Several weeks ago, we published yet another checklist for going green and Thomas Lasik, one of our readers, pointed out: "There's already an extremely comprehensive 'checklist' available as part of a holistic green certification program called the Sustainable Green Printing Partnership." Well, Thomas, you're right! Today we present a round table panel discussion among four companies that are in the process or have completed their Sustainable Green Printer (SGP) Certification. It turns out you can indeed be in two places at the same time! The latest electronic tools let us meet and communicate digitally, merging time and space. Three of the companies on our panel were on a SKYPE group chat and the fourth inserted his comments a day later. See if you can tell which company did NOT participate at the same time as the rest. Our panel includes Paul Glynn, Portland Color; Stephen R. Whittaker, Monroe Litho; Jay Downey, C&H Packaging; and Marshall Atkinson, T-Formation. WTT: To get started, let's go around the "table" and you can give us a brief profile of your company and your processes. PG: 17 F/T employees; $3MM sales, digital wide format (photo, aqueous inkjet, dye sub, UV direct, latex) and commercial printing serving the retail, exhibit and museum industries. SW: 65 employees including 12 graduates of RIT's School of Printing and 10 US military veterans, $10 million annual sales. 5/6/7 color 40" 5/6/8 color presses with aqueous coating; cut/fold/stitch capabilities in house; FSC/SFI/SGP certified. Named one of America's 18 safest companies in 2008. We serve the northeastern US market. Produce books, brochures, catalogs, promotional material for a core of 25 clients. The company was established in 1945 and is currently under private ownership. JD: We are a flexographic converter located in Merrill, Wisconsin. We have 2 8-color presses and one 6-color press. We have a dry bond laminator as well as a 100% solids laminator. We are part of the Appleton Paper company and we print using 100% water base inks. C&H was founded in 1986 and acquired by Appleton Papers in 2003. For more information check us out at www.chpack.com. MA: As a full service apparel decorator, we screen print, embroider and appliqué garments in our 45,000 square foot facility in Midway, Florida (just west of Tallahassee). We've been in business since 1987 and employ 150 people. Last year we printed 8.5+ million t-shirt impressions. For more information check out our website at www.tformation.com. WTT: Where are you in the SGP certification process? SW: Monroe Litho was the fifth SGP printer certified. We're learning how to manage the process as we move forward. JD: We have all of our paper work in and are waiting to be assigned an auditor. PG: We are certified and I think we were #6. MA: We have a "Candidate Pending Verification" status. We've completed a lot of work so far, and should be submitting our documentation for the audit sometime in August probably. WTT: Why did you decide to go for SGP certification? What were you looking for? PG: It fit our company values and we were developing in this area on our own. So we went looking for an industry certification program to legitimize our efforts. SW: We were not able to get into the SGP beta group so we applied and became the 5th printer in the country. It's to enhance and support our brand of being the leader in sustainability in our industry in this part of the country. We have over 50 sustainability initiatives in process that are having a major impact on the brand as well as how we get work done. MA: We cater to a good number of Fortune 500 companies that require third party safety and social compliance audits, and we felt that having an environmentally based certification made good business sense. SGP doesn't dictate "how" you are going to change so much as they emphasize that you are making a positive change. We wanted to start a process that would evolve, and SGP fit that bill. JD: We wanted to exhibit C&H's commitment to protecting the environment and helping reduce not only our impact on the planet, but helping our customers to understand what we can do together to reduce the impact. WTT: So it sounds like your choice to do this was both values driven and market driven, yes? MA: In short, yes. JD: Yes, we have management support and we have a workforce that is concerned about how we impact the planet. Along the way we believe our current and future customers will believe in the same ideas. SW: By the way, many of our clients are already using the FSC logo and are leaders in their own field in environmental initiatives. This was a logical add on for us. PB: Yes, there was definitely a customer driven aspect to doing this. It felt like a common ideal was developing in many different markets. WTT: Folks are wanting to know - how hard is this? What are the challenges? MA: After our initial goal setting meetings, it was obvious that we had to take more control of how we were going to meet some of our challenges. For instance, we are located in a mostly rural county that doesn't offer any type of recycling pick up. To be able to do this as part of our system, we have to truck everything to the recycling center ourselves and schedule this work. In the first quarter of 2009 alone, we've recycled over 11 tons of cardboard due to this effort. Also, getting basic energy audits from our utility providers aren't instantaneous as there is a backlog on their schedule and they are understaffed. We just had our electric and water audit completed last Friday after a two month wait and we won't have the documented results for an estimated four to six weeks from now. SW: It's a matter of taking each task and breaking it down into its basic elements. As an RIT Adjunct Professor, I just took a graduate class through the exercise of developing a sample registration statement; they did very well. The key is to have several small teams of people and have each group develop its response. There are several areas of the registration document that need to be simplified so that we can answer the questions and provide a manageable working document. I've expressed my opinion on that and the SGP folks are very receptive to ideas. There are also some things that may be added to the requirements that currently do not appear. So much of this ties in with other quality system audits that it becomes part of the culture. PG: Ditto Stephen. Managing the developed process is not to be ignored as a there is considerable record keeping needed. Safety programs, employee involvement, meetings and minutes, action committees, education within and without, expenses, record keeping. JD: The hardest part was just getting everything organized and making people aware of what we are trying to accomplish. It did help tremendously that we are already ISO 14001 certified. WTT: So as someone goes into this they need to not only think about their internal documentation and processes but also those who are doing outside work, like the utility. Did you get a lot of input from the state, county, city, or public utilities on your processes? MA: No, not so much. Everyone (utilities, recycling centers, etc.) is curious about the process when we've discussed it with them. They are familiar with other green certifications so that helps. PG: We had a process already started with the State of Maine DEP, called the Step Up Program. Although this program was eventually scrapped, it did give us a Safety and Environmental Audit on which to base our next steps. We also hired a consultant and developed our EHSMS through them. Our recycling program was developed with a local company and is pretty extensive with ten Gaylords (edit note: large containers for recycling) to separate our goods into. SW: We are 100% wind power operated; the local utility has been helpful with other ideas. An outside service has been contacted regarding specific peak power usages that might provide an opportunity. The establishment of a carbon footprint by an outside consultant was most helpful. This is another area of debate where some folks stretch the rules as the greenhouse gas standard leaves room for interpretation. In any event, there is as a point of fact no way that a company can have "zero carbon emissions." JD: We did not receive a lot of help from city, county, state or public utilities. We had a good program in place with ISO 14001 so we built off of that. SW: One of the new disciplines, as Paul mentioned, is the record keeping and the learning that takes place with that; tons of material recycled, gallons of chemicals purchased and recycled, etc. It's fun to watch the progress being made. In 2008, we hauled a 30 yard dumpster to the landfill 8 times; this year, it's only been once so far. The great debate now is to find out how we can get to zero. WTT: What was your biggest challenge, the number one thing that you had to overcome? JD: Biggest obstacle(s) was writing and implementing BDP's (Best Demonstrated Practices) and getting all of the paper work in order from a comprehensive EHS audit and tying that into our safety program. PG: EHS & DEP Audits. Getting through paperwork and having to pick through the detailed inspection. They are very focused and find lots of little items to fix that delay the process. Finding Energy Star Rated HVAC units. We were already to buy the units when the State changed the specs and we had to go and re evaluate what units would work. Humidifying the warehouse. Instilling the need for personal protective equipment use by all employees. SW: Everything has to be measured; that is a constant coaching subject. MA: Finding the time to get things accomplished. Planning and organizing only go so far too. You have to be willing to see the process through with your staff. Client related work is always going to come first, so sometimes our SGP action items slip a little in the workweek. I've found that you have to be receptive and open as great ideas can come from anyone. Don't try to do this all yourself, make sure you have lots of chairs at the table so to speak. SW: Monroe Litho is also a SHARP (Safety Health Award Recognition Program) facility that is exempt from OSHA visits for a period of two years as a result of NY State Depty of Labor Compliance visits with approval from the OSHA Board... WTT: Inquiring minds want to know - isn't this expensive? MA: Actually we're saving money. By changing our workflow and habits, things change at that leads to bottom line savings for us. SW: Marshall's comment is quite appropriate. The biggest investment and expense is the time it takes to manage all of the required programs under SGP. We're in the process of developing an ROI model. There is currently no model that is easy to use. It's a matter of debits and credits for the program initiatives; some you win, some you lose. We're still working on the numbers. They too become refined as time passes and data is collected. MA: For instance, we're re-using misprinted or defective apparel as shop towels and rags, e-mailing invoices instead of mailing them, printing reports on both sides of the paper, and we've also started a big initiative in the office for turning computers off at night, eliminating the use of some light fixtures or taking one of the bulbs out. We're trying to find our way and be inventive. We have some other things on our list that we haven't crossed off yet, but we're working on them. JD: For us no. We already had a system in place, so the only money we will spend that is extra is to pay for the auditing process. WTT: Is there an ROI to all this effort or is it a "cost of doing business?" PG: While big initiatives are indeed expensive, they do pay off in the long run with saved utilities. Employee satisfaction is a hidden savings as they generally are delighted we are doing these measures. SW: One of the financial topics for discussion is the value of new business as a result of being SGP Certified. How does that get added into the equation? What is uncertain is how long it will take to become a positive financial force; it's not when, but how long because it will happen. I think that the more intense that the training/coaching is, the faster the financial ROI model will be positive. I have a lot of fun with our CFO on this subject. And then, of course, is the cost to manage the entire umbrella program. It seems to me that as more printers are added to the SGP certification list, some of these questions will be handled as part of future forums. MA: We have a goal to reduce our electric energy consumption 5%. A big step was getting that audit from our utility company. We're in the process now of determining the low hanging fruit (taking light bulbs out, for example) before getting to any sort of capital expenditure for newer equipment. A big problem that seems to be out there is how to we quantifiably know our efforts have paid off, as everything is really determined by how busy we are in production. We're a manufacturing plant after all. SW: We have to understand the economic model of our industry at the present time as well; I'm not sure that anyone really does. With all of the business initiatives to maintain our businesses (short work weeks, reduced hours, reduced wages, etc.) it's a challenging time to try to obtain funds for any major new investments. PG: It's the right direction to take our operation and the customer wants us to be looking at business from a sustainable point of view. But not many are willing to pay more for the pleasure. JD: Being SGP-certified will continually challenge us to seek and explore new raw materials, continually balance our triple bottom line of sound economics, social responsibility and more importantly being a leader in environmental stewardship. WTT: All of you are "early adopters" since this program is really just getting underway. What advice would you give to a company considering SGP certification? MA: Have a clear definition of what you want to get out of the certification and the purpose it's designed to serve. Be open and honest with yourself about how to achieve objectives, and include all of your stakeholders in the process. It's a team effort, so it should function like one. SW: Carefully define projects and provide the proper priority for each, such as manpower, accountability, management and, when applicable, closure. There are times when projects "get stuck" and there needs to be a mechanism to work through those as well. Measure so you can manage! MA: Start with the baseline - where are we now? PG: I just got my Green Belt in 6Sigma and Lean manufacturing to help keep our systems going and growing. JD: If you have a program in place like ISO 9001 or ISO 14001, that is a good place to start. If you don't have anything like that, use the people who are currently go through the process or have already completed it. Those 2 groups are priceless when it comes to understanding this process and they are FREE!!! MA: Have an open meeting - include everyone. Brainstorm and write down all ideas. Build a measurable system and document your efforts. Try to compare with others to see if results are typical. Sign up for energy audits early; they may take a while to get to you. We waited over two months for ours. SW: I have found that communications with stakeholders are very valuable; with customers, suppliers, subcontractors, transporters. Asking for their input and feedback has provided some interesting approaches to not only sustainability but also lean initiatives. MA: Ask questions constantly. Why do we do this? Is there a better way? Chances are, you may have some workflow or material usage that nobody has ever thought through. They just do it that way because it's "how it's always been done." SW: Marshall, I thought that happened only in our plant! MA: We're undergoing a Lean Initiative now too; so it all relates really. SW: Need some fun once in a while as well! WTT: To round out our discussion, I'd just like to open the floor to one last comment from each of you. What was the best benefit, most positive result of your certification or the certification process? SW: Brand enhancement. I tell every employee that his/her job is to make Monroe Litho the first vendor of choice, every time through consistency and predictable performance and reliability. That's the real value. PG: A sense of accomplishment and recognition for the huge effort it took to both understand what was required and develop a system. MA: Well, we're not certified yet, but I'd have to say that our biggest benefit has been the investigative process in learning to do things a better way. The challenge is there; asking how your company goes about the normal business cycle. Do it so in the end you are more sustainable. The biggest benefit really is discovering that this process really adds to the bottom line as waste is eliminated and there are some time and labor savings too. Small steps add up to big changes. JD: We are not certified yet, but the benefits so far internally have been great. Our workforce has become more aware not only in our workplace, but I get comments all the time from our people on how this program is making them look at what they do outside of work. In talking with some of our customers, they are astonished at what we have done and why we have chosen to do this. In the end whether we get more business or not, we know at C&H that we are leaders in helping sustain and protect the environment. SW: It's like Gary Jones of PIA says: We're all sitting on the "treasure chest" of waste: define it, get it out, keep it out. Sort of like 5'Sing with an EHS focus as well. WTT: Thanks everyone! You've provided insights that will be helpful for those following in your footsteps. With this "virtual round table" we've proven that you don't even need to be in the same room or even on the same day to have a great discussion!