In 2009, after reading Ray Andersonâ€™s â€œConfessions of a Radical Industrialist,â€ I decided it was Macmillanâ€™s responsibility to lessen our impact on the earth, and in particular, to lower our carbon emissions. We created a senior position in the company and spent well over a year measuring our carbon footprint. We then set ourselves the daunting goal of reducing our scope one, two, and â€œmajorâ€ three carbon emissions by 65%, and we gave ourselves a decade to get it done. Over the course of the last nine years, we have made sustainability a major component of all our decisions at the company. In 2010 we instituted a carbon offset program to supplement our efforts. Over the last nine years, we have lowered our carbon emissions by roughly 50%, and with our offsets, we have been carbon neutral globally for the last two years.
Getting here has not been easy. We have initiated lots of projects. We have often failed, but we have been relentless in our efforts. We always tried to make good common sense decisions along the way, keeping a balanced approach. In the end, we will not reach our goal of a 65% reduction, but we have been relentless in our approach and it has become a matter of great pride in our company.
The completion of our ten-year plan leaves us again at the starting line. Climate change is now a burning issue (as I write this the Amazon rainforest is literally burning). We must rededicate ourselves to the cause, and willingly sacrifice when called upon. There is a lot to do, and Iâ€™m looking forward to getting after it.
I often lament the lack of what I call leadership in the area of sustainability. What I call management, plenty, which I’m glad to see. That’s things like measuring, facts, figures, seeking compliance. By leadership I mean stories, images, working on the system not just in it.
It looked like John was leading so I brought him to share. I believe I found a role model and leader in business.