“zero waste” and operate with “100% renewable energy.”
Pratt and Whitney Canada's Sustainability Journey
Aerospace manufacturer Pratt & Whitney Canada (P&WC) wanted to explore how building on existing sustainability initiatives, toward a proactive approach to sustainability, could help capture additional market share and drive innovation for the company.
In early 2011, P&WC engaged with TNS Canada to undertake an organizational review, create a vision and goals for the organization, and develop a sustainability roadmap to guide their progress toward minimizing their environmental impact while capturing value for the organization.
To begin, TNS Canada undertook an organizational review of P&WC's operations and culture. This helped determine the business's ability to capture the sustainability value proposition and identify opportunities and threats that might exist. Information was collected over several months through document review, interviews, and surveys and was then analyzed to determine internal attitudes toward sustainability and how staff felt about the organization taking a sustainability-driven leadership role within the aerospace industry. In addition, an external scan conducted by TNS Canada also provided P&WC with a benchmark report about the aerospace industry's sustainability opportunities.
Next, during a planning workshop, a group of executives, senior managers, and members of the internal sustainability team at P&WC were introduced to TNS Framework. Armed with a common language and understanding of sustainability, the group worked to identify some of P&WC's key sustainability challenges as well as strategic goals to address them. This process enabled the development of a series of transition strategies and key milestones to guide P&WC's sustainability efforts over the next few years.
A few months later, in alignment with the roadmap from the workshop, P&WC had a more-defined approach, sustainability goals, and strategy teams in place. One of the organization's priorities became to embed all dimensions of sustainability into its corporate culture while also working toward more sustainable products and operations.
The feedback from the company resulted in: “At Pratt & Whitney Canada, we are firmly committed to ensuring that our products are designed, produced and operated to enable minimization of environmental impacts throughout their entire life cycle. TNS helped us define a clear sustainability strategy and key priorities as we continue to strive to become ‘the best aerospace company FOR the world’.”
As a result of the work at P&WC, the parent company established goals in 2013 to improve further the sustainability of its factories, suppliers, and products by 2025 and increase efficiencies, create added value for its customers and employees, and lead industry efforts to reduce aviation's environmental impact. Pratt & Whitney's global sustainability goals for 2025—the company's 100-year anniversary—focus on Waste, Energy, Water, Safety and Wellness, Materials, Suppliers, and Products. The company's sustainability improvements to date demonstrate a record of leadership, achievement and commitment [12].
The Circular Economy
TNS was one of the first sustainability strategies that changed the focus from the typical linear model of “take, make, dispose” to the circular model of “take, make, dispose.” This relatively new Circular Economy will be discussed in detail in Chapter 10.
REFERENCES
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2 2. Available at https://www.yesmagazine.org/issues/peace-makers/818.
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5 5. Meadows D, Randers J, Meadows D. Limits to Growth: The 30-Year Update. BC Canada: Chelsea Green Publishing Company; 2004.
6 6. Available at https://www.theguardian.com/environment/2017/jun/28/a-million-a-minute-worlds-plastic-bottle-binge-as-dangerous-as-climate-change. Accessed 2019 Oct 25.
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8 8. Available at https://www.forbes.com/sites/michaelpellmanrowland/2017/07/24/seafood-sustainability-facts/#328565df4bbf. Accessed 2019 Oct 25.
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12 12. Available at http://www.naturalstep.ca/pratt-and-whitney-launches-2025-sustainability-goals. Accessed 2019 Oct 25.
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