Greening our Stadiums and Ballparks Part 2

Uploaded by whitehouse on 19.07.2012

Speaker: I would like to invite our second panel up.
And before we get started, I just want to introduce a
couple of very key people within the administration.
One is standing right here to my right, Mathy Stanislaus.
Mathy is the Assistant Administrator for Solid
Waste and Emergency Response.
Mathy has done a phenomenal job for this administration.
And I think one of the great things about an event like
this is the connections that all of us can make between
sectors, between government, and private industry and
hopefully, you have had a chance to meet some of the
great folks at EPA, including Mathy.
So Mathy, thanks for being here.
A couple of other people I wanted to introduce.
One is on our Public Engagement Team,Kyle Lierman.
Kyle is up here on the left.
Kyle is the Sports Outreach Director,
amongst many other things that he does at the White House.
And as we connect to the sports industry and,
and all of our franchises in the leagues,
Kyle is really the point person for that.
And then I would be remiss not to introduce somebody on my
team, Eli Levine who really has been the driver behind
this event.
And luckily Eli showed up today.
Luckily, Eli showed up today.
I was a little bit worried at the White House we are all
wearing ties and suits and what not.
And Eli is a huge New York Rangers fan.
And so I thought he was going to be here.
I thought he was going to be here in his Mike
Richter Jersey.
Luckily, he, he stuck with the tie and the suit.
So to introduce our first panel and our moderators,
I wanted to turn it over to, two distinguished guests of
ours, Martin Tull, who I spoke about earlier.
Martin has done a fantastic job in running the Green
Sports Alliance here over the last couple of years.
He manages the overall operations of the Alliance
and oversees all of the environmental aspects,
the reduction strategies, the alliances,
the membership programs, and he really led the formation
and growth of the alliance through the founding of six
pro sports teams to now over 40 partners and, and,
many many others.
Thanks a lot, Martin, for being here.
And then our second moderator, our co-moderator
is Dr. Dave Danielson.
Dave is a dynamic force at the Department of Energy.
He leads the Office of Energy Efficiency and
Renewable Energy.
As Assistant Secretary, Dr. Danielson overseas a broad
portfolio, that is intended to hasten the transition to clean
energy economy.
So, Dave, why don't you take it away.
Dr. David Danielson: Great.
I think we'll just stay seated to keep it informal here,
does that sound good?
Well, thanks for that and thanks to CEQ for bringing
us all together.
I am excited to be here today.
And I am, you know, I am excited to be here
co-moderating with Martin Tull of the Green Sports Alliance.
One thing that you should know is the names of our softball
teams at DOE, it is really important.
One is named, you know, our Secretary of Energy his name
is Steven Chu.
And so they have called one of the teams Big League Chu,
Which I like.
And the other one is a little more geeky and wonky the EERE
Team which is the Clean Energy Office that I run,
we have a team called Combined Heat And Power.
So my office, the Office of Energy Efficiency and
Renewable Energy at the DOE is really the Clean Energy Office
within DOE.
And we are really at the core of the Administration's push
for us to, for the United States to be you know the
leader in the transition to a global clean energy economy.
I am really excited to be sitting with the folks in
the sports community here.
I was thinking the other day as I was, you know,
I travel a lot in my position.
And as you fly over the country and you look down,
you know, what do you see that,
let's say you are an alien coming,
coming to this world from somewhere else and
you look down.
And you say, what is important?
What are the important structures in this society?
And I really look at it as really the stadiums that we
have are incredibly important cultural icons.
And so not only are stadiums for sports teams, you know,
significant energy users and opportunities for efficiency
and deployment of renewable energy and advance vehicle
technologies like electric vehicles, you know,
they are also these really important cultural icons
for the country.
And for the world.
And so I think there is a huge opportunity for, for these,
these stadiums and these sports teams to do what,
to continue to do what they are already doing and use this
as an opportunity to introduce the American people to the
idea of clean energy is something that is incredibly
important for the country for a number of different reasons.
You know, for American economic well being,
American leadership in the global economy.
For pushing you know for an environmentally superior
energy solution for all of us.
And so I think there is really a great opportunity not only
for us to make change happen in terms of deploying
technologies, advanced technologies into these
facilities, but also it's own opportunity to really get the
word out to the American people about how exciting the
clean energy economy is and that it is great opportunity
for Americans to really lead the world.
A couple, you know, we have made some, you know,
we are partnering with Green Sports Alliance through our
Better Buildings Challenge which is a Presidential
initiative to reduce energy use in buildings by 20 percent
by 2020.
This is really a good example of the White House and the
Department of Energy kind of using the,
the bully pulpit to put out a challenge to the country and
have the private sector really step up and respond.
You know, we have more than 70 partners here, Starbucks,
Walmart, the city of Philadelphia, the city of LA,
and a whole bunch of others who have made this commitment.
And we have had now a commitment of more than $2.5
billion of private capital to go retro fit these facilities.
So I think there is, we should all be reminded of the power
of this convening authority and there may be a great
opportunity for those of us up here to take advantage of
that as well.
And one specific example, just to throw it out there of
activity that is happening in the sports world that we have
supported and is in St. Louis Cardinals Busch Stadium.
Where the EERE, my office, is one of many examples just to
throw it out there.
Busch Stadium installed a steam heat recovery technology
that is, that is saving them more than five million gallons
of water and 440,000 kilowatt hours of electricity a year.
And so that is just one example of what we are doing.
And we want to do a lot more of this going forward.
I am really excited to, to learn about what the folks
on the panel are doing.
And I am even more excited to be a really close partner with
each of you in your leagues to really try to get the clean
energy economy accelerated even faster than it is going
today, and try to get the word out about the opportunity we
have as a clean energy as a country in clean energy.
You wanted to say a few words?
Martin Tull: Sure. Absolutely.
Thanks very much.
Well, you know, as the Executive Director of the
Green Sports Alliance, I have had the chance to work very
closely with at least most of the folks on the,
on the panel.
And I have been able to also work with many of the other
teams and organizations here in attendance today.
I have seen you know firsthand how significant many of these
environmental initiatives are that they have been doing.
And they really do stand as shining examples for teams and
venues here in this country as well as world wide.
You know, I do want to mention that kind of beyond the great
work of this best in class panel,
that is assembled here today, there are literally hundreds
of sports organizations world wide that are working to
improve their operations.
And many of them have the support and encouragement of
their league offices as well.
Just a little quick history of the Alliance since our public
launch in March of 2001, we have grown to include over 50
professional and collegiate member teams.
And over a hundred sports venues.
These members together represent more than 13
leagues, professional and collegiate.
As an Alliance member, teams and partners,
we work with these sports teams to try to understand the
environmental performance of their facilities,
share strategies and resources with then,
helping them to lower their operating costs,
and reduce their environmental foot print.
We are very fortunate to have the support and technical
resources of many of the agencies here,
the Natural Resources Defense Council, the US EPA,
DOE and others.
All as partners for the Alliance.
I hope the discussion today will encourage other teams
and leagues that may have been watching from the side line to
get in the game, start tracking their environmental
performance, and then work to try to make it better like
these great panelists have today.
Let me go ahead and introduce the panel and we'll hear some
of their detailed stories.
On the far right, we have Leonard Bonacci,
vice President of Event Operations for the
Philadelphia Eagles.
We have Scott Jenkins who the Vice President of Operations
for the Seattle Mariners, and also serves as the Chairman of
the Board of the Green Sports Alliance.
We have Jackie Ventura, Operations Coordinator
for American Airlines Arena and Miami Heat.
Joe Abernathy, is the Vice President of Operations for
Busch Stadium.
And also I have Justin Zeulner,
Director of Sustainability and Planning for the Portland
Trailblazers and the Rose Quarter.
So we have got a really great, great group today.
Let's see, David, would you like to start it off?
Dr. David Danielson: Yeah, I thought we would throw it out,
a couple of questions to each of the panel.
And you know some of the questions may be,
may not be relevant for everyone.
But just invite everyone to respond to the questions that
are of relevance.
The first one I wanted to throw out are on the energy
efficiency side.
You know, I wanted to see if you could talk a little bit
about some of the energy efficiency measures that you
have taken, and the motivation.
And what the, the, the actual return on investment has
looked like in terms of whether it is economic or
otherwise, we will just encourage you to talk about
some of your energy efficiency investments.
Maybe we'll start with Leonard.
Leonard Bonacci: Well, first of all, thanks for having us to Philadelphia.
It is really you know a privilege to be a part
of a group like this.
And to contribute a little bit in this movement.
To start, you know back in 2003 coincidentally,
how small this world is, Scott Jenkins, to my left here,
was our Vice President at the time and opened Lincoln
Financial Field together.
So this is essentially my green teacher next to me.
So I have got to do well here.
So we were, we were real excited about being a green
stadium, our ownership is really behind it.
So as the Golden Rule states, do as the Gold Rule.
So we decided we will go that direction.
And then we got our first power bill which was just
over a quarter million dollars for the month.
And it quickly knocked our socks off and figured out we
have to get really good really fast.
And we did things as technologically advanced as
our building automation system and our lutron lighting system
and different things like that to as non technical as
attaching a clipboard to an intern following a game and
making sure that the over one thousand TV's are turned off
and just little things like that.
So it is in layers.
There was no one big swing we took at it.
There were some bigger projects that had larger
impact than others.
But through all of that over the course of time we were
able to cut our energy usage in half.
You know, from just over I think it was 24 million
kilowatts a year to 13, just over 13.
So you know we only have ten events a year,
probably closer to thirty when you factor in everything.
But my friends in baseball and basketball and hockey have a
lot more than we do.
So that was one of the ways that we did, we did ours.
Dr. David Danielson: That is great. Scott?
Scott Jenkins: Sure.
Five years ago, six years ago now that I got to Seattle I
just took a look at our baseline data to see what we
used for energy over, over the course of the building,
and we are now thirteen years old.
So it was about halfway into the life of the building and
I just again, you know just again by metrics seeing where
we were in terms of year on year use,
and I challenged my staff to try to find a new low
water mark.
We had you know opened the building and things had
settled down.
But I thought there was opportunity there.
And one of the ways to illuminate the opportunities
was just to get people to think about what does it
really cost us?
And when you are running a building,
it is a lot different than running your house.
But, you know, when you get your utility bill at the end
of the month and you have to pay it.
And it has been a hot month or a really cold month,
it kind of smarts, right?
And you usually like to shut the door,
or turn things off to try to minimize that.
Well, in a ballpark, imagine with 2,000
employees and 40,000 people having a good time,
how invisible that bill is until you get it at the end of
the month and someone pays it.
So I just challenged my staff.
I said, what do you think we pay on a daily basis?
And what if you got a 4,000-dollar bill in
the mail everyday for energy and utilities?
You know, that would kind of hurt, right?
So let's get smart about this and let's do the things at
work that we do at home.
Let's shut, shut the lights off.
Let's turn equipment off.
Let's set the thermostat back.
Let's put aerators in the faucets.
And in the first six months of just the behavioral change,
we saved a hundred thousand dollars.
And I was hoping to save a hundred for the year.
So clearly there was a new low water mark there that
was readily achievable.
And then we did some energy audits.
And did some investment in the building and was able to lower
that further.
So now we are saving about $400,000 a year annually
from what we would have been spending had we not
done the conservation and our energy intensity.
We use the EPA's Energy Start Portfolio Manager Program.
And we are done about 25 percent from six years ago.
So when you look at the Better Building Challenge and you
think about a 20 percent reduction, we have done 25.
So to everybody out there in the audience, you know,
and we are in a place where kilowatt hour costs you
7-cents a kilowatt hour.
So it is cheap energy.
So if it makes economic sense for us to do it in the Pacific
Northwest, imagine what it makes in Philadelphia or in
New York or wherever utilities are higher.
So it is truly the low hanging fruit is around energy and,
and water is much the same story.
Dr. David Danielson: That is phenomenal.
Jackie Ventura: Well, at the American Airlines Arena,
we have been open since 1999, New Year's Eve, 1999,
so we were a much older building.
And we pursued lead certification in the end of
2008, got the certification April of 2009.
And where we were really surprised was at how efficient
we were running our building.
When it came to things like electricity,
we are running when we did our baseline data between 12 and
14 million kilowatt hours.
That goes to show, we were already running at what you
have been able to reduce to which was amazing to us.
When we did our Energy Star Portfolio,
buildings of our size were roughly 1.2 million
square feet.
We were running 53 percent more efficient according
to the EPA than, and Energy Star, I am sorry,
than buildings of our size.
And that automatically to us was a big
crowning achievement.
A building that was ten years old that was able
to run so efficiently.
If we had been running at what the Energy Star norm is,
we would have been paying about $1.6 million more a year
annually in energy costs alone.
Our kilowatt hours, roughly the same as Scott's,
we average between five and seven cents a kilowatt hour
and our demand also is very high.
We have been able to meet our demand.
For those of you that don't know,
demand is what you draw on electricity for 15 minutes
consecutively, and that is what you are billed at as
your high for the month.
We have been able to meter that in our
short powers rooms.
We have been able to sub meter those electrical rooms and see
where we are hitting our peaks, where we can control.
We even installed variable frequency drives on our
largest air handlers which are in our main bull.
So we could do load shutting, we can do power monitoring.
And that way we can scale back when we see that we are not
trending that way.
And all of that in itself has been able to show that we can
be conservative and pass that on and show it to our fans and
hopefully we can continue the trend in the community.
Water as well, after installing aerators,
every installing everything in our building as low flow,
we have reduced or water bill, our potable water by about,
by about 16-1/2 percent, since we became lead certified and
we are hoping to continue that trend.
Trying to move into waterless urinals hopefully
in the future.
And we have installed hot water boilers,
high efficiency hot water boilers on gas.
We have been able to reduce our gas to a third consumption
of what it was back in 2009 and we achieved certification.
So we are trying to keep all of those steps in play so that
we can hopefully achieve recertification in the
next year or so.
And all of that at the end of the day,
energy efficiency equals fiscal responsibility,
which I am sure everyone on this panel will agree to.
It makes sense financially to be energy efficient,
and it is also good to show that to the public since we
have such a huge region to our community.
Martin Tull: That is great.
And, Joe, I know you have been a real leader in trying to
drive energy efficiency through baseball.
Tell us some of the stories that you have got.
Joe Abernathy: Well, first of all, we thank the EPA for referencing one of
our projects that we did do and it was part of an overall effort
that we made to try and improve our energy utilization
in the building.
Really for us, it was, it did come down to efficiency of our
operation, and the, the amount of money that we spend on top
-- to operate our building.
We spend just shy of two million dollars a year on
energy both in electric and we have a steam loop that we buy
our heating source from.
And that ends up being close to 25 percent of
my operating budget.
So if we can make savings there it goes right to the
bottom line.
Now, it is not going to pay for Albert Poulos,
but -- (laughter) -- it does help.
And certainly, I think it is all of our efforts,
all of our responsibilities to be,
to be efficient and always try and find improvement.
I have always been a big advocate of continuous
improvement and this whole process is just part of that.
One of the things I would like to mention that we found in,
on our journey, was the assistance that was available
out there for energy efficiency projects is,
is amazing.
I mean, our local utility had a pretty aggressive business
energy efficiency program, where they would allow,
they would assist us in our energy related projects.
We had started with small things like occupancy sensors
in rooms to turn out lights, reducing wattage on bulbs,
LED conversions, but we even got to the point where our
local utility Ameren UE helped us pay for an energy audit,
a full blown energy audit that now is our road map for our
energy improvements as we go forward.
You know, we have identified that one in our steam plant.
We have others that we are lining up as we look at our
Chilla Operation, we see opportunities there down
the line.
And so I would encourage those facilities out there,
sport or none other, look to your local utility for help
in your energy efficiency programs.
Look to the Department of Energy.
I know the state of Missouri has programs
that may be available.
Many of these projects, yes, you do want to drive an ROI.
But that ROI is tremendously assistive when you start
taking some of the assistance that is out there.
There is at least, a lot of these utilities are motivated
to do that.
Their logic is if we can reduce the amount of energy
they produce, that, that eliminates a future expansion
of the power plant or the maybe the addition of one.
Which costs those utilities quite a bit of capital.
So they are in turn willing to spend that money and invest it
in energy efficiency projects at their users to help them in
their long range approach on how they produce energy for
all of your local areas.
So that was one of the great things that made it really a
no brainer for, for our, for our management to,
to go forward with these projects,
because of the assistance that is out there through utilities
and other public agencies.
Dr. David Danielson: Great, Justin.
Justin Zeulner: Thank you for this great opportunity to be here today.
I am going to play the role in this first question is the
clean up hitter or in my industry it is the sixth man.
That is a little bit from the earlier panel and sort of a
lead in to this.
I am not going to bore you with the details of some of
the energy efficiency modeling and broad widths that was laid
out very well by our panelists.
But I think to understand sort of this, this discussion,
Dave, the context is really important.
A lot of you are here today, you get our industry and some
of you don't.
You know, we operate an arena, in addition to operating
professional sports team.
So when we think about that, that impact is,
is rather large.
And we are very grateful that we have public partners such
as NRDC and the EPA and the Department of Energy to help
us think and navigate through these, these conversations.
But we are also very grateful in talking about the earlier
panel that we have senior leadership in this industry
such as our owner Paul Allen who is opening the doors for
us to go towards and start thinking about these
initiatives and objectives.
Our Chief Operating Officer Sarah Mensah,
she was here actually earlier this year in the White House
celebrating the role of women leadership in the
sustainability movement.
And we are very grateful to have the opportunities because
they are allowing us to have this road map.
So I talk about context because in order for us to
understand our impact and what we have been able to achieve
and what we have been able to do,
we had to take an opportunity to kind of say, okay,
what is our impact?
What is our foot print?
And so just in relation to an arena,
a couple of hundred events in a year.
Two million people in our facility on an annual basis.
We consume about ten million kilowatt hours of power.
We generate about two million pounds of waste a year.
These are big impacts.
When we actually look at what we are, we are doing,
we actually did a Scope Three Analysis for carbon foot print
and we said look, here is where we are at today.
About 20,000 metric tons.
Allen Hershkowitz said very well earlier,
once you start measuring these things and reporting these
things, you start immediately making in roads about how you
are going to eradicate your environmental impact and
enhance your performance.
We made some internal decisions to really think
about being a kind positive organization.
So we are actually thinking about that carbon foot print,
eliminating it, and actually going on and moving forward to
be a positive impact to our community.
So specific to energy, modeling, we have work,
worked hard at Better Buildings Challenge,
along with being export science,
we have reduced since base lining everything in 2008,
that carbon foot print, we have reduced our energy loads
by over 30 percent.
We are saving now well over 2 million-kilowatt hours on
an annual basis.
These are large numbers for us.
Scott mentioned 7-cents a kilowatt hour.
We pay about 10-cents a kilowatt hour,
because right now we are offsetting all of our energy
utilization through an offset through the Bonneville
Environmental Foundation which adds a premium to every
kilowatt hour that we, that we consume.
So we are really proud about that.
But I want to give you some, a little bit of insight of
that business case.
So yeah, we are diverting waste at 90 percent,
and we are saving money that we are,
we are actually thinking about energy load, performance,
et cetera.
So all in all, we paid for consultants and we paid for
lead certification which were the only lead gold existing
building professional sports venue in our
industry world wide.
Those things all cost money.
Right around $500,000 is what we have invested since 2008.
We have saved now well over a million.
This is a very easy conversation to have.
When you think about it in the true since of just the
business case analysis itself.
$500,000 spent, a million in savings already.
And that is just a little short of three years actually.
Three and a half years.
So we are very excited about this conversation today and I
hope we will be able to get in a little more of the specifics
about the programs that we were able to do.
Martin Tull: That is fantastic.
And I think that a, it is a great segway into the kind of
a different angle on this.
Some of these projects are really large and they do take
significant investment.
They take partners, they take a lot of planning,
and you have got to really build this into your,
your development cycle.
But some of these things that you found along the way are
pretty surprising.
I know that I have heard some stories from folks in the
Alliance about like Justin and I recall,
just empowering the staff to be able to turn out the
lights, empowering the security to be able to
turn out the lights made a significant difference.
What are some of those stories that found along the way where
it actually didn't take a huge investment but you actually
were able to, to really deliver some meaningful
impact reduction?
Can you think of any stories to share there?
Leonard Bonacci: Yeah, I will share one right off the
bat that comes to mind.
And this is when I think one of the hallmarks of your
program when you know it is working.
One of our front line plumbers came to us, and said,
you know, if we put this, I guess it is a diaphragm or
something, I don't really understand how it works.
All I know is he came to us and said for about five cents
a unit we can cut the water usage in half in
the men's rooms.
Well, yeah, you know.
I like those easy ones.
Those are, follow those right back, right. Yeah.
Because we had looked at as the Miami Heat looked at,
or the American Airlines Arena looked at the
waterless urinal route.
And that is a tremendous capital investment to
go that route.
This was an incredibly inexpensive way to cut a
lot of our water usage in the restrooms in half.
So these are some of those front line, hey, did you,
and by the way, somebody mentioned it in the panel
earlier, and maybe I kind of skimmed my first answer.
So if I can, I just want to loop it back in.
We did create a culture and Scott and I and one other
gentleman, Dave Durenberger, created a culture where you
know, we had a plan.
We painted a future picture.
We said this is what success looks like to the staff.
And the more you paint that picture and the more vivid you
paint that picture, you have given them essentially
permission to come to the table and say, you know,
because we really preach this is not going to be something
that is done to you.
It is going to be done with you.
And we really need your expertise.
So they came back and once they were educated and it was
clear on what our goals were, they would come back and we
would do things like this, this diaphragm,
and watch the water usage.
And we would measure and we would see those
results happen.
And then we would celebrate internally and make a big deal
out of that person that brought it.
And don't you know, the next guy that shows up,
and you know this is a little bit off topic of energy.
But we had a front line cleaner, who, you know,
got out of high school and went right to work.
And came to us and said, I know a way we can increase
our recycling dramatically.
And you know, it was just by using our partners at the
baseball team and using the parking lots and cleaning up
in a certain way.
That is a front line guy that we celebrated and made sure we
made a big deal about.
But to us, the fuel are two things.
Motivation and momentum.
That is what fuels this thing.
So once that culture is there, and you,
you are executing and you are measuring and you are making
adjustments and you are celebrating,
it really becomes this thing that now in 2010, or 2012,
listen to me, 2012, that where somebody joining the
organization, now, this is just something we do.
Somebody mentioned earlier.
I have also been part of the 4-1/2 old year lecture my
daughter gave me for not recycling.
So it is just something my daughter is going to do and my
ten month old son is going to do the same thing because it
is just what he has been exposed to.
So we try to create that environment,
and we think once that environment is created all
of these out growths happen, where a front line person
comes and says I got an idea and then celebrate it.
Martin Tull: Jackie, Scott, some of you?
Scott Jenkins: I will just add, that you know and the power of this
what we are working on is when you can do that
within the culture of an organization,
within a sports venue.
And imagine the power of that when you take that
to the public.
Because they are going to see us doing it in Miami.
They are going to see us doing it in Philadelphia.
They are going to see us doing it in Portland
and in St. Louis.
And it is becoming a new norm.
And we needed to define that and show people it is
successful financially and it is successful environmentally.
And, you know, it is just a hard change to break the old
habits and you know a couple of things I have seen in the
last year as I tour new facilities,
You can see investments in major renovations or new
construction and you go in the restroom and do what Leonard
was talking about the urinal.
I mean, why are we flushing a gallon of potable water down
the urinal every time someone uses the restroom?
It makes no sense, right?
You can put in a pint flush urinal of the exact same up
front costs and use one eighth of the water.
So why isn't that the new normal?
And somehow we have got to get out there and say, guys,
that is the new normal to architects, to engineers,
to contractors, that is, that is the standard of today.
Waterless, you know, there is debate over you, you know,
some people like it, some people don't.
But a pint flush over a gallon, that is a no brainer.
So hopefully what we can do is define what that new normal is
and seize all of those opportunities.
And culturally is really where you bake it into the system
and there is all kinds of benefits to your employees
and to the organization and then to your fans.
And from there the power is dramatic.
Jackie Ventura: Well, at the arena, the few low costs,
no costs as we like to call them there,
initiatives that we have taken on,
are things as simple as the five cent aerator.
For example, we changed all of our paper towels and all
of our toilet paper to EPA rated recycled content or
full recycled a hundred percent recycled paper.
It didn't cost us anything.
It was the exact same price as the regular stuff that is out
on the market.
Our copy paper, the same thing.
We upped the recycled content.
It costs maybe two cents more a reem.
We went through with that, Post-it's, office supplies,
all of these things that we take for granted on a
day-to-day basis in the office,
all of these are real efficient cost savings
that we were able to see.
And just by that, now we are, the last numbers I had were 43
percent of our dollars spent on office supplies and on
paper products and on toiletries is,
has recycled content in it.
And goes toward the credits that we use
to get the lead certification.
We have been taking out all of our light bulbs,
switching out our light bulbs something else that is low
cost, no cost.
We went from the original bulbs to compact fluorescents
and now we are transitioning into LED's.
I am sure as most of you know, LED's don't always transition
into every single type of bulb that we have in our arenas and
our stadiums.
And so as that technology becomes available,
we are transitioning out of that.
That is a little bit more expensive.
But again when it comes down to the life of the light bulb
and how much money is going into replacing bulbs,
that in itself is going to save us money in the
long term.
Something else we did low costs, no costs.
We entered into a partnership deal with Crystalline
Filtration, eliminated the bottle water consumption from
our office staff.
We have about 200 full-time employees.
And in two years alone when we ran the numbers with the staff
that purchases that, we had ordered just over ten thousand
cases of bottled water for employees only.
This is not in the concessions.
So by eliminating that and bringing in a water filtration
system, water cooler set up in all office areas,
we were able to divert -- the plastic comes out to five and
a half tons when you do the math on those 10,000
cases of water.
Those are huge numbers diverted from the waste
stream from something as simple as switching over
to a water cooler.
Our food and beverage vendors have switched to corn based
plastic cups in all of our premium areas.
They are compostable, if we ever choose to go that route.
We are not there yet.
But it is there.
But when it goes to the land fill, it is biodegradable.
So we don't have to worry about creating more waste
in the landfills.
And we have also transitioned into recycled napkins,
recycled food containers.
All of those are on the cost side small investments that
lead up to big numbers.
And --
Martin Tull: That is great.
Anything to add, Joe?
Joe Abernathy: We have done much the same thing.
Very much the same.
Justin Zeulner: Just a couple of things.
Couple of things.
Martin alluded to something, a program that we do.
This is all a matter of perspective for me.
And I think for us we figured that out.
Little things like asking your security agents just to roam
the office tower at night to just turn off lights.
38 percent reduction in energy level.
That is simple.
When it is raining, install water sensors so your lawns
aren't using irrigated lawn water.
That is pretty simple.
Use chemical free cooling tower systems.
These are simple.
Asking fans to engage with and participate with recycling and
giving them the opportunity to recycle in your venues.
That is pretty simple.
Lead certifications sounds really complicated.
Sometimes it gets a really bum wrap out in the industry,
because oh, it is so complicated.
It is going to cost so much money.
It is a matter of perspective.
It is that clear and easy.
It is not that hard.
These are things that you know when we talk about low hanging
fruit and a pay back for something like energy probably
that pays back in eight months, that is a no brainer.
Lead certification sounds more difficult,
but it is a matter of perspective.
All of these things actually are very easy to choose.
And, you know, we hope I think through this movement that we
are showing with sports stadiums, arenas, venues,
and convention centers, that if we can do it,
you can do it in your commercial building,
you can do it in your home.
Martin Tull: All right.
You know, well, one, one question,
one question for you all.
I know sometimes when you think of a sports venue and
a sports team, it feels like just a single entity to those
of us as fans.
You know, you just kind of look at the venue,
and just see the venue and the team.
But there is also, there is also five or six companies
coming together to be able to run that facility and make
those decisions.
Can you talk a little bit about you know the crucial
role that your partners play, that these other companies
that are involved with, have been involved with in the
success of these ventures?
Leonard Bonacci: Yeah, do you,
do you want to keep going this route or this way.
Martin Tull: We will start over this way.
Leonard Bonacci: Give me a chance to think.
Joe Abernathy: Yeah, it is you know you are absolutely right.
It is, it is a group.
You know, typically you have got the team or ownership
group that runs the building.
But generally the concessions of a major operation sometimes
you outsource the apple operation,
or your back of the house.
So you have got a lot of partners to come together.
So certainly from our standpoint,
we have Delaware North in St. Louis.
And Delaware North like many other major concession heirs
in sports, Arrowmark being another,
they have wonderful programs.
Delaware North has got a green track program,
that they are very proud of.
And they put in place in just about all of their buildings.
I know they have got ISO certification in many of
their facilities.
I think Cleveland has got it.
And San Diego, they are working on it in our building
which is that environmental ISO certification.
So they are, they are a big part of that.
And, and for us, it is very important.
Because so much of the energy we use is to handle the food
and beverage products that they have.
Outside of the space cooling that we have in the building,
probably refrigeration load for food and for beverage and
freezers that they have are probably one of the
next largest things.
That's something I'd love to be able to get our handle on a
little bit better, but I think that's where it's at.
So we need their help to make that happen.
And then again, it's simple things, like, you know,
curtains on freezer doors and just trying to be efficient on
how you use that.
How long do you keep a refrigerator on in between
home stands, when do you make ice?
Those sort of simple operational decisions.
You need the operator, the concession operator
to help you.
We are very proud of the arrangement that we've got
with Delaware North and St. Louis,
it's helping us make it work.
But then in turn, another big partner,
I think when it comes, certainly your energy
partners, there's a lot of energy providers and energy
companies out there that are sponsors of support.
And so they are, are a great resource.
Your waste management.
I shouldn't throw out that name as a particular name,
but whoever hauls your trash.
I mean, they are a great resource for bringing
their expertise.
And in particular, I'll say waste management,
because there again our waste hauler in St. Louis.
And I know they are very active in a green sports
alliance and very active in their efforts to promote it.
So it takes that whole group to come together to really be
able to drive it home across the board.
You just can't do it alone because it's,
there's so many other people to come together.
Getting that group together, having it participate in your
green team goes a long way.
And it keeps you, just kind of sells it through.
It's one thing to talk about in the meeting room,
it's what's going on at the trash dock.
I mean I think Scott, you and I have shared stories about,
you know, you think you got it figured out.
But the guy at the end of the line is sitting there,
actually I got this big haul of cardboard.
Do I throw it in this can or that can?
And it can all be defeated if he's just lazy and throws it
in the wrong can.
So, it's stuff like that.
And it takes that involvement of all those groups to be in
an effective program.
Martin Tull: Any other examples of partnerships?
Scott Jenkins: And you know, Joe, when you mention the trash room
we've rebranded it now.
We are getting focus on the recycling center.
So it's no longer the trash room.
It's a resource.
We are not making this go away.
Joe Abernathy: I still have a lot of trash.
Scott Jenkins: There's value in there.
We are trying to reduce.
So we rebranded it around to the recycling center.
And Mark, your question is a good one because
sustainability gives you an opportunity to bring all kinds
of stakeholders in your building together around
a common cause.
And when you look at our zero waste initiative that we have
now, and again that's another minds shift change,
zero waste and I hesitated for years, five years ago,
I thought 50% would be a big number in recycling in our
venues, and I really didn't know how we would
get beyond that.
And then the Giants showed us that you could do it.
And then they showed us you could do it even higher.
And now you've got people like the Pirates that are in the
60's, Justin's building.
Did I hear 90?
Verging on 90.
We are in the mid 80's, shooting for 90.
I mean, so really the mindset change around zero waste has
been really amazing.
But when you bring the stakeholders together to make
that happen in our buildings, it's the supply chain.
It's where you're buying the cups and the forks and straws.
It's your composter that you -- you've got to send all of
this organic material to get in composted.
It's the compostable bag company,
Ecosafe that makes a bag that composts.
It's Arrow Mark that does our housekeeping.
That is the guy at the end of the road that puts it in the
right container.
Centerplate that does our food service,
that has to buy the right kind of packaging and service ware.
And then the fun part about it is when you can really pull
that together and start to tell the story in the ballpark
and make it part of the entertainment package.
We've been fortunate to have a great partner in BASF.
We have a BASF kid compost trivia game that we run on
ten sustainable Saturdays throughout the season.
And so now it's part of the entertainment and it's part
of the fun.
And each Saturday we can talk about a
sustainable initiative.
Whether it's water, whether it's energy,
construction materials, composting.
So we've really brought that conversation to the front of
the house to the fans.
And at the same time brought all of these stakeholders
together around something we can really celebrate which is
our zero waste initiative and our recycling.
There's lots of opportunities in sustainability.
Leonard Bonacci: I have one philosophical point as it relates to this and one
anecdote that I want to add to that.
But philosophically I think for a long time there was a
decision to be made, do you want to be profitable
or green.
And I think now capitalism has lined up with green and given
it the traction in this one person's opinion to really
give it some juice in the right direction.
And I think just that component alone has caught the
attention of a lot of people.
Today isn't about being profitable, it's about growth.
Am I more profitable than last year?
So these guys are looking everywhere.
And if I had a way to save you money in buying certain
things, and oh, by the way you can be environmentally
responsible at the same time, that's a good thing.
And we try to put as many examples of that together
as possible.
A lot of the same vendors and a lot of us up here are
challenged by the service partner relationship.
And I think it starts in the negotiating room when you're
negotiating the contract.
Is the language in the contract?
Are you really serious about it?
Are you going to measure it?
Are you going to audit it?
Are you going to reward and penalize financially or some
other way that motivates?
Unfortunately, you need that carrot stick sometimes.
But one quick anecdote I'd like to share with you,
we thought we were really smart and went out and did
a recycling program at our stadium and spent a lot of
time, went to Disney, learned that no trash cans should be
further than 26 spaces apart, because someone actually you
handed out candy and measured, imagine that.
Mom, Dad, I work for Disney and counted how many steps
somebody took and threw it on the ground.
But they measured that and they put the trash cans that
far apart.
And sure enough, saved on cleaning costs.
They made it easy for the guests to participate in
the program with recycling.
And we did the same thing.
We just modeled that, put it in our stadium
and that happened.
So we thought we were really smart.
We get the recycle rules downstairs,
and what does the guy do?
He throws it right in the dumpster and it goes right
off to the landfill.
So they have got some nice clean recyclables sitting
in a landfill somewhere in beautiful south
eastern Pennsylvania.
So what we decided to do was put a blue bag,
in a blue recycling bottle-shaped container.
The blue bag goes in a blue tilt cart which goes
downstairs to a dumpster that you can only imagine
what color we had to paint it, it's blue.
So, even I could do this, right.
So, we saw the numbers shoot up.
We have numbers everywhere.
We share and celebrate the results.
We take the money from the recycling program that we get
back and we fund incentive programs with them.
Our cleaning crew who cleaned the parking lot,
the only time they probably ever saw the inside of a suite
is when they cleaned it.
And we made sure to hire an outside firm to come in and
clean the lot one night and send them over to the Philly's
and put them in a suite, catered the whole thing and
let those guys bring their families and have a really
good time.
You know, it's things like that,
little tokens like that that show them that we are serious
about it, we are going to put our money where
our mouth is on it.
And we are not afraid to be wrong,
not afraid to admit when we are wrong,
not afraid to make evaluations and adjust.
And I think that's just one example of how you get your
service partners to understand why you're doing it.
And once they understand why, the how is so much easier.
Rather than just dictate to them,
you will do it or you will jump in a dumpster
and clean it.
You know, that's just really not the way to do it.
We tried that, you know.
I was guilty of that just as much as the other guy,
because I wanted those numbers.
But when we spent more time on why and we took Arrow Mark up
to the recycling center, and had them do a presentation
to some of the frontline managers,
some of the hourly employees, and they understood,
and they go, wow, all right, now that makes sense.
And they come back and they are passionate about it.
And you just saw the compliance,
the buy-in just to go up exponentially.
Justin Zeulner: Martin, if I could, you know, in addition to sports teams
and venues being icons and leaders of our communities,
you know we are a marketing company,
I mean that is what we do.
This is a part of our industry.
And with that comes lots of partners.
These partners help us in everything that we do.
And you know, when you think about how we envision this
more of as a sustainable approach,
when we think about our business,
things have changed quite dramatically over the last
ten years when we think about these authentic partners that
are actually with and married to sports teams and venues now
in our communities.
Whether we have, you know, allied wastes for stock
market, or Pacific Power, or Clark's Utilities helping us,
trying to achieve our objectives.
We have public partners such as the NRDC that we go to now.
And we say we are thinking of partnering with this company,
that's going to help us with our goals and kind of do some
community activation engagement.
What do you think about that, these are policies written in
our company now that say, we will meet these criteria when
it comes to sustainable -- things have shifted
quite dramatically.
Ann Kelly is here from BICEP -- Businesses for Innovative
Climate Energy Policy.
We are a member.
A lot of people ask the question,
why is a professional sports team a member of
an organization that is actively on Capitol Hill,
legislating for a change.
It's because it's important.
The partners that are actually associated with BICEP are ones
that we want to partner with as well.
We go to Ann Kelly and we say we are thinking about company
apps, what did you think about them?
And sometimes we don't get great results and answers
from Ann and -- we make those tough decisions to
look the other way.
Dr. David Danielson: So I think we've had a lot of, great discussion.
I wanted to make sure you all out in the audience had a
chance to ask a couple of questions.
Over there in the purple.
Speaker: Yeah, thank you.
(low audio)
BICEF -- So -- terrific panel.
I really think sports -- center for innovation.
Great story.
The trailblazer is just one example.
I know trailblazers have put in largest electric vehicle
charging station in the northwest.
So they (inaudible)
how you all are incorporating, if at all,
these into your (inaudible)
to see if there's any chance (inaudible)
more broadly, linking back to the question from the earlier
panel about your messaging and the way in which you all are
conveying what you're doing.
Now when you said earlier you don't want to (inaudible)
I understand that.
But you've given such wonderful numbers.
As a Red Sox fan, I want to see -- I want to see those numbers.
I want to see David Ortiz, himself, putting bottles
in recycling bins.
Scott mentioned urinals.
I hadn't thought of those as a messaging opportunity,
but -- (laughter) (inaudible) (low audio)
you will pick up your cups.
But otherwise, I want to see David doing it,
I want to see everyone doing it.
And I'm wondering if you recruited (low audio)
you all are very attractive people,
but have you thought of real athletes who stand up --
(indistinct talking)
Our friend from NASCAR is here.
It's wonderful to (low audio) thank you.
Martin Tull: For the audience that's not here in the room,
to try to summarize that a little bit,
maybe just talk about how you've worked to engage your
fans around these issues, and also have you been able to
leverage the power and the celebrity of your players in
order to be able to get people engaged in these issues.
Scott Jenkins: Can I start with a quick one?
Just on the player side of it, and I know we've got some
people, some folks here from Players for the Planet.
And there are some other groups out there, Fit Planet.
The talent side of this should really be the face
of the movement.
We are operation's people and we are making things happen.
And we are developing these platforms to tell stories
from, you know, and our brands are huge,
our venues are iconic structures.
But when we can tie into the talent side of the messaging
that's really when we are going to hit the sweet spot.
So that's really a call to action out there to the
athletes out there, to the players, if you will,
to the race car drivers.
We want to find out who's environmentally minded,
and hopefully through the green sports alliance,
Players for the Planet, whatever,
we can get together and really have powerful messaging
because that's really what we need to do.
Leonard Bonacci: What we did, was at the Eagles that we were fortunate enough
that our jersey color matched the movement.
So, the whole Go Green movement for us,
we started to celebrate the fan.
And we -- I can't believe we are talking this much about
urinals at the White House -- (laughter)
-- we've had fun with the messaging.
We have a very large sign over a bank of urinals that says,
you know, recycle your beer here, but you know,
put your cups and bottles -- (laughter)
-- you know, it's having fun with the message.
It's guy humor.
Sorry I couldn't help it.
But we are thinking of one for the ladies room if anyone's
got one.
But, we thought it was a fun way to present the message.
Again, it was very important to us not to appear preachy on
this, because people will shut you down.
Look, I -- when I speak to people I tell them I could not
-- when Scott got our building,
I could not have been further from this movement.
I am shocked I'm sitting here, right.
My friends would card me right now if they saw me up here.
So, I've learned as I went.
And what I learned was, boy, this example is outdated too.
It's kind of shades of gray, right.
But it has to move on path, right.
It has to change as it goes.
And it's not going to be an all or nothing.
And don't let perfection get in the way of progress.
And it's okay not to be 100% because I always looked at it
in the beginning as I know -- and the reason I'm telling you
all this is because of the way we present our message -- I
always look at this as if we could just get rid of all of
the human beings we'll be fine.
And that just wasn't an option for me.
I'm having too much fun.
So when they presented it in a way that was about movement,
progress, and don't let perfection get in the way,
we took our messaging that way and had a lot of fun with it.
You know, trash the Giants and Red Skins and Cowboys,
but recycle your cups.
You know, it's tying in football.
It's weaving it through the tapestry of your business and
making it not this forced thing,
but just something that's kind of part of what we do.
And the messaging -- we've had a lot of fun with it.
As Scott mentioned, the player side, they come and go.
And when you get one that's, you know,
maybe raised on the west coast and really takes this to
heart, that's unfortunately the way it's been, right.
But someday somebody is going to be born,
somebody mentioned in Virginia, right.
We saw the (inaudible) say it.
In Virginia they, too, care about the environment, right.
So when they come in, right, and they start to embrace it,
we love that.
And Scott's right, that's the juice.
Because when the fans see the player, like David Ortiz,
or whoever throws it in the right receptacle,
that means something to the fan.
So, we've just had fun with the messaging.
I hope that answers.
martin Tull: Let me get a couple of other responses.
Jackie Ventura: Okay, well, when you think about Miami where we are,
responsible is not what comes to mind, right.
It's the night life, it's the clubbing, it's the beaches.
So we really took it upon ourselves to put this message
out to our community and let them know that there is a
chance to be responsible and we have gotten the players
involved on some of the initiatives we do.
During the MBA green week we do the beach sweep.
It's become an annual event since our certification.
And the players come out and participate
with the community.
They designate a beach.
We go out, we clean it, with the community,
with the players, with some of the staff members.
We did an (inaudible) recycling with Waste Management who is our
hauling provider at the arena where we invited the community
to come to the arena on a game day, either during the day or
during the game, drop off their electronics and all of
that went to benefit the Miami Dade school board.
They are collecting electronics to try to cash
them in with a incentive program that the State has,
so that they can bring technology into the schools.
We were very adamant in participating in that and
promoting it.
We had -- we had truck loads of electronics go out,
thankfully some of it was very successful.
We created the reheat program with our community
intervention department and it's similar to what was
discussed on the earlier panel where we recycle all of the
hot food from our premium areas, our catered areas.
All of that food goes to a designated shelter at the
end of every event night.
They come up, they pick it up.
Turns around.
It's turned around into hundreds of meals for
the homeless.
Homeless is a huge issue in Miami and we are in downtown.
So it helps to effect a lot of the different areas that are
there, the different shelters that we have close by.
And we also got the fans involved by putting the
dream machine.
It's a machine that Pepsi has where you turn in your bottles
or your cans and you get points.
And those points can be redeemed for coupons at
tons of vendors.
There's hundreds of vendors on the website.
And all of the money that they get from turning around those
recyclables goes into the veteran's dreams project which
helps to fund needy veterans.
And just beyond that we've been able to reach over
200 million fans with our in house branding.
Our lead certification was branded.
It's all over our medusa as we call our jumbotron,
I guess as you guys refer to it.
It's on our media mish exterior facade
of the building.
So everyone that drives by on Biscayne Boulevard sees our
lead logo, sees that we are partnered with Waste
Management and that we take sustainability seriously,
which is something that we need to promote in Miami and
we need to make it relevant to the community and see that
it's -- if a sports environment can do it,
can achieve it, then there's no reason why you can't be
doing it in your own homes.
Dr. David Danielson: That's great. Maybe call for another question?
Audience Member: (inaudible)
looking at the environmental (low audio)
one of the larger pieces of the pie is (low audio)
So I'm wondering if you can touch upon the transportation
programs: How you're engaging (low audio).
Justin Zeulner: If I could, and kind of carry over from the last
question, I think we can't overlook community
fan engagement and transportation is a
great element of that.
You know, you've heard me talk about business case and
environmental footprint benefits.
There's brain enhancement benefits for all of our teams.
This whole how do we leverage the power influence of sports
to sort of change behavior and get values, you know,
looking at the norm.
The norm is this is more of a sustainable (inaudible)
from a community standpoint.
When you think about, you know, engagement.
Here's the thing, we were asking people to participate
in renewable energy programs.
We are offset and you should be offsetting too.
We are asking to change out light bulbs.
We've done it, you should do it as well.
Transportation is one of the hardest pieces.
Talk about carbon footprint later,
70% of carbon footprint which is going to be similar to
every venue, and every team across the world,
70% is related to transportation impact.
So people driving to and from, getting to and from,
even when they use transit, there's a carbon impact to
that, and your employees that are coming back and forth to
our venues.
So how do you tackle that is not as easy as an 8 month pay
back on a lighting retrofit.
So, some of the things that we've done and I'm very
encouraged by this.
Ann mentioned electric (inaudible)
we are paying impact, paving the way for that
infrastructure, so those people that want to get out
actually own an electric vehicle or hybrid that's
electric can actually get and do it and actually get to our
events, charge up and leave for the day.
That's a gigantic win.
Investments in public transportation.
So making that actual, you know we've actually self
attached ourselves to build the infrastructure of light
rail and street car and buses.
Those are the things that we are up to.
We are trying to subsidize employee travel so that they
can actually, you know, purchase transit.
One thing that is probably the most exciting for me and for
us and a very good look at the power influence
of sports is biking.
So Portland, Oregon is bike city, USA.
Bike city may be in the nation, you know,
and we're very proud of who we are as a community.
When you were to look at before we started these
initiatives, how many people biked to Blazer games,
you had about 20 bikes.
How's that possible in bike city USA that we only had
about 20 people biking per game?
So we put a small amount of infrastructure investment in
bike, new racks, covered bike racks,
some light and bike (inaudible) things like that.
But we voked our fans, we said we want you,
encourage you to bike to Blazers,
let's hold an event called Bike to Blazers,
so that you can actually come and all rally,
be a part of this.
We went to 20 bikes a game to 100 overnight to 200.
Now we are nearing 300.
We need to install more bike racks, because every game now,
not just bike to blazers game, but every game
people are biking.
This is the kind of stuff that I think is really interesting
about this movement and the influence that we can have.
Now we haven't -- some of those folks are probably now
biking to work because they are actually realizing getting
from their home down to central city is a
very easy task.
Dr. David Danielson: Great. Question in the back.
Audience speaker: Yes (inaudible)
My question is (inaudible) are there plans to have some sort of
a sustainable passport, if you will, to showcase all of the
transparency of data or others being on the side line
Martin Tull: Maybe we'll start with Scott.
Scott Jenkins: We need to do more of that, we need to be transparent.
I think we're really riding with the training wheels on
right now.
And you know, we started and Joe collected the data from
MLB four years ago on recycling.
That was the first time that I know of that we had a league
wide initiative to track data.
And it was very illuminating and it created that
competition amongst our fellow teams.
And since then we've rolled that into an MLB program
called Greentrack.
We are tracking energy, water, recycling,
and paper procurement.
And we as you've heard earlier,
we've got a long ways to go.
We need to get people to put the data in so that we get
good benchmarking.
But it's already driving behavior on the recycling front.
Recycling rates have gone way up within baseball.
Now I don't think we are ready to share that into
another comment.
Somebody said there's going to be hesitation to show the
standings, if you will.
Because nobody wants to be on the wrong end of that.
But I think the of power, it will be when baseball can say,
hey, four years ago we had a recycling rate of 15%,
and today we are at 30%.
And next year we are at 35%.
So it's more the direction we are going as a group that I
think the real value of being an energy star
portfolio manager.
It's right there.
What's your energy intensity.
It's plain as day for everybody to see.
That is very powerful and we need to do more of that.
Joe Abernathy: Right now, at least within major league baseball,
it's such a small sample set of the data.
We have 30 teams.
With the energy star data we've got about 10 to 12
of the teams that have got their data in there correct.
We can really start understanding.
And we are really starting within some of the work that
we are doing with the EPA and the energy star people with
the dream sports alliance, we've got that energy focus
group where we've got some stadium managers and others.
We are starting to look at issues like that so that we
can help draw some better conclusions and have some
accumulative data.
EPA portfolio, great example, they have been doing this for
buildings for years and years.
And, commercial buildings are well established,
restaurants, hospitals.
The data has been there for years.
Stadiums, it's just not there.
Arenas, we are just not there yet.
We are just now starting to collect that data to the point
where we can understand what it takes to run a building and
what a good building would run at.
What that KBTU per square foot,
what's that energy intensity.
And so that's something as we work with GSA and EPA on this
focus group we hope to be able to become more transparent so
that we can talk about this data the way hospitals and
other commercial and retail outlets talk about their
Energy Star status, because we just don't have that Energy
Star ability to, you know, create that
calculation just yet.
We are getting there.
Dr. David Danielson: Taking the spirit of the President's commitments
and new media in the digital age we are going to take a
Twitter question.
And this one is actually from Kevin Abernathy.
Joe's son.
Joe Abernathy: I made the mistake of telling him that I was here.
Thank you, Kevin.
Send it to somebody else.
David Abernathy: It's going to be our last question of the session.
What will it take to get teams on the low end of the spectrum
to get to the level of the teams here?
He's calling you out.
Joe Abernathy: No, no, no -- fine question.
Jackie Ventura: I think it builds off of what Justin was saying
earlier where everyone has this idea that lead,
the third-party certification which is great -- I mean,
we can all be sustainable.
But it's great to have that kind of recognition from a
third party, is this overwhelming task.
And it really isn't when you get down to the bones of it.
I can speak from experience because I was a project
manager for our lead certification.
We did everything in-house.
Our VP of operations, Jim Spencer was on the team.
Our director of OPS, (inaudible) Figaro (phonetic) was on the team,
OPS manager Manny Ramos.
Between us four we were able to do the lead certification
within a matter of six months.
No consultancy firm.
No extensive outside help.
We had some help from our paper procurement people,
Dade paper which are fantastic.
They helped us figure out the recycle contents in your
paper, in our soaps, all of those little things that went
into a few of the credits.
Waste Management helped with the waste audit to see where
were recycling which was not acceptable to us.
We were only at about 4% diversion from our waste
stream because we were only doing cardboard.
So with that we've been able to get -- we are not quite
into your percentages yet, because our program is only
about a year and-a-half in, but we are already in the
20's, so we've seen a huge increase from that 4% in
the beginning.
And, we were able to do all of this internally,
and we want to put that message out there to people
that you can do it.
It can be done.
And it's so helpful to have that kind of third-party
recognition when you go out to help build your business.
It can attract people that maybe wouldn't have looked at
you or, there was some kind of competition who had that edge
over you.
We have artists that are sustainable.
They are on the green front that have been able to attract
to the arena to perform there because of our
lead certification.
And we've been able to enter into all of these new
sponsorships to help grow the business and grow the image of
the American Airlines arena and the Miami Heat.
So the most important message here is that it can be done,
you can do it, and you don't need to spend hundreds of
thousands of dollars on consultants to do it if
you have that history in your building and you have
data already.
We baselined our data, we've tracked it.
I have ten years' worth of data on all of our utilities,
on all of our expenses.
It's tracked.
Our peeks are used for our projection to make sure that
we never hit those peeks again and stay within those limits.
So we have that track record.
And if you have that data, if you have that benchmarking,
it's completely within the realm of reality that all of
your different organizations can do it in-house.
Justin Zeulner: This is two of the funding organizations from -- or
founding organizations for the Green Sports Alliance
was the Seattle Seahawks Sounders and the (inaudible)
trailways, (inaudible) commitment to this is
exactly what this question is invoking.
You know, we need to share these best practices.
We need to pave a way that others such as -- other
teams that have (inaudible) yet.
It gives them an opportunity to roadmap an easy way to go
one place to sort of understand what they can
do and what they can achieve.
I talked about business case.
So when you start talking about those business case
economics, this is not a right or left conversation.
This is something that when we want to bring these barriers
down, that business case should easily be a very easy
-- there's an environmental benefit to this as well.
That's something that all of us in our industry can talk
about to our community.
There's new partners, new sponsors that can be brought
on because of these movements.
There is a brand enhancement.
That can happen.
There's a community Goodwill element that
comes out of this.
These are all reasons that these barriers should be,
becoming lower and lower for professional sports teams
across the country and North America.
Leonard Bonacci: Can I just build on something that he just said,
Justin just said.
It is a number of things for a number of people,
so how do you get the bottom to come up?
Well, the first thing is don't make the assumption that they
don't care or don't want to.
They may just not know how to.
So, each person has a different motivator.
Some is financial, as you mentioned.
Some are like our ownership wants to take advantage of the
position they think they are in with the brand and
responsibility that goes with that recognition.
Some, it was mentioned on the earlier panel it's just the
competitive nature of this business.
You know, I'm going to build a bigger screen and I'm going to
hang it from the middle of the stadium, and you know,
look at that.
And then the next guy, you know, well, watch this.
You know it's -- a lot of that,
if it all fuels the right movement, who cares, right.
So, the NFL, for example, has an ownership meeting and it's
not intended to get anybody competitive.
But they like to share all the grades among 32 owners who
have zero ego and all, right, and they just want to share
data and they will rank you and show you where you are.
And you can only imagine what Monday after that meeting
looks like if you're on the bottom third, right.
So, whatever it takes.
But us, I'm real proud to say, look when I was growing up in
the '70's, there was a little owl telling me just to throw
stuff in the trash can, right, not on the street.
And now we are up here talking about a solar film and wind
and turning corn to NASCAR fuel, you know,
and it's awesome to watch that journey, right.
So we used our own numbers and energy conservation as we
started the panel, and as those numbers went down we
just kept scratching going, what's next, what's next,
what's next.
And a company came to us and said, we'll tell you,
your building, your property is like a tree,
and we'd like to hang a lot of things on it to help you
create energy.
We are going to fix your energy costs over the next 20
years, and we are going to use our business model to sell the
power to the power grid and all of that and make
their money.
But you're going to save money.
We're going to make money and then we are going to
do a marketing partnership with you.
Come on, you know, yes, right.
So, we went ahead and started.
And as the time got closer to put a shovel in the ground,
they realized that they were probably a little bigger eyes
than reality could support.
So then another group came in.
And because that conversation was started they said, yeah,
but how about this?
And then the next project came to us.
And it's actually greener than the initial project.
So I'm proud to say we just put a shovel in the ground
to build a four megawatt power plant basically of
solar and wind.
We are going to have 11,000 solar panels
around the facility.
We are going to have 14 wind turbines.
And we are going to provide our -- basically fix our
energy costs for the next 20 years.
That's going to save the team $32 million
with an (inaudible) right.
So, thank you.
I really do say that not to impress you, I mean a little,
not to impress you, but to impress upon anybody listening
that who's next?
We put one stake in the ground, and you know,
somebody put another stake in the ground and you know,
that's how recycling gets up to 99% diversion rate.
That's how it gets there.
We started at 15, we are at 99.
100 to be ego maniac, that's why we are staying (inaudible)
so it's -- it's hearing from the Mariners and hearing from
our friends at the Cardinals, and the Heat and everybody
else, because we are all competitive.
It's the nature of our business.
So that's what I think is really great about
the whole movement.
Dr. David Danielson: Well, it's been a great panel.
I think we are running out of time, unfortunately.
I personally couldn't be more excited about what you guys
are all doing and the opportunities we have
going forward.
You know, within my own office, Department of Energy,
we have a 2 billion-dollar a year budget,
a whole network of relationships and technical
expertise on the employment side,
and I'll commit here today to dramatically dial up our
engagement with the Green Supports Alliance and with
this community.
I'm looking very forward to working with you on that.
With that, let's thank the Green Supports Alliance,
Martin and all of these fantastic sports clean
energy leaders for everything they do,
and look forward to seeing what we can do together
going forward.