In partnership with EDF’s Innovation Exchange, DIG IN, and the Green Innovators in Business Network (GIBN), C2ES co-hosted a “Business of Innovating” Solutions Lab on December 8, 2011, exploring how we conceive of innovation and its role in addressing key environmental and sustainability challenges, including climate change. This event drew on insights from this project’s research of corporate strategies for bringing low-carbon solutions to market. Designed to engage interested business professionals in an ongoing learning community, the Solutions Lab brought together hundreds of professionals engaged in making their organizations more efficient, sustainable, and leading-edge.
Confirmed catalyst presenters include:
- Andy Hargadon, Professor, UC Davis Center for Entrepreneurship (Download PDF presentation)
- Bob Hilton, VP, Power Technologies for Government Affairs, Alstom Power (Download PDF presentation)
- Stephen Todd, Distinguished Engineer & Director, Global Innovation Network, EMC
- Kathrin Winkler, VP & Chief Sustainability Officer, EMC
Interactive Innovation Breakout Sessions with:
For those of you who came to our website today expecting to find information and resources from the Pew Center on Global Climate Change, please don’t click away. Today we announced an exciting transition. We are now C2ES — the Center for Climate and Energy Solutions. In addition to changing our name, we’ve refreshed our mission and strategic approach, updated our website, and made other changes to ensure that we can continue to craft real solutions to the energy and climate challenges we face today.
Yes, a great deal has changed in the last 24 hours. But what hasn’t changed is the need for straight talk, common sense and common ground. Today’s climate and energy issues present us with real challenges — and real opportunities as well. This is about protecting the environment, our communities and our economy. And it is about building the foundation for a prosperous and sustainable future.
This blog post is co-authored by Engelina Jaspers, Vice President, Sustainability at HP
How can we address climate change and achieve robust economic growth? Innovation in low-carbon technologies is critical, and businesses are the engines of innovation. With this in mind, we—the C2ES and HP—set out to explore how leading companies successfully execute low-carbon innovation strategies, with the aim of sharing lessons learned. Today we release the key findings in a new report, The Business of Innovating: Bringing Low-Carbon Solutions to Market, which will also be the focus of a conference in Atlanta on October 25-26.
Our partnership leveraged the insights and expertise of C2ES staff, members of the Center’s Business Environmental Leadership Council (BELC), and HP’s commitment to applying innovative technologies and approaches to environmental challenges. The report’s author, Andrew Hargadon, Professor at University of California, Davis’ Graduate School of Management, studied the BELC members and other leading companies, including an in-depth study of eight low-carbon solutions from HP and three other companies: Alstom, Daimler and Johnson Controls. The report outlines the barriers particular to low-carbon innovation efforts and provides a set of seven practical lessons for companies.
October 18, 2011
Contact: Rebecca Matulka, 703-516-4146
Pew Center report identifies “Seven Keys to Success” for low-carbon innovation
New study shows companies advancing low-carbon innovations to hedge risk, capture business, and gain competitive edge
Washington, D.C. – Even in the face of uncertainty about climate and energy policies, forward-thinking companies are developing innovative technologies and solutions that reduce greenhouse gas emissions and provide growth opportunities. A new report The Business of Innovating: Bringing Low-Carbon Solutions to Market released today by the Pew Center on Global Climate Change finds that leading companies are strategically pursuing low-carbon innovations to hedge risks, capture new business, and stay competitive with emerging markets and technologies.
“Opportunities for low-carbon innovations exist throughout the economy, anywhere that energy is used, and companies able to meet the challenges of a low-carbon market with effective solutions will prosper,” said Eileen Claussen, Pew Center on Global Climate Change President. “In a world where knowledge is power, the findings in this study will help companies make informed decisions that benefit their bottom line while improving the environment and economy.”
Written by Andrew Hargadon, Professor of Technology Management at the Graduate School of Management, University of California, Davis, the report provides a set of practical lessons for companies pursuing low-carbon innovations. Companies at the forefront of successfully commercializing low-carbon innovations share several key attributes, including:
- A commitment to low-carbon innovation as essential to a company’s long-term business strategy. Commitment starts at the top and requires strong internal leaders to articulate the value of low-carbon innovations to the company’s future growth.
- Involvement of public policy expertise at the highest level of corporate strategy. Companies formally incorporate policy insights into strategic decisions. They also proactively engage with policymakers to shape policies and standards that are supportive of low-carbon innovation.
- A focus on maximizing customer value along with carbon reduction. In order for low-carbon innovations to be successful, they must provide additional value for customers. Companies often must find innovative ways to reduce the risks associated with adopting new technologies.
The report is organized in four main sections that examine the motives and opportunities for pursuing low-carbon innovation; the unique characteristics distinguishing low-carbon innovation from other types of business innovation; seven keys to success in pursuing low-carbon innovation; and case studies of eight low-carbon solutions by four leading companies: Alstom SA, Daimler AG, HP and Johnson Controls, Inc.
“Mitigating the impacts of climate change while meeting the needs of a booming world population might be tough, but it isn’t impossible—it’s a matter of finding the right solutions and setting them in motion. As the largest IT company in the world, HP can play a unique part in making that happen,” said Engelina Jaspers, Vice President of Environmental Sustainability at HP. “This project with the Pew Center on Global Climate Change highlights technologies and innovations that can drive sustainability from niche to mainstream.”
The report is the culmination of a larger research initiative designed to understand the challenges and opportunities that companies face when bringing low-carbon technologies, products, and services to market. The report findings are based on a survey of the Center’s Business Environmental Leadership Council (BELC) and other leading companies, a series of workshops on different aspects of low-carbon innovation, in-depth case studies of efforts at four companies, and broader research on innovation. The project was funded by a generous grant from HP.
The report findings will be explored in more detail at the Center’s upcoming low-carbon business innovation conference in Atlanta on October 25-26.
The Pew Center on Global Climate Change was established in May 1998 as a non-profit, non-partisan, and independent organization dedicated to providing credible information, straight answers, and innovative solutions in the effort to address global climate change. The Pew Center is led by Eileen Claussen, the former U.S. Assistant Secretary of State for Oceans and International Environmental and Scientific Affairs.
Climate change—and efforts to mitigate it—are creating an increasingly uncertain future for businesses. The long-term effects of a warming climate are enormously difficult to predict. In the near term, however, new policies, technologies, and market preferences are already altering the competitive landscape of entire industries. That is creating opportunities for companies that effectively produce and manage low-carbon innovations in their markets—and threatening those that, by choice or circumstance, do not.
Today’s policy environment, particularly in the United States, is creating an extraordinarily uncertain environment for business decision-making. In the face of such uncertainties, corporate executives must still make decisions that affect their company’s strategy and competitive opportunities for years. The challenge is to walk a narrow line, investing in low-carbon innovation strategies that keep them competitive without moving too far ahead of the curve. Some companies, like those in the transportation sector, have some regulatory certainty in the form of fleet fuel economy standards, which enables them to commit to low-carbon innovations. But without such industry-wide standards in many sectors, the demand for low-carbon innovations is less clear.
Opportunities for low-carbon innovations exist throughout the economy, especially anywhere that energy is used in the manufacture, delivery, and consumption of goods and services. And with world energy consumption expected to grow by 40 percent in the next two decades,1 these opportunities are growing. The replacement value of today’s aging global energy supply infrastructure is estimated to be $12 trillion, and that of existing energy consuming technologies is even larger.2 Global revenues from new low-carbon energy solutions, energy efficiency technologies and services, and other climate-related businesses reached $530 billion in 2009, and are projected to surpass $2 trillion by 2020.3 Moreover, between 2010 and 2020, the projected cumulative total investment in clean energy generation alone is expected to reach $2.3 trillion.4 Companies able to bring low-carbon innovations to market quickly and at scale will gain early advantages over competitors, such as product leadership, higher market share, and influence over emerging policies and standards.
Leading companies are already bringing low-carbon innovations to a wide range of markets, offering valuable lessons for others facing similar opportunities and uncertainties. This report documents the challenges and best practices of these companies, distilling insights for other businesses pursuing low-carbon innovation strategies. It was developed by the report author, by Center staff, and with members of the Center’s Business Environmental Leadership Council (BELC). The research project included a detailed innovation survey of BELC members and other leading companies, a series of BELC workshops, broader research on innovation, and in-depth case studies of eight low-carbon innovation projects from four large multinational companies:
Taken in its entirety, the report presents a set of practical lessons for organizations pursuing low-carbon innovation strategies. The results should be of interest to corporate decision-makers who are developing or considering low-carbon innovation strategies and to others seeking to understand how companies can effectively bring low-carbon innovations to market, including financial analysts, institutional investors, state and federal officials, non-governmental organizations (NGOs), scholars, and participants in international efforts to address climate change.
The report is authored by Andrew Hargadon, the Charles J. Soderquist Chair in Entrepreneurship and Professor of Technology Management at the Graduate School of Management at University of California, Davis and a Senior Fellow at the Kauffman Foundation. He is the author of How Breakthroughs Happen: The Surprising Truth About How Companies Innovate (Harvard Business School Press 2003).
Check out our podcasts on low-carbon business innovation
|Learn about the top three technologies available today that will have the biggest impact on achieving low emissions growth.|
This Q&A orginally appeared on Singapore International Energy Week's website.
Q1. The Kyoto Protocol expires in 2012. Do you see an agreement on its successor during negotiations at Durban later this year? Or is an extension of the Kyoto Protocol or a move to a transitional framework a more likely outcome?
Eileen Claussen: The Kyoto Protocol has played an important role in advancing climate change efforts in some parts of the world. Most notably, the European Union established its successful Emissions Trading System and other policies in order to fulfil its obligations under the Kyoto Protocol. However, because developing countries are exempt from Kyoto's emission targets and because the United States has chosen not to join, the Protocol covers just one-third of global greenhouse gas emissions. Japan, Canada and Russia have made clear that they will not take on new binding targets post-2012 without commensurate obligations by the United States and the major developing countries, which are not prepared for binding commitments. Hence, there appears very little prospect of new Kyoto commitments being adopted in Durban.
While our ultimate aim should be a comprehensive and binding international climate framework, we must accept that getting to binding commitments will take time. The Cancún Agreements made important progress in strengthening the existing frameworks in the areas of finance, transparency, adaptation and technology. Further incremental progress in these areas will promote near-term action and will strengthen parties' confidence in one another and in the regime, thereby building a stronger foundation for a later binding agreement. At the same time, countries must continue strengthening political will and policies domestically. In Durban, parties should make concrete progress in implementing the Cancún Agreements--for instance, by establishing the Green Climate Fund and agreeing on stronger transparency measures--while affirming their intent to work toward binding outcomes.
Q2. Global GHG emissions increased by a record amount last year. Is the goal of preventing a temperature rise of more than 2 degree Celsius just a "nice Utopia" as IEA's Dr Fatih Birol put it?
EC: Long-term goals are tricky. On the one hand, they provide a rallying point to help focus attention and orient action, and a yardstick for measuring progress. On the other hand, they are meaningful only if they can be operationalized, and if interim efforts don't appear to be on track, people may be discouraged as a result and the will to act may actually weaken. In the case of climate, a temperature goal is appealing because it is easily related in the public mind to the core issue--global warming. But as a metric, it is several steps removed from the action that is needed: Reducing emissions. From a practical standpoint, a global emissions goal might be more helpful.
Countries' pledges to date clearly do not put us on the path to meeting the 2 degree goal. While achieving the goal is not yet out of the question, it would require a dramatic acceleration of efforts around the globe. The bottom line is that we know what direction we must go. Whatever our long-term goal--indeed, whether or not we have a long-term goal--the immediate challenge is the same: Ramping up our efforts as quickly as possible.
Q3. How much of an impact will the recent nuclear power crisis in Japan have on GHG emissions reduction?
EC: It is still too early to know what impact the Fukushima disaster will have on energy choices and greenhouse gas emissions around the world. The most dramatic example is the recent decision by Germany to completely phase out nuclear power. While many in Germany believe that the gap can be filled by renewable energy and improved energy efficiency, others are deeply concerned that the country will deepen its reliance on coal, making it impossible to achieve its ambitious greenhouse gas reduction goals.
Other countries must assess for themselves the implications of Fukushima for their energy futures. For those countries choosing to continue or deepen their reliance on nuclear power, the tragedy clearly offers lessons for improving safety. Given the continued growth in energy demand projected in the future, particularly in developing countries, it is difficult to imagine that we will be able to meet the world's energies needs and simultaneously meet the climate challenge without continued reliance on nuclear power. It is therefore imperative that we continue striving to enhance safety and solve the issue of long-term waste disposal.
Q4. Technology is seen as a key enabler to achieve low emissions growth. In your opinion, what are the top three technologies available today that can make the biggest impact?
EC: There are thousands of technologies available today that could make a huge impact with the right policy support, such as a price on carbon. But the problem, at least in the US today, is that it is unclear when such policy support will be forthcoming. So I will pick my top three based on the ones that need the least additional policy support to make a contribution, either because they yield multiple economic benefits beyond climate, or because they benefit from existing policy drivers.
a. Batteries in cars. Batteries can be used in vehicles in a variety of ways. While a battery-only vehicle may only be able to fill a niche market, hybrid vehicles that run on either gasoline or electricity will likely have broader appeal, and start-stop batteries, which turn off the gasoline engine while a vehicle idles, can be applied to just about any vehicle, achieving modest per-vehicle reductions that add up to significant reductions fleet wide. The combination of new US standards for fuel economy and GHG emissions and electric utility interest in selling electricity can drive battery costs down. The potential emission reductions are enormous, but they depend on cleaning up the electricity grid.
b. Information technology. IT can enable dramatic GHG reductions, for example through energy efficiency (e.g. smart buildings that turn on lights and HVAC when they're needed and turn them off when they're not), substituting videoconferencing for travel, and using wireless communication to optimize transportation routing for people and goods. Convenience and time savings are such powerful drivers of IT that it needs little incremental policy support.
c. Carbon capture and storage (CCS) for enhanced oil recovery (EOR) using CO2. CCS is technically available, and potentially a game changer, enabling us to continue to use fossil fuels but with very low CO2 emissions. CO2-EOR is already economic using naturally occurring CO2, and is close to economic using captured CO2. With very little policy support, EOR using captured CO2 could yield some near-term emission reductions while driving CCS costs down, thereby enabling enormous emission reductions in the future.
Q5. Energy efficiency has long been touted as the lowest hanging fruit to address the energy and climate change challenges. Many Asian countries have announced ambitious targets to cut their energy and carbon intensities. For example, as part of its 12th Five-Year Plan, China has indicated that it aims to cut energy intensity by 16 percent and carbon intensity by 17 percent in the next five years. Do you think Asian countries are doing enough? What more can they undertake to help combat climate change?
EC: Efficiency improvements that generate more economic output with less energy input are important for a variety of reasons, including energy supply security, pollution and greenhouse gas (GHG) emission reduction, and improvement of livelihoods. Countries such as Korea, China and India have taken significant measures to improve efficiency, with the result that the energy intensity of their economies has been lowering over the past decade.
Many energy efficiency measures are classified as "low hanging fruit," meaning the energy savings and other benefits they produce far outweigh the cost of investing in them. Asian countries are currently focusing on exploiting these low hanging fruit, notably in the industrial and power sectors, as well as in appliances and equipment, and large commercial and public buildings. Eventually, achieving additional energy savings will require more expensive investments, and targeting more difficult sectors, such as small and medium enterprises and households.
Asian governments will need to adjust policy tools to meet these new challenges. Policy certainty and appropriate price signals are important to ensure the efficiency improvement potentials of current investments are maximised. One way of providing these is through cap-and-trade type systems, such as those being considered or developed in China, India and Korea. This will also require the phase-out of subsidies that artificially decrease energy prices and encourage consumption rather than conservation. Though progress is slow, several Asian countries have taken or are taking steps in this direction as well.
Limiting the growth of or reducing energy consumption is, of course, essential. However, shifting to less carbon-intensive sources of energy is equally important in the medium to long term. As such, many Asian countries should also be commended for investing in developing less GHG-intensive energy sources.
The Pew Center's September 2011 newsletter highlights a new intiative focused on expanding carbon dioxide enhanced oil recovery, a new brief on international climate assistance, the lessons we can learn from Hurrican Irene, and more.
Will U.S. companies be ready to compete in the world markets of the future? Global clean energy markets pose a $2.3 trillion opportunity over the next 10 years, providing enormous potential for innovation in new technologies, products and business models. These opportunities will help us achieve the greenhouse gas emission reductions that scientists say are needed to mitigate the worst effects of climate change.
Yet the United States’ commitment to developing these markets for innovation is lagging. While the Pentagon is calling for improved energy security, the U.S. House of Representatives is proposing funding cuts for energy innovation that would reduce our reliance on fossil fuels. After surviving the FY 2011 federal budget battle by receiving $180 million out of the $300 million requested by the President, on June 15 the U.S. House Appropriations Committee voted to cut FY 2012 funding to $100 million for the Advanced Research Projects Agency-Energy (ARPA-E). The President had requested $550 million for the agency, which funds transformational energy technology research.
Eileen Claussen is the President of the Center for Climate and Energy Solutions and Strategies for the Global Environment. Ms. Claussen is the former Assistant Secretary of State for Oceans and International Environmental and Scientific Affairs.
Prior to joining the Department of State, Ms. Claussen served for three years as a Special Assistant to the President and Senior Director for Global Environmental Affairs at the National Security Council. She has also served as Chairman of the United Nations Multilateral Montreal Protocol Fund.
Ms. Claussen was Director of Atmospheric Programs at the U.S. Environmental Protection Agency, where she was responsible for activities related to the depletion of the ozone layer; Title IV of the Clean Air Act; and the EPA’s energy efficiency programs, including the Green Lights program and the Energy Star program.
Ms. Claussen is a member of the Council on Foreign Relations, the Ecomagination Advisory Board, the Harvard Environmental Economics Program Advisory Panel, and the U.S. Commodity Future Trading Commission’s Advisory Committee. She is the recipient of the Department of State’s Career Achievement Award and the Distinguished Executive Award for Sustained Extraordinary Accomplishment. She also served as the Timothy Atkeson Scholar in Residence at Yale University.
Mark Vachon, a 28-year GE veteran and Corporate Officer and member of GE's Corporate Executive Council, leads ecomagination, GE’s sustainable business strategy that has invested $5 billion in clean tech research and development and generated $85 billion in revenues through 2010.
Most recently, Mr. Vachon served as President & CEO of GE Healthcare’s $9 billion Americas Region, leading commercial activities in the United States, Canada, and Latin America. His responsibilities spanned across all of GE Healthcare’s diagnostics, health information technology, and life sciences product and service offerings. As a key leader of GE's healthymagination initiative, Mr. Vachon also focused on strategic engagement of governments and clinicians to lower costs, improve quality, and achieve greater access to healthcare.
Prior to leading the America’s Region, Mr. Vachon served as President and CEO of GE Healthcare’s $8 billion Global Diagnostic Imaging organization headquartered in Waukesha, Wisconsin, providing world-class technology in imaging and diagnostics. Since joining GE in 1982, and graduating GE’s leadership programs, he has provided leadership in a number of GE’s businesses, including the Global Research Center, GE Appliances, GE Plastics - Europe, NBC, and GE’s investor relations. In recognition for his contribution to GE, he was appointed a Corporate Officer in 1999.
Mr. Vachon is an active member of the Metropolitan Milwaukee Association of Commerce and he serves on the Overseers Board for Northeastern University, Boston, his alma mater.
Vice President of Innovative Solutions
Judi Greenwald oversees the Solutions program, which analyzes and promotes innovative solutions in the major sectors that contribute to climate change, including transportation, electric power, and buildings. Ms. Greenwald focuses on business, state, regional, and federal solutions, as well as technological innovation. She served on the Resource Panel for the northeast Greenhouse Gas Initiative, California Market Advisory Committee, and as a policy advisor to the Western Climate Initiative and the Midwest Greenhouse Gas Accord Advisory Group.
Vice President, Environmental Sustainability
Engelina Jaspers is responsible for advancing HP's global leadership position in sustainability. Her team develops strategies and initiatives aimed at driving meaningful results for HP, its customers and the environment; manages partnerships with external stakeholders; drives employee education and engagement; and leads the development of HP environmental goals, metrics and strategies.
Corporate Vice President of
George Biltz is corporate vice president of The Dow Chemical Company and vice president, Energy & Climate Change. In this role Mr. Biltz is accountable for delivering Energy business profitability, power production at the 13 Company-operated power plants, as well as steam and utilities and energy service to more than 120 manufacturing facilities globally. In addition, he is accountable for the Company’s energy conservation and greenhouse gas emission reduction efforts, including implementation of clean energy solutions at operating sites around the world. Mr. Biltz also leads Dow’s global advocacy presence in the areas of climate change and energy public policy.
Charles J. Soderquist Chair in Entrepreneurship Professor
Andrew Hargadon is the author of C2ES report, Business of Innovating: Bringing Low-Carbon Solutions to Market, and of How Breakthroughs Happen: The Surprising Truth About How Companies Innovate (Harvard Business School Press 2003). Dr. Hargadon's research focuses on the effective management of innovation and entrepreneurship, particularly in the development and commercialization of sustainable technologies. He has written extensively on knowledge and technology brokering and the role of learning and knowledge management in innovation and has published numerous articles and chapters in leading scholarly and applied publications. His research has been used to develop or guide new innovation programs in organizations as diverse as Hewlett-Packard, Avery Dennison, Clorox, Edmunds.com, Mars, Canadian Health Services, and Silicon Valley start-ups.
Dr. Hargadon received his Ph.D. from the Management Science and Engineering Department in Stanford University's School of Engineering, where he was named Boeing Fellow and Sloan Foundation Future Professor of Manufacturing. He received his B.S. and M.S. in Stanford University's Product Design Program in the Mechanical Engineering Department. Prior to his academic appointment, he worked as a product designer at Apple Computer and taught in the Product Design program at Stanford University.
Executive Director, External Affairs & Public Policy, North America
Jake Jones leads a team of government affairs professionals representing the interests of Mercedes-Benz, Daimler Trucks, and Daimler Financial Services in Mexico, Canada, and the United States. Mr. Jones currently serves on the Executive Committees for the Alliance of Automobile Manufacturers and Federal City Council, and the Boards for the Organization for International Investment, German-American Business Council and the Washington Performing Arts Society. Prior to becoming head of the Daimler office, Mr. Jones was the Director of Congressional Affairs for DaimlerChrysler and responsible for coordinating overall legislative strategy, directly leading coverage on tax and benefit-related issues as well as managing the Federal Political Action Committee.
Immediately prior to joining DaimlerChrysler, Mr. Jones was the lead trade and immigration legislative representative for the AFL-CIO. His professional experiences also include tenures as Senior Legislative Assistant to former Senator Carol Moseley-Braun, senior legislative analyst at the CMS Office of Legislation and Policy, and budget analyst at the Department of Health and Human Services.
Mr. Jones holds a Masters' Degree from the Heinz School of Public Policy Management at Carnegie-Mellon University, is a Member of the Economic Club and National Academy for Social Insurance, former Board Member of Bright Beginnings Inc., and currently Chair of the Council for the Palisades Community Church. Mr. Jones is married (Veronica) with two daughters (Savannah, Delaney).
Vice President, Global Energy and Sustainability
Vice President, Power Technologies for Government Affairs
Today, Mr. Hilton is responsible for providing technical guidance on regulatory and legislative issues for Alstom and providing testimony to committees supporting Alstom’s positions. He represents the Company in technical organizations, work groups and industry associations to process the Company’s regulatory agenda and interfaces with state and federal officials to provide information on key issues. Additionally, Mr. Hilton provides guidance and input to the strategic and operational planning of the Alstom U.S. business with regards to regulatory issues.
Mr. Hilton has been in the air pollution control field for more than 30 years. His specialty is air pollution and the related issues of water and waste management. He holds a B.S. in Chemistry from Philadelphia College of Textiles and Science, a MBA in Finance, from Drexel University, Philadelphia and is past president and a member of the Board of Directors, Institute of Clean Air Companies. He is also the inventor of 15 U.S. and foreign patents and applications and has authored numerous technical publications.
Chief Financial Officer
Kurt Kuehn, UPS's Chief Financial Officer, has been on the front lines of UPS's transformation from a private U.S.-focused small package delivery company to one of the world's largest publicly-traded logistics companies with more than 400,000 employees. Today, he is responsible for all activities related to accounting, finance, auditing, financial planning, taxes and treasury. He also is the liaison to the investor, finance and analyst community. Kuehn is a member of the UPS Management Committee, a group of the company's most senior executives who are responsible for the day-to-day management of the company.
Director, Government Affairs and Corporate Social Responsibility
Erika Guerra is Director of Government Affairs and Corporate Social Responsibility for Holcim (US). In her role, she is responsible for leading and coordinating the company’s public policy advocacy efforts at the federal and state levels. Ms. Guerra also develops and executes the corporate sustainable development strategy through consultation with key internal and external stakeholders. This includes the facilitation of various programs geared toward employee education and community outreach around Holcim (US) operations.
Director, Government Relations Corporate
Director, Corporate Sustainability
Bruce Schlein joined Citi in 2006 to identify and develop solutions for emerging environmental issues and opportunities, with a focus on climate change and clean energy. Previously, he worked as a sustainability specialist for Bechtel in China and Romania, and in international development for Save the Children, Catholic Relief Services in Bosnia and the Peace Corps in Papua New Guinea. Mr. Schlein is a graduate of Cornell and Johns Hopkins SAIS where he teaches Corporate Social Responsibility.
Chief Operating Officer/VP Finance and Solar Program Director
Before founding Cistern, Mr. Harvey was the president of startup firm Simplicity Energy Farms, an advisory and development company working with ranchers and rural communities to develop their renewable energy resources. Preceding Simplicity, Mr. Harvey was a 10-year executive at Parson Consulting, a management consulting firm specializing in corporate finance and accounting. Mr. Harvey spent eight years as an officer in the United States Navy, serving aboard nuclear submarines and in the Tomahawk cruise missile program office.
DuPont Environmental Fellow
President, NRG Electric Vehicle Services
Arun Banskota leads NRG Energy’s Electric Vehicle Services business and is a Senior Vice President of NRG Energy. Previously, Mr. Banskota was responsible for the NRG Texas Region's generation business, with over 11,000 MW of generation assets and $1.2 billion in earnings. Mr. Banskota has more than 20 years of experience in the energy sector, focused on developing, financing, and managing both conventional and renewable power projects around the world. As the Managing Director of Global Power, the power generation business unit of El Paso Corporation, he was responsible for 32 power plants in 14 countries with a generation capacity of 6,500 gross megawatts. As Vice President of project development for OptiSolar (acquired by First Solar), Mr. Banskota successfully built a backlog of solar projects totaling more than 1,500 megawatts. He was also a Partner at International Resources Group, an international management consulting firm. Mr. Banskota holds an MA from the University of Denver and earned his MBA from the University of Chicago.
Vice President, Finance
Maro Imirzian is Vice President, Finance and an officer of Catchlight Energy LLC, a joint venture between Chevron Corporation and Weyerhaeuser Company. Catchlight Energy was formed to commercialize production of liquid transportation fuels from sustainable forest based resources. As a member of the leadership team, Ms. Imirzian has built innovative approaches in collaboration and partnerships to meet the challenges of developing alternative energy solutions. Ms. Imirzian has led finance and administrative aspects of the joint venture since its formation in 2008.
Ms. Imirzian has more than 20 years of experience in natural resource related businesses and sustainability. Prior to assuming her Catchlight Energy responsibilities, she worked at Weyerhaeuser Company in senior business and corporate level roles in investment analysis, mergers and acquisitions, containerboard packaging, and corporate finance. She has led transformational initiatives in joint venture management and enterprise process development and support. Before joining Weyerhaeuser Ms. Imirzian was a management consultant and a forest manager.
Ms. Imirzian has a Bachelor of Science in Forestry from Michigan State University and an MBA from Cornell University.
Managing Director, Joint Technology Development
Melisa Johns is managing director of Joint Technology Development in the Emerging Technology group for Duke Energy. She is responsible for the development and execution of the strategy for technology assessment and development. She is also responsible for overseeing Duke Energy’s technology demonstration projects, which provide lessons learned regarding the technology application, operational implications, and technology transfer within the business.
Previously, Ms. Johns served as Director of Wholesale Origination responsible for leading the wholesale origination team in the execution of long-term sales contracts from the regulated generation portfolios of Duke Energy Carolinas and Indiana and for the procurement of supply side resources for Duke Energy. Ms. Johns has operational experience in system, planning, and operating, and power delivery as well as experience in regulatory affairs and business planning.
She earned a Bachelors of Science degree and a Masters of Science degree in Electrical Engineering from Clemson University. She has also completed the Strategic Leadership Program at the University of North Carolina at Chapel Hill.
Duke Energy, one of the largest power companies in the United States, supplies and delivers electricity to approximately 4 million customers in the Carolinas and the Midwest. The company also distributes natural gas in Ohio and Kentucky. Its commercial power and international businesses operate diverse power generation assets in North America and Latin America, including a growing renewable energy portfolio. Headquartered in Charlotte, N.C., Duke Energy is a Fortune 500 company traded on the New York Stock Exchange under the symbol DUK.
Director of Research
Ms. McMahon received her degree in Politics and French from the University College Dublin, Ireland, and her Masters in Politics from the College of Europe in Brugge, Belgium. Ms. McMahon also studied Chinese Politics for a year in Lausanne, Switzerland.
President, Growth Initiatives
Kevin Kramer was named to the newly created position of President, Growth Initiatives for Alcoa in June 2009. In this role, he is responsible for supporting commercialization strategies for organic growth, and identifying and developing new applications that respond to market trends and customers’ needs. In addition, Mr. Kramer supports the development and execution of global marketing programs for aluminum applications across existing and new markets. As part of this assignment, he will oversee the Alcoa Market Sector Teams. Mr. Kramer serves on the Board of Directors and Executive Committee for the Aluminum Association based in Washington, D.C., and is on the Communications and Promotions Committee for the International Aluminum Institute based in London, England.
Vice President, Energy & Environment
Cathy Snyder serves as the Vice President for Energy & Environment for Lockheed Martin Washington Operations. Ms. Snyder supports government relations for strategic business initiatives across the company in the energy generation, efficiency, distribution and technology markets, as well as environmental management and sustainability businesses. She develops and maintains relationships with key senior executive branch officials, industry executives, state, local, and international governments on behalf of Lockheed Martin. Ms. Snyder’s responsibilities include monitoring, assessing, developing and implementing plans for influencing federal public policy around energy and environmental market issues that affect Lockheed Martin’s existing and future business.
Vice President, International Business Development
John Huffaker brings to AREVA Solar’s customers more than 25 years of experience in energy business development, mergers and acquisitions, equity fundraising, project finance and senior management. Mr. Huffaker joined AREVA Solar in 2007 and has been instrumental in securing private equity funding, strategic partnerships and international solar projects. His current scope is business development and sales for AREVA Solar outside the USA and Australia.
Director of Public Affairs
Susan Robinson is Public Affairs Director for Waste Management. She works with Waste Management’s organic growth and fleet teams, supporting the company’s transformation to a materials management and renewable energy company. Ms. Robinson is responsible for helping to shape public policy efforts to support this transition.
Executive Sponsor & Chair of the Bayer Corporation Sustainability Community Council
Global Director of Sustainability
Kevin Rabinovitch is the Global Director of Sustainability for Mars, Inc. In his role he develops and deploys strategies, goals, targets, and policies relating to all aspects of sustainability for Mars’ full supply chain. He also chairs the Sustainability sub-group of the Mars Scientific Advisory Council which advises Mars on the science behind our sustainability decisions throughout our entire supply chain. Mr. Rabinovitch has been with Mars for 17 years, 4 years in sustainability and the first 13 in R&D functions of multiple Mars business segments in the U.S. and Europe, specializing in technology development, scale up, and intellectual property.
Manager, Environmental Operations
Paul Narog is Manager of Environmental Operations in the corporate Environmental, Health and Safety Operations organization at 3M. He holds a Bachelor’s degree in Mechanical Engineering from the University of Minnesota. Mr. Narog has worked in a wide variety of roles in the environmental field, with specific focus on air emission control, permitting and compliance management, regulatory advocacy and stakeholder communications. He has also served as a Six Sigma Master Black Belt for the company’s environmental, health, safety and medical organizations. In his current position, Mr. Narog manages a group of environmental professionals with responsibility for regulatory compliance management, governance programs (policies and auditing) and technical support to prevent pollution, and sustainability professionals with responsibility for corporate-level sustainability strategy, sustainability goals and cross-functional sustainability initiatives, customer engagement and external communications. Mr. Narog is a member of NAEM, the Air & Waste Management Association (A&WMA) and is a Qualified Environmental Professional (QEP).
General Manager, PlantBottle™ Packaging Platform