SECTION ONE: BUILDING A CULTURE OF SUSTAINABILITY
This section examines the results of the survey to understand the degree to which WP has established a culture of sustainability. Given the importance of leadership noted in the literature, separate results are provided for the four partners (Figure 2), as well as for the firm as a whole (Figure 3). Figures 2 and 3 below show the average value of all answers in each question group.
For example, “general support for the firms efforts” includes the average value of all answers to questions 1, 10, 11, 12, 13 and 15. Low values indicate negative responses and high values indicate positive responses.
Fig. 2. Survey results – Partners
* The figures listed above show the average results of all four partners for each question group.
3.73
Fig. 3. Survey Results – Population
* Results for all staff including partners
Results from Partners
Figure 2 shows the results of the survey for WP’s four partners and can be compared with Figure 3, which shows the results for the entire firm. On average, figures for the partners for question groups 1 through 4 (related to awareness, general support for the initiatives, perceived positive impact on the working environment, and participation in the firms efforts) indicate that WP has the strong leadership support that is required for the successful implementation of a sustainable framework. All values were above 4.5, which indicates strongly positive answers. However, the partners (average value of 3.38) perceived the program to be less successful than the overall population (3.92). Through conversations with employees and comments provided on the survey, it was found that this discrepancy is due to a more pervasive attitude among the partners that “we can be doing more/better”. The majority of the staff, however, seemed happy with progress and answered higher to indicate “we are doing well” in our efforts. Also, the partners were split on whether they believed that sustainable programs and results were being successfully
communicated internally within the firm. Two partners felt that not enough was being done,
while two indicated that they felt internal communication was relatively successful. This explains why the partners average answer to question group 5 is 2.25 compared to 3.73 for the whole firm.
One partner’s overall comments included the following, which sums up some of the key points in this section.
“I think that sustainability is key for every entity in every industry. The more we can learn and apply in our daily lives (whether at the office or at home) the better off we will be, and the more we can help others become more sustainable. Lately, I have been a little frustrated by what I perceive as a lack of engagement by more of our colleagues, but that is part of the learning curve, and I think comes back to our need to promote these activities (and changes in behavior) more effectively.”
Overall results
1) Awareness of environmental issues
This area showed the strongest results. All 44 respondents agreed or strongly agreed that the environment is an important issue. All respondents except for two felt that working at the firm had increased their awareness of environmental issues. The two respondents who answered in the negative, indicated that they had always been concerned with and aware of ecological issues and therefore did not agree that working at WP specifically increased their awareness. These results are not surprising considering the atmosphere at WP. Environmental issues and initiatives are often the focal point of firm meetings and retreats, and continued education is promoted using emails on environmental issues, guest speakers, and a wide variety of posters, brochures and other informative material found throughout the office. In recent years, potential employees have been informed of the firm’s goals during interviews and while it is not a critical factor in hiring decisions, WP does attempt to bring in like-minded individuals.
2) General support for WP’s efforts
The findings generally show a great amount of support for the sustainable movement at WP (4.33). This consensus will likely increase the success of the program and help overcome obstacles. The results also seem to show that WP has successfully infused environmental ideas into corporate culture with 84% of respondents agreeing that sustainability should be a key factor in business decisions. The backing of the partners has likely contributed to these results
3) The perceived impact on the working environment (positive or negative)
The data shows that employees generally perceive that measures to improve sustainability also improved their working environment (4.19). Only one colleague felt that the firm was spending too much time on environmental issues and commented that the firm should not lose focus on its core legal business. Some other staff indicated the need to ensure focus on the legal business and two mentioned that increased profits by the firm could help fund more environmental efforts (see Appendix VII on Wild at Heart). Three respondents did comment that at times it was too hot in the summer making it difficult to concentrate, causing more irritability and causing delays in accomplishing tasks.36 Generally, however, the large majority of employees felt that
sustainability initiatives did not disrupt work. Over 60 percent did not perceive adjusting to the new measures as difficult. One respondent noted “To date, I don’t think the adjustments have been difficult at all. They may become more difficult as we become more ambitious” This lends weight to the fact that WP might hit a “green wall” at which point, research tells us that a corporate cultural consensus is even more important.
4) Participation levels
The data also shows a high perception of participation among employees (4.12). It was also
found that in addition to general participation, employees were taking measures to use reusable items such as water bottles, chopsticks and food containers. There seemed to be a general desire to use these items but several people commented that they often forgot to bring chopsticks or food containers when they went out for lunch. Answers in this section, however, do conflict somewhat with comments indicating that cooperation and participation by employees could be improved.
5) Conservation beyond the office
The data shows some success at getting employees to conserve beyond the office (4.10). This is likely due to the general support for the environment and the implementation of sustainable policies at the firm. Overall, 42 of 44 respondents agreed or strongly agreed that working for WP had caused them to live in a more sustainable manner. This shows that WP has achieved some success in promoting sustainability beyond the walls of the office. One colleague comment that she “..hoped our efforts would effect those around us. The more people that get involved, the more things will improve”.
6) The perceived success/ failure of the program
WP’s drive towards sustainability is generally perceived to be successful by most employees (3.92). However, as noted above, the partners were slightly more reserved in expressing their satisfaction with the results. There were some notes of caution as some employees indicated that the firm should not try to “bite off more than it could chew”. One respondent indicated that “we should focus on what we are trying to do at the moment and do it well before pushing ahead further”.
7) Communication of WPs efforts
While it is generally perceived that the communication of sustainable activities and results was
successful, the results for this section were the weakest in the survey (3.73). There was one strong comment complaining of too much internal communication, “…at times though to the point of distraction. Too many e-mails and too much material in conference rooms, lobby, storage spaces, and such”. As to whether the firm should promote its environmental focus to clients, 40 percent responded either “strongly disagree” “disagree” or “no opinion”. While many did agree with the question, in comparison with other questions, there was not such a strong level of agreement. Perhaps this would indicate that WP should take an indirect approach to promoting its activities externally (such as posting its sustainability metrics on its website), rather than directly and consciously communicating its environmental focus to clients.
Overall, the survey results indicate that WP has achieved a fair measure of success in creating a culture of sustainability. As suggested by Petts et al., these initiatives are driven by leadership with strong personal commitment to environmental issues. Our results also show that a general cohesiveness and consensus has emerged with regard to the firm’s efforts, which will be beneficial as it moves forward. However, it is possible that internal resistance will increase as projects become more ambitious and it is important that WP take appropriate steps to maintain and deepen that culture without provoking a backlash. Comments provided in the survey also point out that, while there is significant support for the program, efforts should be made to strengthen the legal practice and maintain both environmental and financial goals.
SECTION TWO: THE PHYSICAL SPHERE – QUANTIFIABLE METRICS
This section looks at WP’s efforts at energy and resource conservation and examines data
collected on physical metrics. More specifically, figures for electricity, gas and water use, as well as measurements of waste and recyclables are presented. While some preliminary sustainability
efforts began at the firm as early as 2002 when its offices were moved to its current location, substantial efforts were begun in 2004. Therefore, data collected in 2004 serves as a benchmark for comparison with 2005 and 2006 data. It should be noted that from 2004 -2006 there were no significant changes in office facilities or equipment that would affect energy or resource use.
Also during this period the number of staff has fluctuated minimally, from 51 to 46 employees.
In contrast, WP’s billed revenue in 2005 was 6% higher than the 2004 figure. Furthermore, the billed revenue for 2006 was a full 45% higher than the 2004, which shows an increasing trend of business volume over the study period. This background information should be considered when examining the results below.
ENERGY CONSERVATION AND EFFICIENCY ELECTRICITY
General
As recommended in the literature review, simple methods for cutting electricity use are
emphasized. Employees have been encouraged to cut down on electricity whenever possible by turning off lights, air conditioners, fans, computers at lunch, after work, or when they are away from their desk for an extended period of time.37 Responsible persons are assigned for each portion of the building to ensure that electrical items are not left on over night. Employees are encouraged to take the stairs instead of the elevator, both to promote exercise and save energy (especially in the cooler weather) and periodic emails provide reminders of ways to save energy.
Staff are also encouraged to implement these measures at home as well (in the hopes of expanding the overall effect).
Lighting
The building itself was chosen for its abundant natural light. All offices have large windows that let in light and walls into the central part of the building are also made of glass to allow as much natural light into the environment as possible. Shades were also installed to keep heat out during times of direct sunlight. As for lighting fixtures, the firm has been replacing any old incandescent light bulbs with new energy-saving bulbs.38 Also, fixtures that are not used, are purely d
or are simply unnecessary, have been removed.
ecorative
Air conditioning
Having a semi-tropical climate, the weather in Taiwan is hot and humid for much of the year.
This is complicated by urban heat island effect39 as well as the fact that Taipei lies in a basin, which captures heat. Accordingly, a significant portion of energy use can be attributed to the use of air conditioning. The firm has struggled to find a balance between conservation and providing a comfortable work environment. First, air conditioners have been covered (using wood or bamboo) to avoid direct sunlight and increase efficiency. Second, employees are encouraged to dress appropriately for the weather. Suits and jackets are not required, unless for meetings with clients. Dress casual or even casual attire during the hot summer months is accepted. Because employees are dressed in a more appropriate manner, air conditioning is not activated until 28°C and cools to 26%.40 Employees are also encouraged to open windows on breezy days (the office is up high where the wind is stronger) or use electric fans, which use much less electricity than air conditioning. Air conditioning is also only turned on between 10am and 6pm. It should be noted that the survey found that some respondents found it difficult to work in the higher temperatures.
38 The life of fluorescent light bulbs is up to 6 times as long as that of incandescents, and use only 2/3 of the energy.
39 An Urban Heat Island is a metropolitan area that is significantly warmer than its surroundings. As population centers grow in size, they tend to have a corresponding increase in average temperature;
In 2006 alone, 17,802 units of energy were saved over 2004 levels. This is equal 17,802,000 Wh of electricity. Due to these savings, WP has indirectly reduced its CO2 emissions by 11,749.32 KG. (See Appendix IV)
Further Savings
To create further savings, Winkler Partners has removed even more unnecessary lighting fixtures.
Also, many areas of the office previously used indirect light embedded in the ceiling. Most of this lighting has been replaced and, in some cases, up to 8 fluorescent tubes were replaced by two high-efficiency pot lights.
Fig. 4. Comparison of Electricity Use (2004-2006)
Electricity Savings
2005: 3220 units of electricity saved over 2004 2006: 15822 units of electricity saved over 2005
2004-2006: 22,262 units of electricity saved.(on 2004 baseline) Savings: NT$66,786 (approximately NT$3 per unit)
1 unit of electricity=1000 watt hours (Wh) =860 kilocalories (Kcal)
2004 2005
The rooftop garden was completed in March of 2007 and it is hoped that the green space have a cooling effect by reducing direct sunlight on the building which will, in turn, reduce air
conditioning costs. Vines have also been planted to grow over the outer surface of the building, with the same intended effect. Mark Ongg of HOY Architects and Associates in Taipei has said that rooftop gardens can cost more to build than a standard roof but that expenses can be recovered in as little as three years due to energy savings, and that air conditioning use for the top floor apartment can be reduced by as much as 10%.41. The rooftop garden also serves as a rest area for employees, provides some amount of carbon offset provided by the various plant life, improves the aesthetic environment and provides some educational benefits.
Long term projects include the possibility of creating our own electricity through solar panel or wind turbine installations on the roof. No detailed budgeting or planning has begun on these projects.
GAS
Natural gas is used at Winkler Partners for cooking. The amount of gas use increased
significantly in 2005 when the firm added day care facilities (two baby rooms). As such, food is cooked much more often in the office. Lunches are often cooked for the employees and while this adds to the gas use at the firm, the same amount would likely be used if employees were eating out. It also cuts down on garbage (lunch boxes, chopsticks, napkins) used when eating out of the office.
41 <http://www.taipeitimes.com/News/feat/archives/2005/06/12/2003259053>
2 0 0 4 2 0 0 5 2 0 0 6
Fig. 5. Comparison of Gas Use (2004-2006)
Gas Savings
2005: increase of 1001 units used over 2004 2006: 50 units of gas saved over 2005 2004-2006: overall increase of 151 units.
2006 saw NT$750 in savings over 2005 (approximately NT$15 per unit) but a total of approximately NT$2,265 increase over 2004.
1 unit of gas = 1square meter in volume
A total of 50 units or 50 square meters of natural gas were saved between 2005 and 2006, which would create 105 Kg of CO2 (See Appendix V). Currently, the only possible options to reduce gas use would be to use a solar water heater, which would reduce the need to boil water.
RESOURCE CONSERVATION AND DEMATERIALIZATION
WATER
Water conservation methods have included the lowering of water pressure, installation of high efficiency faucets and education of employees on water consumption. The most surprising fact is that the results listed below were achieved without any radical measures (picking the “low hanging fruit”). WP has already installed a rainwater catchment system on its roof and has plans to use rainwater not only for its 12th floor and rooftop gardens, but also to flush its toilets.
Currently, there are also plans to replace all the toilets in the firm with dual-flush, water saving models. Current models use up to 12L per flush while the newer models will use between 3 and 6L per flush (savings of 50-75% per flush). Since the majority of the firm’s water consumption goes towards watering the gardens and for flushing toilets, it is expected that the implementation of these measures will bring water use well below 50% of 2004 levels.
Fig. 6. Comparison of Water Use (2004-2006)
Water Savings
2005: 774 units of water saved over 2004 2006: 133 units of water saved over 2005
2004-2006 1681 units (1,681,000L) of water saved. (on 2004 baseline) 1 unit of water =1square meter or 1000 litres
Savings: NT$16,810 (approximately NT$10 per unit)
In total, 1,681,000 litres of water have been saved in two years, just from the most basic of conservation methods. Water use in 2005 was 30% lower than in 2004 and use in 2006 was 15%
lower than in 2005. This represents a reduction of almost 40% in total over 2004 levels. (see Appendix VI)
Further Savings
Winkler Partners plans to further consider the water output on its faucets and toilets. It is also currently investigating the costs and procedures involved in using rainwater collected from a rooftop catchment system (already installed) to flush toilets. This will involve significant investment, changes to the infrastructure and permission from the building owners. Also, water saving dual-flush toilets should be installed in the second half of 2007. Currently, WP has completed a costs assessment and is currently looking for environmentally friendly ways to recycle its old toilets to ensure they do not end up in a landfill. The rooftop garden also contains a composting toilet uses no water and composts human waste for the gardens.
WASTE AND RECYCLABLES
No program for sustainability would be effective without tackling the issue of material
consumption. Winkler Partner’s has set a target to become a “zero waste” office, which includes waste of all kinds and seeks to decouple material intensity from profitability. An important part of that goal is tackling the amount of waste created. Note that Figure 7 below shows that the greatest amount of waste created is in the form of paper. Metrics were only put into use this year so we are currently unable to assess the amount of progress made.
Winkler Partner’s has already implemented a fairly comprehensive recycling plan, but that does
not get to the heart of the issue, the reduction of waste in the first place. Employees are urged to think about the garbage they create. Individual garbage cans have mostly been removed. Also, the firm has recently held several successful “garbage can rest days”, where waste containers (with the exception of paper recycling and kitchen waste collection) are completely removed during the day. Employees are encouraged not to bring waste in from outside the office including beverage containers, lunch boxes etc. Successful efforts have also been made to get staff to use their own chopsticks, water bottles, food containers out for meals/ drinks etc. These programs are not necessarily about depriving employees of these items but rather provide an opportunity to
not get to the heart of the issue, the reduction of waste in the first place. Employees are urged to think about the garbage they create. Individual garbage cans have mostly been removed. Also, the firm has recently held several successful “garbage can rest days”, where waste containers (with the exception of paper recycling and kitchen waste collection) are completely removed during the day. Employees are encouraged not to bring waste in from outside the office including beverage containers, lunch boxes etc. Successful efforts have also been made to get staff to use their own chopsticks, water bottles, food containers out for meals/ drinks etc. These programs are not necessarily about depriving employees of these items but rather provide an opportunity to