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Incorporating Sustainability into
Environmental Management Systems
Presented by Perry Weinberg and John KinsellaAPTA Sustainability and Public Transportation Workshop
Sustainable Operations – What You Can Do
August 3, 2009
Sound Transit’s EMS
• 2004 - FTA training
• 2006 - establishment of EMS
• 2007 - Sustainability Initiative;
integration of sustainability
and EMS to create ESMS
• 2008 - 1 of 6 U.S. transit
agencies to earn ISO 14001
certification
• Sound Transit Resolution No. R2007-12
Incorporate sustainability throughout the agency
Establish targets and report progress
• Executive Order No. 1
Directs staff on implementation
Establishes objectives
Sustainability Initiative
Vehicles, Fuels & Emissions
ESMS Objectives
Ecosystem Protection
Sustainable Design
& Building
Education & Awareness
Energy & Water
Conservation
Recycling & Waste Prevention
Green Procurement
Environmental Management & Sustainability
1. Plan
2. Do3. Check
4. Act
• Internationally
certified program
• Set targets, track
progress
• Sustainability =
Vision + Execution
ESMS Targets
• Targets address
operations and
maintenance
• Starts with design
Focus on Alternative Energy
• 2009 target:
– Explore feasibility of
using solar power at
Tukwila Commuter Rail
Station
• Alternative energy
survey
• TriMet: solar and wind pilot project at downtown station
• Grand Rapids Transit: Rapid Central Station wind turbines retrofit
• Pierce Transit: solar bus stops, solar trash compactor, wind
• Greater Cleveland RTA: solar roof to power hydrogen fueling station
• BART: Richard Yard solar roof
• New York MTA: offshore wind farming, wind and solar, tidal power
• Champaign-Urbana: solar and geothermal
• Saco Maine: operation of wind turbine & geothermal
Alternative Energy Survey Highlights
Conclusion
Contact:
Perry Weinberg
Sound Transit
(206) 689-4931
Delivering sustainable solutions in a more competitive world 10
Alternative Energy Benchmarking Survey
Goal: Evaluate how alternative energy is being used by transit agencies.
Excluded use of biofuels
Focused on transit but included non-transit as applicable
Internet search indentified 15 organizations
20 questions that ranged from general to project specific feasibility, planning, design and implementation
Delivering sustainable solutions in a more competitive world 11
Survey Results
Majority of projects are using solar. However, some projects were “out there”
passenger body heat channeled to building heating system (Sweden)
passenger walking to generate electricity to power ticket booths and displays (Japan)
Project Drivers
cost savings
reduce carbon emissions
comply with regulations
be competitive to attract business (tenants)
Project financing
agency capital funds
rebates
government grants
R&D budgets
private equity
Return on investment was 7 to 10 years; significant operational cost savings projected
Projects have resulted in planned additional actions
Delivering sustainable solutions in a more competitive world 12
The Survey Raised Core Questions
What does sustainability mean for Sound Transit?
How can we use sustainability to create business value (and not lose sight of this during these difficult business conditions)?
Do we have a handle on specific opportunities, the business value they could deliver and, therefore what to prioritize and why?
How do we integrate sustainability into our core business culture and decision-making processes?
Raised the need for a Sustainability Business Strategy…….
Delivering sustainable solutions in a more competitive world 13
Development Implementation
How, When, By Who,
and with What
Resources?
Business lifecycle
Competitor
analysis and
sector trends
Risk analysis
Stakeholder
analysis
Business strategy
Sustainability
performance
baseline
Sustainability and
business
management
framework
Specific ideas and
opportunities for
creating business
value
Ambition level
Vision
Goals and
objectives
Prioritized
programs and
projects
The SBS Methodology
DiscoveryExploration
& Mapping
Strategy &
Program
Prioritization
Detailed
Implementation
Programs
Framework Programs
Performance Programs
Delivering sustainable solutions in a more competitive world 14
Train sourcing and procurement on
LCM, develop tailored LCA tool,
identify and work with strategic
supply partners
Reduction of poly bags for product
packaging:
elimination of more than 606,000
pounds of landfill waste, 793,500
gallons of water, 167,000 pounds of
CO2 emissions AND
$ 940,000
PROGRAM
PROJECTS
IMPACT
Example: Retailer Finds Cost Savings and Enhances Brand
Reduce, Reuse, Recycle
Delivering sustainable solutions in a more competitive world 15
Sustainability index sector leader
Preferential selection of client stock by global fund managers
Preferential access to new exploration permits and acquisitions in developing countries
Continued to improve safety performance and maintain strong reputation
Reduced SD „incidents‟, fines, claims
Industry-wide reputation for very fast and successful (generating measurable business
value-added) integration of acquisitions including SD management and performance
Example: Global Mining Company Creates Business Value
Delivering sustainable solutions in a more competitive world 16
Key Attributes of a Sustainability Business Strategy
Engages senior management: connects sustainability with their business
Breaks down barriers between departments
Clear picture of what competitors are doing now and in 3 years
Identifies and PRIORITIZES projects and opportunities
Identifies low-hanging fruit i.e. cost savings
Draws out all the good ideas from frontline managers and employees
Creates momentum
Most solutions can be integrated with existing business programmes
Helps avoid unintentional “greenwashing”
Delivering sustainable solutions in a more competitive world 17
Discussion
John Kinsella
Environmental Resources Management
915 118th Avenue S.E., Suite 130
Bellevue, WA 98005
T: +1 425 462 8591
M: +1 425 647 6519
F: +1 425 455 3573
www.erm.com
