connecting green building outcomes to enterprise sustainability programs
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Connecting Green Building Outcomes to
Enterprise Sustainability ProgramsAIA Pittsburgh Registered Provider #A217
Course #CGB_BP15
E. Mitchell Swann P.E., LEED AP
F. CIBSE, C.Eng
Principal MDCSystems®
www.MDCSystems.com
Copyright E. Mitchell Swann & MDC Systems
Program Overview
Green, or high-performance design, has become a target norm for almost
any sizable capital project for most world-class business enterprises. The
reasons for this focus can vary from broad-based environmental concerns to
establishing a positive public persona to a more laser-like focus on bottom
line impacts on the balance sheet. However, it is sometimes difficult to
translate what a new brick-and-mortar office building or plant really means
to overall corporate value and sustainability. Energy and resource savings
can be carried cleanly to the bottom line, but there are other impacts that
may not be readily captured and recorded. Properly assessing and capturing
the impacts of green buildings in procurement, execution, and operations
on enterprise-wide sustainability metrics is essential to successfully
measuring and monitoring a program’s real performance and value. This
program will identify multiple impacts of green buildings on overall
sustainability and how those impacts relate to key performance indicators
as a part of an overall enterprise sustainability program.
Learning Objectives
� Identify “sustainability” features other than energy and
resource savings that can impact balance sheets.
� Identify impacts of green buildings on overall sustainability
initiatives.
� Identify some metrics that can be used to track those
impacts in procurement, execution, and operations.
� Identify how those metrics relate to key performance
indicators as a part of an overall enterprise sustainability
program.
Bertrand Russell
A hallucination is a fact,
not an error;
what is erroneous is a judgment
based upon it.
What is… Sustainable Development?
“…meeting the needs of the present without compromising the ability of future generations to meet their own needs.”
� Brundtland Commission Report, 1987 (“Our Common Future” -United Nations World Commission on Environment and Development)
A brief history of….
Sustainability metrics:Measured Economic Welfare (MEW) – J. Tobin & W. Nordhaus: “Is growth obsolete?” (1972)
Index of Sustainable Economic Welfare (ISEW) – H. Daly & J. Cobb (1989)
ISEW = personal consumption + public non-defensive expenditures- private defensive expenditures
+ capital formation+ services from domestic labor- costs of environmental degradation- depreciation of natural capital
Triple Bottom Line(abbreviated as TBL or 3BL)
an accounting framework with 3 parts:social, environmental & financial
aka “the three Ps”people, planet and profit
Interest is growing in the for-profit, nonprofit & government sectors.
TBL framework used to evaluate organizational performance (CSR).
The phrase "triple bottom line" coined by John Elkington in “Cannibals with Forks: the Triple Bottom Line of 21st Century Business” (1997)
Genuine Progress Indicator (GPI)…is an alternative metric to gross domestic product (GDP) as a measure of economic growth.
GPI is designed to take a more complete picture of a nation's economy by incorporating environmental and social factors which are not measured by GDP.
Some models of GPI decrease in value when the poverty rate increases.
GPI factors in resource depletion, pollution, and long-term environmental damage – making the externals internal.
Quantifying $$ value of environmental & social externalities is difficult.
Some
Enterprise Sustainability Considerations
o Social Trends
o Stakeholders
o Industry Normso Competitiveness
o Risk Managemento Mitigation
o Innovation
� Brand Reputation
� Market “Good Will”
� Shareholders
� Workforce
� Customers
� Suppliers
� “best in class” – benchmarking
� Liability – Active & Trailing
� Regulatory Policy
� Processes and Products
� “Industrial Ecology”
Lots to consider….…but avoid analysis paralysis (blinded by the science)
Identify
the
KEY Performance Indicators.
Key Performance Indicators
Choosing the right KPIs is a key ingredient to success.
Choose KPIs….
1. …that are measurable.
2. …that regularly change.
3. …that are industry specific (where possible).
4. …only a few KPIs.
5. …that are meaningful to your stakeholders.
6. …that connect to the core business strategies.
7. ...that are really key.
What are some “Green Building” Objectives
� greater efficiency
� Energy
� Resources
� lower life cycle cost
� Total Cost of Ownership
� Operations
� Maintenance
� “Cradle to grave”
� “cradle to cradle”
� healthier environment
� IAQ/IEQ
� waste management
� increased productivity� “enhanced wellness”
� better performance
How do they merge?
the tangibles
� Lower Costs
� Operations
� Maintenance
� Healthier Indoor
Environment
� IAQ/IEQ
� Improved productivity
� Reduced Waste
the intangibles
� Reduced Risk
� Lessened Liabilities
� Reduced exposure to
� price shocks
� supply shock
� Carbon tax futures
� Reduced Environmental
Remediation Costs
� Extended infrastructure life
Some “Green” Sustainability Issues(Key Performance Indicators)
� Energy
� EUI, Energy/Unit output
� Water
� Gals per unit output
� Production Materials
� Hazardous, toxic
� Natural Resources
� Indoor Environments
� Lost hours per unit out
� Sustainable Products
� Operating Costs
� GHGs, Sourcing
� Reliability
� Quality
� Regulatory
� Exposure, releases
� Feedstocks, supply chain
� Productivity, liability
� Compensation ratios
� Marketplace demand
Standards are catching up…
ISO 14000 – Environmental Management
ISO 26000 – Social Responsibility
ISO 31000 – Risk Management
ISO 50001 – Energy Management
…and this one is new
ISO 27005 – Risk Management
ISO 31000
36
The
Cost
of
Green
from Sustainable Facilities: Institutional compliance and the Sino-Singapore Tianjin Eco-city Project (2009) by S. P. Low, (National University of Singapore (NUS), J. Y. Liu, (Tianjin University, Tianjin, China), P. Wu, (NUS) Emerald Group Publishing Limited
Natural Systems:
wetlands,
forests,
carbon cycle,
hydrologic cycle,
nitrogen cycle,
etc.
Public Investments:
Infrastructure,
Schools,
Public R&D,
etc.
Sustainable ROIthe value of things that cannot be bought
How does Sustainability affect business valuation?
Cost avoidance is a gain. Risk reduction is a plus.
The business of sustainability: McKinsey Global Survey Results – October 2011
So
how
does
this
play
out in
$$$
and
sense
The business of sustainability: McKinsey Global Survey Results – October 2011
Metric focus by sector
In the long history of humankind,
those who learned to collaborate
and improvise most effectively have
prevailed.
Thank you!
E. Mitchell Swann P.E., LEED AP, F. CIBSE, C.Eng
Principal MDCSystems®
(01) 610.640.9600 x19
swann@mdcsystems.com www.MDCSystems.com
This concludes The American Institute of Architects Continuing
Education Systems Course
.
Licensed Professional Engineer: Pennsylvania, New Jersey, New York, Connecticut, California, Michigan, Illinois, Georgia, Kentucky US Green Building Council LEED Accredited Professional
Mr. Swann has over 20 years of extensive experience on both domestic and international projects in the areas of management consulting and problem solving, engineering design, project and construction management, forensic engineering and construction claims analysis. Mr. Swann’s career includes the analysis, evaluation and design of complex systems across a wide range of industries and buildings types including commercial, institutional and industrial facilities, hospitals laboratories, pharmaceutical manufacturing, microelectronic operations and data centers. Mr. Swann has chaired technical committee within national and international organizations and been a contributing author and editor for a number of technical publications and journals. He is a frequent speaker both nationally and internationally and is a listed member of the speakers’ bureau in the Distinguished Lecturer program of ASHRAE. He has recently presented on Green Building issues in Abu Dhabi, Dubai, Delhi, Detroit, Chicago, Seattle, New York City, Indianapolis, Kansas City, Virginia and Delaware. He is a contributing author to the ASHRAE “Green Guide – The Design, Construction and Operation of Sustainable Buildings” and co-author of the ASHRAE Survival Guide to Design|Build Project Execution.
Professional Affiliations: American Bar Association, American Society of Heating, Refrigeration, and Air Conditioning Engineers, International Society of Pharmaceutical Engineering, US Green Building Council, Defense Research Institute
Other Activities:Pennsylvania Environmental Council - BoardThe Engineer’s Club of Philadelphia – Board of DirectorsEnterprise Heights CDC - Board ChairDrexel University - Alumni Board of GovernorsNational Association of Asian American Professionals (Philadelphia Chapter) – Board of DirectorsNational Society of Black Engineers Greater Philadelphia Chapter – President Emeritus
E. Mitchell Swann, P.E., LEED APswann@mdcsystems.com Principal and Partner MDC Systems, LLC
MDCSystems®
Providing Expert Project Delivery Solutions Worldwide
MDC Systems is a project and construction management consultancy with over 40 years of experience serving a wide array of clients and industries both nationally and around the globe.
MDC has worked on projects as diverse as residential property developments to pharmaceutical plants to highway excavation and construction.
MDC concentrates its services in primarily four areas:
program management, project management consulting, forensic engineering and construction claims consulting.
One of the key facets of MDC’s professional staff is our expertise in the technology driven issues that are so frequently at the heart of today’s complex
projects.
MDC’s construction claims consulting practice combines all of the skills
inherent to our other service offerings and deploys it for our clients when and where projects don’t go quite as smoothly as everyone had hoped. MDC is an
industry leader in the area of construction schedule development and analysis including delay, acceleration, interruption and extended duration. MDC pioneered
the court tested and approved Time Impact Analysis methodology for scientifically analyzing construction schedules and the impact of events upon their execution and completion.
www.MDCSystems.com
MDCSystems® Summary of ServicesProgram & Project Development
including…
� Performance Assessment & Benchmarking
Project Modeling including…
� “What if…” Scenario Analyses
� Variability/Sensitivity Analyses
� ‘Out of Bounds’/”Go – No Go” Limits
Project Planning including…
� Feasibility Studies
� Master Scheduling including…
� Resource & Constraint Analysis
Project Monitoring including…
� Schedule Compliance
� Cash Flow & “Burn rate” projections
� Resource Utilization
Consulting Services including…
� Sustainability/Green Buildings
� Peer Review
� Practice Management
Forensic Analyses including:
� Building Systems:
� Architectural incl. Building Envelope
� HVAC/Mechanical, Electrical & Piping
� Structural
� Instrumentation & Controls
� Design Errors & Omissions (Standard of Care)
� Differing Site Conditions
Forensic Project Management ®
� Schedule Analysis
� Delay, Disruption, Suspension & Acceleration
� Labor Productivity & Inefficiency
� Scope Definition and Change
� Termination - Default or Convenience
� Procurement - Bid/Award Transparency
Forensic Accounting including…
� Valuation of Damages
� Overhead & General Conditions
� Business Interruption & Lost Profit
Selected Recent Assignments Engineering Consulting and
Technical Analyses:
� Analysis of Moisture Migration and RH Control in a Microelectronics Product R&D Facility (Colorado).
� Analysis and Improvement of Energy Consumption at a “Green” School (Pennsylvania)
� Peer Review & Design Supervision for a Radiant Heating/Cooling Floor System (New Jersey)
� Peer Review of Schematic Engineering Design Effort for Hospital Complex (Qatar)
� Analysis of Formaldehyde Outgassing from Construction Materials (Pennsylvania)
� HVAC System Failures in Pharmaceutical Packaging Facility (New Jersey)
� Analysis of Process Technology Failure at Waste Treatment Plant (New Jersey)
� Analysis of Piping System Joint Failures at a Hospital central Plant (New Jersey)
� Analysis of Destructive Vibration\Harmonics on Large Industrial Compressors at a Chemical Plant (Louisiana)
Project Management, Execution & Construction Claims :
� Excess Rock Excavation Claim on a Highway Project - Unforeseen Conditions (New Jersey)
� Electrical Contractor Inefficiency Claim on Multi-Prime Project (New Jersey)
� Electrical Usage Charge Dispute Between Landlord & Tenant (New York)
� Schedule Delays and Change Orders on multiple Airport Projects for Major Equipment Supplier (various)
� Schedule Delays and Associated Cost Overruns for Underwater Pipeline Project (Ireland)
� “Standard of Care” Defense - Design of a Food Processing Facility (Pennsylvania)
� “Custom & Practice” – Specifications Development and Bid Transparency Issues (California)
� “Standard of Care” Defense – Design and Documentation of a Pharmaceutical Plant using 3D Modeling (Texas)
� “Standard of Care” Plaintiff – Delay and Cost Overruns for a Pharmaceutical Plant using 3D Modeling (Singapore)
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