Tag Archives: go green

GoGreen Phoenix 2011 – Photomontage Excellence

Photos from GoGreen Phoenix 2011 are up! Many thanks to everyone that attended our inaugural event; you helped make our first year a smashing success! Shout outs to all of our sponsors, speakers, exhibitors and our awesome photographer:  Ken Baker —you made us all look great and really captured the excitement of the conference. Enjoy!

GoGreen ’11 Phoenix Green Vid: Kevin Tuerff Brings Straight Talk On The Evolution of Greenwashing in America

It might be a wee bit dramatic to say that greenwashing has reached epidemic proportions in America. But the truth is some companies and organizations are trying to cash in on the brand equity true sustainability can bring without walking the talk themselves. Also true—there are far more businesses doing the work to be green, but going overboard on their message unintentionally. The folks at EnviroMedia, and co-founders Valerie Davis and Kevin Tuerff in particular, are experts when it comes to spotting the phonies, the unwitting offenders and advising companies on how to communicate their sustainability values in an honest, transparent way. In this special video edition of the Green Line Series, Kevin shares with us his views on the politicization of sustainability, strategy to stay ahead of the regulatory curve and the evolution of greenwashing in America.

To learn more about greenwashing and how to avoid its pitfalls, come see Kevin live at GoGreen ’11 Phoenix, Tuesday, November 15! Kevin will give a special lunch presentation on the topic for attendees. Learn more about Kevin and Enviromedia at their website and the Greenwashing Index (created in partnership with the University of Oregon School of Journalism and Communication)

GoGreen Portland 2011 – Photoshoot!

The Pictures from GoGreen Portland 2011 are up and ready for your viewing pleasure! Thank you again to all of our sponsors, partners, exhibitors, and last but not least – our attendees! We couldn’t have done it without all of you there. Our fourth year in Portland reached new heights and we can’t wait to see what next year brings.

GoGreen ’11 Phoenix Green Line Series: Miguel Jardine Solves The World’s Issues With Food Waste, Worm Wine + A Giant Sock

Food Scarcity. Erosion and desertification. Waste and greenhouse gases. Economic Downturn. Four major issues with one ingenious solution—VermiSoks. Miguel Jardine took his background in technology and finance, and coupled it with a keen interest in sustainable systems to create a closed-loop agricultural process that relies on natural cycles of breakdown and growth to provide local food , heal land that has been damaged, reduce waste and greenhouse gases, and positively contribute to the global economy. Read on to learn more about the innovative VermiSoks Virtuous Cycle and how it might soon change the landscape of a concrete jungle near you.

GoGreen Conference: You’re taking on an issue of massive global scale. Food scarcity is something that civilizations have been forged by and wars have been fought over. We’re curious—most people say to start small on sustainability and not to take off more than you can chew. You went to the absolute opposite end of the spectrum and took on one of the biggest issues challenging humanity since people began forming communities. What inspired you to do that?
Miguel Jardine: I actually look at what I’m addressing as four big issues. And the inspiration behind that was that I pulled the string, so-to-speak.  Remember how your mom told you, “Don’t pull the thread, just try to cut it”? Well I went ahead and pulled the thing.

The four big things we go after are hunger, health, economic development and the environment. And we’re able to tie all of those together through the VermiSoks Virtuous Cycle. The reason being that we simplified the challenge down to a more approachable scale. Unfortunately, up until now, big problems have stayed big problems because we have people saying, “Hey! This is a big problem!” That attitude makes everything seem very complex and sometimes overwhelming. It affects the way that you think about solutions.

I spent several years researching the subject. By recognizing the root issues, we have developed a clear system to solve all of them. When you’re looking at a business that involves food, you have raw materials coming in. Those materials get made into something and then get disposed of—party’s over. When you work with that type of linear model it causes a lot of the problems we are experiencing today. However, if you look at nature, it’s cyclical. You start at one point in the circle and you end at another point in the circle. That is how the VermiSoks virtuous cycle came about—by looking at an input and seeing the cycle of how that waste can turn around and act as an input again.

GG: Give us a brief rundown of what the VermiSoks Virtuous Cycle is, and how it works.
MJ: First let me say, I am something of an environmentalist. When I was looking at the environmental challenges we face, to me, all things kept leading back to human activity—and one of the biggest human activities is the generation of waste. Generally, what we’re doing to dispose of it is digging a big hole called a landfill and then throwing everything into it. There are two major problems with that: The generation of methane (which is 23 times worse at trapping the sun’s energy than CO2) and leeching (the seepage of nasty liquid made from the accumulation of oils and rotting vegetation) that seeps down into the landfill, which causes problems with the water table.

When looking at the methane issue, I saw that the gas was being created from the way that organic matter rots in a landfill. If we’re able to divert that organic material from our landfills that’s a big step towards reducing the amount of methane generated by this process. Again, through continued research that looked to nature as a guide, we discovered we can deal with this issue through composting. Composting is not something people tend to do frequently. In most parts of the country, we have one trash can and everything goes in it. It is difficult to separate organic material from inorganic material.

We’re looking to locate the food waste and divert it away from the landfill. Then we take that food waste and liquefy it. That substance acts as the foundation for VermiSoks worm wine, which is the liquefied waste with additional nutrients. Our worm wine is useful in several ways. First, it’s useful to the earthworms. It also builds up the soil with nutrients and this is beneficial to the crops which grow in the soil. This worm wine is drip irrigated into the actual “VermiSoks,” which are mesh tubes filled with ground coconut husks and earthworms. The earthworms eat the coconuts husks and worm wine and convert that into soil.

It’s a very fast process—the earthworms will plow through worm wine in approximately three days to a week, and will convert it into nutrient rich compost in the process. All of this is going on inside the sock. When this part of the process is complete, we then have an ecosystem inside the sock that is essentially arable land. All we have to do is lay the VermiSoks tube down on the ground, or even a parking lot, cut a hole in it, plant a seed, feed it worm wine and—viola!—we get a crop growing out of it.

Continuing around the circle: As the crop grows, we harvest it, turn it into an amazing dish—salad, lasagna, etc.—and collect the scraps and leftovers to start the cycle all over again.VermiSoks is all about is showing that we can use nature’s cycle in business as a competitive advantage with this particular model.

GG: It sounds like a very integrated system involving the coordination of multiple stakeholders. Does there have to be some behavior change? Some policy change? What are the accompanying issues you are working to solve beyond the physical process of closed-loop food production?
MJ: Yes. A massive amount of education is needed, mainly with our audience and customers. We have three main products: A food waste disposal service, the VermiSoks themselves and a monthly subscription to the worm wine. The VermiSoks and the worm wine constitute what we call our “growing platform.” They are products for customers who are actually growing and harvesting crops. The other side of it is our food waste disposal offering. For that group, it’s a matter of showing them how their food waste, something that traditionally has absolutely no benefit to them, can be turned into something extremely useful to their communities and themselves.

One of the more obvious beneficiaries of this whole cycle is your average restaurant. So a restaurant has two main cost centers—the amount of produce they need to make the dishes they sell and the amount of waste generated through the food making process. So it’s very effective to be able to go into a restaurant and say, “If you use our waste disposal service, you’ll both reduce the cost of your inputs and increase the availability of those inputs. We can convert your waste into a solution for growing fresh fruits and vegetables that can be used in the restaurant again.” It’s an opportunity to create a great CSR (Corporate Social Responsibility) story and it bolsters their bottom line.

Because education is one of our bigger challenges, we are really excited about working with Whole Foods. They have taken a real leadership position in working with us in utilizing our waste service, but also supporting our growing platform and educating their community.

GG: Let’s talk about scale. Does the VermiSoks Virtuous Cycle only work on a small scale or can you plant acres and acres of land this way? Can it support millions of Arizonans?
MJ: Yes it can. VermiSoks is a very local solution that’s applicable on a global scale. That aspect of the system was completely by design. One of the first pieces of education we work on when we collaborate with community organizations is letting people know that having acres and acres of farmland far away from where the food is actually being consumed is not the best model. When something comes from a great distance away and is perishable, like produce is, it has to be picked early in order to be transported without rotting. That means it doesn’t have the ability to develop on the vine with all of the nutrients and flavors it’s supposed to have. Unfortunately, we then use a lot of chemicals to do a ripening process on the way to the consumer.

So, on average in the United States, food is traveling between 1,200-1,500 miles before it is consumed. The VermiSoks Virtuous Cycle addresses that issue. We bring the growing space—the arable farmland—right into the city where people are. This essentially allows you to convert an abandoned parking lot or blighted land into arable space that can be used to grow the food that will support a community. Our vision is one where urban Phoenix will be filled with these small urban farms growing food for the local population. VermiSoks satisfies these sweet spots—anywhere from 48 VermiSoks (about a 20×20 space) all the way up to an acre of space.

That’s more than enough in the city setting, because a complete acre that isn’t spoken for is hard to come by. That speaks for one level of our scalability. The other is being able to replicate this model all over the world. That introduces a different perspective on scale, because now we don’t need hundreds of acres of farmland to grow enough food for everybody. Each neighborhood will be able to grow its own food.

This model also lends itself to a creating a lot of jobs. The VermiSoks cycle needs individuals to manage the garden/farm, to run distribution, and work in the industries we service. Then there are additional value-added products and businesses that become available as a result: a salsa line or beauty and spa products for example. You can have a grower who is specifically growing lavenders and mints and thyme for their particular formula or recipes for soap for lotion or essential oils. You also have the development of a naturopathy industry around medicinal herbs that again can all be grown close to where they are utilized.

This localized model is what we see going forward. We believe you’re going to get lots of farms and gardens all over the place that are able to feed millions of people by bringing the solutions in closer. What we do here in the Valley is replicable all over the world. You just need a “wine cellar,” which is what we call our facility where we bring all of the food waste to undergo liquefaction, create the worm wine and manufacture the VermiSoks. Wine cellars are the hub for processing that food waste, for creating this growing platform and then servicing a set of local installations of VermiSoks gardens.

GG: You mentioned getting in cahoots with Whole Foods. What’s next? What is your vision for 2012 to take VermiSoks to the next level?
MJ: The big thing our investors have been looking for is to see the whole cycle proven out—for us to have a facility working through the whole process. We now have our first wine cellar up and running. We are collecting food waste from Whole Foods and we will be installing gardens come the first of November. All of this will show the big picture. At that point communities around the world can replicate our model and develop their own wine cellars and waste source and then grow food.

The cool part is that in doing so, they will be actively addressing those four big things I mentioned before. We address the hunger issue by having the capacity to grow more food. We address the health issues, such as obesity, diabetes and heart disease, by providing healthier food to our communities. We’ll spur economic growth by providing a foundation for jobs in all the industries I mentioned earlier. And we will regenerate the environment by adding back nourishing soil to the land.

That is actually one of my favorite impacts and I tend to not name it sometimes because people say “Miguel you’re harping on that one too much.” In all of this process many people would think the primary goal is food. But there’s more to it then that. At the end of season you have a sock full of 1.25 cubic ft of nutrient rich, composted soil. We know that a big part of environmental issues, especially around food security, are happening because of de-climitization or  the erosion of farmland because the soil doesn’t have the root infrastructure to keep it in one place. VermiSoks begins to regenerate the environment because the soil we create is latent with all of the nutrients necessary for healthy soil. So at the end of life for the VermiSoks, we not only got a naturally grown crop, but if you cut open the sock and then till the material inside into the ground, that begins to heal the soil.

GG: What people, books or ideas have influenced your outlook and helped you open up your mind to new ways of thinking?
MJ: Wow, that list is long! One of the big ones for me was “An Inconvenient Truth” by Al Gore. That one really got me to start asking the question “What can I do?” The other book was written by William McDonough called “Cradle to Cradle.” I also love Richard Florida’s “The Rise of the Creative Class,” “The Flight of the Creative Class,” and his latest book is “Who’s Your City?” The third one is really cool, it’s very much in line with Malcom Gladwell’s “Tipping Point.” The final book, and it’s something of a Bible for me, is Frans Johanssons book, “The Medici Effect.” That book is what got me to think about putting together an entire system of solutions as opposed to just solving one problem.

GG: Final question: Are there any topics we didn’t address that you would like to speak to.
MJ: The one thing that I’d like to touch on, before we finish, is collaboration. Now, more than ever, we need people to start talking together. Not just people with the same backgrounds, but people with very different life and professional perspectives. In my average day, I am working with a multi-national corporation like Whole Foods, local non-profits and regional businesses. It’s through something transferable like VermiSoks that we’re all able to see how this is not a situation that will be solved by a big powerful company donating either money or a non-profit working in the field. Each sector has a role to play in the solution. For us, the business model is also a model for collaboration between disparate groups who might not always think about talking to each other. We want to get them thinking about how this cycle can bring them together to not only talk to each other, but also be very successful at their respective missions, models, and objectives.

Miguel Jardine is the CEO of Vermisoks and will speak on the Collaborative Approaches to Achieving Zero Waste at Your Business panel session at GoGreen ’11 Phoenix, November 15. To learn more about businesses wanting to go green, come see Miguel live at GoGreen ’11 Phoenix! Event details and registration can be found here. For the latest event announcements and sustainability news, follow us on Twitter (@GoGreenConf) and be a fan on Facebook (facebook.com/gogreenconference). Join the GoGreen Phoenix email list here.

GoGreen ’11 Phoenix Green Line Series: Carolyn Bristo on Phoenix’s Legacy of Conservation + Resources For Today

The City of Phoenix has a legacy of conservation—it’s had to. Building and maintaining a major metropolitan area in the desert takes complex infrastructure and smart management of resources. That’s something the city has been doing for 50 years. Looking ahead, Phoenix expects more growth and is taking measures to ensure that growth is sustainable, both from an economic standpoint and an environmental one. In this installment of the Green Line Series, City of Phoenix Sustainability Officer, Carolyn Bristo, merges past and present, with a vision for a very green future in the desert.

GoGreen Conference: What is your vision for a sustainable Phoenix? How is the City working to make Phoenix the most sustainable city in the country?
Carolyn Bristo: The end game, for the City, is always to ensure our residents have a high quality of life, now and in the future. The main spheres of influence that we’re concerned about are community, economy and the environment.

GG: Are there any elements—renewable energy, sustainable mass transit, etc.—that are key focus points for the City as you move forward?
CB: The areas you mentioned are very important to us. Because they involve complex planning, we have set stages of goals and priorities around these areas. One is that 15 percent of our energy needs will be met by renewables by 2025. Another is that our greenhouse gas emission levels will be 5 percent below the 2005 levels by 2015. We also have a goal that we will achieve 20 percent average shade canopy coverage at all city parks by 2030.

These are just some of the goals that we’ve set, and we’re working with our communities and agencies to prioritize values around neighborhood development. They’re outlined in Mayor Gordon’s 17-point Green Phoenix Plan that focuses on greening Phoenix neighborhoods, homes and businesses. That plan looks at energy sources and transit, but also waterways, efficiency measures, homegrown agriculture, urban mobility, transportation synergy, etc.

GG: How important is it to have buy in from the top levels of city leadership in Phoenix?
CB: We’re very fortunate at the City of Phoenix to have visionary leaders in our history that have fostered a culture of innovation and outstanding environmental stewardship for almost 50 years. We’ve implemented many ground-breaking initiatives over that time. We were one of the first adopters of using recycled tires in our asphalt and that started in the 1960s. We developed a water conservation plan over 30 years ago and we’re actually using less water now than we were in 1997. We have also had an energy efficiency and conservation program for over 30 years and have quantified over $120 million in cost savings or avoidance over that time. Today we are looking at how we can buffet our environmental sustainability legacy, get to the next level and achieve our goals over the next decade.

Finally, we have embarked upon a update process for the City’s general plan that will certainly focus a lot more on community well-being and sustainable economic development in the near future.

GG: How does Mayor Gordon’s Green Phoenix Plan specifically support the development of sustainable businesses in Phoenix?
CB: Much of the Green Phoenix Plan focuses on partnership and collaboration. The community and economic development part of the plan is very important. One of our key programs is called Energize Phoenix and the goal of that is to create a higher level of building stock and neighborhoods by making them more energy efficient. Our goal is to enhance 30 million square feet of office space through energy efficiency upgrades along the 10-mile stretch of the light rail corridor.

That’s just one example of the many programs we’re putting forth as a collaborative effort between the business community and the City. Another very successful partnership with the business community is the Solar Phoenix program. This program is for residential upgrades, but this program could not have happened without financing from National Bank of Arizona and working in close concert with Arizona Public Service, our public utility in Phoenix. We also needed a well-qualified work force to install the upgrades. So far, with a $25 million investment, they’ve been able to install solar on 444 homes and have generated over 2,800 kilowatt-hours of solar energy. Through leveraging the investment of our private sector and the dedication of our public utility to advance renewable energy, we’ve created one of the largest residential solar programs in the nation.

GG: How does the City of Phoenix ensure the viability of water as a resource moving forward, as the metro area grows and expands? Are there ways for businesses to better manage this shared resource in partnership with the City?
CB: The City has an aggressive water conservation program and has worked extensively with businesses to manage our water for decades now. We have a long established set of best practices that the community works under, including reusing 90 percent of our waste water for industrial, agricultural and recreational purposes. That infrastructure is a huge support for our parks and golf courses.

We’ve also reduced ground water usage from approximately 35 percent of the water supply in 1984 to less than three percent in 2010. And we continue to promote water efficiency and re-use programs through new commercial and residential plumbing codes. We recently passed a voluntary Green Building Code to encourage building green through commercial code, which ties into efficiency as well.

GG: Are there any public/private partnerships that have been particularly successful that you could highlight for us?
CB: There have been several that come to mind through our Energize Phoenix program. We worked with many local businesses, including CB Richard Ellis, American Cleaning Systems, Nibblers Catering and Hines GS to upgrade commercial facilities through our grant program and incentives, make their space more efficient and save them money in operating costs—as well as conserve resources. Businesses interested in the program can learn more at the program website: energizephx.com

Carolyn Bristo is the Sustainability Officer at the City of Phoenix and will speak on the Overcoming Barriers to Sustainability panel session at GoGreen ’11 Phoenix, November 15. To learn more about the City’s resources for businesses wanting to go green, come see Carolyn live at GoGreen ’11 Phoenix! Event details and registration can be found here. For the latest event announcements and sustainability news, follow us on Twitter (@GoGreenConf) and be a fan on Facebook (facebook.com/gogreenconference). Join the GoGreen Phoenix email list here

 

 

 

 

 

PDX 2010 Green Line Series: Brewing up a Green Storm With Ann Widmer

Ann Widmer GoGreen ConferenceWidmer Brothers Brewing Company is a Portland institution and a national ambassador of our beer culture. But they’re also doing a lot to promote sustainability as an important—and profitable—part of being a business in the 21st century. The Chair of Widmers’  Sustainability Committee and GoGreen Portland 2010 speaker, Ann Widmer, chats with us about their values, how they implement sustainable initiatives and where the conversation needs to go from here.

GoGreen: Widmer is a staple of the Portland community and an ambassador for the region in other areas of the country and world. How does your team tackle that responsibility as far as sustainability is concerned?
Ann Widmer:
We take sustainability seriously, but we also have fun with it. I should say that sustainability, to us, is not just about the environment. We include financial, social, and employee responsibility as well. So, as our CFO reminds me, we must be fiscally responsible, so that we can afford our environmental programs. We are also in the process of becoming an ISO 14001 company, which helps us build a management structure that supports sustainable practices in our breweries and our restaurants like the Gasthaus.

GG: How does Widmer leverage its overall success and success with sustainable ventures specifically, and roll it into the narrative that you’re building for the company?
AW:
It’s a part of our brand. It’s become who we are—authentic–not just a line in our brochure.  It includes the fact that Kurt and Rob [Widmer] were and continue to be incredibly honest about sustainability.

There are these parts of your brand that illustrate who you are as people and what you believe in. For us, sustainability is one piece of that, along with honesty and quality. So if the beer isn’t up to our standard or that of the tasting panel, we don’t sell it. We’re also innovating in sustainable ways. I know these are really old values, and they probably sound really hokey, but they’re important to us.

GG: Brewing beer is a very technical business. There are a lot of intricacies and complexity built into your value chain. What have been some of your challenges in taking sustainability to scale and how did you craft solutions that fit your business?
AW:
There are many levels on which we try to implement sustainability in our company. The first is all of the things our employees do. I’m really fortunate—I didn’t have to ‘sell’ sustainability to our employees. I get more suggestions from employees on what we can do to be more sustainable in a year than we can possibly ever do. And they’re really good ideas that usually don’t cost a ton. So we try to keep all our employees engaged, because they’re so valuable in this process. We are presently working on a system to support and reward employees for their contributions, and I would welcome any advice from others about how best to do this.

The other thing is that I’ve always had executive backing for the bigger things that have to do with our distribution chain and brewing operation such as our usage of natural gas, electricity and water. We’re really proud of the fact that we have one of the lowest water to beer ratios in the craft brewing industry. Those are big initiatives that go through multiple departments and the executive team, because they often require expenditures and changes in the way people work.

GG: You went into how you engage your employees in this direction, but how do you engage the broader Widmer community in these initiatives?
AW:
We recycle everything at our events and in the Widmer Gasthaus. We also support other causes that are working to enhance the environment  through donations to other organizations that support sustainability. There’s this cyclical effect. It’s not just about us. We try not to throw things out into the community that represent our work poorly, or are not sustainable. We have point-of-sale touch points—everything from the beer labels, packing materials, cups, and wearables We  try to make sure that as many of those are biodegradable or recyclable as possible.

GG: Do you feel that in Portland and the Northwest (and maybe a few select other areas around the US) that there is a growing expectation that companies be sustainable? And if so, do you think that kind of peer pressure is a good thing?
AW:
Yes—Usually incentives are good, because they raise awareness. I have no problem with people asking me, ’how much water do you use?’ or ‘what do you do with your spent grain?’ The key, to me at least, is whether or not companies can demonstrate what they do through monitoring and metrics. We do very extensive monitoring on all of our energy use, our water use, recycling and transportation costs.

I think the consumer is starting to demand this kind of behavior from businesses. The other thing is that we sell beer from coast to coast. I think it becomes our job in the Northwest to be a beacon on this issue. I mean, not become the environmental police, but Oregon products that do hold high standards turn into ambassadors of sorts.

GG: What advice can you give to a business owner that wants to take things up a notch and get their business to a darker shade of green? What do you tell a business that’s already using recycled paper and off-setting their energy use with renewable energy credits (RECs)—what’s the next step for them?
AW:
Many businesses are doing a great job—some much better than us, but I would suggest getting in touch with the Portland’s BEST Business Center and requesting someone come out and do a site appraisal. They are not going to tell you how bad a job you’re doing. They’re really good at taking a snapshot of where you are and pointing out places where you can improve. They can tell you what is feasible within your budget and can even help you prioritize.

Maybe something you were looking into doing wouldn’t have much effect, but another initiative that is about the same in cost would have a much bigger impact. They can help you understand what will get you the most bang for your buck, and can often recommend resources that are available to help you.

The other thing I would suggest is to recognize that many components of sustainability are not very expensive in the long run. There are some things you can’t do—we couldn’t buy every employee an electric car, for example—but many initiatives are ultimately good for your bottom line. I think it’s important to make those choices now—particularly in this economy. This is a newer concept in accountability that also considers the “top line” value of long-term sustainability.

GG: You mentioned at the beginning of our conversation that sustainability is about more than just the environment. Where do you think the conversation on sustainability—as it becomes more sophisticated—needs to go and what are the issues the green business community needs to tackle in order to make progress?
AW:
That’s so complex. It’s a book! One is to realize that sustainability has to be global. I think we’ve passed the point where acting locally is the only thing we need do. That’s still important, but we have to recognize there are decisions we’re making, politically and financially, as a country, that are having global environmental impacts.

And locally, we are in a tough economy and people need jobs. We need green employment opportunities—ways to transfer the technology and knowledge from the present working generation to the next.

I also think that universities need to find ways to bring environmental and social responsibility into all areas of their course work, rather than just a few select areas. It should be a thread that runs through the humanities, the sciences, health care, business, etc. in order to instill a greater respect for the diversity of people and our planet.

GG: What can business owners do to help push the process? Is it to focus on ourselves and do our own thing? Or do we need to get more involved?
AW:
I think business owners influence more than their own companies  by their choices—both upstream and downstream. For instance, we influence it by selecting vendors who enact sustainable principles and use green products.  Increasingly there are certification processes in place to rely on. When you select those vendors who are investing in certification and sustainable actions, you are encouraging people who want your business to participate in best practices.

Businesses buy as well as sell. If we can’t know the genesis of a product because it’s made in a place we can’t environmentally monitor, then I think we have to reconsider that purchase even if the price is less. If companies keep engaging in this cycle, everyone will eventually have to improve, and at some point that becomes the standard. The Northwest is further along in their expectations that businesses be sustainable.

GG: Anything else you want to add before we wrap up?
AW:
I just want to emphasize how important it is to be in sync with what your employees believe and what they want. You are far more likely to be successful if you start with what your employees value and believe in. Listening is the key, then prioritizing and choosing what people want to do and can afford to do. We’ve been really lucky to have employees and a sustainability committee who are passionate about their company, their community and the environment. They really are the heart of our efforts.

Ann Widmer is the Chair of Widmer Brothers Sustainability Committee and Emeritus Professor at Concordia University’s School of Management. She is also a featured speaker at the GoGreen Conference 2010 in Portland, Oregon on October 5, 2010. To register for GoGreen Conference 2010 Portland, please visit: http://www.portland.gogreenconference.net/registration. GoGreen ‘09 sold out, so make sure to sign up soon!

To learn more about Ann Widmer and Widmer Brothers Brewing Company, visit: http://www.widmer.com. Follow them on Twitter at: @Widmer_Brothers.

Green Video: Microsoft’s Rob Bernard Keynote at GoGreen Seattle

The video is here! We had such great speakers at GoGreen 2010 Seattle, that we had to share it with you all. Whether you were with us in April or not, Microsoft Chief Environmental Strategist Rob Bernard’s keynote on what we need to do to take sustainability to scale is a can’t miss—especially the second time around!

Enjoy—and stay tuned for more videos from GoGreen 2010 Seattle very soon!

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The Green Line: Eco-Visionaries Panel

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Four incredible women joined us at GoGreen 09 in Portland, Oregon and inspired us beyond belief. Sitting in the session with Darcy Winslow (DSW Collective), Sarah Severn (Nike), Sheri Flies (Costco) and Joyce LaValle (Interface Americas), we knew we had to share it with you. Here are four of the most dynamic change agents on the sustainability front—sharing their incredible collective experience and ideas for the future. Enjoy!

The Green Line Series: Jason Graham-Nye Saves The Planet, One gDiaper At A Time

Did you know that a typical disposable diaper takes over 500 years to decompose? And an average baby goes through around 5000 of them in a lifetime?

Yikes! Multiply that by the number of babies in the U.S. alone and the picture starts to look pretty grim–and more than a little stinky.

jasongrahamnyeThank goodness eco-entrepreneur + daddy extraordinaire, Jason Graham-Nye (Co-Founder and CEO of gDiapers) is working hard to send a breath of fresh air through the diaper industry. And Mums + Dads (and babies too!) are thankful for gDiapers’ stylish and sustainable alternative to normal nappies. In the The Green Line Series, Jason offers his advice for creating a successful green start-up, how to develop a truly sustainable brand and how to leverage social media + brand evangelists as aces up your sleeve against the big guns.

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Jason is a speaker at Go Green ’09, an all-day sustainability conference in Portland, Oregon. Join us October 7th, 8:00am-4:30pm, at the Gerding Theater to learn how to take your business to new sustainable heights from our panel of 40+ world-renowned, eco-visionary speakers.

Go Green ’08 sold out, so get your tickets quickly! To register, visit: http://www.gogreenpdx.com/registration.

To get the latest Go Green ’09 news, green news and innovative ideas join us on Facebook (Go Green Conference) + Twitter (@gogreenpdx)!