Paul Allen, Co-Founder of Microsoft and a Founder of Green-Sports Movement, Dies

Paul G. Allen, co-founder of Microsoft, died Monday due to complications from non-Hodgkins Lymphoma. He was 65.

Allen, who owned the NFL’s Seattle Seahawks and the NBA’s Portland Trail Blazers, played an important role in the early days of the Green-Sports movement.

 

Paul G. Allen was a creator and visionary of the highest order. Allen, who died Monday at 65 of complications from non-Hodgkins Lymphoma, is most well-known for helping to usher in the personal computing age when, along with Bill Gates, he co-founded Microsoft in 1975 at age 22. Allen left the company in 1982 during his first bout with cancer.

 

Paul Allen

Paul G. Allen, co-founder of Microsoft, owner of the Portland Trail Blazers and Seattle Seahawks, and an early Green-Sports pioneer, in 2014. (Photo credit: Béatrice de Géa/The New York Times)

 

SPORTS AND THE ENVIRONMENT PLAYED A BIG ROLE IN ALLEN’S POST-MICROSOFT LIFE

In 1988, Allen purchased the NBA’s Portland Trail Blazers. Nine years later, he bought the NFL’s Seattle Seahawks, ensuring that the team, which was at risk of moving to Los Angeles, would remain in the Pacific Northwest. And in 2009 he took a minority stake in the Seattle Sounders of Major League Soccer. The Seahawks won Super Bowl LXVIII in 2014 and the Sounders brought the MLS Soccer Bowl trophy to Seattle in 2016.

 

Paul Allen Super Bowl

Paul Allen held the Vince Lombardi trophy aloft after the Seahawks defeated the Denver Broncos in the 2014 Super Bowl at MetLife Stadium in New Jersey (Photo credit: Ray Stubblebine/Reuters)

 

Allen’s environmental passions were broad and deep. A partial list includes:

  • Curbing elephant poaching
  • Saving coral reefs
  • Supporting the mainstreaming of sustainable seafood
  • Building the plastic-free ocean movement
  • Funding the documentary film “Racing Extinction,” which focused on species preservation
  • Investing in renewable energy
  • Developing some of the first LEED certified buildings in the U.S.

 

PAUL ALLEN AND THE BEGINNINGS OF THE GREEN-SPORTS MOVEMENT

Allen’s environmentalism and innovativeness led him and his company, Vulcan, Inc., to take some significant Green-Sports steps during the early days of his ownership of the Trail Blazers and Seahawks.

“When Paul bought the Trail Blazers in 1988, it was clear the team needed a new arena,” recalled Justin Zeulner, who worked for Allen at Vulcan starting in 1999 and served as Executive Director of the Green Sports Alliance from 2014-2018. “It was important to Paul to show fans, sponsors and the media that Portland was a leader in technology, energy efficiency, and innovation. So when planning for what would become the Moda Center began in 1991-92, he directed the team to design a green building before green building was even a thing!”

Allen felt even more passionate about Seattle — he directed a good chunk of his enormous fortune (estimated at $26.1 billion at his passing) towards transforming the city into a cultural hub. So when the new Seahawks (and later Sounders) stadium, now known as CenturyLink Field, opened in 2002, Allen made sure it was a green leader for that time.

The use of recycled concrete and steel — now an expected feature at most new stadium and arenas — is one example of how Allen and Vulcan paved the Green-Sports way with the new venue. Over the next decade, CenturyLink Field upped its green game, with the installation of solar panels at the stadium and on the roof of the neighboring Event Center, as well as recycling and composting, encouraging bike travel to games, and much more.

 

Solar CenturyLink

A solar array, the largest in the state of Washington, tops the roof of the Event Center adjacent to CenturyLink Field, home of the Seattle Seahawks and Seattle Sounders (Photo credit: Seattle Seahawks)

 

AN IMPORTANT BEHIND-THE-SCENES PLAYER AT THE BIRTH OF THE GREEN SPORTS ALLIANCE

During a brief meeting several years after the Moda Center opened, Allen asked then-Trail Blazers President Larry Miller a simple question: “How do we scale the way we greened the Blazers beyond Portland?”

 

Paul Allen Blazers

Paul Allen, left, at a Portland Trail Blazers game with general manager Neil Olshey in 2016 (Photo credit: Craig Mitchelldyer/Associated Press)

 

That, according to Zeulner, was an important spark that ultimately led to the formation of the Green Sports Alliance. “Sometime after that conversation, Miller grabbed me and my colleague Jason Twill and gave us the task of broadening the Greening of Sports,” Zeulner remembered. “Soon after that, Allen Hershkowitz at Natural Resources Defense Council (NRDC), who was doing great sustainability work with the Philadelphia Eagles and others, joined our efforts. We engaged the Seattle Mariners and Vancouver Canucks in the discussion with the Blazers, Seahawks and Sounders and that group ultimately became the core of the Pacific Northwest Green Sports Alliance, the precursor to the GSA.”

And once Paul Allen provided a spark, those working at Vulcan knew what to do.

“Working under Paul’s leadership, you couldn’t help but feel you were always held to the highest expectations, no matter what you worked on,” reflected Jason Twill, a Senior Project Manager at Vulcan from 2007 to 2013. “This expectation was not only for our organization, but for how we positively impacted humanity as well. His belief in human potential was infectious and inspired us to seek transformation in areas he was most passionate about and where scaled impact could happen; science, technology, music, art and sports. I know that sounds grandiose but you could feel it. It was an incredibly electrifying place to work. We just knew what he expected of us.”

What did that mean in terms of Green-Sports, which was in its embryonic stages in 2007-2008?

“Investing in green building was just something you did because Paul Allen expected it,” said Twill, now the Director of Urban Apostles, a Sydney, Australia-based consulting services business specializing in urban regenerative development. “Paul’s combined passion for sports and the environment led to a group of staff members within Vulcan and the sports teams to initiate the Green Sports Alliance, in partnership with the NRDC. All we tried to do was take Paul’s early Green-Sports leadership and expand upon it.”

Allen who, dating back to his Microsoft days, preferred to stay largely in the background, played a crucial if “silent partner” role in the Alliance’s early days. He provided financial support, organizational development as well as pro bono labor. The latter took the form of lending the time and efforts of Vulcan executives Zeulner, Twill and 15 or so others to the cause. “Paul’s funding, which amounted to hundreds of thousands of dollars, along with the financial support of the NRDC and other founding partners were critical,” asserted Zeulner. “It allowed the Alliance to get off the ground and ensured that the first two annual Summits, in Portland and Seattle, respectively, were successful.”

Twill summed up Allen’s role in the birth of the Alliance this way: “Simply put, Paul’s commitment to world change, his leadership and his organizations were the launching pad that enabled the Green Sports Alliance to come into existence.”

 


 

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The GSB Interview: Monica Rowand, Bringing Green-Sports to the University of Louisiana; Part II, Leading the Sustainable Sports Charge in Lafayette

Monica Rowand is one of the brightest, young stars in the Green-Sports world as she helps to lead the University of Louisiana’s (Lafayette) athletic department’s burgeoning sustainability efforts. 

Despite Monica’s youth, her story is rich and deep, so much so that we’re dividing the interview into two parts. In yesterday’s Part I delved into her lifelong love affair with sports, her discovery of Green-Sports at UCLA and her work with Dave Newport and University of Colorado-Boulder’s powerhouse Green-Sports program.

In today’s Part II, we move with Monica to 1,200 miles to the southeast to Lafayette, LA to find out what she and the University of Louisiana’s sustainability department are doing to green the Ragin’ Cajuns athletics department. 

 

To read Part I, click here

 

GSB: So what did you do after you got your MBA?

Monica: After graduating CU-Boulder in May 2017, I really wanted to stay in sustainable sports and would go anywhere to do it. My dad sort of became my agent and sent me the job listing at University of Louisiana in Lafayette for a sustainability coordinator — who turned out to be ME!

 

RowandM2

Monica Rowand (Photo credit: Monica Rowand)

 

GSB: I’m not surprised! I know you haven’t been in Lafayette long but I wonder what differences you’ve noticed between your new home, about 135 miles west of New Orleans, and Boulder — aside, of course, from the humidity. My guess is it’s a more complex comparison than the stereotypical Red State Lafayette and crunchy-granola-y Blue State Boulder.

Monica: Well, it is very early days for me here. But to compare the two, my observation is that the pride of place here is more powerful than it is in Boulder — and it’s strong there. But you can feel the pride people have for Lafayette. And that extends to athletics — the connection the community has to UL athletics is greater than it is in Boulder and CU is in the Pac-12, a Power 5 conference, and UL is in the less prominent Sun Belt Conference.

GSB: What a great atmosphere to be a part of. Was the sustainability department already involved in Green-Sports before you got to Lafayette?

Monica: Not in the way I was accustomed to from CU. During the interview process, I was blunt about wanting to build an award-winning Green-Sports platform and that we would use it to build the profile and impact of sustainability for the entire campus. Sustainability director Gretchen Vanicor, who would become my boss, agreed.

GSB: Was it a hard sell?

Monica: I thought I’d have a harder time, to be honest with you. But, like I said, Gretchen was on board during my interview process and then, once I started, the athletics department bought in almost immediately. Interestingly, Learfield won the right to market UL Athletics a few months before I started. Soon after I started, I told our Learfield rep about what we did with Ralphie’s Green Stampede, the sustainability initiative at CU-Boulder Athletics and said I’d like to build something like that with the Ragin’ Cajuns.

GSB: But with CU, the Green-Sports infrastructure was in place…

Monica: You’re right, Lew. It’s definitely a slower build here in Lafayette. Our goal is to be Zero-Waste in football and then all sports and on campus.

GSB: What’s the time frame?

Monica: Not clear yet. But we only started recycling at Cajun Field and in the parking lots in 2014. Of course there’s no way we’re going to get to Zero-Waste unless we can compost. I asked Gretchen about it and she said “let’s go for it”. Which was incredible on her part. I started at UL in June and we kicked off our composting efforts just last month at our home football games.

 

Rowand Recycle

GSB: That is very fast…

Monica: I know!! And composting at UL is not easy, as it turns out.

GSB: Why not?

Monica: The main problem was there is nowhere in the entire state of Louisiana to send commercial-scale organic waste to be composted. But we found a solution — composting on our own, at the Cade Experimental Farm. Which was phenomenal. But then there were permitting issues to get it hauled to the farm.

GSB: Really? What are those?

Monica: Well, without getting too much in the weeds here, the compost operations in Louisiana are traditionally only for things like agricultural byproducts and yard waste. We worked with the Louisiana Department of Agriculture and Forestry to create a plan that allows for a maximum 15 percent of our compost pile to be made up of food and compostable service ware from football games. We need to prove to them that our “cocktail” of compostable plastic straws, plates, paper and such, is pure enough to not hinder the decomposition process. It’s now a Living Lab project for the University and we hope it will lead to greater post-consumer compost efforts in the state. We’ve already been contacted by festivals, food prep companies, and restaurants who have been looking for somewhere to send their compost!

GSB: No composting in the state so you decide to do it in house – BRILLIANT! For how long have the Ragin’ Cajuns been using compostable cutlery and flatware?

Monica: We just started that this season — again Gretchen, and thankfully our food service provider Sodexo, bought in immediately. We also have Zero Waste Goalies help fans during the game and then go sort through our compost bags to remove any contamination.

GSB: Who are the Zero Waste Goalies?

Monica: A mix of student volunteers, some Americorps volunteers and staff. Also we donate unused food through Second Harvest to local groups who can use it. And, since they can’t be recycled in our single stream system, we collect plastic bags and film separately and take them to a local grocery store.

 

Green Goalies UL

University of Louisiana Zero Waste Goalies at Cajun Field (Photo credit: Monica Rowand)

 

GSB: Do you have results for diversion rates for the early season games?

Monica: Not yet, but based on the cubic feet of our bins I estimate we diverted about 50 percent of waste from inside the stadium. That will change because we measure diversion by weight and not size – but I’ll keep you posted. Our goal for the season is to achieve an average 65 percent total diversion.

GSB: Are you going to do the same thing with basketball?

Monica: Basketball is different. The team plays in the Cajundome which is not owned by the university. So we don’t have control of the venue and thus what we can do there is limited, at least for the time being. We will be looking at it, though. Baseball is next.

GSB: You must be thrilled with that!

Monica: I am indeed. It’s very big here. We’re not sure about the compost piece yet with baseball but definitely will increase recycling. Soccer is also something we will look at, as well as other Olympic sports. One great thing is that our office sits under the office of the university president, so sustainability has a seat at the table for athletics and beyond.

 

Moore Field Ragin Cajuns

M.L. “Tigue” Moore Field at Russo Park, home of Ragin’ Cajuns baseball, the next sport up for greening at the University of Louisiana (Photo credit: RaginCajuns.com)

 

GSB: Going beyond waste, what is UL Athletics looking to do, if anything, regarding on-site renewables, energy efficiency, and more?

Monica: Great question. Once we get to where we want to be on waste diversion, we are going to take on transportation next. My goal is to build a mini-Boulder on clean transportation. We want to improve our bus system by creating a loop that will dramatically cut down car miles driven on campus. Bike share is already here; car ride sharing is on the drawing board. On energy, UL is at the leading edge of research on renewables. Ten percent of the campus’ electricity already comes from solar; we have a 1.1 megawatt (mW) solar farm tied directly into our grid about one mile from the stadium.

GSB: That’s great to hear. With all the work going on in Athletics and campus wide on waste, transportation and energy, how is the sustainability department connecting that to climate change?

Monica: We haven’t yet. Pride of place, a healthy environment, conservation and quality of life? Absolutely. We’re staying away from climate change right now.

GSB: Why do you think that is, what do you think will change it and when might that happen? Not to put any pressure on you, of course.

Monica: Climate change is a more difficult topic to grasp and sometimes hard to draw the connection in a few words or sentences. Behavior change 101 is to know your audience. We have to make tangible connections we know our audience has.

It relates back to what I said about the strong Ragin’ Cajun fan identity. South Louisianans, like no other place I’ve lived – and I’ve lived in some gorgeous states – have a uniquely strong connection with their geography and environment. Take fishing for example. Whether it is for economic or recreation purposes, people here are in touch with the ecosystems that provide that opportunity. Things that harm that, say water pollution or salt water intrusion, are issues of concern.

In the case of zero waste and compost, yes, it is a means for reducing atmospheric methane emissions from landfills, the greenhouse gas (GHG) emissions that lead to climate change, but closer to home for people in South Louisiana, is the concept of “Cajuns Don’t Waste”. Some of the biggest local culinary traditions were created based on that concept – using every part of the pig at a boucherie, mixing smaller quantities of ingredients together for dishes like gumbo and jambalaya. Food in particular is a valuable resource that should not just be mindlessly discarded, but milked for all it’s got to offer. In the case of compost, we want to keep the nutrients from our organic waste in play by collecting, composting, and spreading the resulting soil back on our farms and gardens.

GSB: That is terrific, and well said, Monica. The thing is, especially in light of the new Intergovernmental Panel on Climate Change (IPCC) report, the threat from climate change is more pressing, more immediate than even previously thought, with potentially catastrophic consequences appearing by 2040. So I get the basic conundrum: Folks in Ragin’ Cajun territory may not be ready for climate change messaging but the clock is ticking. Think about it this way: The UL Class of 2040 is being born now. So bringing climate change messaging to this audience ain’t gonna be easy. Far from it. But I know you are up for the challenge – that’s why UL is lucky to have you. You, Gretchen and company can do this! I look forward to keeping this conversation going.

 


 

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The GSB Interview with Colin Tetreault: Part I — Former Phoenix Sustainability Director Helps Arizona State Become Green-Sports Leader

Colin Tetreault of Arizona State is both a Green-Sports visionary and top-level practitioner. This was made clear when he moderated the Thought Leader panel at the Green Sports Alliance Summit in June. Next up, thought leadership-wise, for Tetreault is a home game of sorts: the Sports & Sustainability Symposium at ASU this winter. GreenSportsBlog spoke with Tetreault in a two-part interview.

Part I deals with Tetreault’s pre-Green-Sports life: His passion for the environment, as well as his sustainability work at Arizona State and in the mayor’s office in Phoenix. Tomorrow’s Part II delves into Tetreault’s and ASU’s Green-Sports leadership and where he thinks the movement needs to go.

 

GreenSportsBlog: Colin, you have an impressive — and, I have to say, long job title: Senior Sustainability Scholar and Global Sports Scholar, Julie Ann Wrigley Global Institute of Sustainability at Arizona State University. You’ve worked with Major League Baseball, USA Triathlon and others on innovative Green-Sports initiatives. And, as I experienced first hand at the Green Sports Alliance Summit in June when you moderated the Thought Leader panel and workshop, you’re also working to push the Green-Sports movement forward faster. So I’ve been looking forward to this interview. How did you get to this place at the leading edge of Green-Sports?

Colin Tetreault: Thanks so much, Lew. Hey, I’m the proud product of a west coast business-guy dad and a Delaware Quaker mom. I grew up in the outdoors, climbed my first mountain when I was 9, learned contract negotiation at 12, did migrant refugee social work in my early teens, and gave thanks for the “return of a bull market” in high school. I have a background in capitalism and environmentalism, marketing and social work. Since my mom worked at ASU, I’ve been in that community since kindergarten. I did my undergrad and grad school work there.

GSB: You are a Sun Devil through and through! What did you study?

Colin: Well, after peaking in kindergarten I studied marketing and sociology as an undergrad. I was part of the inaugural cohort, back in 2007-08 in the sustainability graduate degree program, which emphasized the need for purpose in business.

 

Colin

Colin Tetreault, Senior Sustainability Scholar and Global Sports Scholar, Julie Ann Wrigley Global Institute of Sustainability at Arizona State University (Photo credit: Colin Tetreault)

 

GSB: Ahead of its time…

Colin: I was very fortunate in terms of my timing, to say the least. While in grad school I started S2 Consulting. We showed corporate leadership how sustainability could drive business…How to do well while doing good. Clients included Intel, Starbucks, and PetSmart.

GSB: What did S2 Consulting do for these A-List companies?

Colin: We basically applied a sustainability lens to business consulting, showing our clients how leading on environment, as well as the social and governance aspects of sustainability, would help drive revenue, mitigate risk and drive brand image upward.

GSB: WOW! What did you do next?

Colin: I wanted to serve students, but didn’t want to go for a PhD — I didn’t want to write a dissertation that no one read, nor did I want to teach students to do the same. Instead, I wanted to help students interested in sustainability in a more practical fashion. In 2010, ASU offered a new Masters of Sustainable Solutions. It quickly became the most popular masters degree program at the School. It involved one year of studying and one year of doing.

GSB: That sounds right up your alley…

Colin: It was. I mean, if you want graduates to get hired in cool, sustainability-oriented jobs, what they needed was practical experience. So corporations would come to our program and we connected them to students, who then worked on sustainability projects that were material to the enterprise. And that set them up for jobs once they graduated

GSB: That is how a graduate school program should run. Now I understand you also got involved in politics at around that time. Talk about that…

Colin: Yes. I was a Director on the Phoenix Green Chamber of Commerce. This was 2011-12. There was a mayoral election then. If memory serves, there were 11 candidates running. They had a debate on sustainability. Eight of the candidates were on stage; two of them were respectable on environmental issues. One of them actually understood that sustainability was more than trees and recycling. That was Greg Stanton. He said “if I’m elected, I will appoint Phoenix’ first full time sustainability policy director.” I said to myself, “I want this job!” I was qualified, had the subject matter expertise and was known as an honest broker in the community. So when Greg won, I went for it and — what do you know — he appointed me to his team!

 

Colin 2013 Eugene Scott Mayor Greg Stanton. Grid Bike

Colin Tetreault (l), Eugene Scott (now a Washington Post reporter) and then-Phoenix mayor Greg Stanton promote bike share in the city in 2013 (Photo credit: Grid Bike)

 

GSB: That’s AMAZING! How did ASU react?

Colin: They were great about it. The university loaned me to the city. The city was able to save cost on a director level role and the university was able to be of service to its community.

GSB: That’s quite the win-win. What did you do in the sustainability policy director role?

Colin: Well, when I came into the city government, Phoenix was known as the “Bird On Fire,” the least sustainable city in the USA…

GSB: …So there was only one way to go: UP!

Colin: I served with a great team in the writing of the city’s first sustainability plans. We made sure they were 100 percent policy driven, not a political document. That way we could get much more buy in. After two years, I’m proud to say that we were able to author one of the best sustainability turnaround stories for a city.

GSB: What were some of its key tenets?

Colin: Let me frame the situation we faced: Phoenix is the fifth largest city in the nation. I was tasked with serving 1.7 million people over an area that is 520 square miles. You can fit Paris, Rome, Manhattan, and San Francisco into the legal borders of Phoenix. That doesn’t include the two dozen additional cities in our region. To add to the challenge, our state-level politics and historical orientations didn’t make sustainability practice difficult, it made it outright hostile. But that didn’t stop us. We rolled up our sleeves, made our work focused on cost efficiencies to create buy-in, and set out to create positive change.

Some of the big and fun ones were energy, waste, land use, and transportation.

In energy, we built a $25 million deal – the largest in the nation – in partnership with the Department of Energy and a regional bank – to accelerate home rooftop solar deployment in the city. It only makes sense that place with the best solar capacity should empower its residents to take control of their energy bills and reduce their environmental impact in perpetuity. We specifically carved out this program to be reserved for folks of low-to-moderate income areas. We believed — and still do — that we are judged not on how we treat those with the most, but how we treat those with the least.

We also authored the most aggressive approach to waste in the history of the state. Prior, the city and region had no waste management goals. None.

GSB: How was that possible for the fifth largest city in the nation?

Colin: Crazy, right? Well, we became the first American city to partner with the Ellen MacArthur Foundation to create a “circular economy”. We basically said there’s no such thing as trash. While setting a 100 percent Zero Waste goal, we also looked to transform “trash” into resources. We called the campaign Reimagine Phoenix, asking folks to reimagine a future with no waste…just resources and opportunities. We built, in partnership with ASU, a public-private tech accelerator to cultivate and build local companies that could address the waste stream and grow private-sector jobs. Here are a few examples: palm fronds. Yeah, those things people like to sip umbrella laden drink under…turns out that they are a pickle to compost. The fibrous nature of them precludes them from being incorporated into normal compost operations. For anyone who has been to Phoenix knows we’ve got trees in spades. The city partnered with a private enterprise to break those fronds into a material that is incorporated into an animal feedstock. Another venture takes hard to recycle plastic items and breaks the polymers into base-level monomers…the building blocks of other items. From there, they can make “stuff” and keep materials in play…not downgrading them or sending them to a landfill.

 

Reimagine Phoenix

 

GSB: That is very cool…What about land?

Colin: Land…oh boy…don’t get me started! There was a 2000 article indicating that nearly 40 percent of the Phoenix region was vacant land. Not only does that look terrible, it depresses property values, which reduces tax revenues, which means school budget cuts. It also adds to the urban heat island effect, and reduces community cohesion.

GSB: Not a good look.

Colin: Not at all. While certain land use policies are primarily the purview of the county and state, we showcased what reform could look like. We worked with Keep Phoenix Beautiful to transform 15 acres of vacant land in the heart of central Phoenix.

GSB: Fifteen acres of vacant land? Downtown?

Colin: It was the largest vacant piece of land in the heart of a downtown in the nation…and it had been that way for over 20 years. We — and a dozen community partners — built the largest and most impactful community space in the state. Refugee gardeners built and operated businesses. We hosted veterans therapy groups to help treat those with PTSD symptoms, built gathering collaboration spaces for LGBTQ youth bullied out of high school, hosted concerts and more. We called it PHX Renews. We wanted to renew our urban fabric. And we did. The fun part…everything on the site was made to be interim and moveable. Here’s the cool part…that giant piece of land…is going to be redeveloped. Our work didn’t disappear, it moved – like germinating seeds – to grow opportunities all over the Valley of the Sun.

GSB: Finally, on transportation?

Colin: We brought bike share to the city, accelerated the deployment of more light rail, and sought to create a policy of “complete streets” where thoroughfares are designed to move goods, ideas, peoples and services…not just cars. Instead of a banal streetscape that consists of 4 lanes of vehicular traffic with episodic, anemic tree or shade cover that is not just uncomfortable for, but openly hazardous for pedestrians and cyclists – in addition to vehicle operators – “complete streets” paints a more virtuous picture for all. By embracing slower vehicular speeds, with more purposeful pedestrian and non-motorized transit options and gathering spots, places and businesses flourish. Look to intersections from Manhattan to Curitiba. What were once solely car dominated areas are now bastions of commerce and culture. By the way, it also has positive environmental impacts by tailpipe emissions…so it’s got that going for it, too.

 

IN FRIDAY’S PART II: Colin discusses his return to Arizona State and how he helped it become a Green-Sports innovator.

 

 


 

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Dynamic Energy Networks Brings Renewables, Resiliency to Stadiums and Arena

June’s Green Sports Alliance Summit took place at Atlanta’s LEED Platinum jewel, Mercedes-Benz Stadium. Forward thinking and acting Arthur Blank, owner of the Falcons and Atlanta United, directed the people who designed and built the stadium to do whatever it took to get the country’s first Platinum designation for a pro sports stadium.

The community-minded Blank also made sure that the stadium would serve the adjacent West Side neighborhood: Local residents helped build and are helping to operate Mercedes-Benz Stadium. And, in the case of a natural disaster or other type of emergency, the stadium will be transformed into a resilient community center.

But what if an owner is not as committed to the environment and/or the community as Mr. Blank, and/or doesn’t have as deep pockets?

Enter the innovative investment platform, Dynamic Energy Networks (DEN), backed by the Carlyle Group, along with its powerful global technology partner, Schneider Electric.

DEN brings deep experience in energy infrastructure investment and design, especially as it relates to distributed energy resources and Microgrid solutions. DEN/Carlyle has the experience and long-term vision to take on complex infrastructure projects such as stadia and arenas.  

Schneider Electric is leading the digital transformation of energy management and automation and has deep experience in energy efficiency upgrades at sports venues across the world.

As long-term investors, DEN stands behind these solutions, taking on the financial risk on behalf of owners, venues, and other sports organizations.

GreenSportsBlog spoke with Karen Morgan, President and CEO of DEN, to get a sense of the “Art of the Possible” as it relates to the delivery of resilient, reliable, secure and sustainable solutions at stadia and arenas.

 

GreenSportsBlog: Karen, your input on the “The Art of the Possible: New Business Models to Achieve Your Community’s Energy Goals” panel at the Green Sports Alliance Summit in June, was a master class on the business of large scale renewable and microgrid projects, the trend towards distributed energy generation and what that can mean for stadiums, arenas and the communities they serve. We will get into that in a bit, along with how Dynamic Energy Networks fits into the Green-Sports world. But first, how did you get into the renewable energy business?

Karen Morgan: I’ve been in renewable energy in the United States for the past 12 years. Prior to that, I explored energy efficiency and renewable generation solutions in Central Europe. But my introduction to renewables came back in 1995, when we started a company that evolved from a data driven network to a trading platform for commodity chemicals.

 

karen_morgan-768x1024

Karen Morgan, President and CEO of Dynamic Energy Networks (Photo credit: Dynamic Energy Networks)

 

GSB: Commodity chemicals trading? That seems like an unusual way in to the renewables world…

KM: That’s how most people react but we became a “Poster Child for Renewables” of sorts. Because, when you think about it, solar panels turn solar power into electricity because of…

GSB: …Chemicals!

KM: Exactly!

GSB: So what parts of the renewable energy business have you been in?

KM: I started on the development side, then we put together various financing structures to fund projects, providing advisory and development services. We focused on the commercial & industrial (C&I), municipality, educational and other markets. Eventually we co-founded an investment platform — RET Capital five years ago — which owned and operated utility scale solar and wind assets.

GSB: What was that like?

KM: We were located in California, and it was like the Wild, Wild West out there with solar. Of course, the industry grew up in no time and it is quite amazing to see how rapidly markets have evolved in and around renewable energy and adjacent utility-like services.

GSB: What led you to form Dynamic Energy Networks and what does the company do?

KM: Well, we formed DEN to address a MASSIVE macro-problem: The vulnerability of the existing centralized electricity grid to extreme weather and other natural disasters, as well as terrorism, cyberattacks and more. Working with our partners, we offer the expertise, capital and technical capabilities to design, build, own and operate decentralized microgrids at scale. Densely populated urban centers, university campuses and more are our targets. DEN/Carlyle quarterbacks the microgrid development process from concept to operation by bringing experienced, sophisticated and flexible capital solutions. And Schneider Electric adds essential state-of-the-art digital technology know how, with hundreds of microgrids already built and installed, to allow all aspects of our microgrids to communicate seamlessly with each other.

 

DEN KM MF AM at MKG

Karen Morgan speaks on a panel with Mark Feasel (l), VP Smart Grid at Schneider Electric andAndrew Marino (r), Managing Director at The Carlyle Group (Photo credit: Microgrid Knowledge)

 

GSB: Sounds like you’ve put together a microgrid All-Star team with DEN. Can you give an example of a project DEN is working on?

KM: Sure! We are working with a coalition of partners to integrate a large-scale series of microgrids, which include electric vehicle infrastructure and distributed energy resources, to meet sustainability goals set by the governor of the state. While working within the framework of a multi-billion dollar redevelopment project with over 30 different companies involved, DEN and Schneider Electric will ensure the avoidance of a SINGLE POINT OF FAILURE and provide for a resilient, reliable, decentralized, and secure energy system to this critical infrastructure.

GSB:…That is a BIG DEAL! So is it fair to say that solar panels on the roof of a home or a solar powered car port in the parking lot of a stadium would be examples of decentralized or distributed generation as compared to the centralized power plant-sub-station model?

KM: That’s right. Now with intelligent control systems, like those developed by Schneider Electric, various renewable and traditional energy generation systems can be distributed throughout a localized site, such as a mixed-use stadium complex or a college campus. Within these sites, energy assets such as, solar, wind, energy storage, fuel cells, and combined heat and power (CHP), can be networked to support each other and deliver electricity to the customer in the case of a grid outage or the failure of a single, centralized source. Schneider Electric’s Ecostruxure controls harden microgrids against cyber security breaches and mitigate the risk of a cyber-attack on the centralized grid, ensuring an uninterrupted power supply for the customer.

GSB: This sounds like DEN is involved in the early days of a powerful and important mega-trend towards decentralized generation and microgrids. Where do sports venues fit in?

KM: In many industry sectors, including sports, the opportunity to “island” away from the grid in the case of an outage or security breach or storm, and achieve resilience, did not truly exist until recently. That is, where some of the technology may have been available, the economics did not make sense and the optimization tools were not commercially available. In addition, the size and complexity of such systems were not attractive to third party capital. As advanced technology has become increasingly available, and costs continue to decline, third party capital is becoming more interested in decentralized, “two way” flexible energy solutions. DEN is well suited to lead the charge here as Carlyle wrote the playbook on flexible long-term contracts for infrastructure globally. DEN is able to leverage thirty years of experience, knowing how to transfer risk away from owners by providing predictable long-term service agreements, eliminating the capital expense associated with completing large, infrastructure projects. So we operate the microgrid; the venue owner simply pays for the electricity they use and for resilience services.

GSB: What do you mean by resilience?

KM: Resilience in this case means providing reliable, clean and ongoing generation so the venue performs at peak whenever necessary, especially during unexpected outages. Venues become a safe haven for people to seek refuge when there is a local, regional or national emergency. The benefit of integrating microgrid and distributed energy resource solutions is having the ability to operate the stadium at an appropriate level for a prescribed period of time, independent of the utility grid. This is essential, in terms of business continuity, safety for fans, employees and the broader community

GSB: So you don’t have a tragedy as was suffered by the people of New Orleans at the Superdome during Katrina in 2005…

KM: That’s right. This is particularly relevant in the face of increasing intensity of extreme weather events like storms, wildfires and droughts. Resilience also means that sports organizations can trust that they will have a reliable source of energy when bidding for mega-events like the Super Bowl or the FIFA World Cup.

GSB: That has to be crucial for organizations like the IOC and FIFA. Going back to something you said earlier…what do you mean by experienced or sophisticated capital?

KM: DEN and the Carlyle Group have decades of experience working on critical infrastructure investments, in particular complex projects with long sales cycles that involve the C-suite.

GSB: So the capital is not only experienced and sophisticated, it is also patient.

KM: Exactly. Carlyle’s initial commitment of $500 million of flexible capital with no cap is a great launch pad to build out a multi-billion dollar energy infrastructure portfolio. And we’re hitting the market at the right time. The cost of renewable energy generation, energy storage, and other advanced resilient infrastructure technologies, continues to decline precipitously.

GSB: Which all sounds ideal for sports venues…

KM: Absolutely. As mentioned earlier, sports venues are part of a community’s critical infrastructure. They matter! For the most part, they’re centrally located. They’re tied to a region’s transportation infrastructure. When there’s an emergency, that’s where people go for toilets, cots, and much more. We saw what happens when this critical infrastructure failed back in 2005 with the Superdome and Katrina. Contrast that with how well stadiums and arenas performed last summer in Houston during Hurricane Harvey. Major improvements have already been made and we’re working to accelerate the pace in what we see as an underserved market. The stadium or arena as a sports venue on game day, as a resilience center during emergencies and potentially, as a source of electricity to the grid or surrounding other critical infrastructure on non-game days…

 

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Thousands of evacuees lived under squalled conditions inside the Superdome while they waited to be evacuated after Hurricane Katrina hit New Orleans in August, 2005. Microgrids, of the sort developed by Dynamic Energy Networks, can turn large venues into places where the public finds relief from natural and other disasters (Photo credit: Willie J. Allen, Jr.)

 

GSB: ….Meaning that, depending on the regulatory environment, if a stadium or arena has on-site solar, on non-game days, it can sell the electricity coming from the panels to the grid — or to homes and businesses in the immediate area if they are connected via microgrid. Does Dynamic Energy Networks have any sports venue clients yet?

KM: Not yet. We and Schneider Electric made a strategic decision to reach out to the sports industry, starting by attending the Green Sports Alliance Summit in Atlanta. Our friends Dusty Baker and Bernard King…

GSB: …respectively, the former Washington Nationals manager and member of the Naismith Basketball Hall of Fame

KM: …who spoke at the Summit have both been involved in the solar business since their playing days. We look forward to working with both Dusty and Bernard, both sustainability leaders!

GSB: Phenomenal! Especially since Bernard King is a hero of mine as I am die-hard Knicks fan — which means I’ve been dying hard for two decades! I look forward to a follow up GSB interview with you about DEN’s first sports projects.


 

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The GSB Interview: Julia Pallé, Formula E Senior Sustainability Consultant and SandSI President

Julia Pallé is a very busy woman.

She is shepherding the growth and direction of the sustainability efforts of Formula E, the fully-electric racing series which is about to start its fifth season. And, as if that is not enough, Ms. Pallé is also President of the fledgling Sport and Sustainability International (SandSI).

GreenSportsBlog spoke to Ms. Pallé about what we can expect from Formula E and SandSI.

 

GreenSportsBlog: Bonjour, Julia. It’s great to chat with you. Senior Sustainability Consultant of Formula E and President of SandSISacre bleu! You sure have a lot going on. Since Formula E preceded SandSI for you, let’s start there. Were you always into cars and motorsports?

Julia Pallé: Well, I grew up in Clermont-Ferrand in France, the town where Michelin is headquartered. I was not so much into motorsports growing up but I loved many other sports. I tried them all: Running, kite surfing, wakeboarding, skiing, dancing…oh, and rugby also. I loved the outdoors and knew I always wanted to be close to nature. From the beginning, my desire was to work in sustainability and make a difference so I studied sustainability management and change management and earned a business degree at the Université of Grenoble.

 

Julia_Palle_2016_HIGH RES

Julia Pallé, Senior Sustainability Consultant for Formula E and President of SandSI (Photo credit: Formula E)

 

GSB: I wish they had those disciplines when I was in school back in the Dark Ages! So how did you put it into practice?

JP: I went to work for Michelin in 2012…

GSB: In your hometown?

JP: Exactly! I worked in the motor sport division…

GSB: Ahhh…that’s where you got your start…

JP: Yes…Implementing sustainability programs.

GSB: How did that go?

JP: It went well. The group had a sustainability plan but the motor sports division wasn’t specific enough. With the support of management, I helped tighten things up. We did a Life Cycle Assessment on our rally racing tires…from materials sourcing to construction to the event to end of life. Thanks to that analysis, management made some significant changes: In terms of materials, we switched to natural rubber, which greatly reduced our environmental impact. And this kind of transition can have tremendous impact on passenger cars.

GSB: Very impressive, Julia. So how did you end up moving to Formula E?

JP: When Formula E began a few years ago, they started to come up with sustainability standards for their tires. Michelin felt it needed to be the standard and so we developed a hybrid tire specifically for Formula E. I wrote part of the the standard so Formula E and I began to know each other and eventually they recruited me to manage their sustainability department.

GSB: That must’ve been quite a change…

JP: Oh yeah. Formula E is based in London so I moved there. And I started traveling around the world for the races. It is a lot of travel but it’s great and important work.

GSB: An all-EV open wheel racing circuit? It is very important work, indeed. Formula E has grown quite a bit in just four seasons…

JP: For sure. For me it has been a great opportunity. I was among the first wave of employees, when we were pretty much a blank slate. Now there are more than 120 employees from 20 different nationalities in our London office. We are now a Fédération Internationale de l’Automobile or FIA certified international championship…

GSB: A la Formula 1?

JP: Yes. We have races now in Africa, Asia, Europe, as well as North and South America. Australia is next.

GSB: That just leaves Antarctica…

JP: Well, we actually brought a Formula E car down to Antarctica to shoot a video. Icebergs were breaking at the time so we had to drive on the icecap. It was incredible. The car was able to drive on an icecap. We also shot a video of a Formula E car racing a cheetah in Africa.

GSB: That is so cool! Who won?

JP: The car, but it was very tight!

 

Formula E vs Cheetah

Formula E car and a cheetah racing in Africa (Photo credit: Motor Trader)

 

GSB: So I would imagine that sustainability would have to be a core part of an EV racing championships DNA. Am I right?

JP: Certainly. From the beginning, Formula E worked to manage our events in a sustainable fashion, to ISO standards. We engage deep into our supply chain to make sure we use sustainable products and services. We recently achieved ISO 20121 certification for the entire championship. Every season, we conduct a Life Cycle Assessment to become more efficient in all aspects of our operations.

GSB: As part of that assessment, does Formula E measure its carbon footprint year to year? If so, how are you doing?

JP: So far it’s been difficult to compare our carbon footprint over time in a meaningful way. That’s because we keep adding races and changing the schedule so we haven’t been able to measure in an apples-to-apples comparison way yet. But we are working on better metrics for sure. For now, we can say we know we are doing the right things, sustainability-wise and the results we do have are positive.

GSB: What is Formula E doing to connect with the communities it visits regarding its sustainability initiatives?

JP: Our goal is to leave a positive legacy in all of our cities. Our Fan Zones and Allianz E-Village allow fans to really interact with the EVs and the drivers…

 

Sustainability comms 4

Signage along the race wall promoting EVs and the Allianz E-Village at July’s Formula E race in Red Hook, Brooklyn (Photo credit: Formula E)

 

GSB: That may be the most powerful green thing you can do: Give fans an up close experience with EVs…

JP: Yes…We have a gaming zone to attract younger fans and a driving zone where fans can get behind the wheel of an EV race car. And we make tickets to the races affordable to appeal to the widest audience possible. Since you are in New York City, you should know that we are working with the New York Earth Day Initiative to promote renewable energy and recycling. And the UN Environmental Programme (UNEP) will have a booth. Our drivers are our best ambassadors, spreading the benefits of EVs whenever they can.

 

Booth 1

The UN Environment Programme (UNEP) booth at the Formula E event in Red Hook, Brooklyn in July (Photo credit: Formula E)

 

GSB: Plus Formula E races are on city streets…

JP: Yes! We are of the mind that our races themselves will change consumer behaviors. As you say, we are racing EVs on city streets mainly in urban centers. Fans see that and say to themselves “that could be me driving an EV!”

 

Formula E Bklyn

Formula E cars racing through Red Hook, Brooklyn (Photo credit: Formula E)

 

GSB: That’s the best advertising you can have for EVs…How many people attended Formula E races during the season?

JP: Over 360,000 fans have come to Formula E races in season four – which shows the appetite and curiosity of electric cars and electric racing is fast-growing!

GSB: Impressive! And what about reaching audiences beyond the races themselves — Where can fans watch Formula E races on TV and/or online?

JP: We are on cable now. FS1 airs us in the US and you can stream us via their website or app. Similar deals are in place in Europe.

GSB: How have the ratings been in the US and Europe?

JP: We don’t have exact figures for season four just yet, but we are expecting a projected cumulative TV audience of over 300 million.

GSB: What’s next for Formula E? Are you all looking at a stock car series like NASCAR? I have to believe that fans watching EVs race that they could actually buy would even be more powerful.

JP: We wholeheartedly agree! And the timing of your question is spot on. In addition to Formula E’s season 5 [click here to watch a preview video], next season we will also launch our Formula-E Support Series in which drivers will race modified Jaguar I-Pace EV SUVs. It is our intention to showcase EVs that fans can buy right now.

GSB: How do you think the Support Series will do vs. the new Electric GT Series, which will race stock car Teslas? It is scheduled to launch this November in Spain.

JP: It will definitely be interesting to watch its progress but the Jaguar I-PACE eTROPHY is quite different as it showcases technology first tested in Formula E in a modified road car – which is the perfect example of what Formula E is aiming to do within motorsport.

GSB: All in all, the world of EV racing, open wheel-wise and stock car-wise is growing rapidly. You sure are in the place to be right now. And that doesn’t even take into account your work with Sport and Sustainability International or SandSI. How did you get involved and what you are doing there?

JP: The founders of SandSI got in touch with me and invited me to attend the “birth meeting” in Lausanne, Switzerland in November, 2016 and to be a board member. Formula E was happy that I would have a seat at the table in this new organization which was very important. As with most every startup, the structure of SandSI was continuously evolving. I was asked to be a Vice President in September 2017 and then, just three months later I was asked to be President! And this May, at our 2nd Congress, the members elected me to a 4-year term as President. Plus every year, the members can vote to change the structure, change the President, which means I am very accountable. All of this is much better than simply being appointed.

GSB: Absolutely! And it’s great to be speaking to Madame la Presidente! So what is happening with SandSI and what are your goals for your term?

JP: Our focus is global, to ensure that the most sustainable practices are disseminated to sports organizations all over the world and to put sustainability and sports on the agenda of major global organizations like the UN. Our three main priorities are 1. Alignment and strategy surrounding UN Sustainable Development Goals (SDGs), 2. ISO 20121 implementation 3. Monitoring, measuring and reporting. Thus we are working closely with organizations like UNEP and the UN Framework Convention on Climate Change (UNFCCC) to ensure sports is well represented in their work.

GSB: Do these organizations get the power of sports…

JP: Many people do; it is our job to make sure the voice of sports is heard loud and clear throughout those organizations.

GSB: There are of course Green-Sports organizations and trade groups throughout the world — the Green Sports Alliance (GSA), mostly in North America and now Japan, BASIS in the UK, Sport Environment Alliance (SEA) in Australia. How will you differentiate SandSI from those groups? And how will you work with them? Is there a need for all of these groups or will there be consolidation?

JP: We see ourselves as a global umbrella organization and we need to have regional peers. SandSI is here to offer practical support to all sporting organization looking to advance sustainability internationally through their sport. Thus we are in dialogue with them. In fact SEA is a founding member of SandSI. We are in touch with the GSA and BASIS to see how we can add value together.

GSB: Good luck sorting all of that out and all the best with the launch of the Formula E Support Series.

 


 

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The GSB Interview: Reduction In Motion’s Kelsey Hallowell, Helping to Efficiently Reduce Waste at Camden Yards and M&T Bank Stadium

Kelsey Hallowell is a Professional Trash Talker.

She plies that unusual trade for Reduction In Motion, a forward-leaning waste reduction consultancy in Baltimore. One of Kelsey’s clients is the Maryland Stadium Authority which, among other things, owns Camden Yards (home of baseball’s Orioles) and M&T Bank Stadium (home of the NFL’s Ravens).

GreenSportsBlog talked to Kelsey, whose official title is Communications and Outreach Coordinator, about the unique aspects of working with sports venues.

And talking trash.

GreenSportsBlog: Kelsey, I love your job title! How does one get to be a professional trash talker?

Kelsey Hallowell: Well Lew, for me it started out as a little girl in Duxbury, Massachusetts. I was always outside playing – the joke with my family is as a toddler, my parents would set me beside them as they gardened, and I would eat handfuls of dirt.

GSB: Uh…Another way of saying you have “an appreciation for the environment”

KH: YES! Then I ended up attending Washington College, a small liberal arts school in Chestertown on the Eastern Shore of Maryland…

GSB: Sounds like an outdoorsy place…

KH: …It is. In fact, I got to be a part of the first cohort of something called the Chesapeake Semester. It was amazing. Rather than being stuck in a classroom, we went out into the environment, into the field to learn. Talked to and worked with farmers, scientists, and historians for environmental causes throughout the Chesapeake Bay watershed.

 

Kelsey Headshot Color

Kelsey Hallowell, trash talker at Reduction In Motion (Photo credit: Reduction In Motion)

 

GSB: What a great program! I can see how you would end up in the trash talking, waste reduction business.

KH: Actually I started in the recycling and waste world while at Washington College. I worked with the Center for Environment & Society (CES), which is linked with the college and Chestertown. CES focuses on social and environmental issues.

GSB: What was your role?

KH: I worked on a variety of projects. Not too surprisingly, I was one of a handful of students who helped with recycling on campus. We got into the nitty gritty of it, which was a great experience.

GSB: What do you mean by nitty gritty?

KH: We collected the recycling by hand, separating glass by color, while also separating plastics, metals, paper and cardboard. We also helped to reinvigorate composting on campus and started a campus garden.

GSB: Not glamorous but it sounds like a great training ground…What did you do once you graduated?

KH: While I was still at Washington College, I went to a presentation by an alum who worked at Reduction In Motion. I thought, “what they do is really cool.” One thing led to another and, in 2012, I became a trash talker at Reduction In Motion.

GSB: So what does Reduction In Motion do?

KH: The company was started in 2002 by Bill Griffith. He worked for a long time in the hazardous and medical waste industry. He saw how much waste went into the red bags designated for regulated medical waste and how much of that didn’t really belong there. Bill also realized that hospitals — and many other types of businesses and venues — really had very little idea about their waste: how much they generate, where it goes, how much it costs…

GSB: How could hospitals not know how much their waste hauling cost?

KH: That’s what Bill asked! So he launched the company to help hospitals and other healthcare facilities understand their waste streams better, more efficiently deal with it, and save money by doing so. I started as a Greening Facilitator for hospitals in Baltimore City.

 

Bill Griffith at Audit

Bill Griffith, founder of Reduction In Motion, taking part in a waste audit (Photo credit: Reduction In Motion)

 

GSB: What is a Greening Facilitator?

KH: I basically helped the ‘waste generators’ – clinicians, administrative staff, food service and waste handlers (housekeeping and facilities) – make sure the different types of waste went into the correct waste or recycling stream.

GSB: How did the doctors and hospital staff react?

KH: Some were really into it, some not so much. A few hospitals really got it. One had an already-established Green Team by the time we arrived. We worked with them to use compost to help fertilize a garden they had established.

GSB: That sounds like a real success.

KH: It was. We’ve found that one of the keys to success for our clients is to stick to the basics: What and how much waste are you generating? With recycling, what kind of bins do you have? Is signage clearly communicating what goes into which bin? Are you following where the waste and recycling goes after it leaves your premises?

GSB: Simple, yet important.

KH: That’s really it. Set it up and help maintain the program.

GSB: You then moved up from Greening Facilitator to your current trash talking position: Communications and Outreach Coordinator. What does that entail?

KH: Well, we’re a small operation with less than 10 employees, so the job has a bit of everything in it. I help support our clients, from Virginia to New Jersey, with educational materials and the aforementioned signage. Management of our website and social media, developing presentations, and supporting sales are also parts of my day to day.

GSB: Sounds busy and also varied. Now, what is the Reduction In Motion business model?

KH: Good question. We call ourselves “waste-based sustainability consultants” and we mostly work on a monthly fee basis. Recently, a project-specific model has become popular. We show cost savings to our clients by increasing the amount of waste that goes to recycling and composting and cutting the amount that goes to trash, because sending waste to landfills is more expensive. Our metrics for success are diversion rates and money saved. But things have gotten much more challenging recently.

GSB: Why is that?

KH: Recycling just became infinitely more difficult because China — where the US and many other countries sent most of its recycled material — enacted a new law, banning the import of American recycling because there was too much contamination.

GSB: I heard something about that. How much contamination is too much?

KH: It needs to be less than 0.5 percent but the US was sending recycling to China with contamination rates north of 15 percent. That’s one big reason why we emphasize examining waste streams at the client site to make sure they’re not contaminated.

GSB: So where’s the recycling going to go if not China? Can we keep it here?

KH: Great question. The domestic recycling infrastructure needed to support the recovery of the materials we were previously sending to China needs to be greatly expanded if we are going to keep it all here. To truly fix the issues the recycling industry is facing today, manufacturers need to get involved. How2Recycle.info is a great website that explains not only the confusion consumers are facing when trying to recycle but it also addresses how to solve the problem. We need standardized, clear, concise messaging included on the products we buy every day. All packages should be labeled so the consumer can quickly and easily determine how to dispose of everything the package contains the right way. Think of a box of cereal. There is the outer box and the inner bag containing the cereal. Most consumers are well aware that the outer box can be recycled but get confused when it comes to the inner bag. They think, “it’s plastic so it can go into the recycle bin too,” but that’s just not the case. This could be solved if a label was printed on the outside of the box in an easily viewable spot, clearly explaining that the box is recyclable but the plastic bag is not. Standardization of information labels on packaging materials will do a great deal to cut down on contamination rates found in today’s recycling stream. Once the disposal of packaging materials has been standardized, the materials recovery facilities (MRFs) can get to work on how best to recover the materials here in the US, increasing jobs and eliminating the need to export recycled material out of the country.

GSB: We should do a separate interview about what needs to happen to build domestic recycling infrastructure. But for now, let’s talk about how Reduction In Motion got into working with sports venues…

KH: Sports venues are different than hospitals. Hospitals run and generate waste 24-7. Sports fans are at a venue for a few hours and not every day. But when they do go to a game, they generate huge amounts of waste in a relatively short time. Our first sports clients were two two minor league baseball teams in Maryland, Aberdeen IronBirds, who play at Ripken Stadium and the Frederick Keys, whose home base is Harry Grove Stadium. We received a grant from the state to conduct waste audits for them. From there, we moved up to the big leagues as we started to work with the Maryland Stadium Authority. It operates Camden Yards, the home of the Orioles, and M&T Bank Stadium, home of the Ravens.

 

RIM Minor League Baseball

Reduction In Motion team members and volunteers sort trash and recycling generated at a Frederick Keys game at Harry Grove Stadium as part of a grant-funded project by Maryland Department of the Environment (MDE) in 2015 (Photo credit: Reduction In Motion)

 

GSB: What do you do for them?

KH: We conducted waste audits as part of both stadiums’ LEED certification efforts, including identifying all the waste that’s generated, from plastic to metal to glass to compostables and more. That led to us working with the Stadium Authority to help the venues understand and improve their diversion rates. We developed fan and staff education content about which types of waste goes into what bin.

GSB: I know there are studies saying that fans care about the environment but do they really care about putting the right type of waste into the right bin?

KH: Some do but some don’t. That’s why it’s so important to establish and roll out a plan, then continue to engage with the key stakeholders, like leadership, operations teams and the fans. By focusing on bin selection, placement, color-codes, and messaging, we try to make it as easy as possible for fans to do the right thing. This approach allowed us to help the University of Richmond with their 2017 ‘Rethink Waste’ basketball game: Recycling contamination was reduced by 54 percent from their baseline and compost was collected at a 93 percent compliance rate! For more details on how we did it, you can read the full story here.

GSB: …So that’s where talking trash comes in!

KH: …You got it! The truth is it’s easier to do the right thing if we make it easy.

GSB: So true. How are Camden Yards and M&T Bank Stadium doing, diversion rate-wise?

KH: Both have improved over the past several years. Camden Yards’ diversion rate increased from 10 percent in 2012 to 30 percent in 2017. M&T Bank Stadium is doing great; in 2017 they were up to a 58 percent diversion rate, an increase of 40 percent since 2011! Similarly, we’ve had good success in the college sports world. We helped the University of Richmond achieve an 87 percent landfill diversion rate at the aforementioned ‘Rethink Waste’ basketball game.

 

UR (2) RIM

Reduction In Motion and University of Richmond’s student volunteers conducting waste audits during a 2017 Spiders men’s basketball game (Photo credit: Reduction In Motion)

 

GSB: WOW! Congratulations. You make this sound easy but I know it isn’t. What factors might hold down a sports venue’s diversion rate?

KH: Buy-in and consistency. Ensuring you have an understanding of the operations while getting leadership’s understanding and approval can be a tricky balance, and that’s where we come in. Recycling seems easy, but achieving a high, uncontaminated diversion rate will take time and energy. And it takes even more time and energy to maintain and further improve your diversion rates. Things are always changing, whether it be the workforce, those in leadership roles, and, as seen in the China case, the rules of recycling.

GSB: Stadium workers have tough jobs so the communications have to be powerful and the incentives need to be real for them to consistently do the right thing regarding waste. Is sports a growing sector for Reduction In Motion?

KH: It is. More and more, pro and college teams and venues are embracing sustainability — we saw that phenomenon in person at the Green Sports Alliance Summit in Atlanta last month. We also see that fan engagement on recycling and other environmental initiatives is on the rise.

GSB: Hallelujah!!

KH: Definitely! In fact we are providing guidance and ideas to the Maryland Stadium Authority on fan engagement.

GSB: That’s great to hear, Kelsey. Congratulations on your and Reduction In Motion’s success to date. I look forward to hearing about how you and the company will go beyond Maryland’s borders to talk trash and thus help green more sports venues.

 


 

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The GSB Interview: William (Bill) Gagnon, Saving Money and Carbon Emissions at Sports Venues Thru XLERATOR® Hand Dryers

I thought that the best way to reduce paper waste was to use recycled paper. But, after talking with William (Bill) Gagnon, VP of Marketing and Sales for Excel Dryer, I realized how wrong I was.

Air hand dryers are far more environmentally friendly than even 100 percent recycled paper and Excel Dryer’s XLERATOR® is particularly green on several metrics. And big public buildings like stadia, arenas and airports reap significant financial and environmental savings by switching to the XLERATOR.

GreenSportsBlog spoke with Gagnon about the many green aspects of the XLERATOR and the role sports plays in Excel Dryer’s business.

 

GreenSportsBlog: Bill, how did you get into the hand drying business?

Bill Gagnon: My dad had bought Excel Dryer and I started working there in 1997 off and on — I was also trying a bunch of different things like computer science, web design, finance. Then in around 2000, after helping to invent the XLERATOR, selling it really clicked for me and I’ve been there ever since.

 

Bill Gagnon

William (Bill) Gagnon, VP of marketing and sales for Excel Dryer (Photo credit: Excel Dryer)

 

GSB: Talk about the technology behind the XLERATOR, specifically about what makes it such a great green option for stadium and arena restrooms.

BG: Basically, we created the high-speed, energy-efficient hand dryer category. Our patented technology sounds fairly simple but it is, in fact, quite complicated. We use high velocity heated air for a unique, two-phase drying process. In Phase 1, or the “Blow Off,” the air blows off large water droplets off the hands in a couple of seconds. Then, in Phase 2, “Evaporation,” the heat evaporates a residual moisture layer that we feel but don’t really see. This makes the drying process about three times faster than conventional hand dryers.

GSB: That’s the high-speed part…Where does the greening, energy efficiency part come in?

BG: By being three times faster, we see an 80 percent reduction in energy usage…

GSB: Makes sense…

BG: But that’s not the greenest aspect of the XLERATOR…

 

Patriots_Xlerator

A New England Patriots-branded XLERATOR dryer (Photo credit: Excel Dryer)

 

GSB: Really…What is?

BG: The biggest green element is that the XLERATOR replaces paper towels. We did a Life Cycle Assessment (LCA) that resulted in showing up to a 75 percent reduction in carbon footprint even when compared to 100 percent recycled paper towels.

GSB: I never thought about it that way…

BG: There’s a big misconception out there that 100 percent recycled paper towels are the best thing from an environmental perspective in terms of hand drying. They’re not; after use they go right to the landfill.

GSB: Where do the savings come from?

BG: From reductions in material production, transportation emissions, water usage and waste.

GSB: I guess using paper towels that are 100 percent recycled is not at all the green thing to do.

BG: 100 percent right!

GSB: So talk to me about sports venues…

BG: Sports venues — stadiums and arenas — are an important part of our business. We’re a Boston-area company…

GSB: Does that mean you’re a Boston sports fan?

BG: Oh yeah — Red Sox, Pats, Celtics, Bruins…

GSB: Well, as a die hard New York sports fan, we’ll just have to look past that…So is the XLERATOR at Fenway Park?

BG: Yes…In fact Fenway is a great case study…They saw an 82 percent carbon footprint reduction vs. paper towels after switching to XLERATOR. That’s the equivalent of planting 560 trees or reducing 100 cubic meters of landfill. In the process, they saved $57,000 in paper towels and about $26,000 in labor costs.

 

FenwayInstallation

XLERATOR dryers mounted on the bathroom wall at Boston’s Fenway Park (Photo credit: Excel Dryer)

 

GSB: Why the savings in labor costs?

BG: Compared to venues with paper towels, restrooms are cleaner and thus need less maintenance. That is an important consideration. Aramark, the concessionaire at Fenway, tells us that it benefits them: Their staff have to spend much less time preparing and cleaning the restrooms. That leaves them much more time for fan-facing work, which is what they are there to do. Also staff spends much less time resolving bathroom incidents when the XLERATOR is in use vs. paper towels.

GSB: How much time is saved?

BG: On average, they told us their response time to attend to a game day issue, i.e., spills, was about three to five minutes. Now, that time has been shaved to 30 to 90 seconds! With paper towels, their staff was spending so much time constantly servicing the restrooms that it would delay their ability to respond quickly. With XLERATOR dryers installed, that has completely changed.

GSB: That is really significant.

BG: Also significant is that far fewer trash cans are needed: Six in a restroom with paper towels vs. one with an XLERATOR. Here’s a great stat: In the 2013 season at Fenway, one in which the Red Sox won the World Series…

GSB: …Don’t remind me…

BG: …The team saw a reduction of 124 tons of waste, with switching from paper towels being one of the largest contributors.

GSB: Beyond Fenway, what are some of the stadiums and arenas where XLERATORs are deployed?

BG: We’re also at Gillette Stadium in Foxboro, home of the Pats…But we’re not only at Boston venues. London’s Wembley Stadium, South Africa’s World Cup soccer stadia, NFL and MLB stadia, college football stadia and basketball arenas. Convention centers, airports and train stations are also sweet spots for us — venues where there are large public assemblies. And for these venues, and many others, it’s all about the bottom line — the XLERATOR saves time and money. In fact, in most cases, ROI is less than a year for XLERATORs that cost between $450-$650.

 

Wembley Independent

London’s Wembley Stadium, the “home of English football” has XLERATOR dryers in its restrooms (Photo credit: The Independent)

 

GSB: So it sounds like the business is good…

BG: After 16 years of XLERATOR, we’re still #1. Some call us the Kleenex of hand dryers. But we stay hungry and are reinvesting in the business to get to the next innovation.

GSB: What about an XLERATOR for residential use? I mean, if we could get all or most US households to go from paper to heated hand drying, that would have a massive and beneficial effect on the carbon footprint, no?

BG: That is something we’re looking at for down the road.

GSB: This is such a great story but I wonder, like I do with many great Green-Sports initiatives, if fans are aware of the green story behind the XLERATOR. What are you and the venues doing on that score?

BG: Some teams and venues are telling the green story, putting customized covers on the XLERATOR with green messaging. We see a big opportunity for storytelling at college athletics venues, due to the interest in sustainability among students. The University of Tennessee is installing over 1,000 Excel Hand Dryers throughout their campus. They put out a big press release to announce it. We need to help our customers do more of this.

GSB: So what’s next for Excel Dryer in terms of advances in hand drying at big public venues?

BG: We’re moving into the next generation of the hand drying experience with our new XLERATORsync® Hand Dryer, which is part of what we call an “Integrated Sink System.” In this case, we place the XLERATORsync next to the faucet on the sink so the patron washes, rinses and dries in one spot. It’s quieter, more hygienic, and creates an elevated user experience. In fact, Gillette Stadium has installed sink systems in their new hospitality areas in preparation for the upcoming football season.

 

 


 

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