To be sustainable, businesses need to be economically viable, and environmentally and socially feasible. In creating a Sustainable Tomorrow, IT has an important role to play. Our ‘Sustainable Tomorrow’ blog discusses and invites opinions on the latest trends in sustainability and how we can rapidly adapt to the challenges of sustainable lives, run sustainable businesses and more.

April 17, 2013

Will it be a triple triumph for Infosys at the Green IT Awards 2013?

Infosys has made it to the finals of the prestigious Green IT Awards 2013 in all the three categories for which we had applied:

  • Sustainable Design Project of the Year
  • Team of the YearGreen IT Awards 2013 Finalist
  • Company of the Year


Making it as a finalist in three categories this year is a great validation of our sustainability credentials. What makes me especially proud is that the judging panel selected the finalists based on an all-round excellence in sustainability including ethical management practices, environmental performance, employee engagement, commercial relevance of offerings etc.


We have been designing new ways to make enterprises more sustainable. Our Internet of Things Center of Excellence, a part of Infosys Labs, has built technology solutions for enterprises to make the use of resources such as energy and water more efficient and thereby save money. The technology empowers the operations staff and management to monitor resource consumption, identify usage optimization opportunities and aids decision making. The first two award nominations recognize our application of this technology to build a sustainable campus at Infosys and achieve substantial cost savings.


The Company of the Year award winner will be selected based on public voting. Here are my top 5 reasons for why you should vote for Infosys:

  1. Publicly committed to becoming carbon neutral by 2017
  2. Exceeded our 2012 target of 20% savings in all three environmental areas - 33% reduction in energy consumption, 23% reduction in water consumption, and 26% reduction in carbon emissions
  3. Winner of numerous corporate governance awards and recognition including India's best company for corporate governance by Asianmoney, ranked No. 1 at the 2011 IR Global Rankings in India, etc.
  4. Give 1% Profit after Tax to  the Infosys Foundation for social and environmental projects, have over 500 volunteers as part our employee engagement, and even offer sabbaticals for community service
  5. Dedicated Global Sustainability business unit partnering with Infosys Labs to bring innovation, best practices and technology to our clients and make their business sustainable


We are helping our clients build tomorrow's sustainable enterprise and thereby, a sustainable tomorrow. One such example of the work we did for a client won the Green IT Award for Best Cloud/Virtualization Project of the Year last year. You can read more about the work we are doing around sustainability in our sustainability report, which has been evaluated at GRI Application Level A+.

If you think Infosys should win the 'Company of the Year' award, please click here to vote for us.

Voting will close on April 26. Please use your official email id for voting.

March 29, 2013

Conflicting Priorities For the Do-Good'ers

In my previous post about aligning a sustainability and corporate strategies I used an example of how an organization might be getting pressure from external stakeholders such as consumers to address an issue (such as toxic components in toys) while the internal stakeholders are focused on other sustainability initiatives such as changing light bulbs.

This challenge of competing priorities is tough, but it can actually get worse! 

How many of us have seen our offices upgrade from the fat, desk-hogging CRT monitors to the sleek, energy-efficient LCD displays? And our companies get brownie points for upgrading to more energy efficient IT assets, but what happened to those old CRTs? Well, as a recent NY Times article uncovers, they are sitting in massive stockpiles of e-waste, quickly becoming a monumental environmental disaster!

There are also systemic challenges to this problem. Let's take another example, this time from a consumer product perspective. Retailer XYZ is trying to be a good corporate citizen by implementing a consumer product take-back program. Lots of sustainability professionals (myself included) have advocated these programs because they reduce the amount of trash sent to landfills, and valuable resources can be extracted from reclaimed products. These types of take-back programs can range from simple product returns for unwanted purchases (that weird gizmo your Aunt Edie got you for Christmas - yeah, you know what I mean!) to e-waste and Household Hazardous Waste collection events. 

However, when retailers implement these programs, they find themselves in a quasi-waste management business, collecting items for recycling or refurbishment, and shipping them back to the vendor. And, as recently happened with several big box retailers, if these products have any sort of toxic component (and you would be SHOCKED at the number of household products that do!) this makes them subject to hazardous waste laws and opens them up to being sued by federal or state environmental protection agencies. Since 2006, several of these retailers including TargetWal-Mart, WalgreensCVS, and The Home Depot, have been subject to almost $80 million in penalties due to improper handling of hazardous materials in their "reverse logistics" operations.

This is no longer just a strategic alignment problem, it is a systems thinking problem, where making changes in one place in a larger system (like the office or your house) has ripple effects and unintended consequences in other parts of the system. No single company can solve this type of problem on its own. It requires the coordinated thinking of product designers, manufacturers, advertisers, retailers, consumers, regulators and waste experts, just to name a few.

So try an experiment, the next time you find yourself thinking about a sustainability program that you like or want to implement - ask yourself, what is the bigger system at play here, and is this program going to be a net gain for the environment or society all the way through the broader system?

March 27, 2013

Mobile Technology and Women's Security

Mobile technology and Women's Security

How can technology be applied toward raising awareness and changing behavior around the issues of women's security?  The widespread use of mobile phones even in remote and rural villages in Africa and Asia provide a great vehicle for reaching communities and to catalyze the needed behavior change.  This is an arena where businesses can pool their financial and technological resources as part of their CSR efforts to bring the issue to the forefront and to enact meaningful change.  This is not only the right thing to do but also a smart business strategy.  Empowering women and assisting them to live up to their potential strengthens communities and increases their ability to contribute to the economy in direct and indirect ways.  To this effect, New York Times columnist Nicholas Kristof and his wife Sheryl WuDunn have turned their book "Half the Sky" into a movement that aims to put an end to the oppression of women and girls worldwide.  One of the ways they are spreading their message is through mobile games.  According to the site, out of 3.5 billion users of mobile phones in the world more than 65% of them are in developing countries.  The games aim to provide education and awareness to issues that women face in their daily lives.  There is also a Facebook Game that aims to draw millions of users around the theme.  These powerful tools could be employed by businesses to educate and reduce social risks in their supply chains particularly around the security of women.  These tools could be particularly useful to businesses planning on entering frontier markets and post-conflict countries.  Incorporating such innovations into CSR initiatives are strategic ways of employing technological solutions to solve complex age-old societal issues and need to be embraced by businesses on their sustainability journey. 

March 21, 2013

CSR and Women's Security

UN Women's webpage states that violence against women and girls is one of the most widespread violations of human rights.  Women's security is still an issue in a world where 49% of women are in the workforce.  In this climate the role and responsibility of businesses pertaining to community involvement and stakeholder engagement must consist of making women's security a priority.  In December 2012, a gang rape in New Delhi, India, gained wide spread attention in the media and the outrage expressed by people not just in India, but all over the world, takes us back to the basics of issues that women face. 


Businesses with global reach have a prominent role to play in this arena through education and training initiatives to increase awareness on the issue.  There is a greater urgency for businesses to incorporate some elements of women's security issues into their code of conduct documents as well as into those used to train their supply chains.  Some good frameworks exist in this space.  The UN Secretary General's UNiTE to end violence against women campaign's framework for action is one that could be applied in this context.  In the US, laws such as The California Transparency in Supply Chain Act, which came in to effect in 2012, to "eradicate slavery and human trafficking from business supply chains by informing consumers of information which may influence their buying decision" have implications on women's security issues. 

 
So is it time for businesses to move to the next level in their CSR journey by looking at issues regarding women's security and violence against women affecting communities that they operate in? 

March 19, 2013

Is gender diversity a sufficient measure of corporate social responsibility?

International Women's Day was March 8th and here in the USA, March is also Women's History Month.  It is encouraging to see so many businesses acknowledging this day with various programs and I was delighted to note the week-long activities planned by Infosys, the company I work for.  Fittingly, there has been a lot of chatter about women in power and specifically in technology recently.  Sheryl Sandberg, Facebook COO, has a book coming out this month titled "Lean In: Women, Work and the Will to Lead" on women and the need for them to stay active and ambitious in the work place.  Her proposed Lean In circles are aimed at starting a social movement around this concept.  Another prominent woman CEO has come under fire in recent weeks for announcing the end to telecommuting at her organization.  Many media pundits have accused her of lacking empathy and as someone who does not identify with the issues normal women face balancing work and home life.  Most companies while touting their CSR credentials showcase their workplace diversity and inclusion efforts, especially the percentage of women, particularly in middle management.  But according to a study released in 2012, it will be 2085 before women will equal men in leadership roles in the US.  Underemployment is another concern that women in the work place face.


So what is the responsibility of an organization towards women, not only in the workplace, but within society at large?  Are women considered important stakeholders by multi-national corporations with global supply chains? What is the social contract respective to women that businesses need to consider in a 21st century world fueled by technology?  Is just having diversity programs and reporting the percentages of women in middle management enough?

March 15, 2013

Alignment Is Key for a Sustainable Brand Strategy

Even companies that embrace large scale sustainability reforms, what we call Sustainability Transformation, often miss out on maximizing sustainability value through lack of a brand management strategy. 

A quick survey of brand management consulting firms validates that there is still no mature approach to integrating sustainable value into brand management services. Companies either damage consumer confidence by greenwashing or if they are truly sustainable, they fail to communicate it.  

So how do you create this sustainable brand management  strategy?

The key is alignment - alignment between what your company's sustainability values and what your customers value; alignment between marketing, product development goals, and enterprise sustainability goals for your company. 

For example, your company makes baby toys and your consumers are demanding that the company reduces or eliminates toxic chemicals used in the production process. 

However, if the company ignores this insight,  the product development team might not given any wiggle room in time or budget to explore more benign options because they are focused on other conflicting priorities such as better water management.  The CSR team might be asked to focus on a lighting retrofit in the corporate headquarters.  

Meanwhile, these siloed departments have no idea that their eco-conscious parents care less about water and energy used in the production of their baby's toys and more about whether that toy is leaching toxic chemicals when the baby sucks on it!   

This is an alignment problem that will hinder the development of a sustainable brand management strategy.  And this is tough for managers and executives to wrap their heads around, because they will point to that lighting retrofit or the lower water bill and say, 'Hey, we're working on sustainability initiatives, so we don't understand why we're getting accused of not being sustainable!'

The issue is not that the company isn't addressing sustainability; it's that they are not aligning their sustainability initiatives with what the customers care most about.

March 7, 2013

On Greenwashing

I recently had a conversation with a few friends about the connection between brand management and sustainability, and I used the word "greenwashing". They laughed and said that they had never heard the term before. My reaction was 'Really??'. One is an IT executive and the other is a neuroscientist, so to be fair neither has daily visibility into either sustainability or marketing, so it is somewhat understandable that they'd never heard this term. The encounter made me realize, however, how those of us in the sustainability world exist in our own little bubbles, speaking our own language and preaching to our own choir. The implications are larger than just a semantic challenge, however. Businesses using the language of "green" in marketing claims run a risk of misleading consumers, either intentionally or unintentionally, and this can erode the value of sustainability as a tool for competitive differentiation.

Terms such as green, natural, and sustainable are popping up everywhere, and their vague definitions are causing confusion among consumers. This creates an especially murky linguistic landscape for marketing departments trying to navigate the new territory of positioning their brands to attract the widest spectrum of "green" consumers without being accused of "greenwashing".

Greenwashing was a term coined in the late 1980s, and has come to be understood as the use of marketing claims to position a company, product or service as having environmental benefits that are not supported with real evidence. It is the source of much confusion in the marketplace around what kinds of impacts a particular product has on the environment, and which product is better than another. Marketing language that has fueled this confusion includes 'eco-friendly', 'natural', and 'green'. These are words that seem obvious on the surface, but what do they really mean? In many cases they mean next to nothing, and that is doing significant harm to the push for true sustainable product innovation because it causes a lack of trust in the marketplace. If skepticism grows among consumers that a choice between a seemingly "sustainable" product and one that is not doesn't really matter in terms of environmental impact (especially if they are being asked to pay a premium for the sustainable choice), they will stop demanding those sustainable products and companies will be less inclined to produce them.

So for this reason, from a sustainable brand and reputation management perspective, greenwashing is one of those tricky "fine lines" that a company needs to be careful not to cross. Taking a holistic approach to putting sustainability at the core of a business includes leveraging the sustainability performance of a company or product for marketing purposes, but only if the claims made are backed up by real metrics and are communicated clearly to the public. If a company makes claims that aren't true (or are a stretch of the truth), its sustainability positioning can become more of a liability than an asset.

In an attempt to help provide guidance for sustainability marketing claims, the Federal Trade Commission (FTC) issued an update to their Green Guide, which is the enforcement code aimed at eliminating unclear environmental statements from marketing language. This 36-page set of standards breaks down what is okay and not okay for a company to claim about the environmental attributes of its product, with helpful examples for different scenarios. The document creates clear standards on environmental statements ranging from Carbon Offsets to Compostability to 'Free of' claims. One of the more interesting clarifications that the FTC makes is regarding which entities can claim credit for renewable energy. For example, if you build a wind turbine or solar array to generate 100% of the renewable energy required to power your manufacturing facility, you can claim in your marketing materials that your product is 'Produced With Renewable Energy'. However, if you build the renewable energy generation capacity but instead of using that energy to power your own facility you decide to sell Renewable Energy Certificates (RECs), the company who purchases the RECs gets to make the 'Made With X % of Renewable Energy' claim but you cannot.

Many "green" product claims fall into a grey area in terms of these FTC guidelines. For example, I've been shopping for a new sofa over the last few months, and since I work in sustainability I thought I would see what was out there in terms of "sustainable" furniture choices. Now, I thought this should be easier for me than for your average consumer since I follow sustainability terms and trends for a living, but oh no! I found lots of choices that use the "natural" terminology to describe their design, but there was no indication if they contained glues and adhesives that would outgas toxic fumes into my living room. Then I found one that claimed the seat cushions were made out of soy and it was labeled as "sustainable". OK, so soy might be better to have in my living room than, say, foam that outgases formaldehyde, but is manufacturing sofa cushions from soy actually environmentally preferable? Taking modern agricultural practices into the equation (massive use of pesticides, water, and not to mention using a food crop for non-food purposes), the answer is not entirely clear. So if I, a sustainability professional, cannot determine if a "sustainable" marketing claim is meaningful or misleading, how is the general public going to make sense of such claims?

The FTC's Green Guide is certainly not a cure-all for the greenwashing problems plaguing sustainable brand management efforts, but it at least attempts to raise the bar for what corporate marketing departments can say. Ideally, this will boost consumer confidence in sustainability claims and provide greater brand value for those that truly are putting solid sustainability improvements into their products and enterprises.

March 6, 2013

Data Management for Sustainability Intelligence - Part 4: Architecture, Security and Quality Matters

Continuing our discussion on the important pillars of Sustainability Data Management, in this last post of the four part series, I will briefly discuss Data Quality Management, Data Architecture and Data Security.

Data Quality Management:
To ensure trust worthiness of the sustainability intelligence, a continuous data quality management is very essential. As data moves from sources systems through data processing and finally into the target system, data quality could get compromised at any stage: data entry, transformation, conversions, standardization, master data management and legacy data extraction. This requires strategic data profiling and data quality monitoring to be part of the data management system.
An important metric for data quality management is the "Data Quality Index" which measures the number of valid records used in computing a particular KPI or metric. This is a very important metric to be computed especially for key business elements (or business critical attributes). For e.g. If you are going to monitor KWH, the data quality index will indicate what percentage of data records passed the quality assessment and were used in computing the KWH value.

Data Architecture:
Data Architecture, including the data model, is another important element for building a robust single source of truth. The Data Architecture defines how the data is stored, managed and used by the various sustainability applications. It defines the data strategy and management policy for sustainability data collection.  It describes how enterprise components and processes reference and manipulate the data. The Data Architecture elaborates on the building blocks such as, Master Data Management, Metadata Management, operational data stores (ODS), data warehouse (DW) and data marts (DM). It also identifies the best fitting vendor products for these building blocks.

Data Security:
Data Security is important to ensure that the data is protected and cannot be tampered with. A robust data security framework includes strong authentication mechanisms, data encryption and maintaining audit trail of changes or modifications to the data. Another important aspect of a secured data management system is a solid backup and recovery strategy. As is evident here, data security framework is of paramount importance to sustainability intelligence if the system has to be accepted as a single source of truth.

I hope these 4-part blogposts have helped you gain insights into the data management aspects of a Sustainability Intelligence system. For a deeper dive into each of these aspects, look out for our whitepaper on Sustainability Data Management.

February 14, 2013

Data Management for Sustainability Intelligence - Part 3: Get Your Data Governance Right

In part 2 of this four part series of blog posts on "Data Management for Sustainability Intelligence", I talked about data integration from diverse sources and working with different communication protocols. Once you have streamlined data from optimal sources you should ensure four other aspects: Data Quality Management, Data Governance, Data Architecture and Data Security. In this post we will discuss Data Governance.

The data governance model is a combination of people, processes and tools that ensures consistency in data standards, data quality management, associated sustainability business processes and risk management. It plays an integral role in building confidence in the sustainability data throughout the organization. It consists of:

 1. Governance committee:

Typically, this comprises of the sustainability stakeholders, including the senior management sponsors, a working group (mix of techno-functional experts in sustainability area - data architects, data stewards and business users) and a steering committee (team of senir managers)

 2. Data Stewardship:

Data Stewardship is a very critical role in building credibility of the sustainability data. Data stewards are the champions of the data and are responsible to ensure systematic solutions to the problems causing data quality exceptions.

The best candidates for data stewards are techno-functional consultants who have in-depth knowledge of the sustainability KPIs, metrics, computational formulae using enterprise data, as well as complete understanding of data flows:  source to transformation to target system.

 3.  Data Standards:

Data standards ensure that the sustainability data elements comply with standard terms, definitions and values. These include:

  • Data definitions and taxonomies
  • Technology Standards
  • Data Retention

4. Data Quality Guidelines:

These guidelines ensure that, through validation checks, the following quality dimensions are upheld in the final data:

  • Completeness
  • Timeliness
  • Validity
  • Consistency
  • Uniqueness
  • Accuracy
  • Relevance

In my next blog post, the last one of this series, I will discuss the other three pillars of data management for Sustainability Intelligence.

 

January 24, 2013

Data Management for Sustainability Intelligence - Part 2: Profile - Connect - Integrate Sources

In Part 1 of this four part blogpost series, we looked at the need for and the complexity of data management for Sustainability Intelligence. A pivotal step in this data management is data integration i.e. to connect with right sources and fetch optimum data points. 

As the sustainability scope broadens, the data integration complexity increases manifold. In addition to IT systems such as ERP, PLM, CRM, legacy databases etc., sustainability intelligence requires integration of granular data from other systems such as metering/submetering devices, web services,  sensors, 3rd party compliance data providers, BACnet/MODBUS/SNMP devices, Building Management Systems, Asset Management Systems, Emissions Management Systems, data files from process historians, Utilities Systems, Demand Response Systems, LCA tools, Supplier Assessment Systems, Survey data so and so forth. 

These data source systems have specific connection options based on the supported communication protocols and their underlying architecture. When identifying the best data sources to compute specific sustainability KPI/metric, it is important to profile these sources. During the data source profiling, you have to analyze the data mining effort required as well as the data integration options and communication protocols supported by these data sources. You will also need to map data entities from source to transformation/conversion to destination state. Thus, to implement data integration for monitoring and reporting on sustainability initiatives, you need to have an implementation team with following four capabilities: 

    1. Track record of creating robust BI a systems for your industry 
    2. Domain knowledge of your sustainability focus area - to ensure right data is being used and transformed correctly to compute the pertinent KPIs/metrics
    3. Strong implementation and customization experience  with specific IT systems pertinent to your sustainability focus area
    4. Working knowledge of the different communication protocols between hardware and software. If you use off-the shelf sustainability software solutions, they will support some of these protocols out-of the box. But you will still need a technical team to configure the software to communicate with the devices. If you are developing a custom application, then you will need to build data adapters for these devices and/or ETL strategy to integrate the data.

Once you have setup the device-to-software connection to integrate the data and optimized the data flows, you should ensure four other aspects: Data Quality Management, Data Governance, Data Architecture and Data Security. These are the foundations for building a "single source of truth" that would drive your sustainability strategy. In my next posts, I will explore these four pillars in more detail.