how to evolve sustainability management from risk mitigation

Sustainability 3.0: Tapping into New Opportunities | December 2011
how to evolve
management from
risk mitigation
to revenue
Sonny Masero
Vice President, Business Unit Strategy, CA ecoSoftware
made possible™
Sustainability 3.0: Tapping into New Opportunities
table of contents
Executive summary 3
SECTION 1: Challenge
Managing sustainability in silos
SECTION 2: Opportunity
Enabling real-time performance
monitoring and timely decision-making
SECTION 3: Benefits 10
Achieving an eco-competitive advantage
with sustainability 3.0
Case Study: Tesco
Case Study: Capgemini
About CA ecoSoftware
About the author
Sustainability 3.0: Tapping into New Opportunities
executive summary
As the spectre of climate change, peak oil and resource scarcity grows, companies are battling to
mitigate their exposure to commercial and operational risks through sustainability management.
While this approach might help minimise carbon emissions and the reliance on unsustainable natural
resources, it fails to give companies the eco-competitive advantage they need to succeed in today’s
‘green’ economy. Businesses also need to be able to exploit sustainability as an opportunity for cost
reduction and revenue generation. And for that they need relevant real-time performance metrics and
global visibility.
By leveraging technology, companies can break free from the manual processes, disparate
spreadsheets and obsolete data that characterised the first iteration of sustainability management:
sustainability 1.0. Furthermore, companies can pass over the incremental step to 2.0, largely defined
as replacing spreadsheets with databases and otherwise maintaining manual, non-transparent data
collection processes that are still costly to verify and untimely. Instead organisations will be able to
take advantage of real-time metrics, simplified reporting and informed decision-making as they
traverse the management maturity curve to sustainability 3.0. As well as helping to minimise the
environmental and social impact of day-to-day business operations, this approach can highlight
opportunities for growth and enable more credible interactive dialogues with external stakeholders.
Sustainability 3.0 technologies and strategies help organisations to mitigate risk and uncover new
business opportunities. As a result, sustainability will become an enabler for top line revenue
generation. By becoming a leader in sustainability, companies can establish more robust governance,
simplify compliance, attract more investment, improve customer retention and reduce costs. In short,
they will secure an eco-competitive edge that could make the difference between business success
and failure.
Sustainability 3.0: Tapping into New Opportunities
Section 1: Challenge
Managing sustainability in silos
Sustainability is reshaping how we live and work. It is influencing the products that consumers buy; the
regulations that governments pass; the investments that businesses make.
Sustainability’s influence on our decision-making processes is invariably founded on the psychology of
risk rather than opportunity. For example, the risk of environmental damage, increased costs, declining
natural resources or displaced communities, and the real risks to business that they pose.
The prime factors driving today’s sustainability risk agenda are cost reduction requirements, climate
change, resource costs and peak oil. These issues will continue to hold considerable sway as the planet
reaches a tipping point both in terms of oil production, resource extraction and rising temperatures. If
greenhouse gas emissions continue to climb at the present rate, average temperatures are predicted to
increase by four degrees (centigrade) by the end of this century1.
As our climate changes, water scarcity is also becoming a major threat to the earth’s overall
sustainability as well as certain industries—such as manufacturing and mining - which require large
volumes of this precious resource. It is estimated that by 2025 nearly a quarter of the world’s
population will be living in countries with limited water supplies.
Such alarming predictions have prompted many businesses and governments to embark on
sustainability initiatives to help mitigate these risks. For example, the EU Emissions Trading Scheme
(ETS) will soon enter its third phase for cutting consumption and emissions amongst heavy emitters
and will be expanding its reach to the aviation sector. While in California, the Global Warming Solutions
Act (AB 32) set the requirement to reduce emissions to 1990 levels by 2020, and the final cap and
trade system has been adopted2.
The EU ETS and California’s AB32 are just two of numerous regulatory schemes now associated with
sustainability. According to a study3 of 30 countries, there are at least 142 standards or laws with some
sustainability-related reporting requirement or guidance. Two thirds of these standards are mandatory
while the remainder are voluntary.
Managing reputational and regulatory risk
To comply with such schemes and improve their sustainability credentials, many organisations have
introduced a range of environmental initiatives, for example green IT, recycling and energy reduction
programmes. Once again, however, the driver has been risk rather than opportunity.
As well as the risk of non-compliance, businesses are increasingly recognising the reputational risks
that can come with an adverse sustainability track record. Sustainability also presents reputational
opportunities in terms of brand distinction and customer loyalty, which can result in an ecocompetitive advantage.
Having an eco-competitive advantage means operating a company profitably without any restrictions
to growth arising from the availability or cost of natural resources. It also means using sustainability as
a springboard for launching new profitable service and product lines that help other organisations limit
their impact on the earth’s natural resources, biodiversity and communities.
Sustainability 3.0: Tapping into New Opportunities
Siemens is a prime example of a company that is no longer looking at sustainability as just a risk to
its business operations but an opportunity for growth. In 2010 the company unveiled ‘One Siemens’,
its framework for sustainable value creation4.
Expanding its Environmental Portfolio, which includes wind turbines, energy-saving bulbs, water reuse
systems and smart meters, is one of Siemens’ nine focus areas. The company has an ambitious target
to generate more than €40 billion in revenue with its ‘green’ technologies by the end of fiscal 2014.
A cohesive value chain
To credibly deliver a portfolio of sustainability products and services, an organisation requires an
effective governance framework. This can help to ensure that the criteria used to differentiate these
products and services by demonstrating sustainability value are not undermined by poor governance.
Ineffective governance can significantly harm brand reputation and there are numerous incidents over
the last two decades that still taint customers’ views to this day. A sound governance framework can
also provide a solid platform for growth.
Although profitable growth is fundamental in today’s economic climate, it must come hand in hand
with demonstrable environmental and social benefits to achieve a strong eco-competitive advantage.
For example, impact investing enables a company to generate financial returns while also achieving
a specific environmental or social goal. JP Morgan estimates that capital investment in such schemes
could reach between $400 billion and $1 trillion in the next 10 years5.
Many of these investments are focused on fundamental needs and services, such as agriculture, water,
housing, education, health and energy. For example Google has invested in two early-stage companies
that are working to bring innovative new technologies to market in wind and geothermal energy6.
Impact investing demonstrates how financial and sustainability objectives can be amalgamated to
create a cohesive value chain. As the two disciplines become more closely intertwined, organisations
will need to establish an equally integrated framework for sustainability and financial reporting across
their entire operation.
Collating accurate data for transparent reporting and disclosure
To achieve this, social and environmental value not only has to be measured with the same rigour as
financial results but also communicated to relevant stakeholders. In the business-to-consumer sector,
this communication will increasingly include social media platforms.
The metrics needed to measure sustainability performance invariably come from a wide spectrum of
devices, facilities and organisations—from server racks in the data centre to smart meters in buildings
and partners in the supply chain. This creates a massive data collation and analysis challenge for
organisations. For example, when Capgemini started tracking data to measure and report against
its corporate environmental objectives, it ended up with a four-gigabyte spreadsheet (see case study
on page 13).
Such information management challenges are deterring many organisations from expanding their
sustainability efforts—and improving their sustainability performance.
Sustainability 3.0: Tapping into New Opportunities
Companies that fail to resolve the information management dilemma will struggle to shift their
sustainability focus from risk to opportunity. As a result, they will miss out on establishing an
eco-competitive advantage that would not only benefit their profitability but also the planet.
Section 2: Opportunity
Enabling real-time performance monitoring and
timely decision-making
The worlds of IT and of sustainability are colliding. As a result, the way corporate sustainability is
measured, managed and communicated is undergoing fundamental change.
The extent to which IT is exploited will depend on both the maturity of an organisations’ existing
sustainability programme and its attitude towards innovation and technology. Lessons on how to
leverage technology to achieve an eco-competitive advantage can be learned from the most unlikely
Formula 1 racing has been impacted by the need to reduce costs—specifically through the use of fuel.
As a result of a refuelling ban introduced in 2010, teams and drivers have had to rethink their race
strategy. This need was exacerbated by the extreme weather conditions experienced in the 2011
Canadian Grand Prix, which meant racing tactics had to be adapted on an almost lap-by-lap basis.
Adopting such a flexible approach would have been impossible without constant communication
between the drivers and team principals as well as real-time performance metrics. Access to this data
created a dynamic feedback loop that enabled the teams to make decisions about how to optimise
the performance of both the car and driver. This proactive approach helped achieve continuous
improvement throughout the race and impacted the final race results. Similarly, this approach, can also
make the difference between strong and weak corporate sustainability outcomes.
Escaping the mindset and constraints of sustainability 1.0
Most businesses have yet to establish this type of dynamic feedback loop for tracking their
sustainability performance. Although real-time monitoring has become commonplace for tracking
financial data, sales performance, or service availability, it has yet to become the de facto standard for
monitoring energy efficiency and other key sustainability performance indicators impacting operational
costs and revenue.
As a result, many companies remain locked in a world of manual processes, disparate spreadsheets
and obsolete data: the world of sustainability 1.0 characterised by lone sustainability champions.
Escaping this labour-intensive and reactive method for managing sustainability initiatives, particularly
energy efficiency programmes, is essential if organisations want to be able to report on—and improve
—their performance.
Although reporting remains voluntary for many companies, the move towards a mandatory system is
gaining momentum. Civil groups, including the Global Reporting Initiative (GRI), have been lobbying
Sustainability 3.0: Tapping into New Opportunities
the European Commission since early 2011 to introduce new laws that require companies to report
on their environmental, social, human rights and governance impacts based on defined indicators.
Some countries have already opted to put their own national rules in place. For example in France,
companies listed on the country’s stock exchange have been obliged to integrate social and
environmental information in their annual report since 2001. These regulations are now becoming
more stringent.
Despite the trend towards greater regulation, many companies are embracing sustainability solely
due to the reputational factor. Staff, investors and consumers alike increasingly expect organisations
to be transparent about their impact on the environment—and to demonstrate real and
continuous improvements.
As a result, more and more companies are choosing to voluntarily report on their sustainability efforts
and embrace schemes such as the Carbon Disclosure Project (CDP) and GRI. For example, the number
of GRI reports registered in 20107 increased by 22 percent.
Unleash the full potential of enterprise IT
Going public with sustainability performance objectives and outcomes means organisations must
have access to reliable and relevant real-time data. To achieve this, organisations need to make the
incremental step from sustainability 1.0 to 2.0 where individual champions are joined by small
dedicated teams.
Database technology is a key pillar of this second generation of sustainability management, where
multiple spreadsheets are replaced with specialist software designed for corporate responsibility
reporting and compliance management. According to the GRI, the proportion of companies using
software to monitor their sustainability performance increased by 50 percent between 2006
and 20108.
An IT-driven sustainability management model not only simplifies the collation, analysis and
distribution of performance metrics but also enables organisations to identify opportunities
for improvement.
By delaying technology adoption companies will also be delaying the financial and energy savings
that come with more automated and consistent management procedures.
To take full advantage of an IT-enabled approach, organisations need to take a bolder step forward
to adopt a 3.0 sustainability solution that features:
•Standardised data formats
•Centralised repositories
•Organisational business structures
•Tailored real-time normalised metrics, including energy consumption per unit of output
•Flexible user roles
•Automated reports and interactive dashboards
Sustainability 3.0: Tapping into New Opportunities
An enterprise view
While it may appear to be the right thing to do, deploying a best-of-breed sustainability solution is not
the answer. Organisations need to break free from a siloed process for monitoring and measurement
and extend sustainability performance management not only across the entire enterprise but also the
supply chain. This cultural change adds an important human dimension to the use of technology for
sustainability. A 3.0 solution provides the platform on which performance information can be shared
more easily with stakeholders to support change programmes.
For example, by collecting operational data for carbon emissions reporting on a global basis, Tesco can
see which countries are performing well, and help drive improvements around the business (see case
study on page 12). Achieving such an enterprise view is vital to realising corporate sustainability goals,
and is what differentiates sustainability 2.0 from 3.0 leading to sustainability being embedded across
an organisation’s operations.
This third stage in the sustainability management journey is founded on integration and intelligence.
By integrating metrics captured by sustainability hardware, such as smart meters, energy-efficient
facilities equipment and green IT devices, organisations can gain the intelligence they need to make
more informed decisions. This integrated approach is not about just having more information, but
about having the right information to support timely decisions being made on a quarterly or even
monthly basis.
For sustainability to be relevant to the business this integrated collection of data must be connected
to strategic goals, and, where possible, provide performance metrics that relate environmental impact
to key business targets. The connection to other management information and the alignment of
sustainability to core business operations will ensure that progress on sustainability more easily
resonates with both the CEO and CFO as well as the CSO.
Taking this comprehensive approach will enable organisations to create an Enterprise Sustainability
Network and achieve the dynamic feedback loop that proved so valuable to Formula 1 teams and will
ensure business makes it across the finish line ahead of its competitors.
When an enterprise management view and enterprise sustainability network are combined with a
sustainability portfolio and program management (PPM) solution, companies can free up their staff
from spending months on data collection and management so they can focus on more forward-looking
activities instead.
Identifying more financial opportunities
By adopting the principles of sustainability 3.0, organisations can establish a consolidated and
accurate view of not only energy usage but also other common sustainability KPIs, such as landfill
waste volumes, travel carbon emissions and water consumption. Some of which are already
featuring in voluntary reporting schemes and could soon become regulated as the sustainability
agenda intensifies.
Sustainability 3.0: Tapping into New Opportunities
Some large companies have already entered the second and third phase of sustainability management,
which may account for a recent improvement in reporting quality. According to the GRI, almost half of
the reports submitted to the organisation during 2010 were assured, resulting in more accurate and
trustworthy data.
As well as simplifying and strengthening reporting, sustainability 3.0 strategies and technologies also
enable organisations to start identifying opportunities rather than just risks. For example, IT workloads
in the data centre can be rescheduled to geographies or timeframes that offer lower prices per kilowatt
of power. Companies could also benefit from cash incentives offered by energy providers for curtailing
consumption at peak times.
To unlock such opportunities, organisations will need to combine sustainability 3.0 software with IT
management tools and executive dashboards that support a co-ordinated approach and strategic
A driver for profitable growth
For many organisations, the sustainability journey will begin with a focus on improving internal
operations. As a company progresses from sustainability 1.0 to 2.0 and eventually 3.0, this focus will
gradually become more outward looking.
As well as extending sustainability best practice across their supply chains, companies need to embed
the same principles into product/service development and growth strategies.
Technology can help facilitate this shift by providing visibility of both sustainability projects and
product lines at granular level. For example, Enterprise Energy Management solutions can:
•Monitor cost and return on investment
•Track alignment against strategic goals
•Measure expected and actual social and environmental outcomes
•Simplify management from concept through to execution
•Allow for portfolio optimisation
As a result, companies can prioritise the sustainability activities that deliver the greatest value and
identify the most profitable products to develop.
Exploiting social media platforms for stakeholder engagement
As sustainability becomes progressively more multi-faceted, organisations will have to communicate
with a wider set of stakeholders. Thanks to the rise of social media technologies, this communication
will increasingly be interactive and immediate.
Successful communication via Facebook, YouTube and Twitter requires relevant up-to-date information
about sustainability performance and projects. Organisations that linger in the world of sustainability
1.0 and 2.0 will find it very difficult to counteract any negative coverage with accurate statistics about
their operations and the associated environmental/social impacts. This will not only damage a
company’s reputation but also prevent it from securing and retaining an eco-competitive advantage.
Sustainability 3.0: Tapping into New Opportunities
With real-time data at their fingertips, companies can use social media technologies to their
advantage. This might include developing online content to increase consumer awareness of new
‘green’ products/services or communities that encourage supplier involvement in corporate
sustainability efforts.
This two-way communication model draws on the Formula 1 example but includes not only internal
but also external stakeholders, such as suppliers, investors and customers. For example, Sedex9 uses
social media technologies to offer a secure portal for suppliers to store, share and report on ethical and
sustainability practices to a subscribed customer base.
Section 3: Benefit
Achieving an eco-competitive advantage with
sustainability 3.0
With the right IT solutions and business strategies in place, sustainability can be managed as both
a risk and an opportunity.
Whereas once sustainability was seen primarily as an opportunity for cost reduction, it will
progressively become an enabler for top-line revenue generation—as demonstrated by Siemens.
Environmental Portfolio has proved so successful that Siemens met—and exceeded—its 2011 revenue
target of €25 billion one year ahead of schedule. In addition to fueling top-line growth, the product line
has helped Siemens’ customers reduce their annual carbon dioxide emissions by around 267 million
tons in 2010 The company now hopes to top the 300 million mark by the end of the fiscal year 201110.
A lower carbon footprint will remain a key priority for companies regardless of what stage they have
reached on the sustainability maturity curve. By leveraging IT to establish a dynamic feedback loop
and automated processes, energy efficiencies can be achieved with less expense and effort. As a result,
companies can meet not only their own internal carbon reduction objectives but also regulatory
obligations and consumer expectations—both of which are becoming more stringent.
An IT-enabled model can also help companies adjust more quickly to new sustainability laws and
standards, for example the fourth generation (G4) of the GRI guidelines, which are due for release
in 2013.
Given the rapidly evolving legislative landscape, such agility and automation is essential. Otherwise
organisations face considerable manual recalculation when environmental criteria, such as the
emission factors used for carbon footprint calculation, are changed. Tesco will be able to avoid just
such manual effort through its use of CA ecoSoftware (see case study on page 12). Tesco’s progressive
approach to carbon disclosure has helped it secure the “pole position” in the CDP FTSE 350 Report
2011 with the highest disclosure score ever.
Sustainability 3.0: Tapping into New Opportunities
Minimising reputational risk
Sustainability 3.0 technologies and strategies not only mitigate risk by simplifying regulatory
compliance, they also:
•Protect a company’s reputation by helping them measure and report on their performance more
accurately and transparently
•Limit reliance on dwindling natural resources by enabling organisations to either reduce consumption
or find more sustainable alternatives
•Facilitate faster and smarter decisions about environmental and social impacts which in turn helps
companies to maintain their licence to operate and investor confidence
•Enable a rapid response to negative coverage either in the press or on social media platforms by
providing real-time access to metrics
Maximising environmental portfolios and financial returns
These factors can all deliver an eco-competitive edge, which is sharpened even further when
sustainability opportunities are exploited in parallel with risk mitigation. By taking this dual approach,
organisations can:
•Prioritise investment in sustainability projects/products that deliver the greatest business value
•Attract investment from socially responsible funds through integrated financial and
sustainability reporting
•Reduce operational costs by improving energy efficiency
•Boost customer loyalty and spend
•Establish their company as a leading ‘green’ brand
Companies need to act now to take the eco-competitive lead. As with e-commerce, new entrants with
a more IT-enabled business model will overtake those established brands that fail to adapt to the new
world—the world of sustainability 3.0.
Early adopters of CA ecoSoftware are already benefiting from the availability of high quality and higher
frequency data. They are making quicker and more accurate business decisions that deliver sustainable
value to their organisations earlier.
To succeed in this new operating environment, sustainability needs to be embedded in every area of
a business. It needs to be part of the business DNA.
Sustainability 3.0 checklist
•Automate and standardise data collation and analysis
•Make business relevant performance metrics available in real-time
•Break free from sustainability silos and take an enterprise-wide approach
Sustainability 3.0: Tapping into New Opportunities
•Broaden the measurement framework beyond carbon reduction and energy efficiency to other
material sustainability impacts
•Align sustainability software to organisational structures and processes
•Measure value creation as well as cost reduction and mitigation
•Exploit social media platforms to share the sustainability message
•Look for opportunities not just risks
•Use sustainability to drive profitable growth
Section 4: Case study
Tesco uses CA ecoSoftware to measure, report
and analyse carbon emissions across its
operations worldwide
Tesco is seen as a leader in sustainability and has set itself the challenging target of becoming
a zero-carbon business by 2050. In pursuit of its strategic long-term carbon reduction goal,
Tesco has set itself industry-leading emission targets in the run-up to 2050. These include:
•Halving the carbon emissions from its existing buildings by 2020
(compared with a 2006 baseline)
•Halving the emissions from new stores by 2020
(compared with stores built in 2006)
•Halving the distribution emissions of each case of goods delivered by 2012
(compared with a 2006 baseline)
Carbon emissions reporting is a particular area of focus since Tesco reports its footprint to
organisations such as the Carbon Disclosure Project, publishes emissions data in its Corporate
Responsibility Report and provides data in other forms to internal and external stakeholders. It
is also subject to the UK government’s CRC Energy Efficiency Scheme.
Simon Palinkas, of the Tesco Green IT Group, comments, “We had to continuously gather a vast amount
of information from more than 4,000 locations and 14 countries. With language issues as well, pulling
all that data together into a coherent, simple and easy-to-use way was a huge challenge for IT.”
With CA ecoSoftware, Tesco has an accelerated means of collecting and validating carbon emissions
data, and a scalable platform that can expand with the company and with its evolving needs.
Sustainability 3.0: Tapping into New Opportunities
The company uses the system to collect worldwide operational data for carbon emissions
reporting, including:
•Use of electricity
•Diesel for Tesco’s distribution fleets
•Gas and oil
•Renewable energies
•Business travel
“Information is now much easier to collect, and, as it’s all done in real time, we can look at the reports
as the data is entered and highlight any issues immediately,” comments Palinkas. “We can see if
countries are performing well, and help drive improvements around the business based on the
different stages of their carbon reduction efforts.”
The solution can also save the company from having to do a great deal of manual recalculation when
governments and other organisations change the ‘emission factors’ upon which carbon footprint
calculations are based. As Palinkas explains, “With CA ecoSoftware we only need to change the
emissions factor and the data is automatically recalculated, which saves us a huge amount of time.”
For Tesco, benefits of the solution include:
•Increased speed and accuracy in the preparation of carbon emissions reporting
•Issues with the accuracy of data input around the world have been reduced and resolved more quickly
•Automation has been increased through capabilities such as automatic progress tracking and “click
of the button” reporting
•New reports are created and used more quickly as reporting and analytical requirements change
Section 5: Case study
Capgemini improves sustainability performance
with CA ecoSoftware
As environmental awareness grows, it is increasingly important for organisations such as Capgemini
to be able to demonstrate their sustainability credentials.
Jon Hampson, Environment Director, Capgemini UK, explains, “Sustainability is no longer just a “nice
to have”, it’s a commercial reality. Aside from managing our performance internally, we need to
provide insightful reporting about our sustainability performance for analysts, partners and clients
on a regular basis.”
Sustainability 3.0: Tapping into New Opportunities
As well as pressure from customers and partners, Capgemini UK is also subject to the mandatory
Carbon Reduction Commitment (CRC) Energy Efficiency Scheme.
To demonstrate its commitment to improving sustainability performance, Capgemini UK set some
intentionally challenging corporate environmental objectives, focusing on its key areas of
impact, including:
•Reducing its carbon footprint by 20 percent by 2014
•Improving energy efficiency of its data centres by 20 percent by 2014
•Reducing travel-related carbon emissions by more than 30 percent by 2014
•Sending zero waste to landfill by 2014
However, measuring and reporting progress against its objectives became complex and time
consuming. Peter Walsh, Head of Sustainability Business Process Outsourcing at Capgemini, comments,
“Capgemini UK was tracking sustainability performance using a four (!) gigabyte spreadsheet, but they
wanted to find a way to make the process more rigorous and cost-effective while ensuring that the
quality, accuracy and integrity of data was of a sufficient standard to support the ambitious
sustainability goals they had adopted.”
Capgemini recognised many of its customers were under similar pressures, and launched an Energy,
Carbon and Sustainability Business Process Outsourcing (BPO) service to help customers improve
their sustainability efforts.
Following an assessment of the sustainability management solutions on the market, Capgemini
selected the cloud-based CA ecoSoftware solution to support its new BPO service.
The solution captures a variety of data from numerous sources, both within Capgemini and from
their suppliers, including air travel data from travel agents, electricity and gas meter readings from
various facilities, waste and recycling volumes from waste management providers. Walsh comments,
“As part of the service, we have defined workflows for capturing, cleansing and uploading data into
CA ecoSoftware according to Capgemini UK’s requirements.”
By using the CA Technologies solution to support its sustainability service, Capgemini UK has also
been able to:
•Reduce the costs associated with collecting and managing data, and creating reports by
approximately 30 percent so far
•Actively manage carbon emissions and waste through better informed business decisions
•Gather data to support compliance with the legislative requirements of the CRC Energy
Efficiency Scheme
•Improve communication relating to sustainability programmes with stakeholders, employees,
customers and partners
Having implemented the system across the UK organisation within three months, the sustainability
business process outsourcing service is now available to Capgemini’s external customers.
Sustainability 3.0: Tapping into New Opportunities
Section 6:
About CA ecoSoftware
CA ecoSoftware can help organisations meet corporate energy and sustainability goals such as
reducing carbon emissions, managing consumption and cutting energy costs. They can become more
efficient when using power and natural resources by providing valuable up-to-date information
captured from its environment and by supporting its efforts with a systematic governed approach.
This information can be communicated to stakeholders and used to drive continuous improvement.
CA ecoSoftware offers a broad range of sustainability management capabilities to help manage an
organisation’s sustainability programme from strategy to execution. It also includes a robust suite of
carbon and natural resource management to measure, calculate and report on energy use, water, waste
and the associated GHG emissions across the enterprise. One can measure the environmental
performance of sites, facilities and suppliers through assessments, which provide a method and
process for capturing the information more efficiently via web-based questionnaires. With operational
energy management, organisations can gain greater visibility into energy and other environmental
resources in the datacentre and across the enterprise to visualise, monitor and better manage the
use of energy. To learn more about CA ecoSoftware, visit
Section 7:
About the author
As Vice President of Business Unit Strategy for CA ecoSoftware in EMEA, Sonny Masero helps
CA Technologies customers derive business value from environmental sustainability by achieving
more with less. He is also responsible for helping CA Technologies improve its own environmental
performance across the region.
Over the last eighteen years Sonny has gained expertise in sustainable development, energy
management and climate change, and has extensive experience of identifying and managing business
risks and opportunities in the areas of sustainable business, renewable energy, sustainable products
and services, sustainable property, project development, carbon management and GHG emissions
assessment and reporting.
Sustainability 3.0: Tapping into New Opportunities
CA Technologies is an IT management software and solutions company with
expertise across all IT environments—from mainframe and distributed, to
virtual and cloud. CA Technologies manages and secures IT environments
and enables customers to deliver more flexible IT services. CA Technologies
innovative products and services provide the insight and control essential
for IT organizations to power business agility. The majority of the Global
Fortune 500 rely on CA Technologies to manage their evolving IT ecosystems.
For additional information, visit CA Technologies at
Carrots and Sticks, Promoting Transparency and Sustainability, 2010
Impact Investments, An emerging asset class, JP Morgan, November 2010
Copyright © 2011 CA. All rights reserved. All trademarks, trade names, service marks, and logos referenced herein belong to their
respective companies. This document is for your informational purposes only. CA assumes no responsibility for the accuracy or
completeness of the information. To the extent permitted by applicable law, CA provides this document “as is” without warranty
of any kind, including, without limitation, any implied warranties of merchantability, fitness for a particular purpose, or noninfringement. In no event can CA be liable for any loss or damage, direct or indirect, from the use of this document, including,
without limitation, lost profits, business interruption, goodcan, or lost data, even if CA is expressly advised in advance of the
possibility of such damages. CA does not provide legal advice. Neither this document nor any CA software product referenced
herein shall serve as a substitute for your compliance with any laws (including but not limited to any act, statute, regulation, rule,
directive, policy, standard, guideline, measure, requirement, administrative order, executive order, etc. (collectively, “Laws”))
referenced in this document. You should consult with competent legal counsel regarding any Laws referenced herein.
Some information in this publication is based upon CA or customer experiences with the referenced software product in a variety
of development and customer environments. Past performance of the software product in such development and customer
environments is not indicative of the future performance of such software product in identical, similar or different environments.
CA does not warrant that the software product can operate as specifically set forth in this publication. CA can support the
referenced product only in accordance with (i) the documentation and specifications provided with the referenced product, and (ii)
CA’s then-current maintenance and support policy for the referenced product.