Topic Area: Corporate Sustainability
Geographic Area: Europe
(Switzerland) and North America.
Focal Question: How
do firms instigate and maintain sustainable practices?
Sources:
1. Sulzer Ltd.’s website at http://www.sulzer.com
2. Sulzer Ltd.’s environment website at http://www.sulzer.com/com/ExploreSulzer/Environment/environment.html
3. Sulzer Ltd.’s “Environmental Report
1999/2000” at http://www.sulzer.com/com/ExploreSulzer/Environment/EnvironmentalReport2000/pdf/umwelt_99_00_e.pdf
4. The World Business Council for
Sustainable Development’s website, http://www.wbcsd.ch/
5. The Dow Jones Sustainability Indexes’
website at
http://www.sustainability-index.com/djsi_world/djsi_world.html
Reviewer: Andrew Townsend, Colby College ‘02
Review: Sulzer Ltd.,
headquartered in Switzerland with production facilities around the world, is
recognized as one of the leaders in corporate sustainability. They were selected for the Dow Jones
Sustainability Index (DJSI) for consecutive years in 1999 and 2000. The DJSI is
an index of firms consisting of the top 10 percent of corporate sustainability
leaders in 64 industries worldwide, selected on their ability to, “[gear] their
strategies and management to harness the market's potential for sustainability
products and services while at the same time successfully reducing and avoiding
sustainability costs and risks.” (Source 5 from above)
They
have five core companies focusing on the development and production of
surfacing technology, turbomachinery, centrifugal pumps,
chemical process technology, and fuel cells. These five activities had total sales of CHF 1.6 billion (Swiss
Francs) in 2000 (Source 1).
Sulzer’s
quest for sustainability started in the early 1990s. A manufacturing needs to consider impacts on the environment
from their facilities (corporate) as well as the impacts caused by their
products throughout their life-cycle.
Sulzer developed two distinct strategic plans to improve their
impacts. The first strategy,
designed to reduce the impacts of their facilities, focused on reducing the
inputs and outputs associated with production. The first step was to locate and asses their inputs and
outputs. Starting in 1993, they began
collecting environmental data, and by 1999 data were being collected at 40
(59%) of their facilities. Input
data were collected for consumption of energy, water, and chemicals. Output data were collected for emissions
(greenhouse gases, VOCs, ozone-depleting substances), emulsions (hazardous
waste), as well as the amount of waste and recycling.
Using
the environmental data they ranked their impacts on both a local/regional and
global scale. They found that
their local/regional impacts were minimal but the majority of their
environmental impact was on a global scale in the form of global warming. They estimated that 90 percent of their
total emissions were caused by the production of energy by their suppliers,
with the other 10 percent coming from their direct emission of CO2
and other greenhouse gases (Source 3).
The other environmental impacts caused by Sulzer were in the form of
water consumption, solid waste, and hazardous waste (disposed of in accordance
with the law).
With
this information they were able to set targets for future impacts as well as
design methods by which to meet their targets. Their goal was to decrease or keep constant their energy
consumption, CO2 emissions, water consumption, and waste materials
per worker, in addition to increasing or keeping constant recycled materials
per worker. These might not seem
very ambitious, but at the time Sulzer was experiencing much growth, and
therefore the link between growth and environmental impacts was quite ambitious
(Source 3).
Many
strategies and methods were designed.
One of the most important was establishing an environmental management
system (EMS). This is a system
that once implemented places environmental issues in the planning and decisions
making process, in order to take a proactive approach to reducing environmental
impacts. By 1999, 14 out of about
30 of Sulzer’s largest production facility’s EMSs had been certified under either
ISO 14001 or the EU’s Environmental Management and Audit Scheme (EMAS). To reduce energy consumption and
therefore their global warming impacts they started using heat from
waste-to-energy incineration facilities.
They also monitored the efficiency of their equipment, and switched to a
greater portion of renewable energy sources, mainly hydro power. By 1999, renewable energy sources
accounted for 50 percent of energy used in their facilities in Switzerland and
30 percent globally (Source 3). In
addition, more than CHF 100 million has been spent on energy efficient
lighting, heat recovery systems, solar hot water, and roof renovations since
1990 (Source 3). They found that
these improvements increase worker productivity by five percent.
To
reduce waste they have implemented methods for waste separation and recycling
at all Sulzer facilities. One of
the leaders, a facility in Austin, Texas, recycles 78 percent of total waste. The lower disposal costs plus the
reduced need for inputs produced a cost savings of $450,000 per year. One key was employee training programs
that emphasized employee inclusion in the program as well as environmental
purchasing, handling, storage, and waste disposal (Source 3). In their textile division, an
innovation with respect to weaving reduced water consumption from this process
by 90 percent and chemicals by 75 percent by making the process a closed
circuit (Source 3). In hopes of
maintaining the improvement of their environmental impacts Sulzer has
implemented an internal environmental audit system that reviews the major
production facilities every five years.
The
overall results of their programs have been mixed relative to the goal of
constant or decreasing impacts per worker. Energy consumption per worker decreased initially and
remained pretty constant from 1996 to 1999. CO2 emissions per worker increased by 44 percent
from 1995 to 1998, but remained constant from 1998 to 1999. Water consumption per worker decreased
by 6.6 percent from 1995 to 1999.
Solid waste per worker has increased by 50 percent between 1996 and
1999. (Source 3)
The
second category of environmental impacts by Sulzer comes from the life-cycle of
their products. In order to
improve the total environmental performance of their products Sulzer used
life-cycle assessments (LCA). LCA
is a strategic process in which the environmental impacts of the entire
life-cycle of a product are identified and assessed. The life-cycle of a product consists of resource extraction,
manufacturing (covered above), transport and installation, usage, and
disposal. The environmental
aspects associated with their products are energy consumption, emissions to the
air, water, and ground, in addition to any waste produced throughout the
life-cycle. Through LCA Sulzer
Industries discovered that 90 percent of their product’s total impacts occurred
during consumer use (Source 3).
Therefore they should focus their attention on the designing more energy
efficient products. One of the designs
used cooling towers to provide natural air conditioning to some highly
insulated office buildings.
Another developed Germany’s first geothermic storage unit in an office
building in Frankfurt. This proved
to decrease the amount of energy needed for heating and cooling as well as
reducing their associated costs. Other
examples of environmental improvements in their products are a new efficient
and economical thermal coating process as well as increased recyclability of
the carpets they produce. Many of
the products Sulzer produces are large factory equipment with long lifetimes,
but high disposal costs. They have
improved the design of their compressors so that they are easier to modernize
and reuse. (Source 3)
Although
no specific numbers have been published on the profitability of these
improvements, both corporate and product related, by Sulzer they indicate that,
“the results so far are positive.” (Source 3) Sulzer hypothesizes that because of the implementation of
environmental strategies in the design phase of their products they will
benefit from mover advantages within these specific markets.