption
for many of Canon’s products. This in turn provides Canon’s customers with tangible cost savings
as a result of lower operational costs without any loss in functionally.
Further information about Canon’s environmental technologies is available on the Canon web site.
100
Power consumption:
approximately
80
68% reduction
(data based
60
on product
using a 100V
40
power source)
20
0
Page 3
Previous Model
imageRUNNER 3245
(i3245 in some areas)
Operation si
Raw Materia
1
Canon
2. Reducing Environmental Burden through Improved Management Efficiency.
The aim to eliminate waste and reduce the impact on the environment at all stages of the product
lifecycle extends to all Canon companies. For Canon Oceania (Canon Australia and Canon New
Zealand), this has translated into the following actions being taken:
•
Carbon footprint calculation
This provided the opportunity to identify where improvements can be made. Activities that have
been completed as a result include:
a)
Purchasing green energy.
b)
Converting to more energy efficient lighting in some offices.
c) Reducing the size and efficiency of Canon’s branch offices by moving in to new energy
efficient premises.
d) Reduction of 22 percent in overall greenhouse gas emissions in New Zealand between
2007 and 2008 due to significant decrease in business flights.
•
Effective recycling processes
While Canon already had effective recycling processes in place, additional opportunities were
identified to extend Canon’s participation in reducing the environmental issues associated with
the end-of-life treatment of its equipment by customers.As a result, Canon has been very active
in the following local industry recycling programs to address this issue:
a) Byteback – a pilot project between the Australian Information Industry Association (AIIA)
and the Victorian Government to collect and recycle end-of-life consumer IT products.
b) Cartridges for Planet Ark (C4PA) - one of the world’s most successful cartridge recycling
programs which allows business customers and consumers to recycle toner and ink
cartridges with a zero waste guarantee. C4PA recently recycled its 10th million cartridge
after 7 years in operation.
c) eDay – a regular event held throughout New Zealand to collect end-of life consumer
eWaste.
d) Australian Battery Recycling Initiative (ABRI) – a new industry association aimed at
encouraging a national product stewardship approach to all types of batteries.
Page 4
1
Canon
What were the End Benefits? (Efficiencies, Productivity, Financial,
Cultural or Other)
Canon’s primary benefit for adopting GreenIT practices throughout the entire life cycle of its
operations to be able to provide customers with a superior product that operates with optimal
efficiency and has minimal impact on the environment. Further, this ‘environmental offering’ helped
to strengthen Canon’s brand as a supplier of choice and also helps Canon provide customers
value for money and in turn be able to deliver ongoing product development through innovation
and technology advancement.
In 2008, Canon Australia was awarded the prestigious Association of Field Service Management
International (AFSMI) inaugural Australian Green Service Award, scoring well under the four
major categories:
•
Environmental Benefits
•
Green Innovations
•
People Involvement
•
Responsible Trading
Another benefit of Canon’s global approach to Research and Development is the employment
opportunities provided in Australia by Canon Information Systems Research Australia (CISRA).
CISRA is one of Australia’s top software research companies which provides innovative digital
imaging technologies that strengthen and diversify Canon’s worldwide business offerings.
Application to Other Businesses (can the same principles be applied
to an SME)?
The principles applied by Canon to reduce the organisation’s carbon emissions can be applied to
any organisation, regardless of size. Taking the time-old approach of measure, monitor and reduce
approach, Canon quickly identified the quick win opportunities and then progressively made
improvements to further reduce emissions. Focusing on efficiency and productivity by deriving
maximum value from minimum resources has enabled Canon to improve the organisation’s bottom
line and reduce its environmental footprint.
“For us it’s a journey – a continual process of improving the performance of our products
while reducing their environmental impact at all stages of the lifecycle. Our part in that
journey, as the local Sales and Marketing arm of Canon is to educate our customers to use
our products in the most efficient way and to reduce our own impacts – particularly in relation
to eWaste and Carbon Emissions”
Janet Leslie, Quality Safety and Environment Manager, Canon Australia Pty Ltd.
www.canon.com.au
Page 5
2
SEMA
Case Study: SEMA – eLearning (Business Innovation)
Synopsis
SEMA achieved increased productivity, competitiveness and profitability by embracing the use
of eLearning to provide tailored educational sessions in the fields of business, IT and business
transformation skills. By offering greater flexibility for the delivery of educational material, the
disruption to business operations was minimised and staff members had the opportunity to
progress at their own pace.
From a sustainability perspective, the delivery of eLearning modules on-demand through the
internet has provided SEMA with a number of opportunities to reduce the carbon emissions
associated with:
•
Travel to training courses.
•
Hiring of training facilities.
•
The provision of paper related course material.
•
IT related book resources.
The use of eLearning practices can be implemented within any organisation, regardless of size,
language or location.
Though the environmental benefits associated with less travel and paper consumption are
becoming increasingly important, it is the increase in staff retention and productivity that provides
the strong business case for organisations to make the change to eLearning practices.
Featured Organisations
SEMA is a leading Direct Marketing, Consulting and IT Business Solutions group with the largest
100 percent privately owned direct mail operation in Australasia.
SkillSoft is a leading provider of on-demand eLearning and performance support solutions for
global enterprises, government, education and small to medium size businesses.
The Problem to be Addressed
A high level of staff turnover was leading to significant costs associated with maintaining staffing
levels and associated training. This was in-turn impacting quality, job knowledge, turn-around
times, system knowledge and placing a significant strain on management staff. Due to the
costs involved, investment in training was low across the board and was only provided to key
staff members. Those staff that did receive training were off-site for up to five days in order to
participate in training, which in turn impacted the operational departments and was not flexible
enough to meet SEMA’s client needs.
The Proposed Solution
SEMA embraced the eLearning programs that are offered by SkillSoft in order to provide
tailored educational sessions across the fields of business, IT and business transformation
skills. All course-ware is provided to SEMA staff online via the internet and has enabled
SEMA to offer a wider range of educational information to a larger number of staff.
Page 6
2
SEMA
What Were the End Benefits? (Efficiencies, Productivity, Financial,
Cultural or Other)
The key benefits achieved were:
•
822 percent Return on Investment (RoI).
•
Average staff tenure increasing to 2.8 years and growing.
This has allowed SEMA to keep key skills and knowledge in-house and has provided a stable
platform to both increase competitiveness and profitability.
Average Length of Employment
3.1
2.6
Years
2.1
1.6
1.1
0.6
May ’09
Mar ’09
Jan ’09
Nov ’08
Sept ’08
Jul ’08
May ’08
Mar ’08
Jan ’08
Nov ’07
Sept ’07
Jul ’07
May ’07
Mar ’07
Jan ’07
Nov ’06
Timeline
From a sustainability perspective, the delivery of eLearning modules on-demand through the internet
has provided SEMA with a number of opportunities to reduce carbon emissions associated with:
•
Travel to training courses.
•
Hiring of training facilities.
•
Provision of paper related course material.
•
Provision of reference books.
19.5 t CO2 -e has been abated as a result of using SkillSoft to host 2293 eLearning sessions, given
the CO2 emissions associated with travel and course material that have not been used. This is
made up of 10.4 t CO2 -e associated with travel and 9.1 t CO2 -e associated with course material.
Travel Calculation – Assumptions
•
Average trip distance is 17.7 km.
•
Car efficiency is 0.107 L petrol/km (default)1.
•
CO2 -e conversion factor is 2.4 t CO2 -e/kL petrol2.
2293 trips x 17.7 km/trip x 0.107 L petrol/km x 2.4 t CO2 -e/kL petrol x 1kL petrol/1000 l petrol
= 10.4 t CO2 -e.
1 Environmental Defender’s Office New South Wales (Ltd) – Technical Fact Sheet: Measuring and reducing the greenhouse gas footprint
of a small office. http://www.edo.org.au/edonsw/site/pdf/scifs/sfs_greenhouse_smalloffice071101.pdf
2 Environmental Defender’s Office New South Wales (Ltd) – Technical Fact Sheet: Measuring and reducing the greenhouse gas footprint
of a small office. http://www.edo.org.au/edonsw/site/pdf/scifs/sfs_greenhouse_smalloffice071101.pdf
Page 7
2
SEMA
Course Material Calculation – Assumptions
•
240 pages per course manual.
•
An A4 sheet of paper measures 0.297 m X 0.21 m (0.06237m2) and weighs 80g/m23.
•
CO2 -e conversion factor is 3332.25 kg CO2 -e/tonne of paper (Virgin paper and disposed
at landfill) 4.
2293 courses x 240 A4 pages of course material. x 0.06237 m2/A4 page x 80g paper/m2 x
1 t paper / 1,000,000 g paper x 3332.25 kg CO2 -e/tonne of paper = 9149.9 kg CO2 -e
= 9.1 t CO2 -e.
Other benefits include:
•
Increased staff and management satisfaction levels.
•
Increased staff development opportunities.
•
Increased staff motivation through the provision of flexible, self-paced training solutions.
•
Reduced course setup time and associated costs.
•
Increased quality of work due to knowledge and retention of staff.
Application to Other Businesses (can the same principles be applied
to an SME)?
The use of eLearning practices can be implemented within any organisation, regardless of size,
language or location. Though the environmental benefits associated with less travel and paper
consumption are becoming increasingly important, it is the increase in staff retention and productivity
that provide the strong business case for organisations to make the change to ‘being green’.
“What started as an initiative to solve our growing quality and retention issues, had the
unexpected double benefit of fixing our problem, by enabling us to provide training in a more
effective, efficient and cost effective way, whilst significantly improving our environmental
impact in the IT discipline.”
David Kerr, Commercial Manager – Analytics, SEMA Group
www.semagroup.com.au
3 Environmental Defender’s Office New South Wales (Ltd) – Technical Fact Sheet: Measuring and reducing the greenhouse gas footprint
of a small office. http://www.edo.org.au/edonsw/site/pdf/scifs/sfs_greenhouse_smalloffice071101.pdf
4 Environmental Defender’s Office New South Wales (Ltd) – Technical Fact Sheet: Measuring and reducing the greenhouse gas footprint
of a small office. http://www.edo.org.au/edonsw/site/pdf/scifs/sfs_greenhouse_smalloffice071101.pdf
Page 8
3
Tradeslot
Case Study: Tradeslot – Client Facing Teleconferencing
(Business Innovation)
Synopsis
Tradeslot reduced the cost and risk of converting international enquiries by using online meeting
and teleconferencing software which offered a more viable solution than more traditional methods.
Now, online meetings are hosted through CitrixOnline’s ‘GoToMeeting’ offering and all telephony
enquires are facilitated using Skype.
Tradeslot has achieved a low cost operating model by virtualising client facing communications
and thereby embracing a low-carbon economy. Further, Tradeslot’s clients are also being educated
in the practical ways in which they too could progress to a low-carbon economy in the future.
The additional benefits of this change in communication methods include improved customer
service and the ability for Tradeslot to have a viable global presence.
Client facing teleconferencing is applicable to all business operations and is simple to use. While
the environmental benefits of not travelling can be measured (and are increasingly important), it is
the savings of direct travel costs and lost time that make this a viable and beneficial practice.
Featured Organisations
Tradeslot is a leading provider of allocation mechanism technology and carbon management
software. Tradeslot was looking for a cost effective way to manage international enquiries.
The Problem to be Addressed
Traditional techniques for managing international relationships were both too costly and risky to
be considered as a viable option. New, low cost techniques using easily available technology were
required in order to effectively nurture an international enquiry into a converted customer.
The Proposed Solution
Use of easily accessible online meeting and teleconferencing software was integrated into key
business development activities. The aim was to find a cost-effective way to progress customer
enquiries. Now, online meetings are hosted through CitrixOnline’s ‘GoToMeeting’ offering and all
telephony enquires are facilitated using Skype.
Page 9
3
Tradeslot
Carbon Navigator demo using ‘GoToMeeting’
What Were the End Benefits? (Efficiencies, Productivity, Financial,
Cultural or Other)
The implementation of online meeting tools into the lead generation process has been essential for
Tradeslot to demonstrate its leadership in the low-carbon economy. Not only is Tradeslot now seen
to be ‘walking-the-talk’ by embracing approaches to reduce travel related emissions, the company
is now educating its clients in simple ways to adapt to a low-carbon economy.
Other benefits include:
•
Improved customer service. Face-to-face contact is only required for key negotiations,
thereby maximising the time available to speak with clients. Online demonstrations have
provided the opportunity for Tradeslot staff to enhance their understanding of client queries and
provide a tailored response to show the capability of its software.
•
Viable global presence. The use of online meeting tools enabled Tradeslot to serve the global
market place, where it was previously too costly to do so.
Tradeslot staff have had minimal issues as a result of using online meeting tools to nurture initial
enquires into converted customers. An initial setup is required for customers new to this type of
format, however, this is quickly resolved as soon as all headset/s and microphone/s are working
correctly. Meetings are then activated with a click of a button at which time customers can be
guided through the demonstration.
Page 10
3
Tradeslot
Alternative approaches available that are less effective include:
•
Sending the client a static PDF brochure – customers will typically have already seen this
by the time they experience an online demonstration.
•
Sending a link to a video demonstration – this method doesn’t provide the opportunity to
listen to clients and customers in order to establish what they require within the context of
the demonstration.
Application to Other Businesses (can the same principles be applied
to an SME)?
This solution has application across any business that have business units or clients across sites,
cities, or countries. While the environmental benefits of not travelling can be measured (and are
increasingly important), it is the saving of direct travel costs and lost time that really put the case
forward for ‘being green’ with this approach.
“We use online meeting software several times a week. It is more useful than a demo video
because we can begin to build a relationship with potential clients by listening to their needs
and customising what they see from the outset.”
Jesco d’Alquen, CEO, Tradeslot
www.tradeslot.com.au
Page 11
4
PowerfulCMS
Case Study: PowerfulCMS – Teleworking (Business Innovation)
Synopsis
PowerfulCMS utilises low cost techniques to manage international sales and mobilise a global
workforce. The latest project management and client collaboration ‘Software as a Service’ (SaaS)
offerings centralise all communication in a virtual environment that is shared between customers
and staff regardless of their global location.
Adopting the use of SaaS tools in order to facilitate collaborative environments on-demand has
enabled PowerfulCMS to establish a clear value proposition and competitive advantage. Cloud
computing has enabled PowerfulCMS to manage cash flow more effectively as software licence
costs become an operational expenditure instead of a capital expenditure. Further, by embracing
the global workforce, PowerfulCMS is able to increase overall productivity.
From a sustainability perspective, the use of remote work environments also provides PowerfulCMS
with opportunities to reduce carbon emissions, thereby requiring fewer natural resources per unit of
production and emitting less CO2e (CO2 equivalent) emissions into the atmosphere.
Though this model demands a highly skilled workforce, these principles can be applied to any
business considering new ways in which to increase its value proposition and competitive advantage.
Featured Organisations
PowerfulCMS is a local business that specialises in helping SMEs grow their business online.
PowerfulCMS specialises in helping small to medium businesses with a proven concept and online
revenues of 100K+ or successful offline businesses (under 10M) with no online revenues
to achieve online revenues of 1M+.
Forward Shift Environmental is an environmental Research & Consultancy organisation that has
,products and services within the Energy & Environment and Sustainable Computing sectors. As
a non-profit engineering consultancy, Forward Shift Environmental’s focus is on the development
of cost-effective solutions through a number of measures, such as engineering and educational
initiatives that will deliver long-term value to all relevant stakeholders.
The Problem to be Addressed
The traditional techniques of using an office based environment to manage staff from various
countries around the world was too costly and ineffective to be considered as a viable option when
serving a global marketplace. New low cost techniques required in order to manage international
sales and mobilise a global workforce demanded the latest technology available.
Page 12
4
PowerfulCMS
The Proposed Solution
Use of the latest project management and client collaboration software using Software as a
Service (SaaS) offerings were integrated into all key business activities. Communication was then
centralised in virtual environments which were shared between customers and staff located in
various countries all over the world.
The development adopted ‘agile’ methodology, whereby iterative, small chunks of work were
delivered in two-week increments in cohesion with business owners. The tools that were used are
similar to those used for large-scale collaborative projects that have delivered open source projects
like – Firefox, Drupal, Wordpress, etc. By implementing these processes and tools, businesses are
able to respond quickly to changes that are most likely to produce the best revenue based on market
conditions, without the normal exhaustive research, analysis, plan and implement process.
Idea
Concept
Clients
Users
Developers
Software
Development
Feedback
Diagnostics Code
Release to
Market
What were the end benefits? (Efficiencies, Productivity, Financial,
Cultural or Other)
Life Cycle Impact assessment
Adopting
the use of SaaS tools to facilitate collaborative environments on-demand has enabled
Units
40,000
PowerfulCMS to establish a clear value proposition and competitive advantage. Cloud computing
50,000
and the
use of SaaS has enabled PowerfulCMS to offset software capital expenditures with a
30,000
monthly pay-as-you-go surcharge and in turn has enabled the organisation to embrace a global
25,000in order to increase productivity.
workforce
Remote Work Best Case
20,000
Time 15,000
based efficiencies given the use of a global workforce added another factor, thereby allowing
Centralised Best Case
work 10,000
to be developed continuously around the clock 24x7. In this sense, work would be handed
Remote Work Worst Case
over to5,000
the person in the next time-zone as their shift ended. By eliminating the need for any
Centralised
down-time,
was Worst Case
0 project assignments could be turned around in much shorter periods of time than
Energy
Consumption
(MJ)
e)
Resource
Depletion
(kg)
Global
Warming
Potential
(kg/CO
2
otherwise possible.
Impact Category
Engaging a global workforce has, by nature, enabled PowerfulCMS to become culturally rich.
Each employee posts photos and shares family details on their cultures and food with other team
members, creating increased awareness, respect and knowledge of different cultures.
Use of SaaS based tools for Project Management, Service Delivery, Service Reporting, Customer
Relationship Management and Bug tracking have helped reduced start-up costs, enabled new
systems to be trialled quickly, reduced the cost of operations and passed the value back to clients.
Page 13
Developers
Feedback
Development
Diagnostics Code
4
PowerfulCMS
Utilising remote work environments has also provided PowerfulCMS with the ability to deliver
solutions to customers with reduced embedded carbon natural resources (3,300 kg per project)
and emits approximately 25 percentRelease
less CO
to 2e (1,500 kg per project) into the atmosphere.
Market
The following Life Cycle Assessment demonstrates that Remote Work consumes roughly
35 percent less natural resources (3,300 kg per project) and emits approximately 25 percent less
CO2e (1,500 kg per project) into the atmosphere.
Life Cycle Impact assessment
Units
40,000
50,000
30,000
25,000
20,000
Remote Work Best Case
15,000
Centralised Best Case
10,000
Remote Work Worst Case
5,000
Centralised Worst Case
0
Resource Depletion (kg)
Global Warming Potential (kg/CO2e)
Energy Consumption (MJ)
Impact Category
Other benefits include:
•
Improved customer service. Greater transparency through a shared communication platform
has provided customers with an opportunity to gain more ownership of projects and has
increased participation in the elicitation of user requirements.
•
Viable global presence. The use of online collaboration tools has provided the ability to serve a
global market place and mobilise a global workforce that would have otherwise not been possible.
•
Improved work-life balance. The staff associated with PowerfulCMS now enjoy a better
quality of life.
Application to Other Businesses (can the same principles be applied
to an SME)?
PowerfulCMS has proven the benefits and possibilities of embracing new SaaS technologies to
offset software capital expenditures with a monthly pay-as-you-go surcharge, manage cash flow
more effectively and increase productivity by mobilising its global workforce. This implementation
also clearly demonstrates that Remote Work environments can enable businesses to deliver
solutions to customers with reduced carbon emissions. Though this model demands a highly
skilled workforce, these principles can be applied to any business that is looking for new ways
to increase its value proposition and competitive advantage.
“We had to innovate to find ways to break into a rather saturated market, reduce costs and
increase value for our end clients. In doing so I am pleased to find the efforts undertaken
positively impact the environment.”
Joe Matthew, Account Manager, PowerfulCMS
www.powerfulcms.com
Page 14
5
Innovation
Science
Case Study: Innovation Science – Energy Management
(Low Investment Option – Technology Innovation)
Synopsis
Innovation Science was constrained by the existing electricity supply arrangements associated
with its leased office space, however, the company implemented practical and cost-effective
methods of reducing carbon emission by taking a focus on minimising consumption.
The initiatives were:
1. A ‘power-down’ policy for all end-user related IT and peripheral equipment (PCs/devices).
2. Programmable shut-down periods for non-critical servers and network infrastructure.
3. The replacement of workstation UPS’ with high-end surge protection boards.
4. The implementation of energy efficient lighting.
The reduction in energy consumption was projected to achieve a 5X RoI over five years with the
initial outlay of $865 projected to pay itself off in less than 11 months. Actual energy consumption
figures over the first few months since implementation confirm these projections.
This achievement clearly demonstrates that an organisation can make a contribution to reducing
carbon emissions, even if faced with constraints out of its control. Focusing on working smarter
and more efficiently can improve the bottom line and benefit the environment at the same time.
Featured Organisations
Innovation Science is a software and systems engineering company based in Adelaide, South
Australia that specialises in scientific research and custom software development for defence and
commercial clients.
The Problem to be Addressed
Innovation Science wanted to make a contribution towards reducing carbon emissions by
purchasing green energy from renewable sources, but was constrained by existing electricity
supply arrangements associated with its leased office space. Without a practical and cost-effective
method of turning to green energy, Innovation Science instead turned its focus to minimising the
consumption of power.
Page 15
5
Innovation
Science
The Proposed Solution
The following four initiatives were implemented, with the aim to minimise in-house power
consumption:
1. A ‘power-down’ policy for all end-user related IT and peripheral equipment (PCs/devices).
2. Programmable shut-down periods for non-critical servers and network infrastructure.
3. The replacement of workstation UPS’ with high-end surge protection boards.
4. The implementation of energy efficient lighting.
Power-down policy for all end-user related IT equipment (PCs/devices)
A company wide policy was adopted where:
•
All staff are required to shut down workstations, and turn off screens and direct-attached
peripheral equipment when they leave the office for the day.
•
Where practical, workstation equipment is to be switched off at the wall socket.
•
Ancillary devices (including shredders, microwave oven, etc.) are to remain switched off when
not immediately in use.
As a result of the above implementations, stand-by power consumption is minimised for equipment
that is under the direct control of individual staff members.
Programmable shut-down periods for non-critical server infrastructure
Innovation Science segregated its existing server and network into two separate environments. All
critical components remained operational 24/7, whilst all non-critical components were shut down
during out-of-office hours.
Most modern server computers have built-in power management capabilities which simplify the
shutdown and startup of these devices. However, peripheral equipment and network switches
rarely incorporate power management capabilities. A rack-mount tape drive, for example, was
measured at consuming 21W while idle. Further, the stand-by power of server computers in
their ‘off’ state was measured at between 4.9W and 6.6W per server. These values seem small,
however, they add up surprisingly quickly.
Innovation Science acquired programmable Internet Protocol (IP) addressable power switches in
order to remotely control the power for each device in its server room. Non-critical servers were
configured to shutdown overnight and the IP power switches were configured to switch off the
power supply to these servers, network switches and peripheral devices after graceful server
shutdown. Shutdown periods were configured to complement backup regimes, which were also
adjusted to maximise the power-off duration of servers. Power to peripheral backup equipment
was programmed to be supplied only during scheduled backup periods.
Further power savings were made by programming the IP power switch to turn off a Power
over Ethernet (PoE) network switch that was providing power to Voice over IP (VoIP) telephone
handsets when the building was unoccupied.
Should access to any of these non-critical devices be required out of hours, each device could be
remotely activated by logging into the IP addressable power switch or by running a simple utility
application to override the automatic power settings. Further, power to almost every device in the
server room was now remotely controllable, thereby allowing power to virtually any device to be
cycled from afar if necessary.
Page 16
5
Innovation
Science
The 16 port, 2 channel IP addressable power switch consumes 2.2W plus 0.75W per active output
port. This is substantially less than the standby power consumption of devices now controlled by
the power switch.
The revised configuration provided the ability to remotely shut-down and power-up non-critical
servers and related equipment based on a pre-defined schedule – without needing to access the
server room. The scheduling of equipment shut-down periods was carefully integrated with the
power-down policy to ensure that business operations were not adversely affected.
Replace workstation UPS with high-end surge protection boards
During the end-of-life replacement of the existing Un-interruptible Power Supply (UPS) systems,
each workstation UPS was replaced with a high-end surge protection board. The local supply
of power had proven very reliable over the past five years and although some surges were
experienced, the need for battery backup on workstations was deemed unnecessary. Each UPS
was consuming 11W even while not under load, hence, replacing each workstation UPS with a
high-end surge protection board provided an acceptable quality of power without the associated
power losses.
Implement energy efficient lighting
As a result of having assessed alternative technologies (such as LED) to be inappropriate or
immature for now, existing 50W halogen light bulbs were also replaced with more energy efficient
35W IRC equivalent blubs. The replacement bulbs provided the same light output and afforded a
modest reduction in overall lighting energy consumption.
All staff were encouraged to switch off lights to any non-public area while unoccupied (this practice
was included in the policy change power reduction estimates).
Network Segmentation to reduce power consumption
Web Server
Mail Server
Voicemail Server
Part-time Operation
(Power Controlled via IP Addressable Switching
Internet
Firewall
VoIP PBX
PoE Network
Switch
Network Switch
VoIP Telephones
Firewall
Development
Server
PSTN
VoIP / PSTN
Gateway
Network Switch
Work Stations
Analogue
Phone
Facsimile
IP Addressable
Power Switch
File Server
Solaris
Server
Page 17
Tape Backup
5
Innovation
Science
What were the End Benefits? (Efficiencies, Productivity, Financial,
Cultural or Other)
The reduction in energy consumption was projected to achieve a 5X RoI over five years with the
initial outlay of $865 projected to pay itself off in less than 11 months. Actual energy consumption
figures over the first few months since implementation confirm these projections.
Initiative
Power Reduction
Investment
Policy changes
860-1,200 kW/yr
$30 (once-off, review
in 2 years)
Power-down non-critical
servers
3.5 MW/yr
$460 (5 year amortisation)
Workstation surge protection
boards
580kW/yr
$300 (5 year amortisation)
Energy efficient lighting
235kW/yr
$75 (3 year amortisation)
Total
5.2 – 5.5 MW/yr
$192/yr = ~5X RoI
Application to Other Businesses (can the same principles be applied
to an SME)?
The results that Innovation Science has been able to achieve clearly demonstrate that every
organisation can make a contribution to reducing carbon emissions, even if they are impacted by
constraints out of their control as a result of occupying leased office space. Focusing on working
smarter and more efficiently can be seen to directly improve an organisation’s bottom line and
benefit the environment at the same time.
“An average employee is at work for just 23 percent of a week: Imagine what power could be
saved during the other 77 percent”.
Michael Haddy, Managing Director, Innovation Science Pty Ltd
www.iscience.com.au
Page 18
6
Fujitsu
Case Study: Fujitsu – Journey Over Time
Synopsis
Fujitsu’s philosophy is to drive business decisions by taking the stance that environmental
preservation is not an additional cost but a corporate value.
From 1970, Fujitsu has demonstrated its ongoing commitment to sustainability by conducting a
number of focused environmental protection programs. This was then extended in 1993 to become
a more formal environmental program which has involved the following stages:
•
Stage I – II (1993-2000): Establishing environmental management as a corporate agenda.
•
Stage III (2001-2003): Embracing recycling, waste minimisation and green procurement.
•
Stage IV (2004-2006): Transitioning from environmental management to management for
a sustainable environment.
•
Stage V (2007-2009): Becoming more aware of environmental issues and identifying the most
suitable approaches to implement.
•
Stage VI (2010->): Establishing global targets and working towards the 2020 vision.
As a result, all operations throughout Fujitsu have been transformed, thereby delivering both
efficiency gains and optimising business processes as a result of re-engineering.
The key areas focused on include: policy, procurement, disposal, infrastructure, energy
management, managed services and transformation through efficiency gains and business
process re-engineering.
Those principles that Fujitsu follows which can be applied to SMEs are:
•
Reduce the environmental impact throughout the product lifecycle.
•
Conserve resources to create best-of-breed eco-friendly products.
•
Reduce risks caused by the use of harmful chemical substances.
•
Help customers improve environmental efficiency.
•
Disclose environment-related results and critique for continuous improvement.
•
Encourage employees to keep in mind the impact of their business activities.
Featured Organisations
Fujitsu Australia Limited is a full service provider of information technology and communications
solutions. Fujitsu partners with its customers to consult, design, build, operate and support
business solutions. From strategic consulting to application and infrastructure solutions and
services, Fujitsu has earned a reputation as the single supplier of choice for leading corporate
and government organisations.
Page 19
6
Fujitsu
The Problem to be Addressed
The challenge of developing an environmentally friendly business is in knowing how to balance
environmental considerations with business and economic drivers.
Popular short-term decision making to drive growth and gain market share can compromise the
sustainability of business operations in the long-term. Keeping environmental issues in mind at
the outset of any decision making process is a discipline that often challenges the status-quo. It
requires a strong dedication to carry on and lead the way, even when it is not popular or appears
as a disadvantage to competitors.
The Proposed Solution
Fujitsu has always had a long-term view in mind when balancing environmental considerations with
both strategic and tactical business decisions. From ‘day one’, back in 1935, the environment was
a key part of the philosophy of Fujitsu’s Founder, Manjiro Yoshimura, which led to the Kawasaki
Plant being built using a park-style design – at his suggestion.
Since then, this philosophy has continued to drive Fujitsu’s business decisions by taking the stance
that environmental preservation is not an additional cost, but a corporate value. As a result, a
number of activities across Fujitsu’s business have been completed on a global scale to minimise
the impact to the environment. This includes manufacturing operations, professional services,
management systems and waste disposal.
From 1970, Fujitsu took this environmentally conscious approach further and demonstrated
an ongoing commitment to sustainability by conducting a number of focused environmental
protection programs.
Initially focused on implementing environmental controls associated with manufacturing plant
operations, these programs quickly spread across the organisation, with the most recent
achievement being to assist Fujitsu’s customers achieve a seven million ton reduction in
carbon emissions.
The implementation of an environmental management evaluation system in 1993 enabled the
adoption of a more methodological approach throughout the organisation. The result was a series
of stages that could be defined to both manage the change process and build on the success
of each stage.
Page 20
6
Fujitsu
Fujitsu’s Commitment To Sustainability
Environmental
Committee
established
Environmental control
sections established
at each plant
1970
Biodegradable
plastic parts
employed in
notebook
computers
1980
1990
Ozone Layer
Protection
Committee
established
Zero waste
emission
achieved by
all 13 plants
in Japan
2000
Green
Product
Program
launched
Sustainable
data centre
opened
in Sydney
Fujitsu helps
its customers
achieve a
7 million ton
reduction in
Carbon
2005
2010
100% Green Product
ratio achieved for all
newly developed
products
Environmental
management
evaluation system
implemented
Global
Fujitsu to build
environmental another sustainable
management
data centre in Perth
framework
established
ISO14001
Global capability
certification
team established
acquired by all
Group companies
in Japan
•
Stage I – II (1993-2000): Establishing environmental management as a corporate agenda
•
Marketplace
Stage III (2001-2003): Embracing recycling,
waste minimisation and green procurement
•
Shareholders, management to management for a
Stage IV (2004-2006): TransitioningSuppliers,
from environmental
Government
sustainable environment
•
Stage V (2007-2009): Becoming more aware of environmental issues and identifying the most
suitable approachs to implement
•
Stage VI (2010->): Establishing global targets and working towards the 2020 vision
Customers, Partners,
Workplace
Sustainability
People, Offices,
Environmental
Approach and priorities in formulating
the Stage V Fujitsu Group Environmental Program
Fujitsu Way
Performance
Stage IV Fujitsu Group
Environmental Protection
Program (fiscal 2004
to fiscal 2006)
• Environmentally conscious
products and services
Reducing our customers
environmental burdens by providing
superlative eco-friendly products
and solutions
• Global warming countermeasures
Promotion of energy saving
activities throughout the Group
Stage v Fujitsu Group
Environmental Protection
Program (fiscal 2007 to Fiscal 2009)
Basic polocies
• Develop environmental activities in
which all employees can play an active
role in their Community
daily work
• Expand the scope
environmental
Local,ofNGOs
activities to encompass the entire
supply chain.
Five priority areas
• Improving the environmental valuse of
product and services
• Reinforcing risk management
• Environmental contributions to society
• Reinforcing governance
Approach to creating the Stage V
program – Aiming at further progress
beyondthe Stage IV program
Page 21
• Global warming countermeasures
Medium and long-term
social trends
• Responding to global
environmental trends
Factors that impact management
include global warming, energy
and resource issues and
stronger requirements for social
responsibilty.
• From the standpoint of
complance
Environmental laws, including
laws concerning chemical
substances management and
product related regulations,
are becoming stricter around
the world.
Approach to creating the Stage V program
Taking into consideration factors that can
influence our business in the future
Fujitsu’s Commitment To Sustainability
6
Fujitsu
Fujitsu helps
its customers
Biodegradable
Zero waste
achieve a
Sustainable
plastic parts
emission
7 million ton
data centre
employed
in
achieved
by
Environmental
control
From
a local
perspective Environmental
in Australia, it is Fujitsu’s
belief
that
the organisation
has an obligation,
Committee
reduction in
opened
notebook
all 13 plants
sections established
in
all of
the communities in
which it operates,computers
to contribute to
the sustainable
growth ofCarbon
society
established
in Sydney
in Japan
at each
plant
Local Policy approach
as well as to grow itself. The Fujitsu team do not view environmental protection as a cost, but
1970
1980 corporate
1990
2000
2005
2010
rather
a long-term
value.
Ozone Layer
100%
Green Product
Fujitsu is committed
to providing environmentally
friendly
products and
services to
its customers,
Global
Green
Fujitsu
to build
Protection
ratio achieved for all
environmental another sustainable
Product
including the Committee
pursuit of sustainable activities
across
all
of
its
operations.
The
company
leverages
newly
developed
management
Program
data centre in Perth
established
products
launchedto help
technology expertise
and creative talents
promote sustainableframework
development.
established
ISO14001
Global capability
transparency of reporting
to gain the trust
of its
certification
team established
acquired by all
ethical and legal standards,
seek
to
protect
the global
Group companies
in
Japan
human rights.
Environmental
management
Fujitsu pursues sound
management and
evaluation system
stakeholders. Fujitsuimplemented
staff maintain strict
environments and respect and protect
Fujitsu’s Corporate Responsibility (CR) model comprises four dimensions.
Marketplace
Customers, Partners,
Suppliers, Shareholders,
Government
Workplace
Sustainability
People, Offices,
Fujitsu Way
Environmental
Performance
Community
Local, NGOs
Page 22
6
Fujitsu
Fujitsu’s commitments to each of the four corporate responsibility dimensions include:
Marketplace
Sustainability
Community
Workplace
•
Fujitsu will supply sustainable products and services to customers.
•
Fujitsu will share insights, thought leadership and sustainability learnings
with all stakeholders.
•
Fujitsu will foster the role of sustainability in all dealings with stakeholders.
•
Fujitsu will work with business partners and suppliers to ensure
environmentally friendly products are supplied.
•
Fujitsu will actively reduce its impact to the environment, through a
sustainability program.
•
Fujitsu will measure and report its footprint and progress towards targets.
•
Fujitsu will engage staff members and reward sustainable behaviour.
•
Fujitsu will sponsor and support appropriate local community programs.
•
Fujitsu will contribute to improving society and the environment in which
we all live
•
Fujitsu will leverage its corporate philosophy (FUJITSU WAY) to maximise
Fujitsu’s value and enhance its contributions to society
•
Fujitsu will abide by its Code of Conduct.
•
Fujitsu will improve office facilities and to reduce its impact to the
environment.
•
Fujitsu will support and reward staff members’ sustainability actions.
What Were the End Benefits? (Efficiencies, Productivity, Financial,
Cultural or Other)
Policy/Governance
In 2008, the Fujitsu Group developed a Medium-Term Environmental Vision –
‘Green Policy 2020’ – which aimed to reduce CO2 emissions by 30 million tons by 2020 through
environmental innovation.
Its aim is to support the creation of a prosperous, low-carbon society through leveraging its
technologies and know-how to inspire environmental innovation for both business and society
in collaboration with customers and partners.
The policy is embodied by the three keywords: Creation, Collaboration, and Change,
as illustrated below.
Create a prosperous,
low-carbon society
Innovation
The Creation
of advanced technologies
and business solutions.
Page 23
Collaboration with customers,
business partners, and other
key stakeholders in the
international community.
The promotion of
Change within the
Fujitsu Group itself.
6
Fujitsu
The Fujitsu Group is also a member of both ‘Climate Savers’ and ‘Green Grid’, two leading
emerging environmental initiatives directed towards achieving long-term sustainable business
practices.
In 2007, Fujitsu established a sustainable business unit in Australia which is responsible for driving
global initiatives locally and provides specialised environmental consulting services to customers.
The Director of Sustainability provides monthly reporting to the CEO and Executive team and has
a board approved GreenIT policy and strategy.
“If you really want to understand the benefits and get the most value it needs to come
from the top down. It needs to be an IT and a business strategy from the start –
a whole-of-business strategy.”
Alison O’Flynn, Head of Sustainability, Fujitsu Australia Limited
www.fujitsu.com/au
Procurement
Globally, the Fujitsu Group is helping customers establish:
1. A more sophisticated Environmental Management System (EMS) where suppliers are
encouraged to obtain higher levels of EMS accreditation to reinforce their activities for reducing
environmental burdens.
2. A Chemical substances Management System (CMS) designed to enhance the management
of chemical substances included in products in the supply chain as a whole.
The Fujitsu Group Green procurement direction is part of its comprehensive environmental
management system (EMS) and has obtained ISO 14001 certification. The organisation aims
to supply products and services with low environmental loads and that do not contain hazardous
substances.
Fujitsu has also set forth the Fujitsu Group Green procurement direction in co-operation with its
business partners, with the aim of further reducing environmental burdens in the supply chain.
The plan is to expand the list of applicable items to encompass all procurement activities. Refer
to the Fujitsu Group Sustainability Report 2008 for more details.
In order for this plan to be implemented, Fujitsu requested that all business partners build their own
environmental management systems and phase out the use of hazardous substances. Preference
is given by Fujitsu to suppliers that:
Page 24
•
Design and build products using environmental friendly processes and raw materials, thereby
contributing to reducing electricity consumption and greenhouse gas emissions.
•
Offer environmentally friendly packaging to reduce landfill waste.
•
Provide more energy-efficient / less-polluting products, again contributing to a reduction in
greenhouse emissions.
•
Minimise their energy consumption and advertise their environmental impact.
•
Offer Product Stewardship (suppliers who take back products after their end-of life) to help
reduce landfill waste.
6
Fujitsu
Disposal
In December 1998, Fujitsu became the first company in the industry to establish a recycling
system in Japan. The scheme involves the Fujitsu Group collecting waste products from industrial
users for disposal and recycling. From its initial beginnings, Fujitsu now offers a certified recycling
service and collects waste products from both industrial and individual users.
Fujitsu is a founding member of the Byteback program launched in Victoria. The Byteback program
is a free service available to all residents and small business owners in Victoria who want to
dispose of unwanted, old and unused computers in a safe and environmentally responsible way.
Fujitsu also encourages customers to take advantage a range of recycling options including:
•
Re-sale.
•
Refurbishment and re-sale.
•
Refurbishment and supply back into the customer’s project.
•
Donation for charity.
•
Safe Recycling, including the removal of data and in accordance with international standards.
Infrastructure
Globally, the Fujitsu Group has developed a super green product certification where a new version
of a product has a 25 percent or greater reduction in energy usage over the previous version –
achieved by a reduction of size, heating/cooling requirements and environmental impacts. Fujitsu’s
target is to have over 50 percent of its products ‘super green’ certified by 2010.
Fujitsu has relocated its Melbourne office to a new six star energy rated building. This offers
significant benefits from both an environmental and productivity perspective. By adopting greener
technology, the Melbourne office has been able to achieve:
•
A lower carbon footprint.
•
A reduction in water consumption.
•
A more pleasant working environment.
“It is with great pride that we officially open our new office at The Gauge. Our move into
this building is a true reflection of our commitment to innovation and sustainability.”
Mr Rod Vawdrey, Chief Executive Officer, Fujitsu Australia Limited
www.fujitsu.com/au
Energy Management
The Fujitsu Group is committed to the establishment of green data centres that operate in a stable
manner, contribute towards a better environment and make this contribution visible. As a result,
Fujitsu has created a Total Technology Framework for making this a reality, which is based on the
following principles:
1. Virtualisation.
2. Efficient energy use.
3. Optimal air conditioning.
Page 25
6
Fujitsu
4. Clean energy
5. Optimal building design.
6. Dedicated platform for the data centre.
7. Optimal energy linking between facilities.
In Australia, Fujitsu is conducting a data centre Power Usage Effectiveness (PUE) benchmarking
program to improve efficiency and reduce greenhouse gas emissions. The organisation has also
implemented desktop power settings, combined with a reporting tool that highlights savings made
to users for reinforcing cultural change.
• Power monitoring from upper level
to terminal points
• Temperature, humidity,
air flow monitoring
• Sensor network for flexible
support of new equipment
1. Visulisation
a: Pre-construction
visualisation
b: Everyday visualisation
c: Expansion visualisation
• Multi point temperature
measurement by optical fibre
• Thermal current simulation
• Analysis / evaluation of energy usage
• Analysis / evaluation of air
conditioning
Other data centre
Power
Data Centre
Nearby facility
7. Optimal energy linking
between facilities
a: Power interchange
among own centres
b: Power micro-grid with
nearby facilities
c: Data centre business near
power station (natural gas
generation etc.)
2. Efficient energy usage
a: High-efficiency transformers
b: High- efficiency UPS
c: DC power distribution
d: 200V power distribution
e: Optimal breaker allocation
f: High-efficiency lighting fixtures
g: Lighting control by
human-presence sensor
3. Optimal air conditioning
a: High-efficiency chillers
b: Free cooling (by outside air)
c: Free cooling (by assisting chiller)
d: Optimal control of computer room
air conditioning
e: Local cooling
f: Optimal balance control of
computer room air conditioning
and local cooling
g: Converting air-conditioning cooling
water pump into an inverter
h: Modularisation of underfloor cables
i: Chiller-assistance by groundwater
Page 26
4. Clean energy
a: Fuel cells
b: Photovoltaic power
generation
c: Wind turbine
d: Micro water turbine
e: Storage by sodium-sulfur
battery
5. Buildings
a: Enhanced structural design
b: Green building
c: Optimal control of facilities
(elevators, etc.)
6. Data centre dedicated
platform
a: Linking of middleware
and facilities
b: Low-heat generating chips
c: Virtualisation technology
d: IDC-dedicated racks
e: IDC-dedicated servers
6
Fujitsu
Managed Services
The Fujitsu Group is ISO 14001 certified, which flows on to a strong environmental engagement
with products, software and services. By providing its customers with environmental solutions and
products designed to save energy, Fujitsu can reduce the carbon dioxide that is produced when its
products are used by customers.
•
Energy saving product designs are achieved through the development of Super Green
certifications, resulting in eco-friendly products.
•
Customers reduce their environmental footprint through the use of Fujitsu’s environmental IT
solutions and product innovation.
For more information click here
Targets and Achievements in Reducing CO2 Emissions by Green Policy Innovation
(1,000 tons)
317
300
250
208
200
150
127
100
74
54
50
50
4
0
FY 2007
(target)
Reduction from providing solutions
68
6
FY 2007
(achieved)
115
12
FY 2008
(target)
185
23
FY 2009
(target)
280
37
FY 2010
(target)
Cumulative
Total
0
200
400
600
Reduction of at least 7m tonnes over 4 years.
700
800
(1,000 tons)
Green Policy Innovation
Reducing Customers’ Environmental Load by IT
Offering to Customer
Fujitsu GreenIT
Reductions in
Environmental Load by IT
Green Policy Solutions
Software / Services 12
(outsourcing, consulting)
Reductions in
Environmental Load by IT
Green Policy Production
Platforms, Networks, Software,
Ubiquitous Networking Productions,
Electronic Devices, Semiconductors.
Environmental
know-how from
in-house expertise
Business Area
(R&D, Design, Manufacturing, Procurement,
Logistics and Recycling)
http://www.fujitsu.com/global/about/environment/communication/report/2008/feature/gpi.html
Page 27
Reduction from providing IT infrastructure
6
Fujitsu
Transformation through Efficiency Gains and Business
Process Re-engineering
The Fujitsu Group has undertaken a number of transformational initiatives that have collectively
resulted in both direct efficiency gains and the re-engineering of business processes.
At a high level, facilities have measured a 10 percent reduction in power consumption, the use
of Video Conferencing has resulted in 10 percent less travel and Accounts Payable processing
enhancements have achieved a paper reduction of 15 percent.
In Australia, Fujitsu has implemented:
•
Managed print services in all offices across Australia, reducing paper consumption by over
1 million sheets in 12 months.
•
Limited the number of multi-device devices per floor, requiring a cultural change for the
Executive team.
•
Video conference facilities to communicate with Japan Head Office.
•
Video conference from desktops to facilitated virtual live meetings.
Energy Consumption CO2 Emissions (Japan only and Group Total) and Trends in
CO2 Emissions per Unit Sales (Group Total)
(1,000 tons)
360
(tons/1,00 million yen)
30
36.4
Target: A reduction of 28% relative to
fiscal 1990 per unit for the whole group
300
20
19.2
20.1
Reference value
240
16
13.9
14.6
11.5
180
11.5
12
11.0
Target: Domestic
8 (Japanese) emission
under FY 1990 levels
0
114.7
134.5
97.1
114.9
93.6
111.0
109.7
128.1
112.6
128.7
136.7
153.8
135.4
159.0
136.6
161.1
103.5
60
108.3
120
4
0
FY 2010
(target)
CO2 conversion coefficient for purchased electric power: Our results for fiscal 2002 and later are calculated as
0.407 tonnes CO2 per MWh, (we expect the coefficient to be 0.34 tonnes CO2 per MWh in 2010).
FY 1990 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007
Actual sales: Consolidated sales compensated by the Bank of Japan's corporate goods price index (electrical equipment).
Per unit value = CO2 emissions / actual sales.
CO2 emissions (group total)
CO2 emissions (Japan only)
http://www.fujitsu.com/global/about/environment/factories/gwarming/
Page 28
Per unit actual sales (group total)
6
Fujitsu
Application to Other Businesses (can the same principles can be applied
to an SME)?
The Fujitsu Group has a strong heritage associated with environmental sustainability that is at
the core of its philosophy. The organisation recognises that environmental protection is a vitally
important business issue.
By utilising Fujitsu’s technological expertise in the IT industry and creative talents, Fujitsu
contributes to the promotion of sustainable development. In addition, while observing all
environmental regulations in its business operations, the Fujitsu team actively pursues
environmental protection activities.
Those principles followed by Fujitsu that can be applied to SMEs are:
•
Reduce the environmental impact throughout the product lifecycle.
•
Conserve resources to create best-of-breed eco-friendly products.
•
Reduce risks caused by the use of harmful chemical substances.
•
Help customers improve environmental efficiency.
•
Disclose environment-related results and critique for continuous improvement.
•
Encourage employees to keep in mind the impact of their business activities.
Fujitsu also provides professional consulting services to customers to share the knowledge
and expertise it has acquired including:
Page 29
•
Providing strategic services at the business layer.
•
Providing tools for calculating carbon footprints/benefits at the application layer.
•
Providing a GreenIT portfolio at the infrastructure layer (unified communications,
virtualisation, datacentre optimisation, energy management and print management).
7
Intel
Case Study: Intel – Sustainable Program Office
Synopsis
At Intel, what began as a grass roots initiative when executives asked the question, ‘What is
sustainable IT?’, has become a formalised IT Sustainability Program Office.
Intel’s key aims are to deliver initiatives that focus on strategy development and education,
development and delivery of sustainable metrics, drive the sustainable IT project and innovation
portfolio, support external events and align eco-technology and corporate affairs.
The key enablers that develop a cohesive, integrated strategy and a sense of urgency are:
•
Cultural change, through building a sustainability mindset.
•
The development of a sustainability framework for maintaining focus on critical activities.
As a result, Intel has identified the key initiatives that will provide the highest impact in terms of
sustainability benefits, cost considerations and potential results.
These include a reduction in energy consumption and increased efficiency of the data centre
(technology innovation); incorporating new products and technologies into the office environment
to increase productivity and reduce energy consumption (business innovation); and the sharing of
experiences with others in order to collaborate and improve results beyond the enterprise.
Establishing an IT Sustainability Program Office provided Intel with the governance structure
required to manage and measure efforts across the entire enterprise. It also provided the
framework required for Intel to integrate sustainability principles into all the key decision-making
processes that created awareness and a sense of urgency within the organisation.
The same principles are just as applicable to SMEs, though they may not be as formally
implemented due to the overheads required.
SMEs still need to balance proposed initiatives with pragmatism and corporate goals to ensure that
the investment in ‘green’ technologies results in increased efficiency and lower costs.
Featured Organisations
Intel, the world leader in silicon innovation, develops technologies, products and initiatives to
continually advance how people work and live. Intel® Software provides technologies, products
and services to developers that need to create innovative products and industry-leading software
solutions on Intel platforms.
The Problem to be Addressed
The environmental impact of conducting business, especially in the area of IT, continues to
receive increased attention on all fronts – from customers and employees to regulators and local
communities. In many corporations, environmental considerations have become explicit criteria for
making decisions right alongside those criteria associated with financial considerations. Applying
an environmental lens to strategic decision making is becoming more commonplace, whereby
focusing on the ‘win-win’ benefits is now balanced with what might once have been seen as a
competing interests, ie being environmentally friendly.
Page 30
7
Intel
Despite the fact that many corporations want to be proactive and reduce their impact on the
environment, determining the best approach can be challenging. To date, there are few commonly
accepted or clearly defined methodologies for making long-term strategic decisions regarding
sustainability. As all corporations have financial targets to achieve and shareholders to satisfy,
any proposed initiative must be balanced with pragmatism and corporate goals.
Intel’s Climate Change Timeline
• 2008 Intel sets a new 2012 climate change and energy conservation goals to drive continuous
improvement.
• 2008 Intel becomes the largest corporate purchaser of green power in the U.S. under the U.S.
EPA Green Power Partner Program.
• 2007 Intel joins the Chicago Climate Exchange, the only CO2 emissions trading market in
the U.S.
• 2007 Intel co-founds the Climate Savers Computing Initiative.
• 2006 Intel joins the U.S. EPA Climate Leaders Program and commits to reduce global-warming
gases 30 percent from 2004 baseline by 2010.
• 2005 CO2 emissions now regulated at Intel’s Ireland site – Intel begins participating in EU
trading program.
• 2003 Intel energy conservation goal established: target average 4 percent per year normalised
• 1998 Industry-wide goal set to reduce PFC emissions 10 percent below 1995 baseline by 2010.
• 1996 Intel leads industry agreement on PFC reduction, the first voluntary agreement to reduce
global-warming gases.
• 1994 Intel begins public voluntary environmental reporting.
The Proposed Solution
Intel IT has long practiced what is now termed sustainability, by investing in and implementing
technologies that could result in increased efficiency and lower costs. Early implementation
strategies have matured into the sustainability programs that are used today to manage and
measure efforts on a holistic basis across the entire enterprise, thereby integrating sound
practices, efficient technologies and improved metrics.
Early Initiatives
Intel’s sustainability initiatives began over a decade ago. Recognising the importance of simply
getting started, Intel created its own programs by establishing baselines and metrics for success.
Each initiative offered direct benefits to the bottom line, whilst lowering Intel’s environmental impact.
Establishing the IT Sustainability Program Office
What began as a grass roots initiative when executives asked the question, “What is sustainable IT?”
has now become a formalised IT Sustainability Program Office initiative with the following aims:
Page 31
•
Strategy development and education. Develop an IT sustainability strategy and roadmap
to educate and provide leadership to the organisations on the principles and importance of
sustainable business practices.
•
Develop and deliver sustainability metrics. Apply appropriate metrics and communicate
sustainability performance while accommodating regional needs.
•
Drive the IT project and innovation portfolio. Define and drive an IT sustainability project and
innovation portfolio, which includes ‘enabling Intel sustainability’ projects.
7
Intel
•
Support external events. Deliver or enable external communications to customers, industry
forums and media.
•
Platform design team value opportunity input. Share IT key results, ideas and needs relating to
sustainability and value-add opportunities with platform design teams.
•
Align Eco-Technology and corporate affairs. Drive and influence the partnership between
Eco-Technology, Intel Corporate Affairs and IT.
Intel’s Eco-Technology Platform
Intel strives to serve as an environmental role model through its operations, policies and industry
collaboration. Intel’s Eco-Technology platform encompasses both how products are produced
in a sustainable way and what these products deliver, thereby ever-improving energy-efficient
performance and contributions to environmental solutions.
As part of overall Intel strategy, various organisations participate in Eco-Technology initiatives and
Tracking
Decision Making
Redesign
collectively,
this
organisational framework,
Intel IT specifically
• Uses metricswe are all part of the solution.
• UseWithin
a portfolio
aaproach
• Workplaces
has
two
roles:
• Align
incentives
• Get buy-in and ownership
• Value chain
•
•
• Set stretch goals using
‘what
if’ analysis
An active,
contributing
• Communicate results
• Maintain management
structure
role in reducing
Intel’s environmental impact.
• Processes
• Products
An innovative, enabling role by providing the information systems to manage and improve Intel’s
environmental performance.
Building a Sustainability Mindset
Increasing IT influence
Intel’s goal was to develop a cohesive, integrated strategy that created awareness along with a
sense of urgency within its organisation and1across Intel. Intel management knew they would need
to influence corporate culture, including decision making processes and employee involvement in
2
order to be more sustainability-focused
and adapt to1 new
and methodologies. The steps
Data thinking
Center Power
taken are shown below.
2 IT Employment Air Travel
7
3
Tracking
• Uses metrics
4
• Align incentives
• Set stretch goals using
‘what if’ analysis
• Communicate results
3 IT Office Power
Decision Making
Redesign
4 Client Printing Embodied Energy
• Workplaces
5• Use a portfolio aaproach
Intel-wide Employee Air Travel • Value chain
• Get buy-in and5ownership
• Maintain management
• Processes
6 Intel-wide IT Office Power
structure
• Products
7 Client Device Power
6
8
8 Client Device Embodied Energy
Increasing impact
Establishing a Sustainability
Framework
Increasing IT influence
Intel established a sustainability framework as a mechanism for organising sustainability
programs and projects and making sure the focus remained on critical activities. The framework
guides projects that have an impact on energy efficiency with regard to data centres, office and
1
productivity, business capabilities and IT for buildings.
Consume fewer
resources
• Energy
• Water
• Supplies
• Transport
• Buildings
• Software and
hardware
Page 32
2
Sustainability Programs
7
3
Data Centre
4
8
Office &
Productivity
1 Data Center Power
2 IT Employment Air Travel
Business
3 IT Office Power IT for
Capabilities
Buildings
4 Client Printing Embodied Energy
5 sourcing, reduced consumption and
Responsible
5 Intel-wide Employee Air Travel
responsible reuse, recycle and disposition
6 Intel-wide IT Office Power
Emit less waste
• Electronic waste
(eWaste)
• Waste water
• Carbon
• Office waste
7 Client Device Power
6
Critical Activities
Compliance: Help ensure data and information meet global regulations and standards
8 Client Device Embodied Energy
Technology and innovation: Use new technologies to improve Intel® platforms
and increase sustainability
Increasingand
impact
Education, communication
decision making: Develop IT sustainability principles
Industry influence: Share best-known methods
Measurements: Establish baselines, metrics and goals for resource management and waste reduction
7
Intel
What were
the End Benefits? (Efficiencies,
Productivity, Financial,
Tracking
Decision Making
Redesign
Cultural• Uses
or Other)
metrics
• Use a portfolio aaproach
• Workplaces
• Align incentives
• Get buy-in and ownership
• Value chain
• Set stretch
goals using opportunities across
• Maintain
management that would provide
• Processes
Intel identified
and evaluated
the organisation
the highest
‘what if’ analysis
structure
• Products
impact in terms of:
• Communicate results
•
Sustainability benefits.
•
Cost considerations.
•
Potential results.
Increasing IT influence
1
2
1 Data Center Power
2 IT Employment Air Travel
7
3
3 IT Office Power
4 Client Printing Embodied Energy
5
4
8
5 Intel-wide Employee Air Travel
6 Intel-wide IT Office Power
6
7 Client Device Power
8 Client Device Embodied Energy
Increasing impact
High Impact: Data Centres
Like many companies, Intel focused first on its data centre environment in order to reduce energy
consumption and increase efficiency. As more than half of IT’s direct energy use is related to these
facilities, reducing power consumption in all of Intel’s data centres is a key goal. Intel refreshes
its servers on a four-year
cycle to deliver new, more powerful and more energy efficient systems.
Sustainability Programs
Older, obsolete units are then reused, recycled, or judiciously disposed of.
Data Centre
Office &
Business
IT for
Productivity
Capabilities
Buildings
Several pilot projects are underway to enhance
data centre
power usage effectiveness
(PUE)
Consume fewer
Emit less waste
performance.
Those
projects
that
are
focused
on
heating,
ventilating
and
air
conditioning
(HVAC)
Responsible sourcing, reduced consumption and
resources
• Electronic waste
reuse, recycle and disposition
• Energy
(eWaste)
have already
returned outstanding results. responsible
Application
virtualisation and application
• Water
• Waste water
end-of-life• Supplies
(EOL) efforts have enabled the organisation to better utilise the assets in its immediate
• Carbon
Critical Activities
• Transport
• Office waste
environment
and reduceCompliance:
the needHelp
forensure
purchases.
data and information meet global regulations and standards
• Buildings
• Software and
hardware
Technology and innovation: Use new technologies to improve Intel® platforms
and increase sustainability
Education, communication and decision making: Develop IT sustainability principles
Industry influence: Share best-known methods
Measurements:
baselines,
metrics and in
goals
for resource
management
and waste
reduction
mobility
andEstablish
refreshing
equipment
Intel’s
office
computing
environment,
High Impact: Productivity
Emphasis was given to
which has increased overall productivity and decreased energy use by incorporating new products
and technologies. Reducing the accumulation of personal printers, fax machines and copiers;
incorporating double-sided printing; and using digital distribution methods have significantly
lowered operating costs and reduced energy consumption. Additionally, implementing virtual
conference capabilities and increasing the use of collaboration tools has helped to ‘bring the world
closer’, thereby improving communications and reducing the need for local and international travel.
Community Collaboration
Intel IT is also active with its efforts to collaborate and improve results beyond the enterprise. Intel
shares its data centre experience directly and Intel IT engagements also provide the opportunity
to work with established communities – both onsite and online – in order to exchange techniques
and strategies.
Page 33
7
Intel
Application to Other Businesses (can the same principles can be applied
to an SME)?
This is a great example that illustrates just how much can be achieved by an organisation when it
becomes an ‘early adopter’ and establishes a leadership position. Establishing an IT Sustainability
Program Office provided Intel with the governance structure to manage and measure efforts
on a holistic basis across the entire enterprise, thereby integrating sound practices, efficient
technologies and improved metrics. It also provided the framework for Intel to integrate
sustainability principles into all key decision-making processes that in turn created awareness and
a sense of urgency within the organisation.
The same principles, frameworks and approaches adopted by Intel are just as applicable to SMEs,
though they may not be as formally implemented due to the overheads required. SMEs will still
need to balance proposed initiatives with pragmatism and corporate goals to ensure that any
‘green’ technologies in which they invest will result in increased efficiency and lower costs.
Building a Long-term Strategy for IT Sustainability
“Intel IT is engaged in developing a broad, ongoing sustainability strategy to help Intel
consume fewer resources and emit less waste. In analysing the business case for IT
sustainability, we identified the bottom-line benefits and defined the metrics that enabled
us to effectively reduce our environmental footprint. Successful sustainability initiatives are
now being incorporated beyond the IT organisation and we will continue to take a structured
approach to identifying solutions and instilling long-term sustainability.”
Sally Wellsandt, Sustainability Program Manager, Intel Corporation, April 2009
Steven Snyder, Intel Program Manager, Intel Corporation, April 2009
www.intel.com/au
Page 34
8
Telstra
Case Study: Telstra – Cost Benefit Analysis Calculators
(Business Innovation)
Synopsis
In building a roadmap, it is important for an organisation to carefully consider the current situation,
the future goals of the organisation and assess what the best opportunities are based on the cost
of change to achieve the desired outcomes.
As a part of this process, the cost justification can sometimes be difficult to develop, making it
difficult for an effective financial decision to be made due to the lack of confidence and uncertainty
in the calculations.
A white paper entitled ‘Using ICT to drive your sustainability strategy’ was developed by Telstra to
illustrate new Return on Investment (RoI) tools that can be used by organisations to help them in
determining the feasibility of the following four proven ICT technologies:
•
Video Conferencing.
•
Teleworking.
•
Web Contact Centres.
•
Fleet and Field Force Management.
The RoI calculator highlights how these four proven ICT technologies can deliver cost savings to
organisations, significant environmental benefits and work-life balance benefits to employees. This
includes an estimation (based on certain assumptions) of greenhouse gas emission reductions and
employee productivity outcomes by assessing the anticipated financial costs and savings to the
company by adopting each alternative.
Featured Organisations
Telstra is the only communications company in Australia that can provide customers with a truly
integrated telecommunications experience across fixed line, mobiles, broadband (BigPond®),
information, transaction and search (Sensis®) and pay TV (FOXTEL).
The Problem to be Addressed
In building a roadmap, it is important for an organisation to carefully consider the current situation,
the future goals of the organisation and assess what the best opportunities are based on the cost
of change to achieve the desired outcomes.
As a part of this process, the cost justification can sometimes be difficult to develop, making it
difficult for an effective financial decision to be made due to the lack of confidence and uncertainty
in the calculations.
Page 35
8
Telstra
The Proposed Solution
A white paper entitled ‘Using ICT to drive your sustainability strategy’ was developed by Telstra
and WWF to illustrate new Return on Investment (RoI) tools which can be used by organisations to
assist them in determining the feasibility of the following four proven ICT technologies:
•
Video Conferencing.
•
Teleworking.
•
Web Contact Centres.
•
Fleet and Feld Force Management.
The RoI calculator highlights how these four proven ICT technologies can deliver cost savings to
organisations, realise significant en vironmental benefits and deliver work-life balance benefits to
employees. This includes an estimation of greenhouse gas emission reductions and employee
productivity outcomes by assessing the financial costs and savings to the company for each
alternative. For example:
•
Video Conferencing. A large company that spends approximately one million dollars in
interstate travel a year could save 200 tonnes of CO2 annually by implementing a high-definition
video conferencing service. This service could be paid off as a result of reduced travel
expenditure in approximately seven months. In addition, an individual would save travel time
which would improve their work-life balance and increase workplace productivity.
•
Teleworking. An organisation with 1800 employees could reduce net greenhouse gas
emissions by approximately 500 tonnes of CO2 a year by encouraging 200 staff to work
remotely from home for three days a week (this includes the CO2 emissions associated with
an employee working from a home office).
•
Web Contact Centres. A contact centre with 150 employees could avoid approximately 130
tonnes of CO2 a year by providing 50 employees with access to an online contact centre system
from home for three days a week. The ICT investment could be paid off through productivity
improvements in around 11 months.
•
Fleet and Field Force Management. An organisation with a field workforce of 500
employees could avoid approximately 600 tonnes of CO2 annually by adopting a mobile
field force management application on a wireless device. The investment could be paid
off through reduced energy expenditure in around six months, providing annual savings
of about 10 percent.
What were the End Benefits? (Efficiencies, Productivity, Financial,
Cultural or Other)
Telstra has already implemented the use of these tools and has successfully achieved sustainable
growth through the investment in ICT driven productivity. This is what has been undertaken
achieved, according to Telstra:
1. Video Conferencing. Telstra invited 100 of its marketing team to a virtual-offsite conference
utilising hi-definition (HD) video conferencing. In doing so, the company avoided 54,000
kilometres, or 214 hours of travel and 23 tonnes of CO2 emissions, whilst saving $20,000 in
travel costs. Telstra’s Enterprise & Government team has rolled out a large fleet of HD video
conferencing units, which has allowed them to reduce business travel by 30-40 percent in the
last financial year.
Page 36
8
Telstra
2. Teleworking. If 1,000 Telstra employees work one day a week from home, 850 tonnes of
annual CO2 emissions is saved, which is the equivalent of 165 cars off the road. In addition,
each employee would save $400 a year in after tax money by avoiding 74 hours of commuting
costs. To encourage the uptake of Teleworking, Telstra has been running ‘Green Days’ each
month to encourage its staff to participate in the initiative.
3. Web Contact Centres – The Telstra Area General Manager for Western NSW travels regularly
between the three Telstra offices – Dubbo, Orange and Bathurst. Prior to Webex and room
based conferencing, he was travelling 4-5 days per week, which equated to 70,000 kilometres
and 19.8 tonnes of CO2 emissions each year. Due to the deployment of web contact centres,
his travel time has been cut by 60 percent – a reduction of 40,000 kilometres and 660 travelling
hours. As a result, fuel usage and carbon emissions have also been drastically reduced
4. Fleet and Field Force Management. Telstra has the largest automotive fleet of its kind in
Australia and each year covers 160 million kilometres, manages 7,200 field units and completes
25,000 daily installation and repair tasks. In 2005, Telstra installed GPS systems which linked
to a job dispatching system. This improved route efficiency and realised an 8 percent fuel
saving due to jobs being allocated to the closest technician and a reduction of on-road time and
overall wear-and-tear on fleet vehicles.
Application to Other Businesses (can the same principles can be applied
to an SME)?
For the typical SME considering the implementation of GreenIT solutions, exploring the feasibility
of each of the RoI tools highlighted above is a worthwhile exercise in order to identify how suitable
the tools are for their particular organisation. Some solutions may provide better RoI than others
due to the nature of your particular business model, with each option needing to be considered
individually on its merits. In addition, it is also important to note that no technology can take away
the need for the human element. Even in Telstra’s case, the implementation of these each of
these technologies was not 100 percent. Instead, each of the technologies were used to abate the
emissions associated with low value activities. High value activities associated with key decision
making activities were conducted using more traditional methods.
“Sustainability practices are now a critical business issue being driven by a variety of
factors including government regulation, corporate social responsibility and increasing
economic pressures”.
“Through the new Return on Investment (RoI) tools, organisations can estimate the
commercial and environmental savings from investing in four specific ICT solutions.
They estimate greenhouse gas emission reductions and employee productivity outcomes
by assessing the financial costs and savings to the company for each alternative.”
Hugh Saddington, General Manager Marketing Strategy and Analytics, Telstra Enterprise
and Government
www.telstra.com
Page 37
9
PCA
People
Case Study: PCA People – Green Business Certification
Program (Business and Technology Innovation)
Synopsis
PCA People utilised GreenBizCheck’s (http://www.greenbizcheck.com/) certification program to
quickly identify the most suitable initiatives it could adopt in order to save money and help the
environment. By focusing on quick wins and short-terms initiatives, the initial certification program
was completed within eight months.
The main areas covered through GreenBizCheck’s certification checklist include energy
conservation; water consumption reduction; waste reduction; transportation and travel; purchasing;
supply chain sustainability and carbon calculation as well as subsequent carbon offset purchase.
Recently, a new product, GreenITCheck, which has a specific focus on an organisation’s ICT
footprint, was added to the certification checklist.
GreenBizCheck’s practical program helped PCA People quickly implement environmentally
responsible business practices. Over an eight month period, PCA People adopted
a number of initiatives that provided the following benefits:
•
Money was saved as a result of the reduction of energy and water usage minimisation.
•
Attracted like-minded eco-savvy customers.
•
Attracted and retained staff through the organisation’s commitment to the environment.
•
Delivered a tax-deductibility for the certification process.
The certification process is suitable for a wide range of businesses but is mainly focused on
assisting SMEs to get a better understanding on what their current environmental footprint is and
how this then rates against a number or predetermined criteria. It is relevant to any organisation,
both large or small, because it enables you to conduct an assessment on your organisation’s
‘footprint’ using the comprehensive GreenBizCheck checklist.
An organisation is rated on the completion of this checklist and is provided with a certification
level based on this rating. There are three distinct levels of certification: Gold, Silver and Bronze.
Once you have received the online report you can begin to improve your score by implementing
recommended measures. In other words, you can continuously improve your score and your
certification level by committing to certain undertakings which are weighted according to the
relative environmental impacts of the underlying action. Importantly, the report also provides
practical, local suggestions on what you can do to improve your score and certification level. This
advice is very useful for SMEs and busy professionals who are time poor. Larger organisations will
find the initial checklist and scoring system useful for building a business case for a more detailed
assessment or specialised focus.
Page 38
9
PCA
People
Featured Organisations
PCA People specialises in professional recruitment in Canberra and the wider ACT region. The
organisation has been operating in Canberra for 25 years and is proud of the long and successful
relationships that have been developed with a wide range of government and private clients who
use the company’s services. It is the goal of PCA People to provide clients and candidates with
personal, efficient, relevant and professional recruitment and human resourceServices.
GreenBizCheck provides a fast, affordable, world-leading green business certification program
scrutinised by universities, environmental agencies, governments and major corporations that is
designed to maximise an organisation’s green credentials – with a 100 percent money back guarantee.
The Problem to be Addressed
The management of PCA People felt that climate change was one of their most urgent issues and
were looking for a way to show customers and staff that they were concerned with climate change
and that they were making a real and positive contribution to the environment. Understanding that
office buildings produce more carbon dioxide than cars, the PCA People team wanted to know
what they could d...
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