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L’energia del futuro per l’economia del presente: Opportunità per le imprese nella “Green Economy”
- 1. Robert Weissbourd RW Ventures, LLC 11 Settembre 2010 Sala Conferenze, MART Rovereto L’energia del futuro per l’economia del presente: Opportunità per le imprese nella “Green Economy”
- 2. Agenda I. Definire la Green Economy II. Opportunità Dirette III. Strategie Economiche Regionali IV. Opportunità Indirette - Cambiamento Sistemico V. Strategie per la Sostenibilità
- 3. L’Economia del Futuro Sarà Verde L’economia americana del futuro sarà… a basse emissioni di CO2. -- Larry Summers, Chief Economic Adviser del Presidente MillionsofU.S.Dollars Investimenti in efficienza energetica degli edifici 1,200 1,000 800 600 400 200 0 2005 2006 2007 2008 2009 Source: Cleantech Group, LLC 2030 Source: Bloomberg New Energy Finance Investimenti globali attesi in energia pulita BillionsofU.S.Dollars 600 500 400 300 200 100 0 2005 2010 2015 2020 2005
- 4. Che cos’è di preciso la Green Economy? Primo, fattori causali … Riscaldamento globale e inquinamento Prezzi elevati dei combustibili fossili Domanda di prodotti ecosostenibili
- 5. Che cos’è di preciso la Green Economy? Primo, fattori causali … La domanda di tecnologie a basse emissioni di CO2 sta trainando la crescita del settore Green Tech. Domanda di generazione di energia pulita Domanda di prodotti che riducono i consumi energetici Domanda di prodotti che riducono l’inquinamento
- 6. Aumentare la produzione di energia pulita Fonti di energia pulita La crescita dell’energia pulita coinvolge i settori della produzione, stoccaggio e costruzione di infrastrutture. Wave Energy Biomass Power Wind Geothermal Solar Fuel Cells Hydro
- 7. Ridurre il consumo energetico Prodotti che risparmiano energia
- 8. Ridurre il consumo energetico Prodotti che risparmiano energia Processi che risparmiano energia
- 9. Sistemi che risparmiano energia Ridurre il consumo energetico Prodotti che risparmiano energia Processi che risparmiano energia Le opportunità di risparmio energetico coinvolgono tutti i settori, economici e non
- 10. Un paragone con le tecnologie dell’informazione Come per l’IT, Green Tech cambierà il modo in cui ogni azienda opera Produttori Utenti
- 11. I molti segmenti della Green Economy I segmenti della green economy sono variegati e non ben definiti Function Category Segment Increase Clean Energy Generation Energy source Wind Solar Geothermal Biopower Hydro Wave Alt. Fuels Energy storage Fuel Cells Advanced Batteries Hybrid Systems Energy infrastructure Transmission Management Smart Grids Reduce consumption of energy and natural resources Products Appliances Lighting Building Materials Water Conservation Audits & Retrofits Sust. Design & Construction Alt. Vehicles Processes Life cycle design Packaging Smart Production Recycling Sustainable Forestry Sustainable Aquaculture Sustainable Food Processing Systems Logistics Transit Systems Local Food Systems Reduce pollution Products Non-toxic and renewable materials Non-toxic cleaning products Systems Ecosystem Regeneration Industrial Ecology Land Conservation Services Waste and Wastewater Management Air and Water Purification Emissions control Organic Farming Support Services Research & Development Advocacy & Policy Education Green Consulting Green Finance Green Real Estate
- 12. DISCUSSIONE
- 13. Agenda I. Definire la Green Economy II. Opportunità Dirette III. Strategie Economiche Regionali IV. Opportunità Indirette - Cambiamento Sistemico V. Strategie per la Sostenibilità
- 14. Il “cluster” dell’efficienza energetica degli edifici del Puget Sound Comprendere i distretti di produzione
- 15. Identificare le opportunità nella Green Economy Comprendere i mercati emergenti e le loro filiere: l’esempio dell’energia eolica
- 16. Identificare le opportunità nella Green Economy Materiali Componenti Produttori Logistica Utilizzo finale Comprendere i mercati emergenti e le loro filiere: l’esempio dell’energia eolica Le aziende possono adattare capacità esistenti ai mercati emergenti
- 17. Esempio: Inserirsi nella filiera “verde” Un fornitore automobilistico ha creato una linea di campane del cambio per produttori di energia eolica. New 42,000 sq foot facility Gearbox housings
- 18. Esempio: Scoprire un mercato emergente Una ditta metalmeccanica ha creato nuove linee di prodotti nei settori dei tram e dell’energia dal moto ondoso.
- 19. Esempio: Ridurre l’inquinamento trasformando i rifiuti in profitto
- 20. Esempio: Ridurre l’inquinamento trasformando i rifiuti in profitto Usi alternativi dei rifiuti creano opportunità per nuove vendite e prodotti.
- 21. DISCUSSIONE
- 22. Agenda I. Definire la Green Economy II. Opportunità Dirette III. Strategie Economiche Regionali IV. Opportunità Indirette – Cambiamento Sistemico V. Strategie per la Sostenibilità
- 23. Sviluppo di strategie economiche regionali Identificare le opportunità emergenti Applicare strategie di sviluppo comprovate alle opportunità della Green Economy Settori
- 24. Sviluppo di strategie economiche regionali Identificare le opportunità emergenti Applicare strategie di sviluppo comprovate alle opportunità della Green Economy Analizzare le risorse locali Settori
- 25. Sviluppo di strategie economiche regionali Identificare le opportunità emergenti Applicare strategie di sviluppo comprovate alle opportunità della Green Economy Analizzare le risorse locali Individuare i bisogni di sviluppo Settori
- 26. Sviluppo di strategie economiche regionali Identificare le opportunità emergenti Applicare strategie di sviluppo comprovate alle opportunità della Green Economy Analizzare le risorse locali Individuare i bisogni di sviluppo Sviluppare prodotti e servizi Settori
- 27. Esempio: Supportare il passaggio all’eolico Sviluppo di strategie regionali a partire dalla base industriale esistente Great Lakes Wind Network (GLWN) Opportunità Emergenti: Crescita del settore eolico Supporto per l’industria eolica da parte del governo Risorse Regionali: Forte base industriale (produzione di componenti) Presenza di centri di R&D Reti di industrie (WIRE-Net) Bisogni: Aumentare i punti di contatto tra industrie e produttori di energia eolica Conoscenza dei bisogni del settore dell’eolico da parte delle industrie locali Prodotti e Servizi: Mappa interattiva della filiera Workshop sulla filiera Valutazioni on-site
- 28. Esempio: Riconvertire un settore Green Building Products Initiative (GBPI) in Pittsburgh Building Supply Industry Prodotti e Servizi: Identificazione di possibili linee di prodotti Eventi e scambi di informazioni sul Green training Sovvenzioni per product development innovativo Elenco online di prodotti per il Green Building Assistenza per certificazioni, etichettatura, marketing, ecc. Favorire il processo di riconversione per soddisfare gli standard di sostenibilità
- 29. Esempio: Stimolare la domanda di mercato Energy Score genera domanda e riduce i costi di transazione per la ristrutturazione degli edifici.
- 30. DISCUSSIONE
- 31. Agenda I. Definire la Green Economy II. Opportunità Dirette III. Strategie Economiche Regionali IV. Opportunità Indirette – Cambiamento Sistemico V. Strategie per la Sostenibilità
- 32. La domanda per prodotti locali genera opportunità per le aziende locali Produzione Locale Sistemi di Produzione Locale Cibo coltivato/prodotto localmente Irv and Shelly’s Fresh Picks Chicago’s Downtown Farmstand Filiera di produzione locale Great Lakes Wind Network Green Building Products Initiative
- 33. Transit Oriented Development e infrastruttura per i trasporti TOD produce nuova attività economica e nel contempo riduce costi ed emissioni di CO2. Efficienza Spaziale Migliorare l’infrastruttura per i trasporti Incentivare quartieri compatti, a misura di pedoni e con un mix di usi abitativi e commerciali Incentivare l’uso di biciclette tramite rastrelliere e piste ciclabili
- 34. DISCUSSIONE
- 35. Agenda I. Definire la Green Economy II. Opportunità Dirette III. Strategie Economiche Regionali IV. Opportunità Indirette – Cambiamento Sistemico V. Strategie per la Sostenibilità
- 36. Sostenibilità: Un bene per tutte le aziende Operare in modo ecosostenibile fa bene ai profitti. Cost Savings Resilience Branding Liability Avoidance
- 37. Una via verso la sostenibilità Azioni specifiche vanno determinate in base alle caratteristiche di ogni azienda
- 38. Esempio di successo sostenibile South Coast Mold, Inc. Officina meccanica di 35 anni con 8 dipendenti a Irvine, CA In un anno: Ridotto consumo energia del 20% Risparmiato più di $1,600 in spesa energetica Registrato gli introiti più alti della sua storia L’ecosostenibilità genera risparmio e migliora il brand.
- 39. DISCUSSIONE
- 40. Robert Weissbourd RW Ventures, LLC 11 Settembre 2010 Sala Conferenze, MART Rovereto L’energia del futuro per l’economia del presente: Opportunità per le imprese nella “Green Economy”
Editor's Notes
- - Analysis by International Energy Agency showed that over the past three years, annual investments in low-carbon energy technologies averaged approximately USD 165 billion. Implementing a scenario with strong support for a low carbon future would require investments to reach approximately USD 750 billion per year by 2030 and rise to over USD 1.6 trillion per year from 2030 to 2050. The level of investment doubles in the latter period as a result of increased demand for cars and other consumer products, which rises alongside incomes in emerging and developing countries. --http://www.iea.org/textbase/npsum/etp2010sum.pdf
- Harmful effects of carbon in atmosphere on climate (greenhouse effect) and increasing fossil fuel prices are causing people to look for ways to reduce carbon emissions. The demand for low carbon technologies is creating a market for alternative energy sources and technologies that reduce consumption of (fossil-based/dirty) energy. Although desire for low carbon is driving demand, that’s not the goal of green economic development. Larry Summers quote: "The rebuilt American economy must be more export-oriented and less consumption-oriented, more environmentally oriented and less fossil-energy-oriented, more bio- and software-engineering-oriented and less financial-engineering-oriented, more middle-class-oriented and less oriented to income growth that disproportionately favors a very small share of the population."
- Harmful effects of carbon in atmosphere on climate (greenhouse effect) and increasing fossil fuel prices are causing people to look for ways to reduce carbon emissions. The demand for low carbon technologies is creating a market for alternative energy sources and technologies that reduce consumption of (fossil-based/dirty) energy. Although desire for low carbon is driving demand, that’s not the goal of green economic development. Larry Summers quote: "The rebuilt American economy must be more export-oriented and less consumption-oriented, more environmentally oriented and less fossil-energy-oriented, more bio- and software-engineering-oriented and less financial-engineering-oriented, more middle-class-oriented and less oriented to income growth that disproportionately favors a very small share of the population."
- Top: wave, biomass Bottom: Wind, geothermal, solar, fuel cells, hydro
- http://cleanhippie.wordpress.com/2009/12/20/a-cooks-cafe-in-annapolis-a-hidden-local-food-gem/ http://www.raisethehammer.org/article/458
- http://cleanhippie.wordpress.com/2009/12/20/a-cooks-cafe-in-annapolis-a-hidden-local-food-gem/ http://www.raisethehammer.org/article/458
- http://cleanhippie.wordpress.com/2009/12/20/a-cooks-cafe-in-annapolis-a-hidden-local-food-gem/ http://www.raisethehammer.org/article/458
- http://media-2.web.britannica.com/eb-media/89/23889-004-9BE09A6D.jpg - iMac manufacturing plant http://www.slashgear.com/gallery/data_files/7/4/Sunset_office.jpg - office with computer
- Fair to say that econ development efforts focus on first 8 segments? Segments making green products: Clean Energy Generation, Energy Storage, Energy Infrastructure, Energy Efficiency, Transportation and Logistics, Green Construction, Materials and Nano-Technology, Manufacturing and Industrial Segments making products greenly: Agriculture Not sure where pollution mitigation and conservation fits Support services provide green services not products
- Also talk about the wide variety of materials, components and human capital that can open doors for a companies; opportunities across large spectrum Examples (many more in folder of notes): Materials: Steel Aluminum Rubber Wood Fiberglass Silica Limestone Borates Recycled glass Soda ash Components: Bond wire Diode Nacelle Case, Frame Brakes Ball Bearings Motors Gear box Encapsulant Inverter Pump Human Capital: redeployment of skilled workers; former Maytag production workers attract windmill blade co.
- Also talk about the wide variety of materials, components and human capital that can open doors for a companies; opportunities across large spectrum Examples (many more in folder of notes): Materials: Steel Aluminum Rubber Wood Fiberglass Silica Limestone Borates Recycled glass Soda ash Components: Bond wire Diode Nacelle Case, Frame Brakes Ball Bearings Motors Gear box Encapsulant Inverter Pump Human Capital: redeployment of skilled workers; former Maytag production workers attract windmill blade co.
- Automotive industry supplier won a 5-year, $7 million contract to produce gearbox housings for Clipper Windpower Opened 42,000 square-foot facility, purchased new equipment Anticipated hiring 20 new workers to keep up with demand Company based in Commerce Township, MI; new facility in nearby Wixom, MI Spent $7.5 million on new milling and turning machines, $2.5 million on pair of 30-ton cranes. New facility and equipment will enable company to machine parts more quickly. http://www.mlive.com/businessreview/oakland/index.ssf/2008/09/manufacturers_retool_for_wind.html
- Oregon Iron Works (OIW) Welding and fabrication shop since 1945 Entered industries including defense, nuclear, streetcars and ocean wave energy system Subsidiary company United Streetcar recently became the only streetcar producer in the U.S. Poised to meet growing demand for streetcars across county, allowing them to hire many more workers. OIW began as a traditional welding and fabrication shop in 1945, with a focus on the hydroelectric, bridge and civil construction industries. Since then they have entered numerous industries, from defense to nuclear to more recently streetcars and ocean wave energy systems. OIW has proven itself able to adapt its technologies to new products. The company has successfully diversified and expanded into new markets, going from 12 employees and $850,000 in sales in 1975 to 400 employees and $120 million in sales in 2009. Subsidiary company United Streetcar recently became only streetcar manufacturer in U.S – how they did it: Recognized the void When OIW VP Chandra Brown heard that Portland imported streetcars for its system from the Czech Republic (a company called Skoda) because there were no domestic suppliers, she realized her company could fill the void. Solicited help from the government Reached out to city and county officials who in turn helped them contact their congressional delegation to request a $4 million appropriation to build a prototype streetcar, which they were granted. Obtained an exclusive license to manufacture and sell the Skoda streetcars in the U.S., rather than designing their own car from scratch. Saved time and money, especially because OIW is primarily a manufacturer and not a designer Adapted existing technologies to build the streetcar. The prototype car successfully passed all tests and is ready for market. United Streetcar is now poised to meet the demand for streetcars across the country. Several cities across the United States are developing streetcar systems which, as a form of public transit, promote location efficiency and reduce carbon emissions from cars United Streetcar has a contract to build six more cars for Portland, OR and seven cars for Tuscon, AZ. OIW hired 20 additional workers for streetcar production, and with the capacity to make 20-50 streetcars annually, they may be able to hire up to 300 new employees as more orders come in. Additionally, the streetcars are made up of parts from 100+ vendors who may see an uptick in business and employment due to the streetcar market OIW has a knack for identifying a niche, figuring out how to build it, and then spreading the story. They have also been very successful partnering with the government.
- First example – waste to energy Wood scraps fuel for biomass power plants http://hurricanecandice.files.wordpress.com/2008/03/biomass_cs.jpe?w=468 Second exampe – by-product synergy, waste to profit Company A’s waste (in this case non-recyclable plastic) Company B’s product (in this case plastic curb stop) Photos based on example of Curb Appeal and Baxter Healthcare, among other companies in Chicago Waste to Profit Network Curb Appeal Story: SUMMARYCurb Appeal Materials uses unrecyclable plastics from Baxter Healthcare, computer casings from the City of Chicago Household Hazardous Waste and Computer Recycling Facility and paint buckets from Sherwin Williams in the construction of curb stops. The curb stops are in turn installed at Network member facilities using Cook Composites and Polymers , the City of Chicago Department of Fleet Management and the Chicago Center for Green Technology.ORGANIZATIONS INVOLVEDCurb Appeal MaterialsBaxter HealthcareSherwin WilliamsCook Composites and PolymersDepartment of Fleet ManagementChicago Center for Green Technology WASTE INVOLVEDUnrecyclable plastic (mixed, contaminated plastic)In general, it is not economically viable to separate and recycle mixed and contaminated plastics in the United States. Network member, Curb Appeal Materials, developed a technology to recycle mixed and contaminated plastics into an extrudable building material suitable for numerous applications. With this innovative technology developed and market ready, Curb Appeal was seeking new sourcing and market opportunities for its application.THE WASTE TO PROFIT CONNECTIONChicago Waste to Profit Team Members identified sources of mixed and contaminated plastics at Baxter Healthcare and Sherwin Williams and combined them with recycled computer casings collected from Chicago citizens at the City of Chicago’s Household Hazardous Chemical and Computer Recycling Facility. The City of Chicago and Cook Composites and Polymers purchased curb stops made from the extruded materials and Sherwin Williams requested a sound wall to enclose prohibitively loud equipment on the factory floor. This effectively closed an industrial loop by productively reusing waste generated by these facilities at those same facilities. ACHIEVEMENTS15 Tons of plastic waste diverted from landfill to date; likely 50+ additional tons will be diverted from spin-off projectsNew standards established for City Department procurementCO2 diverted by use of low energy recycling into new material as opposed to landfillPotential for jobs to be created as business growsClosed loop life cycle for previously non-recyclable plastics
- First example – waste to energy Wood scraps fuel for biomass power plants http://hurricanecandice.files.wordpress.com/2008/03/biomass_cs.jpe?w=468 Second exampe – by-product synergy, waste to profit Company A’s waste (in this case non-recyclable plastic) Company B’s product (in this case plastic curb stop) Photos based on example of Curb Appeal and Baxter Healthcare, among other companies in Chicago Waste to Profit Network Curb Appeal Story: SUMMARYCurb Appeal Materials uses unrecyclable plastics from Baxter Healthcare, computer casings from the City of Chicago Household Hazardous Waste and Computer Recycling Facility and paint buckets from Sherwin Williams in the construction of curb stops. The curb stops are in turn installed at Network member facilities using Cook Composites and Polymers , the City of Chicago Department of Fleet Management and the Chicago Center for Green Technology.ORGANIZATIONS INVOLVEDCurb Appeal MaterialsBaxter HealthcareSherwin WilliamsCook Composites and PolymersDepartment of Fleet ManagementChicago Center for Green Technology WASTE INVOLVEDUnrecyclable plastic (mixed, contaminated plastic)In general, it is not economically viable to separate and recycle mixed and contaminated plastics in the United States. Network member, Curb Appeal Materials, developed a technology to recycle mixed and contaminated plastics into an extrudable building material suitable for numerous applications. With this innovative technology developed and market ready, Curb Appeal was seeking new sourcing and market opportunities for its application.THE WASTE TO PROFIT CONNECTIONChicago Waste to Profit Team Members identified sources of mixed and contaminated plastics at Baxter Healthcare and Sherwin Williams and combined them with recycled computer casings collected from Chicago citizens at the City of Chicago’s Household Hazardous Chemical and Computer Recycling Facility. The City of Chicago and Cook Composites and Polymers purchased curb stops made from the extruded materials and Sherwin Williams requested a sound wall to enclose prohibitively loud equipment on the factory floor. This effectively closed an industrial loop by productively reusing waste generated by these facilities at those same facilities. ACHIEVEMENTS15 Tons of plastic waste diverted from landfill to date; likely 50+ additional tons will be diverted from spin-off projectsNew standards established for City Department procurementCO2 diverted by use of low energy recycling into new material as opposed to landfillPotential for jobs to be created as business growsClosed loop life cycle for previously non-recyclable plastics
- Step 1: Identify emerging green market opportunities High level: look at growth sectors in region and nation (image 1) Understand supply chains and cluster activities for growth sectors (image 2) Examine market enabling environment, i.e. barriers and incentives: shifting consumer and B2B demand transaction costs government requirements or subsidies Step 2: Analyze the region’s assets in relation to green sectors Existing firms in green supply chains/clusters (image 5) Existing firms that could easily transition Human capital – necessary skills in labor pool? (image 4) Infrastructure (image 3) Public and civic institutional environment Step 3: Determine asset and market development needs Financing (image 6) Employee training (image 7) Supply chain development firm recruitment or start up Cooperative networks R&D and technical development Barriers to market emergence (image 8) Step 4: Develop and deliver products and services to address needs Clean tech venture capital funds (image 9) Green cluster based training institutes Clean tech incubators – commercialization support Networks of stakeholders – firms, researchers, financial institutions, utilities, industry associations, etc. (image 10) Shared R&D, market analysis, on-going information, etc.
- Step 1: Identify emerging green market opportunities High level: look at growth sectors in region and nation (image 1) Understand supply chains and cluster activities for growth sectors (image 2) Examine market enabling environment, i.e. barriers and incentives: shifting consumer and B2B demand transaction costs government requirements or subsidies Step 2: Analyze the region’s assets in relation to green sectors Existing firms in green supply chains/clusters (image 5) Existing firms that could easily transition Human capital – necessary skills in labor pool? (image 4) Infrastructure (image 3) Public and civic institutional environment Step 3: Determine asset and market development needs Financing (image 6) Employee training (image 7) Supply chain development firm recruitment or start up Cooperative networks R&D and technical development Barriers to market emergence (image 8) Step 4: Develop and deliver products and services to address needs Clean tech venture capital funds (image 9) Green cluster based training institutes Clean tech incubators – commercialization support Networks of stakeholders – firms, researchers, financial institutions, utilities, industry associations, etc. (image 10) Shared R&D, market analysis, on-going information, etc.
- Step 1: Identify emerging green market opportunities High level: look at growth sectors in region and nation (image 1) Understand supply chains and cluster activities for growth sectors (image 2) Examine market enabling environment, i.e. barriers and incentives: shifting consumer and B2B demand transaction costs government requirements or subsidies Step 2: Analyze the region’s assets in relation to green sectors Existing firms in green supply chains/clusters (image 5) Existing firms that could easily transition Human capital – necessary skills in labor pool? (image 4) Infrastructure (image 3) Public and civic institutional environment Step 3: Determine asset and market development needs Financing (image 6) Employee training (image 7) Supply chain development firm recruitment or start up Cooperative networks R&D and technical development Barriers to market emergence (image 8) Step 4: Develop and deliver products and services to address needs Clean tech venture capital funds (image 9) Green cluster based training institutes Clean tech incubators – commercialization support Networks of stakeholders – firms, researchers, financial institutions, utilities, industry associations, etc. (image 10) Shared R&D, market analysis, on-going information, etc.
- Step 1: Identify emerging green market opportunities High level: look at growth sectors in region and nation (image 1) Understand supply chains and cluster activities for growth sectors (image 2) Examine market enabling environment, i.e. barriers and incentives: shifting consumer and B2B demand transaction costs government requirements or subsidies Step 2: Analyze the region’s assets in relation to green sectors Existing firms in green supply chains/clusters (image 5) Existing firms that could easily transition Human capital – necessary skills in labor pool? (image 4) Infrastructure (image 3) Public and civic institutional environment Step 3: Determine asset and market development needs Financing (image 6) Employee training (image 7) Supply chain development firm recruitment or start up Cooperative networks R&D and technical development Barriers to market emergence (image 8) Step 4: Develop and deliver products and services to address needs Clean tech venture capital funds (image 9) Green cluster based training institutes Clean tech incubators – commercialization support Networks of stakeholders – firms, researchers, financial institutions, utilities, industry associations, etc. (image 10) Shared R&D, market analysis, on-going information, etc.
- WIRE-Net recognized opportunity for wind industry based on regional characteristics (first image: the wind of opportunity blows) Formed non-profit supply chain advisory group and network of manufacturers Offers services to help component manufacturers enter wind market and connect with OEMs. Characteristics that make the region strong for wind: Strong component manufacturing base Home to R&D centers Existing network of manufacturers (WIRE-Net) Growing wind energy sector Support for industry from government Ohio’s Department of Development started a program to assist manufacturers in expanding their facilities and developing workforces to meet wind production demands There is strong interest in offshore wind development in Lake Erie – Cuyahoga Regional Energy Development Task Force is working to obtain permits and launch pilot project Ohio passed a renewable portfolio standard in 2008, requiring that 25% of electricity be from advanced sources by 2025, half of which must be renewable sources List of services: An interactive GIS map on their website that shows the location of all OEMs and component manufacturers that are part of the network Supply chain workshops throughout the region that offer potential suppliers the opportunity to discover opportunities and learn what to do to qualify with potential customers Providing personal introductions and referrals between turbine producers and parts manufacturers On-site evaluation of components and market opportunities in the wind sector resulting in a WIND Capabilities Profile Working with companies making component parts to meet the high standards required by turbine manufacturers Successes and challenges: Successes As of the writing of Emerald Cities, GLWN had identified 80 companies supplying parts to wind turbines and visited 180 that are interested in becoming suppliers Director Ed Weston estimates that 1/3 of the companies he has met with are taking the next steps to find a role in the wind supply chain Challenges The transition to the green economy is a slow process (A manufacturer interested in producing gearbox parts said his company was on an 18 month waiting list for machine tools from Germany; once he gets them it will take another 12 – 18 months to qualify to work with the turbine manufacturer) Companies face a shortage of skilled labor and applicants willing to participate in the on-the-job training/schooling needed for the positions (The problem persists even when the companies pay tuition, transportation, and provide time off for school Possible reasons for this include the fear that manufacturing jobs aren’t secure and the greater prestige of white collar jobs.) Images: http://www.wpclipart.com/weather/wind/windy_5.png.html
- Green Building Product Initiative (GBPI) Pittsburgh’s Green Building Alliance wanted existing building supply industry to take advantage of the green building trend. Created Green Building Product Initiative. Offers services to help building product manufacturers and service providers increase their presence in the green building market. Services offered include: Identifying green market opportunities related to specific product lines, connecting companies to potential customers and projects of interest Holding green training events and information exchanges Providing one-on-one assistance with green building issues, including certification, labeling, and marketing questions. Evaluating current products to determine their green strengths and weaknesses, looking for ways to retool process and recycle/reuse wasted parts. Granting money for innovative product development and helping companies find additional funding sources. Listing companies in the online PA Green Building Product Directory, making it easy for architects and designers to find them. Teaching companies how to implement green manufacturing methods and operate more sustainably. Advocating on behalf of the green building industry. Forming the Pennsylvania Green Growth Partnership, a research network made up of area universities that supports technological innovation and commercialization of new green products and methods.
- Retrofits make economic sense, but the market is lagging due to high transaction costs Energy Score is a web-based tool for homeowners and the real estate market that provides: Energy ratings for homes Customized recommendations for retrofit improvement Connections to retrofit professionals Advantages: Low transaction cost + enables market to value energy efficiency
- Chicago’s downtown farmstand – run by Department of Cultural Affairs; storefront that sells produce from local farms as well as other food items from Chicago companies (locally made preserves, chocolate, honey, ice cream, granola, even Lou Malnati’s Pizza and Eli’s Cheesecake) GLWN and GBPI are the regional organizations already discussed – a big part of their goal is promoting local suppliers of component parts or building materials
- Cut Costs Energy savings from efficiency measures Savings from reuse and reduction of materials Regulatory Requirements Avoid fines Company Image Customers increasingly expect sustainability Distinguish company from competition Resilience Less subject to fluctuations in energy prices The point about distinguishing company from competition may be especially relevant for components suppliers because the companies they are supplying to likely have an especially high desire to have the greenest product they can not just once it’s in use (creating renewable energy, for example) but through the whole supply chain. For example, a wind turbine producer whose primary motivation for going into the wind business is to reduce carbon emissions is unlikely to want parts that were produced with a lot of emissions Images: http://blog.verticalresponse.com/verticalresponse_blog/2008/10/5-ways-to-cut-c.html http://islandbreath.blogspot.com/2009_04_05_archive.html http://www.canyon-news.com/artman2/uploads/2/gavel.gif http://www.prolone.com/logo_earth_friendly_600x600.jpg
- Explore Renewable Energy Use Solar(p) Wind (p) Hydro (p) Geothermal Biopower (p) Biofuels Etc. Reduce Energy Use Energy audit and retrofit (p) Use energy efficient technologies, i.e. CFLs (p) Unplug electronics and turn off lights (p) Improve building insulation (p) Switch to fuel efficient vehicles Programmable thermostats Reduce Waste Recycle and reuse materials (p) Eliminate disposables (cups, plates, cutlery) (p) Print less, rely more on computers Reduce packaging By-product synergy (p) Take-back programs Think Outside the Building Incentivize alternative transportation to/from work (p) Work with supply chain (p)
- South Coast Mold, Inc. 35 year old tool and die shop with 8 employees in Irvine, CA In one year: reduced energy by 20%, saved over $1,600 in energy costs and recorded highest revenues in company history Motivated by high energy costs and erratic supply Relied on government program, Energy Star, for advice and product labels Four targeted improvement areas: Lighting Office HVAC CNC Machines More info in folder