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Case Studies
Greening Your Business Through Technology
Leading you towards a sustainable future through GreenIT
Version: V1.0 © Copyright AIIA Nov 2009
Contents
Introduction
i
Methodology
i
1
Case Study: Canon – GreenIT Drivers
1
2
Case Study: SEMA – eLearning (Business Innovation)
6
3
Case Study: Tradeslot – Client Facing Teleconferencing (Business Innovation)
9
4
Case Study: PowerfulCMS – Teleworking (Business Innovation)
5
Case Study: Innovation Science – Energy Management
12
Low Investment Option – Technology Innovation
15
6
Case Study: Fujitsu – Journey Over Time
19
7
Case Study: Intel – Sustainable Program Office
30
8
Case Study: Telstra – Cost Benefit Analysis Calculators (Business Innovation)
35
9
Case Study: PCA People – Green Business Certification Program
(Business and Technology Innovation)
38
10
Case Study: Toyota – Developing a GreenIT Roadmap (Business and Technology Innovation) 41
11
Case Study: Corporate Express – Data Centre Optimisation (Technology Innovation)
45
12
Case Study: Jetstar – Virtualisation (Business and Technology Innovation)
49
13
Case Study: Intel – Server Hardware Refresh Using Energy Efficient Equipment
(Technology Innovation)
54
14
Case Study: Connex – Carbon Management System (Business Innovation)
57
15
Case Study: BLADE – Integrated Blade & Top of Rack Switches (Technology Innovation)
60
16
Case Study: DELL – Energy Management (Enterprise Solution – Minimum 200
Desktops – Technology Innovation
62
17
Case Study: Handset Detection – Cloud Computing (Business Innovation)
65
18
Case Study: Sustainability Victoria – ByteBack Australia (Business Innovation)
68
19
Snapshot: Wal-Mart – Sustainable Product Index (Business Innovation)
71
20
Snapshot: State Government of Victoria – Environmental Selection Criteria for
Multi-function Devices (Business Innovation)
21
72
Case Study: State Government of Victoria – Environmental Selection Criteria for
Desktops and Laptops (Business Innovation)
Please note: text appearing in orange indicates hyperlinks for your reference
74
Introduction
Over recent years, a large number of AIIA members have actively worked to progress GreenIT
issues and have been supported in this aim by AIIA and Multimedia Victoria. As a result, the
contributions made by AIIA members have been integral in raising awareness of the importance of
being ‘green’ and have provided insight on how to implement sustainable, environmentally friendly IT
practices at an organisational level.
The AIIA Sustainable Futures Forum has simultaneously grown in stature to become a premier forum
for thought leadership on GreenIT and as such, has provided much practical industry insight into
‘green’ practices. As a result, a number of excellent local case studies have been showcased that
both improve the financial bottom line and reduce the environmental footprint for an organisation thereby leading the way for others to follow in creating a low-carbon economy.
The case studies documented in this book have been done so in order to provide a ready-at-hand
resource for small business managers and busy professionals seeking information across a range of
GreenIT practices. These case studies cover a wide variety of the different business and technology
innovations that are available today and illustrate through practical know-how, the application and
insight needed to implement and execute GreenIT initiatives in order to realise benefits for at an
organisational and environmental level. If your organisation has achieved something in the GreenIT
space that is different to, or adds to that which is outlined in the case studies presented in this
document, AIIA would be keen to hear from you in order that your information and insights can be
included in further evolutions of the
If you would like to access the AIIA GreenIT eBook, click here
Methodology
Each of the case studies presented in this document have been prepared in a collaborative effort
with each of the featured organisations. Where possible, relevant reference material was provided
by each of the vendors/suppliers, enabling the inclusion of additional support information to assist
in highlighting the key messages being made.
To keep the presentation of all the case studies consistent, the following format has been used
where possible:
1. The client problem – what was the issue that needed to be addressed?
2. What was the solution proposed by your company and/or partners to address this problem?
3. What was the net result of the application of the technology to:
a.
b.
c.
d.
e.
Efficiencies e.g. cut in carbon.
Productivity in staff.
Financial, e.g. initial cost to invest in new technology, how after 2 years this has reduced
expenditure for the business unit by more than 50 percent, i.e. we have paid it back and
the investment is now making the business line more profitable etc.
Any cultural shift or changes that were hurdles etc.
Other areas of significance.
4. Application to other businesses, e.g. this was a large scale/small scale project but the same
principles can be applied to an SME etc.
5. A quote from someone involved in the project.
Page i
AIIA has taken all reasonable steps to ensure that all the information provided and represented by
participating companies involved in each case study is factually correct and relevant. All copyrights,
designs, trademarked images, logos, graphs and corporate information provided by contributors
and represented in this publication by AIIA is done so in good faith, without prejudice to AIIA in the
event of any IP infringement, misrepresentation, or any other legal infraction whatsoever.
1
Canon
Case Study: Canon – GreenIT Drivers
Synopsis
In 2004, Canon established a global environmental performance program with specific targets
for the company. The program, Factor 2, provided Canon a framework to measure its progress
towards doubling its eco efficiency by 2010, based on 2000 figures.
The initiatives undertaken by Canon to maximise value, while minimising resources were:
1. Maximising resource productivity through Technological Innovation.
2. Reducing environmental burden through improved management efficiency
(Business Innovation).
After eight years, Canon reduced CO2 emissions per units of net sale by 30 percent as
compared with 2000 figures. Though resulting in some reporting in-normalities, the use of this
Key Performance Indicator (KPI) has been an effective communication tool for keeping key
stakeholders updated and sustained peoples engagement throughout this long period of time.
In addition, the technology innovations achieved through focusing on waste minimisation assists
Canon in being regularly ranked in the top three companies in the USA for patents granted, where
many of Canon’s new devices provide customers with significant savings in energy consumption
and lower operating costs.
The principles applied by Canon to reduce its carbon emissions can be applied to any
organisation, regardless of size.
Taking the time-old approach of measure, monitor and reduce approach, Canon quickly identified
the quick win opportunities and then progressively made improvements to further reduce
emissions. By focusing on efficiency and productivity by deriving maximum value from minimum
resources, Canon has improved its bottom line and reduced its environmental footprint.
Featured Organisations
Canon is a leading professional and consumer imaging solutions corporation with a
comprehensive product line including: digital video cameras, digital compact and SLR
cameras, printers, scanners, fax machines and networked multifunction devices.
Carbon Planet is a global full-spectrum carbon management company that brings together
scientific expertise, industry experience and business insights to deliver an integrated suite of
carbon management services.
Page 1
1
Canon
The Path to Sustainable Development
Through its philosophy of ‘Kyosei’ (roughly translated as living and working together for the
common good) Canon has always had a commitment to Sustainable Development. In 2004, Canon
established a global environmental performance program with specific targets for the company.
The program – Factor 2 – provided Canon with a framework to measure its progress towards
doubling its eco efficiency by 2010, based on 2000 figures.
After eight years, Canon reduced CO2 emissions per units of net sale by 30 percent as
compared with 2000 figures. Though resulting in some reporting abnormalities, the use of this
Key Performance Indicator (KPI) provided an effective communication tool for keeping key
stakeholders updated and sustained peoples engagement throughout this long period of time.
In addition, the technology innovations achieved by focusing on waste minimisation have enabled
Canon to regularly achieve ranking in the top three companies in the USA for patents granted as
many of Canon’s new devices provide customers with significant savings in energy consumption
and lower operating costs.
As can be seen from the diagram below, operational site-related and distribution activities
accounted for 29 percent of Canon’s lifecycle CO2 emissions in 2008. Product use by customers,
raw materials and parts manufacturing by suppliers accounted for the remaining 71 percent.
Activities focused on the full product lifecycle are therefore vital to reducing the companu’s
environmental footprint. To this end, Canon is promoting technological innovation and improved
management efficiency as well as eliminating its use of hazardous substances above its legal
obligations.
Total CO 2 Emissions per year
(%) 100
(10,000t CO2)
100
1,400
1,300
1,200
1,100
75
1,000
900
800
700
50
600
Emissions per unit of net sales
(Compared to 2000 levels
500
400
25
300
Customer usage
Logistics
200
Operation site activities
100
0
Year
100
0
2000
2004
2005
2006
2007
Power consumption:
approximately
80
68% reduction
(data based
60
on product
using a 100V
Page 2
40
power source)
2008
Raw Materials / plant production
using a 100V
40
1
Canon
power source)
The 20Problem to be Addressed
Essentially,
the aim is to achieve the productivity and creativity benefits available through the use
0
Previous Model imageRUNNER 3245
of Canon products while
continually reducing the environmental footprint of those products. This
(i3245 in some areas)
demands the use of leading edge global research and development in order to deliver new ways
of working and the use of smaller, lighter, more energy efficient products that utilise materials with
more renewable components, thereby having less overall impact on natural resources.
Produce
Enriched
lifestyles up
Global
warming
prevention
A society based on
Kyosei, harmony
between mankind and Earth
Eff icient
use of
resources
Environmental burden
reduction
Environmental
burden down
Recycle
(10,000t CO2)
Elimination
of hazardous
sunstance
Use
(%) 100
100
1,400
1,300
1,200
The Proposed Solution
1,100
The two key approaches Canon adopted to maximise value while minimising resources were:
75
1,000
1. Maximising Resource Productivity
through Technological Innovation.
900
800
2. Reducing Environmental Burden through Improved Management Efficiency.
700
1. Maximising
600
Resource
50
Productivity through Technological Innovation
500
Canon invests a significant amount of both time and money in Research and Development for
400
identifying new ways to increase productivity through technology innovation. As such, Canon
has
25
300
been ranked in the top three companies in the US for patents granted over many years.
Emissions p
(Compared
Customer us
Logistics
200
Two new technology developments
were developed as a result of Canon changing focus towards
100
measuring CO2 emissions at0each stage of the lifecycle – ‘Induction heating’ and ‘On-demand’
0
fixing technologies. TheseYear
enabled
of2005
significant
reductions
2000the realisation
2004
2006
2007in energy
2008consumption
for many of Canon’s products. This in turn provides Canon’s customers with tangible cost savings
as a result of lower operational costs without any loss in functionally.
Further information about Canon’s environmental technologies is available on the Canon web site.
100
Power consumption:
approximately
80
68% reduction
(data based
60
on product
using a 100V
40
power source)
20
0
Page 3
Previous Model
imageRUNNER 3245
(i3245 in some areas)
Operation si
Raw Materia
1
Canon
2. Reducing Environmental Burden through Improved Management Efficiency.
The aim to eliminate waste and reduce the impact on the environment at all stages of the product
lifecycle extends to all Canon companies. For Canon Oceania (Canon Australia and Canon New
Zealand), this has translated into the following actions being taken:
•
Carbon footprint calculation
This provided the opportunity to identify where improvements can be made. Activities that have
been completed as a result include:
a)
Purchasing green energy.
b)
Converting to more energy efficient lighting in some offices.
c) Reducing the size and efficiency of Canon’s branch offices by moving in to new energy
efficient premises.
d) Reduction of 22 percent in overall greenhouse gas emissions in New Zealand between
2007 and 2008 due to significant decrease in business flights.
•
Effective recycling processes
While Canon already had effective recycling processes in place, additional opportunities were
identified to extend Canon’s participation in reducing the environmental issues associated with
the end-of-life treatment of its equipment by customers.As a result, Canon has been very active
in the following local industry recycling programs to address this issue:
a) Byteback – a pilot project between the Australian Information Industry Association (AIIA)
and the Victorian Government to collect and recycle end-of-life consumer IT products.
b) Cartridges for Planet Ark (C4PA) – one of the world’s most successful cartridge recycling
programs which allows business customers and consumers to recycle toner and ink
cartridges with a zero waste guarantee. C4PA recently recycled its 10th million cartridge
after 7 years in operation.
c) eDay – a regular event held throughout New Zealand to collect end-of life consumer
eWaste.
d) Australian Battery Recycling Initiative (ABRI) – a new industry association aimed at
encouraging a national product stewardship approach to all types of batteries.
Page 4
1
Canon
What were the End Benefits? (Efficiencies, Productivity, Financial,
Cultural or Other)
Canon’s primary benefit for adopting GreenIT practices throughout the entire life cycle of its
operations to be able to provide customers with a superior product that operates with optimal
efficiency and has minimal impact on the environment. Further, this ‘environmental offering’ helped
to strengthen Canon’s brand as a supplier of choice and also helps Canon provide customers
value for money and in turn be able to deliver ongoing product development through innovation
and technology advancement.
In 2008, Canon Australia was awarded the prestigious Association of Field Service Management
International (AFSMI) inaugural Australian Green Service Award, scoring well under the four
major categories:
•
Environmental Benefits
•
Green Innovations
•
People Involvement
•
Responsible Trading
Another benefit of Canon’s global approach to Research and Development is the employment
opportunities provided in Australia by Canon Information Systems Research Australia (CISRA).
CISRA is one of Australia’s top software research companies which provides innovative digital
imaging technologies that strengthen and diversify Canon’s worldwide business offerings.
Application to Other Businesses (can the same principles be applied
to an SME)?
The principles applied by Canon to reduce the organisation’s carbon emissions can be applied to
any organisation, regardless of size. Taking the time-old approach of measure, monitor and reduce
approach, Canon quickly identified the quick win opportunities and then progressively made
improvements to further reduce emissions. Focusing on efficiency and productivity by deriving
maximum value from minimum resources has enabled Canon to improve the organisation’s bottom
line and reduce its environmental footprint.
“For us it’s a journey – a continual process of improving the performance of our products
while reducing their environmental impact at all stages of the lifecycle. Our part in that
journey, as the local Sales and Marketing arm of Canon is to educate our customers to use
our products in the most efficient way and to reduce our own impacts – particularly in relation
to eWaste and Carbon Emissions”
Janet Leslie, Quality Safety and Environment Manager, Canon Australia Pty Ltd.
www.canon.com.au
Page 5
2
SEMA
Case Study: SEMA – eLearning (Business Innovation)
Synopsis
SEMA achieved increased productivity, competitiveness and profitability by embracing the use
of eLearning to provide tailored educational sessions in the fields of business, IT and business
transformation skills. By offering greater flexibility for the delivery of educational material, the
disruption to business operations was minimised and staff members had the opportunity to
progress at their own pace.
From a sustainability perspective, the delivery of eLearning modules on-demand through the
internet has provided SEMA with a number of opportunities to reduce the carbon emissions
associated with:
•
Travel to training courses.
•
Hiring of training facilities.
•
The provision of paper related course material.
•
IT related book resources.
The use of eLearning practices can be implemented within any organisation, regardless of size,
language or location.
Though the environmental benefits associated with less travel and paper consumption are
becoming increasingly important, it is the increase in staff retention and productivity that provides
the strong business case for organisations to make the change to eLearning practices.
Featured Organisations
SEMA is a leading Direct Marketing, Consulting and IT Business Solutions group with the largest
100 percent privately owned direct mail operation in Australasia.
SkillSoft is a leading provider of on-demand eLearning and performance support solutions for
global enterprises, government, education and small to medium size businesses.
The Problem to be Addressed
A high level of staff turnover was leading to significant costs associated with maintaining staffing
levels and associated training. This was in-turn impacting quality, job knowledge, turn-around
times, system knowledge and placing a significant strain on management staff. Due to the
costs involved, investment in training was low across the board and was only provided to key
staff members. Those staff that did receive training were off-site for up to five days in order to
participate in training, which in turn impacted the operational departments and was not flexible
enough to meet SEMA’s client needs.
The Proposed Solution
SEMA embraced the eLearning programs that are offered by SkillSoft in order to provide
tailored educational sessions across the fields of business, IT and business transformation
skills. All course-ware is provided to SEMA staff online via the internet and has enabled
SEMA to offer a wider range of educational information to a larger number of staff.
Page 6
2
SEMA
What Were the End Benefits? (Efficiencies, Productivity, Financial,
Cultural or Other)
The key benefits achieved were:
•
822 percent Return on Investment (RoI).
•
Average staff tenure increasing to 2.8 years and growing.
This has allowed SEMA to keep key skills and knowledge in-house and has provided a stable
platform to both increase competitiveness and profitability.
Average …
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