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 with Ann Duffy, Sustainability Leader for Olympic, FIFA World Cup Bids — Part II: Advancing Mega-Event Sustainability Post-Vancouver 2010; Where We Go From Here

Ann Duffy has been working at the intersection of mega-sports events and sustainability for more than a decade. She was hired as Chief Sustainability Officer for the 2010 Vancouver Winter Olympic and Paralympic Games. Since then, Ann has been involved in some way, shape or form with the sustainability efforts for several of the Olympic/Paralympic bids, as well as with the successful United Bid of Canada, Mexico and the United States to host the 2026 FIFA Men’s World Cup. No one is better positioned to talk about sustainability and mega sports events than Ann Duffy so GreenSportsBlog is honored to offer this two part interview.

In yesterday’s Part I, Ann shared how mega-sports events are in her blood, how she came to lead the sustainability efforts at the 2010 Winter Olympic and Paralympic Games and what she and team were able to accomplish there.

Today, in Part II, we examine Ann’s post-Vancouver 2010 work with a variety of Olympic and FIFA World Cup bid and organizing committees. We also discuss what future bid and organizing committees can do to engage fans on climate change and other environmental issues.

 

GSB: Kudos to you and the Vancouver 2010 Organizing Committee (VANOC) team for advancing mega-event sustainability. What did you do for a follow up act once the Olympic Flame was doused?

Ann: Thanks! Like I said before, this was the best job I ever had. It was also incredibly intense. Once the Games were over I decided I didn’t want to work in such a cauldron. So in 2010, as my work with VANOC wound down, I started quietly to build The Ann Duffy Group as a sustainability-focused consultancy to mega-event bid and host committees, with an emphasis on the broader, ESG definition of sustainability. The organizing committee for the 2014 Sochi Winter Olympics reached out in June, 2010 and asked “Can you help us more fully reflect environmental, social and governance goals of the IOC?

GSB: I’m sure you could and did help them. My question is did the Russian authorities allow the sustainability plans to actually be implemented. Aside from the insanity, in my view, of awarding a Winter Olympics to a Mediterreanean-like city on the Black Sea, it sure looked like the Russian government engaged in a serious greenwash. Was that the case?

Ann: Well, I worked with the Sochi committee for one year until the fall of 2011. My experience with my Russian colleagues was incredible; they were totally committed. We put together a sustainability management system including an environmental protection program, a process for sustainable procurement, and a new sustainability reporting structure.

 

Duffy Sochi

Ann Duffy (2nd from right) and her colleagues at the 2014 Sochi Winter Olympics Organizing Committee (Photo credit: Ann Duffy)

 

GSB: They didn’t have one in place?

Ann: No. Sadly, the program didn’t get fully implemented and the sustainability team was terminated 18 months before the Games. It’s just different in Russia, obviously. I mean, there was no warning in the run up as to how they would turn on the LGBTQ communities the way they did.

GSB: That was awful…and not surprising.

Ann: Thankfully, Canada showed how it’s done by having a Pride House at Canada House in Sochi. And the Deputy Mayor of Vancouver at the time went to Thomas Bach, head of the IOC, and pressed him to ensure that the IOC would expand the Olympic Charter to address LGBTQ issues and they did. On sustainability, I worked on the IOC’s Sustainability and Legacy Commission as part of the development of its Agenda 2020 (a strategic roadmap for the future of the Olympic movement).

GSB: Good job, Ann; good job, Canada! And despite the problems with Sochi that were way beyond your control, congratulations on getting The Ann Duffy Group up and running quickly.

Ann: I was very blessed and very busy. From 2013 to 2015, I worked with the local organizing committees of three, count ’em three mega-events, all of which were happening in Canada in 2015.

GSB: I know about the 2015 FIFA Women’s World Cup; what were the other two?

Ann: The Canada Winter Games were held in Prince George, BC in February of that year. Then the FIFA Women’s World Cup were held across Canada^ in June-July. And then Toronto hosted the Pan Am Games in late July.

 

Women's World Cup

England (white) battles Mexico during the 2015 FIFA Women’s World Cup (Photo credit: Zou Zheng/Xinhua)

 

GSB: That’s a mega-event trifecta right there! Did you get any sleep?

Ann: Not much. Especially when you factor in that, in 2013, I also was working on the sustainability aspects of Istanbul’s bid to host the 2020 Summer Olympics, which ultimately went to Tokyo.

GSB: Talk about what you did for the 2015 Canada mega-event trifecta…

Ann: We built on the sustainability efforts of Vancouver 2010 with all three mega-events. The Canada Winter Games are by far the smallest, featuring younger, pre-Olympic athletes. We raised the green bar for all Canada Games going forward by improving sustainability practices, beefing up sustainability-related community engagement and issuing a sustainability report. The FIFA Women’s World Cup was a much bigger yet different animal…

GSB: How so?

Ann: Well, first of all, FIFA put greater emphasis on the Men’s World Cup. But that just meant we had to push extra hard and we did. We worked to leave a sport legacy with integrated environmental management processes and sport development opportunities for women and girls in each of the six host cities and national soccer association. The Pan Am Games were more focused on economic and social sustainability than the environment…

GSB: Why do you think that was the case?

Ann: It comes down to the opportunities and preferences of leadership, plain and simple.

GSB: I guess. But if mega-sports events are really going to lead on sustainability, what can be done to ensure environment and climate are never relegated to the sidelines again?

Ann: I think the prevalence of visible best practices in Europe and other host cities and stadia that demonstrate responsibility for climate impacts, waste impacts, water and biodiversity will help. Environmental stewardship and respect for human rights are now bid requirements for FIFA and Olympic bids. North American professional sports leagues like the NHL, NFL, MLS and MLB are demonstrating leadership. Stadium owners that have built or renovated stadia to green building standards like LEED are also leading on green operations and supporting community initiatives.

GSB: Speaking of leadership, what kind of sustainability projects do you like to lead more: Bids or organizing committees?

Ann: Good question. I guess I love both, but for different reasons. Creativity and “visioning” are crucial for bid work. Organizing committee work is also satisfying — it involves not only organizing and implementing but also coaching, and that means everyone from volunteers up to the C-suite.

GSB: Talking about bid work, you consulted with one of the most sustainable mega-event bids to date, LA 2028.

Ann: Actually, when I started working with them on sustainability it was the LA 2024 bid. But the IOC awarded Paris, another incredibly sustainable bid, those Games and slid LA to 2028. It was great to work with Brence Culp and the LA sustainability team.

GSB: Brence is terrific. GreenSportsBlog interviewed her awhile back.

 

Duffy Brence Culp Rio

Ann Duffy (l) and Brence Culp, head of sustainability for LA 2028 (Photo credit: Ann Duffy)

 

Ann: LA 2028 is an example of what you can do sustainability-wise, when all the stakeholders get it: The city, county, state and local utilities were “all in”. So were the sponsors.

GSB: It doesn’t hurt when most of the venues for LA 2028 already exist…You recently worked on another bid in which no new venues are needed, the United Bid between Canada, Mexico and the US that won the right to host the 2026 FIFA Men’s World Cup over Morocco.

Ann: The environment, including climate change, along with community and fan engagement took central roles in both the United Bid and the LA 2028 bid. In addition to no new permanent venues, both have robust and sophisticated climate action plans that include new partnerships and collaboration with city and state utilities, public transit providers, stadia/venue owners. Host cities will showcase urban policies such as bold commitments to clean energy.

GSB: What was your role on the United Bid?

Ann: I was a sustainability-legacy advisor. It was a real sprint as the timeline was short but we were fortunate that FIFA had established a strong sustainability mandate.

GSB: They needed to do that, especially in light of the mega-laundry list of mega-problems with Qatar 2022: Human rights violations, indentured servitude, deaths of perhaps as many as 1,200 construction workers building eight stadiums in a country of only 2.5 million people, stadiums that will have air conditioning even though they’re outdoor venues because of the country’s extreme heat…What did the sustainability mandate, well, mandate for the 2026 bid?

Ann: It went deep, Lew. And the United Bid stepped up. GRI sustainability reporting, a climate action plan, ISO 2012-1 certification for sustainable events. Human rights, labor rights, ethical business conduct standards. Green Sports Alliance Board member Mary Harvey took the lead on human rights. I took the lead on the rest, working with the financial services firm Grant Thornton on ethical business and Arup, the global design and engineering firm, on some of the environmental aspects.

GSB: I’m so glad you and Mary were on the case and that the United Bid won the day. Now I’d like to widen the lens a bit. You’ve been involved in the greening of the Olympics and World Cups from the early days of Vancouver 2010 through LA 2028. My main concern, as it is with the whole of the Green-Sports movement, is that most fans — attendees and the much bigger number who watch on TV or online — have no idea this is going on. None.

Ann: Lew, I’m with you 100 percent! We need to do a much better job of using the platform of the Olympics or the FIFA World Cup to share the great greening stories with fans.

GSB: So how do we ensure this happens? If Rio 2016 could have a climate change-themed vignette at the Opening Ceremonies seen by an estimated 1 billion people, why didn’t Pyeongchang 2018 do something similar? Will Tokyo 2020 or Beijing 2022 communicate something on climate to fans?

Ann: Funny you mention Rio 2016. I helped on the Rio 2016 with communications during the actual Games.

GSB: I would be surprised if you weren’t involved with Rio!

Ann: I was fortunate to be at the rehearsal for the Opening Ceremonies. When the powerful climate change vignette came on, I started bawling. Mainstreaming climate change messaging was so…powerful. Incredible, really.

 

Duffy Rio Open

Ann Duffy and her colleagues on the 2016 Rio Olympics Organizing Committee at the rehearsal for the Opening Ceremonies (Photo credit: Ann Duffy)

 

GSB: So how do we make sure that climate change vignette is not a one off?

Ann: Well, the Olympics…and all sport event hosts, frankly, are desperately trying gain relevance and traction with younger audiences…

GSB: …Millennials, GenZ and the rest…

Ann: And those young people want to have an exciting sport event experience. Young people expect responsible action that includes all of it — climate solutions, environmental solutions, diversity and ethical solutions. Sometimes these features will take the lead in the event experience and most of the time they will support the event experience. Mega-event hosts need to recognize this. Well executed, eco-themed fan engagement programs will go over well. Sponsor brands are already stepping up, as well. I am confident this will happen at Paris 2024, the United 2026 FIFA World Cup and LA 2028.

SB: What about Tokyo 2020, Beijing 2022, and Qatar FIFA World Cup 2022?

Ann: I’d love to say “yes” to the engagement question with those events but it’s a bit complicated. I haven’t worked with any of those mega-events so what I know about them is from a distance. As far as Tokyo 2020 is concerned, I know that, from a technical innovation perspective, the Summer Games will be at the leading edge of sustainability, from energy efficiency to tree planting and much more. On the other hand, from what I’ve heard, on social aspects of sustainability like LGBTQ issues, they’re not so advanced. And on fan engagement issues, I don’t know what they’re going to do. I do know that Pyeongchang 2018 did not follow the lead of Rio and communicate their greenness to fans.

GSB: True. And based on my conversation with the Tokyo 2020 Organizing Committee sustainability team, it seems, sadly, like they will be more like Pyeongchang than Rio in terms of fan engagement. I don’t have any intel on the Beijing 2022 Winter Olympics and sustainability as yet…

Ann: …One thing I can say about China is that, as a country, it is stepping up on climate action nationally far more aggressively than the USA is. I don’t yet know of any specific action by the Beijing 2022 Winter Olympics…

GSB: …Maybe the Beijing Organizing Committee will surprise in a good way. Speaking of 2022, what are your thoughts, sustainability-wise, regarding the aforementioned Qatar FIFA World Cup?

Ann: The problems, human rights-wise and otherwise, have been horrible. And that Qatar was a weird choice in the first place given the size and climate of the country is an understatement. The one heartening thing is that, as we heard at the GSA Summit in June, there are some striking environmental innovations underway with the stadiums and the strong national commitment to renewable energy will be a part of the 2022 FIFA World Cup.

GSB: I hear what you’re saying, Ann, but I guess, as the expression goes, I’m from Missouri on Qatar: Show Me! At least it looks like environmental sustainability will play a big role at the Paris 2024 Summer Olympics, the United 2026 FIFA World Cup and the LA 2028 Summer Games…What do you think?

Ann: Mega-events like the Olympics and FIFA World Cups generally have seven year planning cycles. The key from an environmental sustainability perspective is to develop an integrated set of environmental actions that tackle climate, water, waste, pollution and biodiversity all together throughout the planning cycle. For both Paris 2024 and LA 2028 I am confident we will see “net positive solutions.”

GSB: What does “net positive solutions” mean?

Ann: That hosts will be adding more environmental assets and benefits to their communities and host region than they consume.

GSB: I love that. Two things: 1. Paris and LA really should engage fans on “Net positive solutions” and 2. I only wish Pyeongchang, Tokyo, Beijing and Qatar went the “Net positive solutions,” mega-event route.

Ann: Well, we know we need bolder leadership on sustainability engagement, in all walks of life, from business to government to mega-events. The progress on engagement at mega-events won’t be linear but, to paraphrase Dr. Martin Luther King, Jr., the arc of mega-events is long but it bends towards sustainability and engagement.

GSB: Amen, Ann, AMEN!

 

Ann Duffy shares her thoughts on the intersection of sustainability, innovation and mega-sports events (3 mins 4 secs)

 

IN TUESDAY’S PART I: Ann shared the story of her beginnings as an Olympics-loving girl in Western Canada through her time leading the sustainability efforts at the 2010 Winter Olympic and Paralympic Games in Vancouver.

^ Edmonton, Moncton (New Brunswick); Montreal, Ottawa, Vancouver, and Winnipeg were the host cities for the 2015 FIFA Women’s World Cup.

 


 

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GSB Football Preview, Part I: Lauren Lichterman, Helping to Green Texas Athletics

With the American football in full kickoff mode, GreenSportsBlog is taking a look at two teams at different points on the “Green Gridiron” spectrum. Today, we talk with Lauren Lichterman who is helping to jumpstart the greening of The University of Texas at Austin, Department of Intercollegiate Athletics. Later this week, GSB will turn to the greening of Super Bowl Champion Philadelphia Eagles, already a sustainability leader.  

 

GreenSportsBlog: Lauren, when I think of Green-Sports leaders in college sports, my mind goes to the Pac-12 — all 12 schools plus the conference itself are members of the Green Sports Alliance — and Big Ten schools like Michigan, Minnesota and Ohio State, which all have been working towards hosting Zero-Waste football games. The Big 12, which basically spans Texas, the Plains states with West Virginia sprinkled in? Not so much, at least not yet. So I’m really glad to talk with you about the greening of The University of Texas. Did you go to Texas? And were you always an environmentalist?

Lauren Lichterman: I grew up in Memphis, Tennessee. Not a very green area, I’ll admit. But we always recycled. So I was an environmentalist. And I loved sports.  So when I did end up going to UT…

GSB: …Hook ’em Horns!

Lauren: Hook ’em Horns! I played intramural basketball, soccer, volleyball, and ultimate frisbee.

GSB: You were BUSY!!!

Lauren: Oh yeah! I thought I would be an international business major, but I started taking sports management courses and loved them. I always saw sports as a powerful forum for teamwork, equality and more.

 

lichterman_lauren_UT

Lauren Lichterman, operations and sustainability consultant at the University of Texas at Austin’s Department of Intercollegiate Athletics (Photo credit: Texas Athletics)

 

GSB: So did you switch to sports management?

Lauren: I did. And I worked in the Athletics Department while I was in school.

GSB: What did you do for them?

Lauren: Anything they needed. After graduation, a position opened up in the facilities and operations department. Since planning, operations, and logistics had become my passion I jumped at the chance. In fact, I got the job offer on graduation day so my timing was quite lucky.

GSB: What was your role at the start?

Lauren: I wore a lot of hats. I handled customer service, fan surveys, ran information tables at football, baseball, volleyball and softball games. It wasn’t glamorous but I loved it!

GSB: How great is that? How and when did sustainability enter the mix?

Lauren: In 2010, which was my first year working full-time, the Office of Sustainability came to Athletics, saying they’d like to start a tailgate recycling program. The Athletic Director at the time, DeLoss Dodds, said “OK, sounds great. What do you need?” I became the main point of contact on the Athletics side for supplies and logistics. Sustainability brought two or three full-time people to the effort. We ended up relying on a lot of student volunteers, which was great.

GSB: What did you and your team do?

Lauren: We roamed the tailgate areas and awarded those that really got it with the Recycler of the Game.

GSB: How did fans react?

Lauren: They really liked it. More and more tailgaters wanted to participate. That kind of reaction led Athletics to get more into greening Longhorns games. And from there, in 2014, our leadership decided that we need to go Zero-Waste.

GSB: From Recycler of the Game to “let’s go Zero-Waste” in four years. Green-Sports moves fast at Texas Athletics!

Lauren: We actually started our Zero-Waste efforts with baseball and softball during the spring of 2014. Both facilities and operations are obviously much smaller than football. Darrell K Royal-Texas Memorial Stadium, home of Texas football, holds about 100,000 people. UT baseball has a capacity of about 7,000 and softball’s capacity is 1,200.

 

UT Baseball

University of Texas baseball stadium, part of the school’s Zero-Waste efforts (Photo credit: Texas Athletics)

 

GSB: Big difference!

Lauren: So baseball and softball became our Zero-Waste pilots. We started with softball, trying to go Zero-Waste for a weekend home stand. Sodexo, our concessions partner, was fantastic.

GSB: How so?

Lauren: Here’s one example. We found out that we couldn’t recycle the plastic bowls that contained nachos and cheese — those were considered contaminated. So Sodexo came to us with a “paper boat” nacho solution…

GSB: …Who’da thunk it? Wasn’t that costly?

Lauren: It wasn’t cost prohibitive — and we thought it would be. It’s a misperception that going Zero-Waste will be super-costly. For example, by using compostable utensils, less trash is being sent to landfills — and sending trash to the landfill is expensive. Most of our local vendors get this.

GSB: I’m glad you mentioned local. Austin is a bit of a green oasis in Texas, right?

Lauren: Oh, it helps being in Austin. In fact, the city is going Zero-Waste, so vendors in town are starting to manage that way.

GSB: Fantastic! So back to softball and baseball…

Lauren: Yes! So we did one weekend of Zero-Waste softball in 2014. In 2015 and 2016, we added one weekend of baseball per season.

GSB: How come only one weekend per season? If you can do it once, why not all the time?

Lauren: I know! It was silly. By 2017, we went for Zero-Waste at both sports for the entire season.

GSB: GreenSportsBlog readers know that, to claim Zero-Waste status, a venue has to divert 90 percent or more of waste from landfill. How did you do?

Lauren: In 2017, baseball was Zero-Waste for the entire season, as they diverted 91 percent of waste from landfill. Softball just missed, attaining an 88 percent diversion rate. 2018 was similar for both.

 

Volunteers Baseball 4-20 2a

A group of UT “Sustainability Squad” volunteers flash the “Hook ‘Em Horns” sign during a 2018 baseball/softball weekend (Photo credit: Texas Athletics)

 

GSB: Kudos to baseball and softball. Have you tried going Zero-Waste at basketball?

Lauren: Basketball is an island of sorts. We’re planning to build a new arena in the next five years or so that would replace the Frank Erwin Center. The site is still being debated. So we’re not going to go for Zero-Waste at Erwin, but we have undertaken some small initiatives like having recycling bins available. We are also recycling at soccer matches and track meets, but we’re not going for Zero-Waste there. It’s a matter of resources.

GSB: Understandable. So let’s go back to the Big Kahuna, football…

Lauren: Ah yes…Football is a fantastic, complicated beast. First, Darrell K Royal-Texas Memorial Stadium is land locked, with streets on three sides and the rec center on the fourth. So how waste leaves the stadium and where it goes is complicated. When we launched our Zero-Waste effort in 2014, we started to move our volunteers inside the stadium where could better control waste streams…

GSB: …Did that hurt the tailgate recycling program?

Lauren: Not at all. It’s still going strong. By the time we shifted our resources inside, tailgaters already knew what to do, recycling-wise. Back to the stadium, we used to have eight-yard long dumpsters around its perimeter. Fans would just throw waste in, unsorted. We needed to get the waste sorted first, then put into the dumpsters.

GSB: How did you manage that?

Lauren: Well, our former-tailgate-area-but-now-inside-stadium volunteers were deployed to educate fans. That moved the needle a bit, but we didn’t have enough volunteers to monitor 500 bins. Then, we thought, “What if, in addition to educating fans, the volunteers sort the waste?” The last home game of the 2016 season against TCU was our pilot. THAT was what moved the needle!

GSB: The volunteers didn’t mind digging through the waste?

Lauren: We asked them about it ahead of time, and they were good with it. And we have to get to Zero-Waste in football. In the spring of 2016, the campus-wide sustainability master plan was released. It said the entire Austin campus will be Zero-Waste by 2020. So, the pressure was on starting last season. Including the 2017 campaign, we’d have 18 games through the end of 2019 to get to Zero-Waste.

GSB: That’s really not a lot of games.

Lauren: I know! So for the 2017 season, our volunteer team had grown to 60. Most of them were deployed to our sustainability sort squad, with the remainder making up our sustainability spirit squad, directing fans on how to best sort through their waste. We were able to up our game from 38 percent diversion in 2016 to 50 percent by the end of last season.

GSB: That means you have 12 games total between now and the end of the 2019 season to get to 90 percent. Sounds daunting but doable.

Lauren: I agree. We learned a lot last season. Football generates 40 tons of waste per game. Before, we were sorting during and especially after games. But most of our home games are at night and volunteers won’t stay. So we tested sorting on Sunday. No one is in the way. It’s just us. We found Sunday to be the quickest, most-efficient sorting system we’ve ever had.

 

Jim Walker sorting allll the trash

Some of the 40 tons of waste generated at a Texas Longhorns home game  (Photo credit: Texas Athletics)

 

GSB: Did you get lots of Sunday volunteers?

Lauren: You bet. In fact, we sorted through the waste in an hour! So now we’re trying to work out Sunday sorts for all of our 2018 home games. The key is answering this question: Where can we stash the waste overnight? And have enough space to sort it in the morning? After working really hard all summer and collaborating with many different entities on campus, we were able to determine a specific parking lot that would suit all of our needs. So we’re going haul the waste to this parking lot on Saturday, and sort as much of it as we can before the waste disposal companies open up on Monday. This plan should get us halfway to Zero-Waste. Then we also need to work with the cleaning company that scours the seating bowl to sort properly — and that part is now in our contract.

GSB: Assuming the Sunday sort proves successful and the cleaning company steps up, will that get you to Zero-Waste? If not, what else can you do?

Lauren: We would have to take a closer look at the waste stream to see which products that go to landfill have not yet been switched to recyclable or compostable counterparts. If we find products like that, we would need to find a way to incorporate them.

GSB: Have you talked to your counterparts at Zero-Waste success stories like Ohio State and Stanford?

Lauren: Yes and we’ve learned a lot, but their systems and situations are different. Being able to bounce ideas off of them has been very helpful.

GSB: Pivoting beyond Austin, has UT Athletics’ greenness rubbed off on its Big 12 counterparts?

Lauren: Not to the same extent. But we hope that by going Zero-Waste, we will inspire other Big 12 schools to move in that direction.

GSB: Finally, what about getting fans involved in greening beyond their contacts with volunteers?

Lauren: We definitely want to engage fans more. Our social media platform, “Bleed Orange, Live Green” is growing in popularity. And, anecdotally, the feedback has been positive. You know, things like “Glad you’re doing this!” and, regarding the sorting, “Better you than me!” But we need to do more with fans…

GSB: …Two things I’d like to see are 1. Sustainability messaging to fans who follow the Longhorns on TV and online, and 2. Surveys of fans, both attendees and those who follow the team via media, about their attitudes on “Bleed Orange, Live Green”

Lauren: I would like to see those things too! We actually had a meeting with our communications team this summer to figure out how and when would be best to survey our fans about our sustainability initiatives. We want to make sure that the goals we are setting are things that our fans are passionate about as well. Our Athletics’ administration is fully on board with “Bleed Orange, Live Green.” so I think we will start to figure out more ways to support our sustainability program through increasing communications and visibility to our fans like you’ve mentioned.

GSB: Good to hear! Aside from getting to Zero-Waste, what are the next big sustainability initiatives for Texas Athletics? Are renewables on the horizon?

Lauren: Energy efficiency is a big part of the campus Sustainability Master Plan and Athletics will be a part of that. For example, when lighting needs to be replaced, we plan to replace with LEDs. Renewables are coming on campus but it’s been slow so far. That said, renewables are the “next big green thing” for athletics. I can’t give you a timetable just yet. Another big thing for us is water conservation. We are looking at a rainwater retention system to provide water for power washing the stadium

GSB: Lauren, I don’t know how the Longhorns football team will do this season, after an opening day loss at Maryland on Saturday. But I do know this. You will be a very busy woman these next couple of years, starting with Saturday’s home opener vs. Tulsa.

 


 

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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: Matt Ellis, CEO of Measurabl — Helping Sports Teams Benchmark Their Environmental Impacts

Sports stadiums and arenas have been in the greening business for almost a decade, which is a great thing. But do venues and teams know how much energy they’re saving, how much waste they’re diverting from landfill, and more? You would think so but measurement of greening lagged actual greening. Until Matt Ellis and Measurabl came along. GreenSportsBlog talked with Matt, the company’s founder and CEO, to understand how he got into the sustainability measurement business, where sports fits in and…what happened to the last “e” at the end of Measurabl.

 

GreenSportsBlog: When thinking about Measurabl, this adage comes to mind: “What gets measured gets managed. And what gets managed matters.” How did you get into the sustainability measurement space and why the big move into sports?

Matt Ellis: Well, Lew, we have to go back to 2008 to get to the beginning of the story. I was working in real estate in the San Diego area — I’m a San Diego guy, went to UC San Diego undergrad and San Diego State for grad school, my family was in the real estate business. I was working for CBRE at the time…

GSB: …When the “econ-o-pocalpyse” hit…

ME: Exactly! My business was not that strong, to say the least. I had plenty of time on my hands, walking around town, looking for deals. I saw plenty of decals on buildings, decals like “LEED ” and “ENERGY STAR.” I started to ask “why?” I found out sustainability drives higher occupancy rates, higher quality tenants, and higher rents, among other positive outcomes. Not long after that, CBRE management asked me to start and run a sustainability practice group.

 

Ellis Matt 1 Headshot

Matt Ellis, founder and CEO of Measurabl (Photo credit: Measurabl)

 

GSB: Was that in the San Diego area or national? How did it go?

ME: National. Despite the economic collapse, we were getting calls consistently from our clients who were interested in how they could leverage sustainability in their real estate portfolios. By 2010-11, we had started to offer RECs, offsets, and the first carbon neutral leases. Eventually I became CBRE’s Director of Sustainability Solutions. As all this was happening, I noticed our sustainability efforts lacked one key thing: data. We needed better measurement tools so we could learn what worked and what didn’t, sustainability-wise. We needed to be able to benchmark on a number of metrics so we could measure progress over time. Every time we looked at measurement, we were told it was too hard, too costly.

GSB: Did you accept that?

ME: Not at all. In fact, I started to ask this question: “Can we provide meaningful sustainability measurement tools?” That would be a big deal. As I investigated this question, I realized that a software solution is what was was needed. We needed to gather environmental, social and governance (ESG) data, create benchmarks for buildings and then be able to sort all of this data. The goal is to know how buildings perform in terms of energy usage, carbon footprint, materials, waste, environmental certifications and more. Convinced that an environmental benchmarking and measurement software platform was indeed doable and valuable, I left CBRE and incorporated Measurabl in 2013.

GSB: How did Measurabl do out of the gate?

ME: We’ve done well the last couple of years, providing environmental benchmarking and measurement software to real estate investment trusts (REITS), asset managers like Black Rock, property managers like CBRE, and corporations like VMware, among others. They’ve found great value in it.

 

Measurabl Early Days

Matt Ellis at the whiteboard during the early days of Measurabl (Photo credit: Measurabl)

 

GSB: Congratulations! What is the Measurabl business model? What is a reasonable ROI for a client?

ME: We provide three Software as a Service aka “SaaS” plans: Basic, Pro, and Premium starting at no cost for the “Basic” plan and going to over $100/building/month for the most feature rich plan. Each provides for data management, benchmarking, and reporting and, depending on the level you sign up for, the client can achieve different ROIs which include cost savings from resource management and efficiency through to Investment Grade reporting which helps them secure lower interest rates on their loans and preferred access to capital from investors.

GSB: That sounds like a great deal for a property manager or building owner. What made you think of sports as a vertical for Measurabl?

ME: Sports makes sense for a couple of reasons for Measurabl. One is that over half of our workforce are athletes, mostly from the world of water polo, which I played at UCSD. And benchmarking sustainability metrics is kind of like how sports uses statistics: data stokes the competitive fire in athletes as well as in building or venue management. So we get sports culturally and from a data perspective. So it fits that Chase Cockerill from our business development team, an athlete himself, made a call to Jason Kobeda at Major League Baseball and Jason said “we get it, this is cool, this can help us take the game to the next level, literally” We established the relationship with MLB in April, right around Opening Day.

 

Measurabl Chase Matt

Measurabl’s CEO Matt Ellis (l) and business development executive Chase Cockerill at June’s Green Sports Alliance Summit in Atlanta (Photo credit: Measurabl)

 

GSB: WOW! That was super quick! Did all 30 teams buy in?

ME: Yes, the relationship is at the league level so all clubs and venues can access the software. So far about two thirds of the clubs are on board and the rest are ramping up. We’re providing them with data management and benchmarking on energy usage, water usage, carbon footprint, waste diversion, environmental impacts of upgrade projects, certifications and reports.

GSB: What kind of reports?

ME: For example, our software can generate a CDP report for the League. CDP is a well-known global standard for reporting carbon performance. We can also provide stadium level reports specific to each venue.

GSB: That has to be a huge time saver for the clubs.

ME: Absolutely. It is also a way to improve the accuracy of the data and therefore make more informed decisions. At the same time we talked to the Green Sports Alliance (GSA). GSA’s Erik Distler said “all of our members share a common set of needs around data management” so we then went on to form an exclusive, worldwide partnership with GSA to be their data management and benchmarking partner and platform.

GSB: That is terrific. How is the stadium or arena environment different from a high-rise office building in terms of benchmarking and measurement?

ME: The sports venue environment is generally more complex than a typical commercial building. Think of Mercedes-Benz Stadium in Atlanta. There’s the retail components, the exterior parking areas, the solar panels the field, boxes… Right now, we’re able to compare a venue’s performance, year-over-year by breaking the space down to its constituent parts and comparing that performance across like-kind spaces to create benchmarks.

GSB: What about comparing stadium vs. stadium, arena vs. arena?

ME: That’s the next step, and a big part of MLB and the Alliance’s leadership, which is to create a global benchmark for sports facilities. Comparing stadiums to each other, when all of them are unique, is tough. But that’s what we love about the sports world — whether it’s MLB, the NHL, NASCAR or the Alliance — they don’t accept “it’s too tough” to compare, and neither do we. Eventually, we hope to put all venues in a given sport on the platform and to create an “apples-to-apples” comparison that is meaningful. The more data, the more facilities, the more accurate the benchmark. It’s a “team effort” so to speak! The good news is the momentum is strong and roll out well underway.

GSB: I have no doubts. Does the Measurabl platform measure fan engagement and interest?

ME: We do reporting really well. The reports can be easily understood by fans. It’s up to the clubs to decide to tell the sustainability stories but we certainly advocate that they do so on a consistent basis.

GSB: We will check back with you after this season to see how the teams are doing on the fan engagement piece. Meanwhile, I have one last question: What happened to the last “e” in Measurabl?

ME: Ha! “Measurable” was too traditional – not “startup” enough, so drop the “e” and it was a home run.

 


 

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Ken Belson and The New York Times #CoverGreenSports

About a month ago, GreenSportsBlog launched a new hashtag, #CoverGreenSports. Its goal is to encourage the mainstream media, from sports to green to news, to cover the sports greening movement. Last week, the US “paper of record,” The New York Times and lead NFL writer Ken Belsonstepped up to the #CoverGreenSports plate in a big way, with “Sports Stadiums Help Lead the Way Toward Greener Architecture”

 

The fourth week in May should be a quiet time for the lead NFL reporter at The New York TimesThe draft, which took place in April, is already old news and training camps don’t open until late July. You would think this time of year is when NFL writers should be on vacation.

But last week was a busy one for Ken Belson, proving that there is no such thing as a quiet period for the NFL.

 

Ken Belson NYT

Ken Belson of The New York Times (Photo credit: The New York Times)

 

In fact Belson, working at breakneck pace, had three stories in The Times over a 48 hour period:

  1. “The NFL and Nike Make Room for Fanatics,” detailed how the League expects revenue from merchandise sales to increase by 50 percent by 2030 through a new deal with Fanatics.
  2. In “NFL Anthem Policy Bound to Please Only the NFL,” Belson opined about the NFL’s controversial, just-announced national anthem policy. It was instituted in response to protests by some NFL players in 2016 and 2017, most notably ex-49ers QB Colin Kaepernick, who knelt during the playing of the national anthem. They did so to draw attention to police brutality and other social injustice against African-Americans. But many NFL fans, including President Trump, feel that the kneeling players disrespect the flag. The new policy requires players to stand for the playing of the anthem or stay in the locker room during that time. There was no player input on this decision. Belson’s take: “It’s hard to envision the N.F.L. crafting a policy that satisfies everyone. But one that is likely to satisfy only the 32 owners hardly seems like an enlightened solution.”

But it was his third story that interested me most — and made me smile.

In Sports Stadiums Help Lead the Way Toward Greener Architecture,” Belson gave Times readers a terrific Green-Sports tutorial. 

He kicked off with Atlanta’s Mercedes-Benz Stadium, the new home of the city’s NFL and MLS teams and the world’s first LEED Platinum certified stadium. Belson’s main insight is in sync with GreenSportsBlog’s overall ethos: “Green stadiums are shining a light on the complex and critical issue of climate change. Fans disinclined to care about the issue are exposed to things like highly efficient LED lighting or low-flush toilets, and can see that going green is not a hardship, but a choice.”

 

Mercedes-Benz Stadium

Mercedes-Benz Stadium in Atlanta, the first to win LEED Platinum certification. (Photo credit: Kevin D. Liles for The New York Times)

 

Belson then took readers on a brief trip across the pond — “many of the innovations [in green stadiums-arenas] are being developed in Europe, where laws and regulations governing greenhouse gas emissions are stricter,” — before pivoting back to North America and the National Hockey League.

He lauded the NHL as a green leader among sports leagues for understanding the existential threat the sport faces from climate change and for taking steps to combat it: “The number of ponds that freeze over in winter has fallen dramatically in recent years, making the sport less accessible in countries like Canada, where many children first start playing the game outdoors. Going green is a way to address a long-term threat, not just save money.”

 

Lake Louise hockey

According to a study by McLeman and Robertson, published in The Canadian Geographer, the future of outdoor ice hockey on Lake Louise in Alberta and elsewhere in Canada is at risk due to the effects of climate change (Photo credit: Edmonton Journal)

 

GreenSportsBlog readers are likely familiar with much of this. And the folks quoted in Belson’s piece likely ring a bell.

You probably recognize Scott Jenkins, Mercedes-Benz Stadium’s general manager and the Chairman of the Board of the Green Sports Alliance, as an “evangelist of all things green.” 

 

 

LEED Platinum Certification Event - from right - Rich McKay, Scott Jenkins, Arthur Blank

Scott Jenkins (c), General Manager of Mercedes-Benz Stadium, flanked by Rich McKay (l), President of the Atlanta Falcons and Arthur Blank, at the LEED Platinum announcement event (Photo credit: AMB Sports and Entertainment)

 

And you probably know of Allen Herskhowitz, ex-President of the Alliance and a founder of Sport and Sustainability International (SandSI), which promotes low-carbon strategies for sports teams, leagues and association. He told Belson, “Any single sporting event doesn’t really have a giant ecological footprint, whether it’s a football game or even a season for a team. But the cultural and social platform of sports is almost unparalleled in terms of its ability to reach people.”

Yes, you may recognize Scott and Allen and the many other Green-Sports luminaries who have been featured in our posts these past five years, but the thing is, most humans have no idea who they are and are unaware of the important work they are doing. 

So it is very important that The (NOT failing) New York Times, with its massive reach and prestige, has decided to #CoverGreenSports with Belson’s piece.

Does this foreshadow a trend? 

It should, especially since the millennial and GenZ readers that The Times — and for that matter, almost all media outlets — is desperate to engage, care more deeply about the environment, sustainability and climate change than do their predecessor generational cohorts. 

But it is, methinks, too early to tell. 

One potential brake on an increase in Green-Sports coverage from mainstream media outlets is that the topic crosses many areas — sports, green/environment, business, and politics, to name a few.  That means that no one department claims natural ownership of Green-Sports and so no editor will assign a beat writer to cover it. What is more likely is that the hodgepodge we see now — a rare story by a sports reporter here and another one-off story from a business reporter there — will continue.

Until, that is, a department editor — I don’t care which department — says strongly “Green-Sports is MINE!”

With that in mind, we invite any visionary Green-Sports-minded editors to go through GreenSportsBlog’s archives to find a few hundred compelling story ideas to bring to their readers.

You will be glad you did!


 

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Green-Sports Startups, Part 4: Derek Battle and Play Fresh — Teaching Climate Change and Football

Well-known global corporations, from BASF to Miller-Coors to Nike, have waded into the Green-Sports waters. While it makes sense for them to do so from PR and mission points of view, Green-Sports, for now, represents a small aspect of these companies’ businesses.

Then again, there are startups for which Green-Sports is a significant part of their raison d’être. Last year, GreenSportsBlog launched an occasional series, Green Sports Startups that focuses on small (for now) companies and nonprofits that see the greening of sports as existential to their prospects for success. Our first three startups are Nube 9, a Seattle-based company committed to making recyclable sports uniforms in the U.S.A from American fabrics, Underdogs United, which helps sports teams already talking the green talk to walk the green walk by selling them renewable energy credits generated by vital greening projects in the developing world, and Phononic, a tech company that sees sports venues as important testing grounds for its audacious ambition to disrupt the set-in-its-ways refrigeration market, leading to a meaningful reduction in carbon emissions.

Today we talk with Derek Battle, founder of Play Fresh, a nonprofit that uses American football as a catalyst to help build environmental awareness among at-risk kids and teens. The goal is to give them the tools necessary to combat environmental risks and their adverse effects on their communities. 

 

 

GreenSportsBlog: Creating Play Fresh as a nonprofit that aims to use football as a medium to teach kids about the challenges and opportunities presented by climate change is a novel approach to be sure.  To understand how you came up with it, much less turn it from idea to reality has to be a fascinating story that, I imagine, starts with the football side of the equation. Am I right?

Derek Battle: Yes you are! I grew up playing football through high school in Charlotte, then played linebacker at the University of Delaware, Class of 2015…

GSB: …The Fighting Blue Hens!

DB: Exactly! I played as a freshman but tore my anterior cruciate ligament (ACL), rehabbed, made it back to the team, started again, but then I tore my other ACL. And so that was it, football-wise, at least at that level.

 

 

Play Fresh Group Pic

Play Fresh co-founder Derek Battle (2nd from right) and the management team. From left to right: Marketing strategist Will Prstowsky, Co-founder Keon Williams, Battle, and COO Ena Linton (Photo credit: Play Fresh)

 

GSB: A brutal yet all-too-familiar story. So where and when did your interest in climate change come about?

DB: I always had a passion for science and majored in Energy and Environmental Policy. While at Delaware I met John Byrne of the Center for Energy and Environmental Policy. He suggested I check it out, that this was where the future was heading and that there would be strong employment opportunities. So I did, found it interesting and that started me on the climate road.

GSB: So where did the connection between football and climate come from?

DB: As I was learning about climate change, I thought there could be a strong correlation between sports, environmental sustainability and the climate change fight.

GSB: AMEN!

DB: I did my senior thesis research on stadiums and energy efficiency. And I got an internship with the Philadelphia Water Department

GSB: What did that entail?

DB: It was really cool — I worked on the first sewage geothermal solution in Pennsylvania. We investigated it for big public buildings, like Lincoln Financial Field, home of the Super Bowl Champion Eagles, and the Philadelphia Museum of Art…

GSB: Of “Rocky” fame…

DB: That’s the one.

GSB: Did those buildings end up implementing the sewage geothermal solution?

DB: Unfortunately, no. But it really inspired me. So then I did research for the Environmental Center on solar, wind and sewage geothermal on NFL stadiums, focusing primarily on M&T Bank Stadium in Baltimore, home of the Ravens.

GSB: What did you find out?

DB: That it paid off from a financial point of view. Again, the club didn’t implement it but it further cemented the idea that I wanted to work in the green-sports niche. That said, there weren’t opportunities in that niche when I graduated so I took a job in the insurance industry, focused primarily on construction safety. The key thing for me was that the job afforded flexibility in terms of hours and working from home. Which meant I could pursue green-sports. I went to the Green Sports Alliance Summits in 2015 and 2016 in Chicago and Houston. And I took online courses through the University of Seattle’s Sports, Sustainability & Leadership program in 2016-2017. Courses included policy, marketing and fan engagement.

GSB: Did Play Fresh emerge during this time period?

DB: Yes…In around December 2016, as I was learning a ton about sustainability and sports, I thought, “I know a lot about football already. Why not host an eco-friendly football camp where we could teach inner city youth about climate change?” I talked to some of my friends who’d played in the NFL — they gave me some encouragement. And then I reconnected with a high school friend, Keon Williams, who played cornerback at Gardner-Webb University in South Carolina. And he wanted to host a camp. But he wasn’t eco-minded, at least not to that point.

GSB: Did he become green-minded?

DB: Definitely. We became partners and I took some grant writing and policy courses through University of Seattle, which furthered my knowledge base for starting up a nonprofit. By that time I had moved to Baltimore, started networking, connected with a fellow named Joe Gamble who was running an NFL-endorsed “Play 60” program and coached youth football. Joel’s program along with a great guy Jeff Thompsons, and members from the Baltimore Office of Sustainability really helped me learn the social dynamics of the city so that my project would be accepted by the youth. We applied for 501-C3 status and produced a business plan, thanks to my girlfriend, Ena Linton, who is getting her Masters in Public Health at George Washington University — she sees Play Fresh as a public health initiative.

GSB: Then what happened?

DB: Spring 2017 was devoted to organizing the event. We modeled it on Council for Responsible Sport certification standards. Unfortunately, getting certified was too expensive for us just starting out, but we were still committed to developing sustainable operations. We connected with companies who were just as committed to reducing their environmental impact such as, Eco-Promotions. They supplied us with BPA-free water bottles, plus they planted a tree to offset the production of each bottle. Staff and participant t-shirts were made from recycled material and the screen printing was done with eco-friendly dyes by a local company, Momentum Printing.

GSB: That’s impressive. So when did you have the camp and how did it go?

DB: The camp took place on July 22 in Patterson Park in Baltimore City. We had 62 kids from 12 to 16 years of age and 20 coaches, including three with NFL experience. On the football side, we did all sorts of testing — 40-yard dash, shuttle run, etc. — and worked with them on how to improve their performance since college recruiters put a lot of stock on those results. And we held a variety of 7-on-7 scrimmages. On the sustainability side, we handled it in stealthy way in some respects.

 

Play Fresh 40 yd dash

Play Fresh athletes run the 40 yard dash (Photo credit: Play Fresh)

 

Play Fresh 3D Group

Younger Play Fresh athletes engage in flag football drills (Photo credit: Play Fresh)

 

GSB: How so?

DB: We provided healthy food and snacks and the water bottles. Kids who walked, biked and bused were entered into raffle to win Beats headphones. Throughout the day, we put the onus on the kids to improve their circumstances and their local environment, whether it be through recycling, using a reusable water bottle or participating in community clean-ups. The general messaging was that Under Armour inspires you all to “Protect This House” but at Play Fresh we want to Protect This WORLD!

 

Play Fresh Fresh Change

Play Fresh attendees engage in environmental cleanup in Baltimore City (Photo credit: Play Fresh)

 

Play Fresh H2O bottles Kristin Hanczor

Sustainability Officer Kristin Hanczor provides Play Fresh athletes with reusable BPA-Free water bottles (Photo credit: Play Fresh)

 

GSB: I love that! Did your team talk to the kids about climate change?

DB: We felt that, as mentioned earlier, that a softer approach was the way to go. Climate change would not have resonated with these kids at that time. But getting them to be aware of and take care of their built environment, we hope, will allow them to be open to climate change going forward.

GSB: How much did it cost?

DB: With the sponsorship from Spornado, and some friends and family funding and not looking for a margin, we were able to drive the cost down to $20 but even that was too expensive for many kids.

GSB: That’s a sad reality…

DB: No doubt and we really can’t do it at that price again. But we are going forward this summer with two Play Fresh events. Our camps will be on June 16 in Charlotte — we’re looking for 100 kids at $30 each and then we’ll be back in Baltimore City in July — date is still TBD — again, going for 100 kids at $30 each. We’re hoping to get grants from Under Armour…

GSB: …A great local Baltimore company.

DB: Under Armour, Nike and/or adidas to help take us to the next level.

GSB: That was going to be my final question. How do you plan to scale Play Fresh?

DB: Our goals are to be like a “Nike Combine” on the football side and ramp up the eco-messaging. So, we will need to have a strong 2018 as a proof point for funders and then ramp up in 2019 with more events and markets. At the same time, we’re building out our ongoing and new Play Fresh initiatives. We have a partnership with Chip’n in which any athlete who volunteers six hours at a local event or organization will receive a complimentary pass to the Play Fresh camp. Through Chip’n’s mobile app, athletes can find local volunteer opportunities and our complimentary ticket offer. And we’ve got Play Fresh 3-D where children participate in a series of relays that test their knowledge of which everyday materials are compostable, recyclable and non-recyclable, as well as, educating them on how air pollution reduces community wellness. Additionally, with our Fresh Change initiative, we work to engage student athletes in community cleanups throughout school year. Really, what we’re looking to create is a living classroom for kids of all ages.

 

Play Fresh Chip'N

 


 

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