Coca-Cola needs no introduction, but the scope of the company’s sustainability strategy may surprise you. The company is part of a coalition that created a new market in the U.S. for climate-friendly refrigerants, and is also a packaging pioneer via its PlantBottle.
The PlantBottle is a version of the iconic Coke bottle partially made of recyclable PET derived from plant sugar. For the PlantBottle to expand into new markets and continue being adopted, Coca-Cola needed to be sure of the availability of raw materials necessary to make PET.
Sustainable manufacturing and investing in new materials requires a careful consideration and analysis of supply chain actors, NGO priorities, and policy drivers. Bio-based materials have different advantages and risks when compared to conventional petroleum-derived materials and are impacted by different market pressures.
Green Strategies worked with Coca-Cola to analyze the availability of feedstocks around the world and how it could be impacted by NGO advocates and different agricultural and trade policies. We also studied and made recommendations on mitigation strategies for potential adverse impacts on the PlantBottle supply chain.
Domtar is a Canadian pulp and paper company that pioneered sustainability in the forestry industry and is a leader in the field. When Domtar saw an opportunity in the growing Personal Care market for its products, it acquired several private-label brands in North America and Europe.
Each of the acquired companies had different environmental and sustainability policies and cultures. The company had to simultaneously merge the new companies into Domtar while gaining its own understanding of the new markets, employees, and consumers for which it had become responsible.
Green Strategies worked with Domtar to create a plan to integrate the new companies into Domtar’s standard of operations and corporate culture with sustainability as a focal point. This was not only environmental sustainability — there were other criteria, like the social impact of the products, to consider as well. This project entailed a significant research period into Domtar’s new markets and competitors in addition to interviews with experts and staff.
Domtar is also responsible for the very funny and thoughtful campaign, paperbecause.com.
Ingersoll Rand is a diversified industrial company with a global supply chain and operations. It has four brands — Thermo King, Trane, Club Car, and Ingersoll Rand. In September 2014, with the help of Green Strategies, Ingersoll Rand set industry-leading GHG reduction goals in partnership with the Clinton Global Initiative. This includes pledges to:
- reduce by 50 percent the GHG refrigerant footprint of products by 2020 and incorporate alternatives with lower global warming potential across the company’s product portfolio by 2030;
- a $500 million investment in product-related research and development from 2014 – 2019 to fund the long-term reduction of GHG emissions;
- and a 35 percent reduction in greenhouse gas footprint of its own operations by 2020.
Green Strategies assisted in developing a tailored, unified strategy for reporting and achieving these goals as well as a metric for engaging in policy debates. Ingersoll Rand is in the process of meeting these goals and working as a member of the private sector to support the admission of HFCs to the Montreal Protocol, partly through its own actions that show that change is possible.
Ingersoll is a good example of a growing trend: companies whose leadership has looked at its impact and scope and decided that engaging in climate policy is not only responsible but necessary. Our background in national policy, regulation, and business is an invaluable resource for global players searching for guidance in global affairs.
Green Strategies works with LG on stakeholder partnerships, sustainability strategy, GHG accounting regulatory planning, and new market strategies for high efficiency products. LG manufactures some of the industry’s most energy efficient and high quality products. The company had not however, successfully translated that leadership into value adding partnerships and awareness among advocates and government actors.
LG first came to Green Strategies to strengthen its relationship with the EPA, the Department of Energy, and the energy efficiency advocacy community after a protracted legal dispute that left bad feelings towards the company at those agencies. Green Strategies worked with the LG team to turn the situation around and since has become a regular winner of EPA’s Energy Star Partner of the Year Award. Building on this success, Green Strategies has worked with energy advocates, the EPA, and utilities to create valuable rebate programs in multiple states for LG’s breakthrough heat pump clothes dryer.
National Hydropower Association
In the mid-2000s, Green Strategies saw that the hydropower industry was locked in an extremely adversarial relationship with the environmental community. The industry saw no benefit in working productively with environmental stakeholders and the NGO community similarly seemed to place no environmental value on the nation’s largest source of renewable energy. Given the exigencies of climate change, Green Strategies devised a strategy to “rebrand” hydropower and to seek common ground among the industry and environmentalists around clean air and climate change. Over several years, Green Strategies executed a bridge-building strategy to develop trust and to seek reasonable pro-hydro policy changes that would promote more clean energy while respecting other environmental values. Our stakeholder collaboration effort resulted in new bipartisan support for hydropower, including new tax credits, inclusion of hydropower in federal clean energy standard proposals, and several pieces of legislation enacted into law that encouraged new responsible hydro development. Today, the hydropower industry enjoys the most productive relationship with the environmental community in its history.
In 2007 KKR, TPG and Goldman Sachs were negotiating in private to execute the largest private equity transaction in history – the purchase of Texas Utilities (TXU). TXU had become the bête noir of the environmental community because of its plans to construct 11 new coal plants. That plan had become gridlocked in controversy around clean air and climate change. The private equity buyers knew that their target could only become a valuable investment – and an investment consistent with their own sustainability standards – if a new growth plan was designed. The buyers brought in Green Strategies to help design that plan. Using our extensive knowledge of climate mitigation options, energy efficiency best practices, and energy and environmental markets in general, we designed a far-reaching environmental “turn around” plan for the utility that resulted in greatly reducing the number of coal plants to be built while undertaking a broad program of environmental improvements and commitments. The result was a proposal that, when it went public, garnered the support of the environmental community and that broke regulatory and political gridlock. Green Strategies’ work was noted in the New York Times and The Wall Street Journal.
Green Strategies has worked with Walmart since the inception of its groundbreaking sustainability and clean energy commitments. Most recently, Green Strategies worked to assemble a large corporate and NGO coalition to seek market-opening policy changes at the state level that would ease access to renewable energy. Through that coalition, Green Strategies is working to increase competition in the renewable sector through legislative and regulatory proposals that remove barriers to renewable energy growth and which give renewable energy buyers cheaper and easier access to clean energy choices.