innovating for sustainability webinar

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Post on 13-May-2015



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Is your company an Optimizer, Transformer or Systems Builder? New research from NBS reveals companies fall into three stages of innovation. Richard Adams, PhD of the University of Exeter explains the three stages and shares innovative ways to foster sustainability in your organization. Also discover how Tim Hortons turned used coffee cups into drink take-out trays ---- spurring green innovation in their company.


  • 1.Innovating forSustainabilityHost: Anthea RoweManager, Content Development, NBSPresenter: Dr. Richard AdamsUniversity of Exeter

2. Our Mission: Change Business Practice byBridging the Gap between Industry and AcademiaResearchersResearchers ManagersManagersNBSNBS Network of 3,500 subscribers World-class academic thinkers Global cross-sector sustainability business leaders Produce rigorous, academic, executive-friendly toolsand resources on critical sustainability topicsAnthea Rowe 3. Business Leaders17 Leadership Companies13 Small/Med Companies12 Industry Associations(30,000 businesses)1,800 Individual SubscribersNBS Leadership Council 4. Innovating forSustainabilityDr. Richard AdamsUniversity of ExeterMay 8, 2013 5. Research QuestionWhat innovation activities do firms engage into become sustainable?Research team: Richard Adams, Sally Jeanrenaud, John Bessant,, HannahMetcalfe, University of Exeter and David Denyer, Cranfield University Schoolof ManagementAdvisors: Stuart Hart (Cornell University), Dan Burt (Suncor), ScottMacDougall (Suncor), Wendy Perkins (RIM), Matt McCulloch (PembinaInstitute), Luc Robitaille (Holcim) and Georgina Wainwright-Kemdirim(Industry Canada).Read the Report: 6. Sustainability-Oriented Innovation (SOI) SOI Defined Deliberate changes To products, processes, services,organizations or wider systems Delivers environmental and social as well aseconomic value.Read the Report: 7. The Business Case for SOI Compliance Bottom line impact First mover advantage Stakeholder pressure Social legitimacy/Licence to operate Doing the right thingRead the Report: 8. Sustainability-Oriented Innovation (SOI)Sustainability is becoming an integral part of the businessstrategybecause, quite frankly, its good for business.Conserving resourcesproduces cost savings today whilealso helping to make sure the communities in which weoperate are strong and successful markets well into thefutureSanjeev ChadhaPresident, PepsiCo Middle East & Africa 9. Dimensions of SOIOperationalOptimizationOrganizationalTransformationSystemsBuilding 10. Model of SOI Operational Optimization 11. SOI for Eco-EfficiencyCompliance: e.g. reduction and minimisation of pollutionRead the Report: 12. SOI Design for sustainability Are components derived from scarce resources? What is the content of recycled material? What levels of waste or pollution are generated in production? Could the production process use less energy or water? At end of life, can product components be recycled, re-used,disassembled? Is packaging and distribution optimised for sustainability? Do suppliers subscribe to your sustainability principles Is the workforce assured a safe and healthy workenvironment? Are workers in the supply chain equally assured? 13. One Result of Asking Sustainability Questions 150 million lbs of packaging waste from Food andConsumer Products lines (2005-2010) The Packaging Eco-CalculatorRead the Report: 14. Another Result of Asking Sustainability Questions Xeroxs cartridge-free ink 90% less printing waste Recycled and recyclable packaging No metal toner cartridges, no plastic casings, no fusingsubsystem, no messy toner particulates 15. Model of SOI Organizational Transformation 16. Using Tools to Routinise and Embed SOIUse of tools raises a set of questions Which tool? What to target? Where to apply damaging,singly, whole, new? Integrate into existing processes 17. Inspiration from New Sources for Radical SOIhttp://biomimicry.netwww.thenaturalstep.comwww.cfm-online.comBiomimicryBackcastingPeripheral vision 18. Sustainable Supply Chain Management,Networks and Collaborationshttp://sclinsights.comExtending beyond the boundaries of the firm 19. Industrial Symbiosis the Kalundborg ExampleInteractions and alliances between industry and 20. National Industrial Symbiosis Programme To enable companies to identify their wastestreams and redirect as a resource for otherorganisations After two years: New markets worth 99m Industry cost savings 71m 1.8m tonnes landfill saved 2m tonnes CO2 avoided 5.4m tonnes raw material and 2.5m tonnes watersaved 1,200 jobs secured 21. Model of SOI Systems Building 22. Reframing the Business for Sustainability 23. Servitization 24. Novel Innovation Platforms Cradle-to-cradle innovation; closed loopproduction; circular economy principles; netpositive contributor Cradle-to-cradle principles Signal intentions and commit to the new paradigm Strive for good growth rather than just economicgrowth Innovate more: dont optimise, aim to perfect Prepare to learn: be adaptable and flexible to permitnew ways to grow Exert intergenerational responsibilityMcDonough, W. & Braungart, M. (2002). Cradle to cradle: remaking theway we make things. London: North Point Press. 25. SOI and the Bottom of the Pyramidwww.gereports.comwww.tatanano.comDelivering products and services to the under-servedpopulations of less-developed economies through:Frugal innovationResource constrained innovationJugaad innovationReverse innovation 26. The Practices of SOIOperational Optimization OrganizationalTransformationSystems BuildingProductinnovationEfficiencies....Dematerialisation.Renewables....Recyclables.New platforms.ServitisationInnovationprocessExisting innovation processesUse tools like LCA to understand and reduce product impactsExperiment with new innovation platforms (EMS, biomimicry, frugal/reverse innovation, industrialsymbiosis)Cradle-to-cradle and Closed-loopInstitutionalinnovationWork with regulators for product/process innovation.SOI at core of organisationalvision....Broaden networks to include NGOs, IAs, lobby groups etc.What will changeEmissionsProcesses...ProductProduct lifecycleSupply chain...Servitisation... Businessmodels.Wider systemsInvolving whomProduction line....R&D.Cross-functional.TMT.Immediate stakeholdersCustomers.Wider socio-technical- Institutional- Community- Environmental- EcosystemsExtent ofambitionEasy wins....ExperimentationRadical solutionsOpportunityidentificationRegulations..Efficiencies..Competitive advantage..Lifecycle analysis..Knowledge networks..Biomimicry..Bricoleurs..BoPTargets andguidelinesSet efficiency targets and policies (reduce waste/energy use by 20%)..Set audacious goals:zero waste, net positive energy..Change systems behaviourCollaborations Instil SOI internallyExtend into organisational ecosystem.Forge systemic partnerships 27. Using the Model Common practices and leadingpractices Baseline measure What have we got, what are we currentlydoing? Audit existing practice Benchmark against other firms Identifying opportunities For quick wins Greatest need Planning the journey Discussion and debate starting andcontinuing the conversationOf everything that we could be doing, what might we bedoing and how well do we manage that? 28. Innovating forSustainabilityRichard Adams: Rowe: 29. Cup to Tray Recycling Program Innovation 30. Tim Hortons - A Long and Proven HistoryGenerallylong andhealthyrelationshipswithfranchisees,suppliers andpartners49-yearhistory:6 years as apublicly-tradedcompany 31. Source: NPD CrestWhy is it Important for Tim Hortons to Recycle Coffee Cups? 32. Since opening, Chinamugs available fordine-in guestsFirst cup diversionprogram launched onPrince Edward IslandCups and other paperpackaging divertedfrom over 650restaurant locationsTravel Mugs introduce 1stcup free anddiscounts followedMulti-stream recyclingunits developedCup to Tray programlaunched in Nova Scotia1978 2000 2006 2008 2010Recycling facility toursand mill tours andtrialsContinuedcollaboration, milltours and marketdevelopment and 850restaurant locationsdiverting coffee cupsProven Leadership - Cup Innovations Timeline1964 2011 2012 33. Cup to Tray Recycling Program Launched October 20, 2011 in Nova Scotia First implementation of closed looprecycling for our industry First opportunity to communicate to ourguests across a province Scalable and repeatable 34. Cup to TrayRecyclingProgramProcess 35. How we did it Unlearning outdated knowledge Tracking use and looking to expansion Part of overall tracking of diversion programs for SR reporting Long-term supplier relationship Team member and guest education Feedback from waste haulers and recycling processors Closed Loop recycling program Learning from local industry professionals 36. Measuring Success Restaurant owner and team memberfeedback Community and guest engagement Cost neutral program Media coverage Expansion opportunities 37. Lessons Learned Include all stakeholders even if you feel theymay not be supportive Proceed slowly and methodically Push limits of current practices Dont be afraid to fail 38. Thank you!Carol PattersonSenior Manager, Regulatory 39. Contact Us!Richard Adams: Rowe:


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