Index

Abraham Maslow’s hierarchy of needs theory, 172

Abu Dhabi Company for Onshore Oil Operations (ADCO), 14–16

Alpha characteristics, 130

Amanco, 176–177

“American Dream,” xx

Anderson, Ray, 20

ArcelorMittal Saldanha Works, 46

Arla Employee Engagement, 147

Assurance, 154

Audit prioritization guide diagram, 197

Audit program, risk evaluation, 196–198

Authentic leadership and management

behavioral continuum, 129, 130

character traits, 129

hearts and minds survey, 129

inauthenticity, 129

Aviation Fuel Efficiency, 110–111

Balanced scorecard, 25

Baselines

built environment, 93

company’s water baselines, 92

energy baselines, 91–93

water treatment plant, 93

Behavioral continuum, 129, 130

Behavior change, 108

authentic leadership and management, 129–135

awareness activity, 144–146

cognitive bias, 155

communication styles, 135–136

competent personnel, 141–142

deliverable and achievable plan, 127–128

emotional and cultural intelligence, 131–132, 134

human behavior, 126

investment banker’s example, 130–131

leadership credibility, 131

on-time and appropriate feedback, 150–151

opportunities identification, 147–148

personality tests, 132

person’s character traits and behavior, 129–130

psychologically safe support structure, 139–141

unconscious bias, 153–155

Benchmarks, 84–85

Big data approach, 73

“Big data” approach, 73

BlackRock, 21

BMW Group Sustainability Management, 203–207

Bourne Leisure, 143–144

Bristol Waste Water Treatment Plant (WWTP), 70–71

British Airways (BA), 22–23

Brundtland Report, xxii

Burnout, performance measurement, 74

Business and resource productivity

Covid-19 pandemics, xxxii

Harvard Business Review survey, xxx, xxxi

leaders and managers, xxix

macroeconomics, xxvii

management models, xxxiv–xxxv

poor resource productivity, xxx

professional lobby group, xxvii

S&P Dow Jones Indices, xxix, xxx

Strategy-to-Execution Premium perspectives, xxxiv, xxxv

suppliers, xxvii

UN’s Conference of the Parties, xxviii

Closed-loop management system, 45

Coca-Cola Hellenic Bottling Company, 62

Combined heat and power (CHP) plant, 159

Communication styles, 135–136

Competent personnel, 141–142

Competitive advantage, 177–178

Concept design, 160–161

Confirmation, 154

Consensus, 154

Consequence category guide diagram, 197

Core process

business management, 59–60

energy use and consumption reduction, 54–56

green chemistry, 63

greenhouse emissions perspective, 62–63

inputs and outputs, 51

leadership process, 51

multiple, 50–51

political implication, 51–52

quality issues, 52

resource consumption, 52, 53

resource efficiency, 56

resource productivity perspective, 59–61

revenue and profits, 52

support process, 51

Corporate scandals and ethical issue, xx–xxi

Cradle-to-cradle design protocols, 68

Critical mass, 126

Cross-functional coalition, 47–48

Culture, 5

Dawn Meats, 61

Discrimination cases, xx

Diversey company, 36–37

Documentation, 194

Dubai’s Fat, Oil, and Grease (FOG) Waste, 69–70

Dŵr Cymru Welsh Water, 6–7

Egocentrism, 154

Electrical measurement, 76–77

Elkington, John, xxii

Empire State Building, 120–123

End-to-end life cycle, 158

Energy audit tasks

Empire State Building, 120–123

General Electric Treasure Hunt, 106–107

GlaxoSmithKline Kaizen company, 107

PrimePac, 108

standards, 103

types, 104–105

Energy maturity model, 113

alternative source of energy, 118

control systems, 115–116

housekeeping opportunities, 113–115

simple retrofits and system integration perspective, 116–118

Energy performance in bakery, case study, 94–95

Environmental pollution, 52

Equipment-specific resource productivity, 85

Excessive optimism, 154

Fast-moving consumer goods (FMCGs), 25

Financial evaluation models, 109–110

Fink, Laurence, 21

Ford, Henry, 51

Frequency category guide diagram, 197

Friedman, Milton, xix

Frivolity, performance measurement, 74

General Electric Treasure Hunt, 106–107

Generic communication styles, 137–138

Generic personality traits, 132–134

GlaxoSmithKline, 64

Global companies and brands, xxi

Graham Packaging designs and manufactures, 178–179

Green chemistry, 63

Green design and construction practices, 168–170

Gut-feel approach, 101–102

Hammer, Michael, 73

Heat capacity and enthalpy, 76

Heskett, James, 5

Housekeeping opportunities, 113–115

IKEA Supplier Audits, 202–203

Inanity, performance measurement, 74

In-group favoritism, 155

Instant gratification, 155

Internal audit program, 196–199

reviews, 199–201

Internal audits, 174

International Organization for Standardization (ISO) certification scheme, 40

Jevons, William, 51

Johnson & Johnson, 37–38

Kaplan, Robert, 41

Kotter, John, 29, 47, 138

Laziness, performance measurement, 74

Leadership process, 51

Leadership team

cross-functional coalition, 47–48

initiative, 31, 39

International Organization for Standardization (ISO) certification scheme, 40

management nature, 40–41

middle management, 32–38

Lobby group, xxvii

Loss aversion, 154

Macroeconomics, xxvii

Managerial activities, 191–194

Mehrabian, Albert, 136

Middle management

case study, 36–38

conservative leaders, 35

financial and human resource availability, 32–33

information and data, 33–34

proposal communication, 35

right time selection, 33

two-way discussion, 34

Miller, Herman, 68–69

MIT Sloan School of Management, 185–186

Motivation factor, 172

Narcissism, performance measurement, 73

Nervous system, 41

Nissan Motor Company, 138

Norton, David, 41

Not-for-profit business model, 6

Novozymes company, 36

Overall resource productivity, 84

Overconfidence, 154

Packard, David, 4

Pastry waste management, Ginsters, case study, 97–99

Performance indicators, 82–84

PESTLE analysis

environmental protection, 11

legal requirements, 11

political situation, 10

social expectations, 11

technology development, 11

Pettiness, performance measurement, 74

Pfizer’s Energy and Resource Conservation Master Plan, 119

Pie chart, 88

Policy, definition, 28

Policy statements, 28–29

Polman, Paul, 20–21

Price, Dan, 21

PrimePac, 108

Proctor & Gamble and Unilever, 65

Procurement, 163–164

Profiles

energy profile, 89–90

pie chart, 88

Sankey diagram, 88

Project management and project controls

concept design, 160–161

construction and installation, 164–165

decommissioning and disposal, 167

detailed design, 163

operational change, 157, 159

operation and maintenance, 166–167

procurement, 163–164

scheduling change, 157

scheme design, 161–162

start-up and handover, 166

testing and commissioning, 165–166

Provincialism, performance measurement, 74

Psychologically safe support structure, 139–141

Purpose-driven CEOs, 20–22

Quality and asset management, xxii

Rational brain, 152

Recycled Aluminum Car (REALCAR) project, 17

Renault, 66

Renewal process, external and internal issues, 175, 176

ReNewCell, 67

Reptilian brain, 152

Resource audit

gut-feel approach, 101–102

internal audits, 174

primary function, 101

resource productivity initiative, 175

superficial audits, 173

technical audits, 103–108

third-party audits, 174

Resource efficiency, 56

Resource productivity

Abu Dhabi Company for Onshore Oil Operations (ADCO), 14–16

agriculture and farming, xxv

business themes and goals, 12, 13

climate change, xxiv

core process (see Core process)

end-to-end life cycle, 158

end users, 58–59

energy-efficient technologies, xxiv

energy savings, xxiii–xxiv

energy user reduction, 54–56

entrepreneurs, 2

internal capabilities, 13–14

Jaguar Land Rover, 16–17

nonpackaging wastes, xxv

PESTLE analysis, 10–11

process view, 53–54

repurposing resources, 66

supply/value chain, 65

technical analysis, xxxiii

top management fiduciary duties, 2

value analysis, 10

waste package reduction, xxv

Resource productivity measurements

accurate main meters and measurements, 74–75

benchmarking, 84–85

electrical measurement, 76–77

metering and monitoring plan, 80–82

performance indicators, 82–84

resource consumption, 77–78

sins of, 73–74

success map, 78–80

thermal measurement, 75–76

Resource productivity opportunities

audits, 101–108

Aviation Fuel Efficiency, 110–111

benefits, 109

capital cost minimization, 121–123

energy maturity model, 113–118

financial evaluation models, 109–110

Ingersoll Rand, 119–120

Resource productivity policy, 29

Rockström, Johan, xxiv

Royal Bank of Scotland (RBS), 148–149

Sankey diagram, 88

Scheme design, 161–162

Science-led improvement targets, 43

Selective Attention Deficit, xxxviii Siemens, 38

S&P Dow Jones Indices, xxix, xxx

Specific, Measurable, Achievable, Realistic, and Time-bound (SMART) objectives, 24

Status quo, 155

Strategic intent

British Airways (BA), 22–23

company’s mission, 4–5

company’s values, 5

company’s vision, 4

competitive environment, 5

confusion of, 7

customer loyalty, 6–7

“empty”, 8

environmental impact, 19

goals and targets, 24–25

intrinsic motivation for employees, 5–6

leadership teams, 18

long-term investments, 5

policy statements, 28–29

poorly developed, 7–8

purpose, 3–4

purpose-driven CEOs, 20–22

teamwork and collaboration, 26–27

Strategy-to-Execution Premium

all people engagement, 44

benchmark resource productivity, 42–43

components, xxxvii

cross-functional coalition, 41–42

implementation program management, 44

improvement opportunities, 45–46

perspectives, xxxiv, xxxv

science-led improvement targets, 43

scope and boundaries, 42

top management, 41

visible resource consumption, 43

Strategy-to-execution premium implementation

action plans prioritization, 195–196

business context and high-level objectives, 183–184

closed-loop, 182–183

core and support process, 187

current operations gap, 188–189

indicative, 182

managerial activities, 191–194

reviews, 199–201

technical activities, 189–191

tools, 202

Success Maps, 141, 142

Sunk-cost, 155

Superficial audits, 173

Support process, 51

Systems-based energy audit approach, 46

Teamwork and collaboration, 26–27

Technical audits

energy-saving opportunities, 105

General Electric Treasure Hunt, 106–107

GlaxoSmithKline Kaizen company, 107

PrimePac, 108

standards, 103

types, 104–105

The Business Roundtable, 2, xix

Thermal measurement, 75–76

Third-party audits, 174

Tipping point, 126

Transition Pathway Initiative, xxi

Triple Bottom Line, xxii

Unconscious bias, 153–155

Unilever Sustainable Living Plan (USLP), 20–21

Vanity, performance measurement, 73

Ventilation, heating, and cooling system, relationship, 57

Walkers Crisps, 63–64

Water consumption

case study, 95–96

options for, 96

Willard, Bob, 11