Master's Thesis Capstone Action Learning Project Option One Final Report

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Running head: Leadership And The Practice Of Sustainability In Organizations 1 Master’s Project Capstone Action-Based Learning Project Option One Final Report Leadership and the Practice of Sustainability in Organizations Ardavan A. Shahroodi Northeastern University LDR 7980—Master’s Thesis Capstone Professor Courtland Booth Thursday, July 5, 2015

Transcript of Master's Thesis Capstone Action Learning Project Option One Final Report

Page 1: Master's Thesis Capstone Action Learning Project Option One Final Report

Running head: Leadership And The Practice Of Sustainability In Organizations 1

Master’s Project Capstone Action-Based Learning Project Option One Final Report

Leadership and the Practice of Sustainability in Organizations

Ardavan A. Shahroodi

Northeastern University

LDR 7980—Master’s Thesis Capstone

Professor Courtland Booth

Thursday, July 5, 2015

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Leadership And The Practice of Sustainability In Organizations 2

Introduction

Sustainability is rapidly evolving into the most crucial challenge of our generation.

Indeed, in the years ahead our ability to adopt sustainable practices in an expeditious and

comprehensive manner may determine the fate of our plant together with the destiny of all the

species and all the natural environments that in one manner or the other are sustained by the

finite resources of this unique and magical ecosystem. This Master’s Project is dedicated to all

those pioneering leaders in Boston’s Hospitality Industry, the field of Higher Education and

other for-profit or non-profit entities that have focused their energies towards the promotion of

sustainability in their respective organizations. In essence, the most fundamental lesson of this

Action Learning Capstone has been that leadership in the field of sustainability is most

effectively exercised when the needs of all the stakeholders are taken into consideration through

cooperation and collaboration among individuals, organizations, communities and all other

interested parties.

Project Goals and Impact

Initial Goals of the Master’s Project

I had originally envisioned conducting this Capstone through the adoption of a

“Consulting Case Project” (CCP) modus operandi. A CCP is described as concentrating “on a

specific situation facing an organization, managers (or administrators) and employees within an

organization. The case must be based on field research, depict real life events and include

situations that require the application of leadership practices” (LDR 7980 Master’s Thesis

Capstone Course Syllabus, 2015, p. 3). In this light, the Capstone was to include a multi-tire

approach that on the most fundamental level would entail an educational journey of discovery

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concerning the general definitions and interpretations attributed to the general concept of

sustainability and its practice in the organizational environment.

The necessity to educate one regarding the concept and application of sustainability in

organizations was to last for the duration of the Capstone and continued thereafter in line with

my intention to devote my future career plans towards understanding, promotion and practice of

effective leadership strategies with respect to this indispensable initiative of our time. In this

light, as delineated in the previously submitted Project Statement and Project Plan documents, I

had envisioned the concentration of the CCP to be on the sustainability practices of for-profit

organizations. In addition, I had selected four pioneering for-profit organizations, namely

Patagonia, Seventh Generation, Ben & Jerry’s and Timberland as role models in adopting such

practices in order to more comprehensively construct a collection of best practices in the

application of sustainability in for-profit companies.

Furthermore, in view of the “Action Learning” (LDR 7980 Master’s Project Capstone

Course Syllabus, 2015, p. 2) requirement of the Capstone, I had planned to establish contact with

the said pioneering organizations intended to develop a thorough knowledge of their respective

approaches to sustainability. Pursuant to these foundational stages that would be devoted to

acquiring knowledge based on research of the available scholarly and organizational material in

addition to the introduction of the Action Learning phase, the goal of the CCP would turn to

focus on producing a sustainability best practices manual/document.

Next, as an extension of the Action Learning phase and also in line with the mandate of

the CCP to concentrate on “a specific situation facing an organization, managers (or

administrators) and employees within an organization” (LDR 7980 Master’s Project Capstone

Course Syllabus, 2015, p. 3), the Capstone would concentrate on identifying and sharing the

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best practices manual/document with a fifth for-profit company that would be at a less

developmentally mature level in regards to the introduction of sustainability policies. Most

importantly, my particular interactions with this beginning and intermediate for-profit company

were meant to address and potentially improve the specific sustainability oriented

situation/challenges/dilemmas facing this organization.

I strongly feel that I began the CCP with a very high level of enthusiasm, energy and

conviction. My research of the scholarly, non-peer reviewed literature and information related to

the particular approaches of the four pioneering for-profit firms very much substantiated the

urgency associated with the necessity to adopt sustainable policies and practices

organizationally. The results of some of those findings on sustainability were presented in the

previously submitted Project Statement and Project Plan documents. Nevertheless, as I began to

progress in accumulating a substantial amount of knowledge on a variety of sustainability related

matters; I faced an all-important CCP Action Learning negating obstacle in my inability to

establish any substantive communication with the four indicated pioneering for-profit

companies.

I actually had foreseen the potential for access related challenges from the very beginning

of this Master’s Thesis project. In the section titled “What Risks May be Involved” in the

Project Statement document, I had observed, “The most significant risk inherent in this CCP is

one of acquiring meaningful and productive access to the five indicated organizations (four

pioneering and one at the beginning/intermediate stages) for the purposes of conducting research,

compare/contrast policies or operational modalities and application of best practices”. In

addition, in the Project Plan document, in the section devoted to delineating the “Barriers” that

may be potentially encountered in the conduct of the CCP, I had indicated that a “barrier that I

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may encounter during the conduct of the CCP may be related to the level of assistance that I will

receive from the four pioneering sustainability organizations. The contributions of these four

pioneering organizations are an integral aspect of the CCP”.

In the Project Plan document, I had also referred to an additional “Barrier” that would

have been the “task of identifying, contacting and acquiring access to a fifth organization that is

at the beginning or intermediate stage of adopting sustainability oriented policies and practices.

This by far may prove to be the most challenging aspect of the CCP”. Nevertheless, I began my

outreach attempts in order to establish contact with the four pioneering for-profit firms in the

fourth week of the Spring Session (April 26-May 2) and continued these efforts into Week Five

(May 3-9) and Week Six (May 10-16) of the Capstone.

Initially, I attempted to establish contact with the four pioneering for-profit firms through

the medium of the Internet (company Websites) and E-mails in order to explain my Master’s

Project and seek their assistance. These electronic communications were sent to the Customer

Service and Public Relations Departments of these companies. These initial efforts did not bore

fruit and I continued my outreach by calling these firms and requesting to be directed to their

Human Resources Departments in order to speak in-person/live to an organizational associate

concerning my Capstone project. Unfortunately, in all these phone calls, I was directed to a

recording requesting that I leave a Voice Mail describing my reasons for calling the company. In

the end, in this initial phase, I did not receive any return communications from the four

pioneering for-profit firms.

Clearly, the absence of any response and return communications from the four for-profit

pioneering firms was extremely disappointing to me. In fairness, I must admit that one is always

unsure why organizations may not respond to a scholarly oriented request from researchers. This

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lack of response may be caused by the focus of organizational associates on more important

priorities such as addressing the concerns and serving the needs of internal (employees) and

external customers. Here, performing an employee’s job related responsibilities as designated by

the corresponding organization are indeed considered as more essential than a study of outside

researchers. In addition, the limitations of internal resources and the particular timing associated

with an outreach are also factors that may determine if an organization responds favorably or

otherwise to a request for cooperation from outside researchers.

In spite of the aforementioned reasoning and rationale underlying a lack of response from

the four for-profit pioneering firms, I could clearly observe that the success of my Capstone is in

a serious danger of derailment. Crucially, throughout this Capstone, I have been fully cognizant

of the Action Learning character of the Master’s Project and the particular requirement of the

CCP to concentrate “on a specific situation facing an organization” (LDR 7980 Master’s Thesis

Capstone Course Syllabus, 2015, p. 3). Consequently, the very fact that I was unable to receive

any communications, secure any cooperation or establish any engagement with the firms who are

considered as pioneers in the practice of sustainability had placed the original goals of the

Capstone in serious jeopardy. At this particular juncture, my Master’s Project possessed a high

probability of failure due to its inability to fulfill the Action Learning quality of the Capstone.

Project Transformation and Renewal

One of the most important aspects of my learning experience throughout this Master’s

Project has been my extremely frequent communications with Professor Courtland Booth. These

mostly electronic communications/E-Mail correspondence and three phone conversations were

initiated one week prior to the beginning of the Spring Session and have continued for the

duration of the Capstone. Most importantly, these communications had allowed me to share

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Capstone related ideas with Professor Booth, receive his feedback and in return update him on

my project related progress. I understood my most central duty to Professor Booth as being

honest with him regarding the status of my project related progress. I also came to develop a

very high level of admiration for Professor Booth for his intelligence, perceptiveness,

respectfulness, resourcefulness and hard work.

In this light, as I began to encounter project derailing obstacles related to the Action

Learning feature of the Capstone, I immediately informed Professor Booth of my inability to

establish any engagements with the four pioneering for-profit firms. Here, Professor Booth, in a

very short time span suggested that I should consider establishing contact with other

organizations who have introduced sustainability in their policies and practices. He also

reaffirmed the Action Learning aspect of the Capstone and advised me that the success of my

Capstone project is depended on establishing meaningful engagement with other organizations

and their respective administrators. Accordingly, Professor Booth observed that the Hospitality

Industry has been in the forefront of adopting sustainability practices into its operations for a

variety of reasons such as reducing expenditures or indeed because “it is the right thing to do”

(Professor Courtland Booth).

As evidence of his assertion concerning the Hospitality Industry’s leading role in

adopting sustainability practices, Professor Booth also forwarded to me a recent New York

Times article by Amy Zipkin (2015, April 27) titled “Hotels Embrace Sustainability to Lure

Guests and Cut Costs”. This article observes that currently a number of Hospitality operations

offer their guests the choice of opting out of Housekeeping Department services such as reusing

linen and towels during their stay in order to conserve the energy that may be utilized washing

and cleaning these items.

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The article also refers to other cost saving measures taken by Hospitality properties such

as “installing energy-efficient light bulbs and digital thermostats…using recycled water for

landscaping…displaying…cards in guest rooms about the energy saved by not changing sheets

and towels daily” (Zipkin, 2015) in addition to “introducing…farm-to-table cuisine in restaurants

to lower their carbon footprint, providing charging stations for electric vehicles and using kitchen

scraps for compost and even recycling cooking oil for experimental biodiesel fuel” (Zipkin,

2015). In the article a Hospitality Industry consultant states that “hotels have three reasons to

pay attention to conservation…corporate sustainability; better expense management; and

consumer interest” (as cited in Zipkin, 2015). Furthermore, Zipkin (2015) cites a 2013

TripAdvisor study that “found 79 percent of travelers placed an importance on properties that use

environmentally minded practices”.

In a telephone conversation with Professor Booth, he proposed that I should visit a

number of Hospitality properties and establish contact with some of their managers in order to

understand the nature of their organizations’ sustainability policies and practices. I had

previously shared with Professor Booth that for years I had been employed in the Hospitality

Industry and indeed I considered my career in that field as very spiritually and intellectually

rewarding. In addition, on a volunteer basis, for a period of seventeen years I taught customer

service, conflict resolution and other Hospitality related subject matters in a municipal

program/school established for training entering/inexperienced Hackney operators. I also had

written my Thesis document at the conclusion of my first Master’s degree on the “Nature and

Management of Conflict in the Hospitality Industry”.

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Professor Booth also indicated that in my interactions with the Hospitality Industry and

other organizations, in order to understand their sustainability oriented policies and practices, I

must focus on generating responses to the following four questions:

1. What is/are your most important sustainability goals?

2. What are some other specific sustainability goals that you are trying to implement in the

present or the future?

3. What is your management or leadership style concerning sustainability? Where are most

of your managerial interactions and leadership efforts being concentrated concerning

sustainability?

4. In addition to yourself, are you aware of other Hospitality businesses/operations or other

businesses that are exercising leadership in the field of sustainability?

(The above questions were posed by Professor Courtland Booth. Ardavan A. Shahroodi has

made minor syntax oriented revisions in these questions).

As I may have revised the syntax of some of the above questions, nevertheless, clearly

Professor Booth must receive full credit for their design and content in addition to being

acknowledged for his excellent and timely suggestion that I should focus my engagement efforts

towards establishing contact with the Hospitality Industry and other organizations. Here, while I

began thinking about Professor Booth’s proposal concerning contacting Hospitality properties

and other organizations, I also came to the realization that I must abandon the Consulting Case

Project approach (CCP) and adopt an Action-Based Project (ABP) model (Option One).

In an ABP Capstone Option, the object of the student is to “develop a project, lead others,

strive to achieve shared goals, and analyze the experience” (LDR 7980 Master’s Project

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Capstone Course Syllabus, 2015, p. 2). In this light, the student “will select and create an

initiative in which… [they] may demonstrate the leadership knowledge gained in the degree

program and make a measurable positive impact within a group or organization of [their] choice”

(LDR 7980 Master’s Project Capstone Course Syllabus, 2015, p. 2). As I began thinking about

and designing my new ABP oriented Capstone in commensurate with the particular

characteristics of the Hospitality Industry and some other organizations, I contemplated visiting a

number of hotel properties in the Back Bay section of Boston.

Accordingly, on Monday, May 18, 2015, I proceeded to visit the following Hospitality

properties in the Back Bay section of Boston:

1. Sheraton Hotel Boston Back Bay: Spoke with and left the Sustainability Questionnaire

with a Human Resources Manager.

2. Hilton Hotel Boston, Back Bay: Spoke with and left the Sustainability Questionnaire

with the Front Desk Manager.

3. Westin Hotel Boston, Copley Square: Spoke with and left the Sustainability

Questionnaire with a Human Resources Manager.

4. Marriot Hotel Boston, Copley Square: Spoke with and left the Sustainability

Questionnaire with a Human Resources Manager.

5. Colonnade Hotel Boston, Back Bay: Spoke with and left the Sustainability Questionnaire

with a Human Resources Manager.

6. Fairmont Copley Plaza, Copley Square: Left the Sustainability Questionnaire with the

Concierge to be forwarded to the Human Resources Department.

7. Copley Square Hotel, Copley Square: left the Sustainability Questionnaire with the Front

Desk to be forwarded to Mr. Dean Crean, Director of Engineering.

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8. Lenox Hotel Boston, Back Bay: The hotel associates would not accept the Sustainability

Questionnaire. I was told to E-Mail the Sustainability Questionnaire to Ms. Deirdre

Bodi, Human Resources Manager.

All the aforementioned hotels are within walking distance of each other and as a result, I

was able to visit all the properties in a single day. In all the properties, I requested to speak with

their Human Resources Department (HR) in order to submit the four sustainability oriented

inquiries. Here, in four of the properties, I was able to meet and hand over the Sustainability

Questionnaire to a HR associate, while in three hotels due to the unavailability of the HR

personnel, the questions were left at the Front Desk or the Concierge Desk in order to be

forwarded to the HR Department. In one property, I was given an E-Mail address and told that I

may forward the questions to that particular HR associate.

This first day in the new ABP oriented phase of the Capstone proved to be extremely

important, in spite of my inability in securing concrete responses to the sustainability

questionnaire. Importantly, my interactions during this very crucial day resulted in a heightened

level of confidence in addition to helping me refine my message in describing my research into

the sustainability practices of organizations. This added sense of confidence may have also been

related to the very fact that here I was in the familiar surroundings of Hospitality establishments,

thoroughly understanding the particular service oriented organizational etiquette and culture of

the organization in addition to being very much acquainted with the responsibilities of different

departments.

Nevertheless, I also came to the realization that I may be able to reach a larger number of

Hospitality Organizations by first calling them on the telephone or communicating with them via

E-Mails as opposed to visiting them physically. In essence, due to the very service oriented

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character and relational nature of these organizations, the outreach approach that had not been as

successful in regards to the four pioneering for-profit firms, may prove to be effective in the case

of Hospitality operations. An additional very important consideration promoting the call-first

approach that emanated from my interactions during that Monday, May 18, 2015, was a

realization that organizational associates would appreciate and indeed are entitled to the

opportunity to decline a research oriented outreach effort.

Indeed a potential lack of concern for the convenience, time and interest of others may

potentially derail the possibility of securing any responses during a research oriented outreach

effort when responders realize that the researcher is not respectful of their right in rejecting

questionnaire related requests. With these crucial lessons learned I thought about moving

forward with the ABP outreach strategy, devised a corresponding execution plan and proceeded

in the subsequent days to call and exchange E-Mails with a large number of Boston’s Hospitality

organizations.

In the ensuing days, I would mostly call the general number of the organization, request

to be connected to the Human Resources Department and subsequently describe the nature of my

Master’s Project outreach effort in understanding the sustainability policies and practices of

Hospitality organizations. Occasionally, I would also be directed to the Front Desk or other

departments in the property in the event HR associates were unavailable or invited to leave a

message describing my request to the Human Resources or Engineering Managers. In all my

conversations, I would request that the manager or the department responsible for overseeing

sustainability oriented efforts respond to the previously disclosed four questions that would

subsequently be forwarded to these organizations electronically. In being respectful of the time

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and important responsibilities of these Hospitality associates and managers, I soon developed a

habit during phone conversations of initiating my comments by stating,

“Hi, I am not sure if you are able to help me with this (or if you can help me with this)?”

I thought this was important, because the above comment indicated my respect for the

judgment and understanding of the potential responders in the event they did not wish to become

a part of the ABP sustainability study. In the duration of the ABP sustainability outreach effort, I

spoke, sent E-Mails or left Voice Mails for the following Hospitality associates, managers and

organizations:

1. Taj Hotel Boston, Ms. Maureen Albright, Director of Engineering: Spoke on the phone,

exchanged E-Mails, received substantive responses to the Sustainability Questionnaire.

2. Four Seasons Hotel Boston, Ms. Catriona Eldemery, Human Resources Manager: Spoke

on the Phone, sent E-Mail.

3. Intercontinental Hotel Boston, Ms. Fabienne Eliacin, Engineering Administrative

Assistant: Spoke on the phone, met in person, received tour of the property, conducted

an interview, sent E-Mail, received substantive responses to the Sustainability

Questionnaire. Ms. Erica Connors, Human Resources Manager: Spoke on the phone,

sent E-Mail.

4. Omni Parker House Hotel Boston, Ms. Jennifer Chadwick, Human Resources

Coordinator: Spoke on the phone, exchanged E-Mails. Mr. Bill Mansfield, Director of

Engineering, Leader for Sustainability at Omni Hotels & Resorts: Left Voice Mail,

Exchanged E-Mails.

5. Boston Park Plaza Hotel Boston, Ms. K. McKenzie, Human Resources Manager: Spoke

on the phone, sent E-Mail.

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6. W Hotel Boston, Human Resources Manager: Left Voice Mails.

7. Marriott Hotel Boston Long Wharf, Ms. Megan Wooster, Human Resources Manager:

Left Voice Mails, Sent E-Mails.

8. Millennium Bostonian Hotel, Front Desk: Left Voice Mail for undesignated hotel

manager.

9. Boston Harbor Hotel Rowes Wharf, Human Resources Manager: Left Voice Mails.

10. Hotel Commonwealth Boston, Ms. Heather Southard, Director of Human Resources:

Spoke on the phone, exchanged E-Mails, received substantive responses to the

Sustainability Questionnaire.

11. Ritz Carlton Boston Downtown, Ms. Giliam Medina, Human Resources Manager: Spoke

on the phone, sent E-Mail.

12. Seaport Hotel Boston, Ms. Gilda Santos, Human Resources Manager: Spoke on the

phone, sent E-Mail.

13. Renaissance Hotel Boston, Ms. Maureen Gilmartin, Human Resources Manager: Spoke

on the phone, sent E-Mail.

14. Langham Hotel Boston, Ms. Theresa Neumann, Human Resources Coordinator: Spoke

on the phone, Sent E-mail. Mr. Bob Stone, Purchasing Department Manager: Spoke on

the phone, sent E-Mail.

15. Westin Hotel Boston Water Front, Mr. Peter Neville, Human Resources Manager: Spoke

on the phone, sent E-Mail.

16. The Residence Inn Boston Harbor Tudor Wharf, Mr. Brian Comeau, Human Resources

Manager: Spoke on the phone, sent E-Mail.

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17. XV Beacon, Mr. E. Smoller, Director of Operations: Spoke with an assistant on the

phone and was told to send the E-Mail to Mr. Smoller.

18. Wyndham Hotel Boston Beacon Hill, Mr. H. Mouhsin, Human Resources Manager:

Spoke on the phone, sent E-Mail.

19. Liberty Hotel Boston, Ms. Stephanie Fisher, Human Resources Manager: Spoke on the

phone, sent E-Mail.

20. Marriott Courtyard Boston Downtown, Ms. Robin Brewster, Human Resources Manager:

Spoke on the phone, sent E-Mail.

21. Verb Hotel Boston, Mr. Jeff Kiley, Director of Sales: Spoke with an assistant on the

phone, exchanged E-Mails, received substantive responses to the Sustainability

Questionnaire.

22. Boxer Hotel Boston, Front Desk: Spoke to undesignated associate at the Front Desk and

was told to send E-Mail to undesignated hotel manager.

23. Marriott Courtyard Boston Copley Square, Mr. F. Newton, Director of Engineering:

Spoke to a Front Desk manager and was told to send E-Mail to Mr. F. Newton, Director

of Engineering.

24. Hotel 140 Boston, Ms. S. Fuller, undesignated hotel manager: Spoke with undesignated

associate at the Front Desk and was told to send E-Mail to Ms. S. Fuller, undesignated

hotel manager. Automatic reply, Ms. Fuller was out of office.

25. Kimpton Onyx Hotel Boston, Ms. Roseanne Kwong, Human Resources Manager:

Spoke on the phone, sent E-Mail. This E-Mail was returned.

26. Ames Hotel Boston, an unnamed Human Resources manager: Left Voice Mail for

Human Resources managers.

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27. Club Quarters Hotel Downtown Boston, undesignated Front Desk associate: I was told

the hotel will not participate in the study.

28. Lowes Hotel Boston, an unnamed Human Resources manager: Left Voice mail for the

Human Resources managers.

29. Harbor Side and Charles Mark Hotels (same owner): I was told these hotels will not

participate in the study.

30. Hilton Hotel Downtown Faneuil Hall, Ms. Elaine Rousseau, Human Resources Manager:

Left Voice Mail.

In addition, during the above period, a number of other Hospitality establishments such as the

Eliot Hotel Boston, Battery Wharf Hotel Boston Waterfront and Midtown Hotel Boston were

also contacted. These outreach efforts did not result in any further communications. In the midst

of my outreach efforts involving the aforementioned Hospitality establishments, I also followed

through with some of the Hospitality properties that I had visited in-person on Monday, May 18,

2015. The following is a summary of these follow-through outreach efforts:

1. Sheraton Hotel Boston Back Bay, Ms. Jennifer Ollari, Human Resources Coordinator:

Spoke on the phone, Exchanged E-Mails. Ms. Ollari forwarded my request and the

Sustainability Questionnaire to Mr. Jeff Hanulec (this name was provided by a third

party), Director of Engineering, received substantive responses to the Sustainability

Questionnaire.

2. Hilton Hotel Boston Back Bay, Ms. Gardner, undesignated hotel manager: Spoke on the

phone, sent E-Mail with the Sustainability Questionnaire.

3. Copley Square Hotel Boston, Mr. Dean Crean, Director of Engineering: Left Voice Mail

concerning the Sustainability Questionnaire that was left with the Front Desk.

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4. Lenox Hotel, Ms. Deirdre Bodi, Human Resources Manager: Sent E-Mail with the

Sustainability Questionnaire.

5. Westin Hotel Boston Back Bay, Human Resources Manager: Spoke on the phone

concerning the Sustainability Questionnaire that was left with the Human Resources

Department.

In conclusion of the ABP outreach effort involving the aforementioned Hospitality

establishments, I received five substantive responses to the Sustainability Questionnaire. Three

of these responses where prepared and provided by the responding Hospitality managers, namely

Ms. Maureen Albright, Director of Engineering, Taj Hotel Boston; Mr. Jeff Hanulec, Director of

Engineering, Sheraton Hotel Boston Back Bay and Mr. Jeff Kiley, Director of Sales, Verb Hotel

Boston. I was also invited to take a tour of the sustainability related operations of the Taj and

Sheraton hotels. However due to the limitations of time and my prevailing trait not to take

advantage of other parties’ kindness and generosity, I did not visit these Hospitality properties.

An additional substantive response was generated when I interviewed Ms. Fabienne

Eliacin, Engineering Assistant Manager, Intercontinental Hotel Boston. Ms. Eliacin is also in

charge of sustainability related practices in Intercontinental Hotel Boston. Here, I also received a

tour of the Intercontinental Hotel’s sustainability operations. Furthermore, I received a response

to the Sustainability Questionnaire from Ms. Heather Southard, Director of Human Resources,

Hotel Commonwealth Boston. In this response, Ms. Southard has responded to all the inquiries

in the Sustainability Questionnaire and graciously indicated that the sustainability practices of

her property are in the early stages of development. However, her candid and honest responses

are indicative of the type of leadership characteristics that must be appreciated and promoted in

all organizations. All five substantive responses and supporting material provided by some of

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these Hospitality properties may be found in the Addenda section of this Master’s Project Final

Report.

Finally, in my interactions with Boston’s Hospitality Industry, I repeatedly came across

the name of an organization called “Boston Green Tourism” that in its Web site is described as,

“An association of 200 hoteliers and green product and service vendors who work

with hotels…include several government hospitality programs and non-profit

leaders…work towards a green, healthy and cost effective hospitality sector in

Boston and throughout the U.S.” (Boston Green Tourism, About US, n. d.)”.

I subsequently left a Voice Mail and exchanged E-Mails with Mr. Dan Ruben, the

Executive Director of Boston Green Tourism requesting his assistance in providing

responses to the four questions in the Sustainability Questionnaire. Here, Mr. Ruben also

submitted four substantive responses to the Sustainability Questionnaire that may be

viewed in the Addenda section of this Final Report.

Lastly, it must be emphasized that although my outreach efforts with respect to a

large majority of the hotels that I attempted to contact or actually contacted was not

successful, I was consistently treated with respect and dignity by the managers and

associates of these Hospitality establishments. In addition, the particular end of year

dates of the Spring Session created an obstacle in the conduct of the ABP outreach efforts

as they were conducted during the months of May and June, considered one of the busiest

periods in Boston’s Hospitality Industry due to college graduations. Consequently, it is

very understandable that all Hospitality establishments would need to focus their scarce

human resources on satisfying the immediate needs of their guests.

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All the same, the six substantive responses that were generated from Boston’s

Hospitality Industry together with an analysis of the particular approaches of the leaders

in these properties that are responsible for sustainability operationally offer very effective

lessons in leadership and cultural attributes necessary in promoting such practices

organizationally. The sustainability characteristics of these Hospitality properties

together with the lessons learned in leadership and organizational culture are discussed in

the next section.

Lessons Learned in Leadership, Organizational Culture and the Practice of

Sustainability Generated from Interactions with Boston’s Hospitality Industry and

Their Responses to the Sustainability Questionnaire

Energy conservation. In regards to the practice of sustainability, all six substantive

responses by leaders in the Hospitality Industry to the Questionnaire cited efforts focused

on reducing the usage of energy organizationally. Ms. Maureen Albright, Director of

Engineering, Taj Hotel Boston stated that one of her property’s most important

sustainability goals is to “reduce consumption of HLP [heat, light and power]”. In the

path of achieving this goal, Ms. Albright added , Taj Hotel Boston has already reduced

“electricity consumption” by “conversion to LED bulbs in guest rooms and Front of

House areas”, the usage of “Free Cooling to take advantage of outside temperatures to

cool building, rather than running chillers”, “whenever possible replacement equipment is

[to be] Energy Star rated” and the installment of the “water reuse system that takes steam

condensate (from heat exchangers) and uses this to pre-heat domestic hot water”.

In the current year of 2015, Ms. Albright stated, the Taj Hotel is planning to

replace a number of in-house pumps “that will bring an estimated 10,000 kWh savings”,

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will replace “all Heart of House lighting to LED…220,000 kWh savings” and install

“controls on walk-in coolers which will bring an estimated 17,000 kWh savings”. In

addition, she emphasized, in the future the hotel property will “continue to look for ways

to reduce water, steam and gas consumption”. In relation to the important goal of

“energy and water conservation”, Mr. Jeff Hanulec, Director of Engineering, Sheraton

Hotel Boston Back Bay (largest hospitality property in Boston) observed that the

aforementioned Hospitality establishment’s future aspirations emanate from the parent

company, “Starwood’s commitment to energy and water conservation” [some of the

following information has been generated from a document titled “Sheraton Boston

Hotel: Making Boston a Better Place” provide by Mr. Jeff Hanulec and found in the

Addenda section of this Final Report].

Mr. Hanulec stated that Starwood’s “carbon footprint” reduction policy is

“demonstrated in our 30/20 by 20 reduction goal. 30/20 by 20 aims to reduce energy

consumption by 30% and water consumption by 20% by the year 2020”. He added that

the accomplishment of this goal includes both “required and recommended initiatives”

that are focused on “energy measures, capital expenditures, and preventive maintenance”.

Mr. Hanulec emphasized that,

“Energy and water conservation has been the cornerstone of Starwood’s

environmental policy since 2009. As the first global hospitality company to aim

to reduce energy and water usage per built hotel room, we ask all our owned,

managed, and franchise hotels to work towards our sustainability goals by

implementing reduction methods that do not affect the guest experience”.

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According to Mr. Hanulec [generated from the document titled “Sheraton Boston

Hotel: Making Boston a Better Place], Sheraton Boston Hotel’s continuing energy

conservation efforts include “high-efficiency LED lighting retrofits, implementation of

ECM [Electronically Commutated Motor] motors in all 1220 guestrooms and the

installation of high efficiency water fixtures in all of our 2014 renovated guest rooms.

Demand Control Ventilation”. These actions have resulted in a “700,000 kWh saving

year over year on higher business volumes”. Mr. Hanulec stated that the “City of Boston

recognized us as showing largest energy reduction in their portfolio of commercial

buildings”.

Energy conservation is also an important goal for the Verb Hotel Boston that

according to Mr. Jeff Kiley, Director of Sales (also responsible for sustainability efforts)

has currently installed “energy efficient lighting”, “low flow toilets and showers” in

addition to promoting “energy friendly transportation for employees and guests,

recommending and making available racks for bikes and schedules that accommodate the

train schedule”. In the future, Mr. Kiley added, the Verb Hotel is planning to install

“energy efficient heating/cooling”.

With respect to energy conservation in Intercontinental Hotel Boston, the

document titled “Green Initiatives” (provided by Ms. Fabienne Eliacin, Engineering

Administrative Assistant) found in the Addenda section of this Final Report has stated

that the establishment has currently installed “high efficiency plumbing fixtures”. The

“Green Initiatives” document reports that,

“All toilet flushes, taps and faucets, shower heads have high efficiency water

controls in each of Intercontinental Boston’s guest rooms. In the office areas, all

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faucets have been conditioned with filters to assist in eliminating bottled water

consumption. In 2013, all the guestroom shower heads have been changed from

2.5 to 2.0 GPM [Gallons Per Minute]”.

Furthermore, in this property, “light sensors have been installed in all guest rooms and

office spaces to control electricity” (Green Initiatives document provided by Ms. Eliacin). In an

Interview conducted by the writer of this Final Report, Ms. Eliacin observed that an important

future goal of the Intercontinental Hotel is to be designated as a LEED (Leadership in Energy

and Environmental Design) certified Hospitality operation in Boston that will require major

structural remodeling and significant operational alterations. The Green Initiatives document

also states that “since opening in 2006, Intercontinental Boston offers guests the option of having

their linen changed during their stay in an effort to help conserve water and reduce the effects on

our natural environment”.

An additional Hospitality establishment, Hotel Commonwealth Boston has stated that in

adopting energy saving measures, the property “offer guests the opportunity to have bed made

and not changed, towel reused”. Finally, Mr. Dan Ruben, the executive director of an

organization that promotes sustainability practices in the Hospitality Industry called Boston

Green Tourism has stated that his top “priority” goals “are to move the hotel industry to: Reduce

fossil fuel use/Reduce water, waste and toxins/Improve transportation efficiency”.

Recycling. The overwhelming majority of the respondents also included their present and future

recycling efforts as one of their most important sustainability goals. Here, Ms. Albright, Director

of Engineering, Taj Hotel Boston stated that her property follows a “Single Stream Recycling”

method that recycles “paper/plastic/aluminum/cardboard”. In 2015, according to Ms. Albright,

the establishment has,

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“Added (2) 250 lb. Wet trash recycling units. These units can each take 250 lbs.

of wet trash (food) and convert it into less than 20 lbs. of 1st stage fertilizer.

Employees take this fertilizer home to use in their gardens. Future—perhaps

partner with local farms or parks to take and use this fertilizer in their areas”.

In addition, Ms. Albright observed that,

“All unused soap, and soap products, from our guest rooms are packed and sent

to a recycle facility. We partner with Clean the World Foundation. Clean the

World takes our used soap items, recycles the soap products and creates new bars

of soap that are sent globally to help fight the spread of disease. Clean the World

also recycles the plastic containers that are sent”.

According to Ms. Albright, Taj Hotel Boston’s recycling efforts also include

“batteries/electronics/light bulbs” that “are all packaged and sent to proper recycling

facilities” and “larger bulk items” that “are also kept out of the trash compactor, and are

picked up by outside company for scrap and proper disposal”. In describing the Sheraton

Hotel Boston Back Bay’s recycling efforts, the document titled “Sheraton Boston Hotel:

Making Boston a Better Place” supplied by Mr. Hanulec, Director of Engineering states

that,

“Our partnership with our waste collection vendors helped our team re-launch

our recycling program focusing on every aspect of the waste stream including

solid waste, organics, and hazardous waste and innovative programs like UTC

Mattress recycling which help put young adults to work. We’ve had 10%

increases[s] in our recycling year over year”.

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The aforementioned document also cites Sheraton Hotel Boston’s partnership

with the Clean the World Foundation that has resulted in the collection and recycling of

“2,602 bars of soap, 315 pounds of recycled plastic and 1,119 bottles of shampoo and

conditioner to clean the World [These are partial 2014 figures, the Historic Totals for the

Sheraton Hotel Boston Back Bay as of the aforementioned date are 22,063 bars of soap,

3,236 pounds of plastic and 11,507 plastic bottles according to the information provided

by Mr. Jeff Hanulec, Director of Engineering, Sheraton Hotel Boston Back Bay]”. The

document holds that “Clean the World’s goal is to collect and recycle soap and shampoo

products discarded by the hospitality industry everyday”.

Mr. Jeff Kiley, Director of Sales, Verb Hotel Boston who is in charge of the

property’s sustainability program also stated that “recycling programs” are one of the

most important sustainability goals of the establishment. One of the most comprehensive

recycling programs in Boston’s Hospitality Industry is being implemented in the

Intercontinental Hotel property. In an interview with the writer of this Final Report, Ms.

Eliacin who is in charge of that establishment’s sustainability efforts stated that in the

future, one of the goals of the Intercontinental Hotel Boston is to “continuously find ways

to increase the recycling rates of the property” and eventually become a “zero waste

operation”. Here, a document supplied by Ms. Eliacin titled “Green Initiatives” states

that “from 2007 to 2014 the Intercontinental Boston increased its recycling from 8% to

41%”.

The Green Initiatives document states that in its multi-faceted recycling programs,

the Intercontinental Hotel Boston recycles “vegetable oil from the kitchens,

paper/magazines/newspapers, cardboard, all glass and plastic bottles, cans and plastic

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packaging (Co-mingling recycling), clean/used bed sheets, towels, in-room amenities,

pillows, unclaimed lost & found, batter[ies], light bulb[s], ink and toner”. The Green

Initiatives document also describes the operation of an,

“In-house centralized pulper which is connected to all kitchens…function is to

compress and grind-up organic matter, such as food scraps, paper napkins etc.

with water and then extract most of the moisture to produce a dry, organic pulp

that can be easily disposed. It eliminates a mass of trash and reduces waste,

transportation and disposal costs”.

The Green Initiatives document observes that “all food that is not allowed in the

pulper will be composted”. According to the Green Initiatives document, the

Intercontinental Hotel Boston has also “began a partnership with Global Soap (GSP), a

nonprofit organization with a mission to improve global health. Used soap is collected

from the hotel’s housekeeping department and shipped to GSP’s plant”.

In an additional recycling oriented partnership, Intercontinental Hotel Boston is

working with Clean the World Organization that is a “social enterprise with the mission

of saving millions of lives around the world” (Green Initiatives). Finally, in regards to

recycling efforts, Mr. Dan Ruben, executive director of Boston Green Tourism has

indicated in one of his responses to the Sustainability Questionnaire that the reduction of

“waste” in the “hotel industry” is one of the most important goals of his organization.

Other sustainability oriented present and future efforts and goals. In her responses

to the Sustainability Questionnaire, Ms. Albright, Director of Engineering, Taj Hotel

Boston has stated that “we currently have 6 bee hives on our roof. This is our 3rd year

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and we have increased the number of hives year over year…We now use our honey in

cocktails served in our bar. We also use our honey in deserts”. In the future, Ms.

Albright is hoping to increase the number of hives to “10” in addition to “offer viewing

of the hives to guests, or perhaps even local schools to discuss the health benefits of

honey, discuss the plight of the honey bee and how having these hives is benefitting the

bee overall”.

Ms. Albright has stated that the Taj Hotel is “adding an herb garden on the roof.

The herbs we plant will be used by our Culinary team”. In addition, in the future, she

“would like to…work and partner with local farms to create a menu which features food

sourced within X miles of the hotel…promoting freshness and foods indigenous to the

region”. According to the Green Initiatives document, Intercontinental Hotel Boston also

accommodates and manages a “Roof Deck Apiary” composed of “six hives” whose bees

are “hard at work pollinating the flora of an approximate 4 mile radius of the hotel which

includes Boston’s expansive 21-acre green space, the Rose Kennedy Greenway, Boston

Common and Public Gardens in the Back Bay and the hotel’s own waterfront floral and

herb gardens”.

In general, “two honey harvests take place annually” (Green Initiatives) and the

product is subsequently used in the hotel’s various eating and drinking establishments. In

an additional sustainability program in Intercontinental Hotel, “all unclaimed cell phones

are donated to an organization called, Cell Phones for Soldiers” that “turns old cell

phones into minutes of prepaid calling cards for U.S. troops stationed overseas” (Green

Initiatives). Furthermore, according to the Green Initiatives document, “Intercontinental

Hotel Boston uses an “eco-friendly all-in-one reusable laundry, duffel and hanging

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garment bag”. Lastly, in Intercontinental Hotel Boston “guestroom keys are made from

bioPVC…proven to be biodegradable and environmentally safe. In addition…purchases

easily biodegradable items”.

According to Mr. Jeff Kiley, Director of Sales, in the Verb Hotel, sustainability is

also promoted in an important property goal of using “non-toxic chemical/cleaners” in

addition to “training and reminders regarding proper use and disposal of

chemical/cleaning supplies”. Finally, Mr. Dan Ruben, executive director of Boston

Green Tourism regards helping the Hospitality Industry to “serve environmentally-

friendly food” and “educate guests and staff about green practices and market their

properties as green” as important goals of his organization.

Leadership, culture, partnerships, community, volunteerism and charitable

endeavors in Hospitality Industry’s sustainability efforts. Ms. Maureen Albright,

Director of Engineering, Taj Hotel Boston, in one of her responses to the Sustainability

Questionnaire, describes her practice of leadership as “very hands-on with staff and

external partners”. This indicates that she views competence through personal conduct

and know-how as an important quality in leadership that promotes the indispensable

credibility of the leader. Kouzes and Posner (2012) hold that “Titles are granted, but it’s

your behavior that earns you respect…Exemplary leaders know that if they want to gain

commitment and achieve the highest standards, they must be models of the behavior they

expect of others” (p. 16). These authors add that “one of the best ways to prove that

something is important is by doing it yourself and setting an example” (p. 17).

Here, Kouzes and Posner (2012) contend that “leaders’ deeds are far more

important than their words when constituents want to determine how serious leaders are

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about what they say. Words and deeds must be consistent” (p. 17). Moreover, the

imperative of service is reflected in an additional response of Ms. Albright where she

observes, “I would like to see us contribute more in our community”. Ms. Albright also

adds that, “I have a committee that assists in our hotel wide sustainability efforts, i.e.

Recycling processes, community involvement, etc.” Furthermore, Ms. Albright states

that,

“I work closely with outside Heat, Light and Power contractors. These people

are crucial when looking at projects in the hotel that can reduce consumption.

Partnering with Electric companies, water companies, etc. affords incentives

towards the projects that help to minimize initial costs to fund the projects”.

Here, Kouzes and Posner (2012) observe,

“On every team, and in every organization and community, others also feel

strongly about matters of principle. As a leader, you also must affirm the shared

values of the group…Exemplary leaders set the example by aligning actions with

shared values. Through their daily actions, they demonstrate their deep

commitment to their beliefs and those of the organization” (p. 17).

In view of Kouzes and Posner’s (2012) analysis, Ms. Albright’s application of

leadership begins with her action based posture as a competent and credible leader whose

words and deeds are in close alignment. With respect to matters involving the practice of

sustainability, Ms. Albright empowers and enhances the effectiveness of this approach to

leadership through partnerships with individuals and organizations internally and

externally in order to serve her Hospitality establishment and the larger community. As a

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woman leader and a leader in promoting sustainability in her organization, Ms. Albright

“Model [s]” the Way” (Kouzes & Posner, 2012, p. 16) through individual competence

and establishing partnerships with all those who are impacted by her leadership inside

and outside the Taj Hotel Boston property.

Kouzes and Posner’s (2012) “Model the Way” (p. 16) approach to leadership is

also present in how Ms. Fabienne Eliacin, Administrative Assistant of Engineering,

Intercontinental Hotel Boston conducts herself as a leader of sustainability efforts in her

organization. In an interview with the writer of this Capstone Final Report, Ms. Eliacin

asserted that in order to exercise effective leadership, leaders must be an example to their

subordinates, followers and with respect to the community at large…leadership differs

from management in that leaders must truly and authentically embrace the intended

mission and elevate that mission to a higher plateau (In line with the format of the

interview with Ms. Eliacin, this is a paraphrase and not a direct citation of her

comments).

Ms. Eliacin added that competent leaders practice a participatory style of

leadership that entails following an open door policy and maintaining an open mind in

regards to all constructive ideas (paraphrase). This leadership temperament, Mrs.

Eliacin believes, will promote a positive sense of balance in the decision making process

(paraphrase). Mrs. Eliacin emphasized that the responsibility of leaders is to

continuously educate everybody in regards to the importance of sustainability standards

and practices in addition to enthusiastically support and expand charitable efforts on

behalf of their respective organizations (paraphrase).

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The standard of “Model the Way” (Kouzes & Posner, 2012, p. 16) is also present

in the responses to the Sustainability Questionnaire and other supporting material

provided by Mr. Jeff Hanulec, Director of Engineering, Sheraton Hotel Boston Back Bay.

In a document titled “Sheraton Boston Hotel: Making Boston a Better Place”, the

establishment asserts that “the Sheraton Boston is involved in many different programs

and partnerships in an effort to continuously improve and grow our sustainability

efforts”. Here, in addition to sustainability oriented endeavors in regards to energy

conservation and recycling, the documents emphasizes that “our efforts in making Boston

a better place are not all about the bottom line and preserving our natural resources; we

also participated in many community service related efforts” such as “blood drives, bake

sale, donate 4 tons of food to local food pantry, dinner for the [underprivileged] elderly”

and other charitable campaigns.

The imperative of “Model the Way” (Kouzes & Posner, 2012, p. 16) implies a

leadership understanding and orientation that is also focused to “teach others to model the

values” (p. 87) of the organization. In this light, leaders must be cognizant of the fact

that,

“You’re not the only role model in the organization. Everyone should set the

example. Words and deeds have to be aligned at all levels and in all situations.

Your role is to make sure that your constituents are keeping the promises they

have made” (pp. 87-88).

Kouzes and Posner (2012) contend that in order to “teach others to model the

values” (p. 87), leaders and organizations must promote institutional standards by

“reinforce [ing them] through systems and processes” (p. 93). Accordingly,

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“All exemplary leaders understand…that you have to reinforce the key values that

are important to building and sustaining the kind of culture you want. Key

performance measures and reward systems are among the many methods

available to you” (p. 95).

The aforementioned leadership values of educating, teaching, reinforcing or

rewarding are very much evident in the sustainability policies and practices of the Verb

Hotel Boston and the Boston Green Tourism organization. Mr. Jeff Kiley, Director of

Sales, Verb Hotel Boston who is also in charge of that establishment’s sustainability

efforts, in response to the Sustainability Questionnaire, has enumerated the following

organizational practices in order to “reinforce” (Kouzes & Posner, 2012, p. 93)

sustainability “through systems and processes” (p. 93): “Recognition of associates that

use energy efficient transportation to/from work and/or carpool”, “reminders of

employees to recycle” and “training and reminders regarding proper use and disposal of

chemicals/cleaning supplies”.

An important entity that has been teaching, reinforcing and thereby promoting

sustainability oriented policies and practices for a number of years in Hospitality

establishments is the Boston Green Tourism organization. In his responses to the

Sustainability Questionnaire, Mr. Dan Ruben, the executive director of the said

organization has emphasized that teaching and reinforcing of sustainability is indeed an

integral part of the leadership related mission and efforts of Boston Green Tourism. Mr.

Ruben enumerates some of the aforementioned teaching and reinforcing sustainability

oriented activities as:

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. “Show how green practices/products help hotels advance their goals: cost

reduction, appeal to prospective guests, staff satisfaction, improved indoor air

quality”.

. “Teach hotels about the latest advances in the green industry”.

. “Provide a newsletter, workshops and training sessions”.

. “Post presentations and articles on the Boston Green Tourism Website”.

. “Use hotel case studies liberally. Show that and how other hotels are going green.

Be specific about what hotels are doing, why, detailed cost/benefit analyses”.

. “Advise hotels about how certain green certifications can help them”.

Most importantly, Mr. Ruben states that his teaching and reinforcing leadership

approach in regards to sustainability is to,

“Give honest analyses. Point out barriers, disappointing products, when to be

wary, etc. Be credible—not a cheerleader. Carefully screen products and

services based on environmental value, cost, quality and other features that

concern hoteliers”.

Renewed Sustainability Oriented Outreach to the Four For-Profit Pioneering Firms

As I conducted my ABP oriented sustainability outreach with the Hospitality

Industry and began interacting with and describing my Capstone to Hospitality

organizations, a heightened sense of confidence and enthusiasm convinced me to once

more contact the four pioneering for-profit firms who practice sustainability. With

respect to the Timberland Corporation, this renewed outreach effort did not generate any

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meaningful communication. In regards to the Ben & Jerry’s Corporation, I was able to

speak on the phone with a pleasant Customer Service representative that typed the

questions from the Sustainability Questionnaire and promised to forward these inquiries

to other associates in the organization. This Customer Service representative stated that

she could not guarantee that I would receive a response from the intended employees.

In relation to the Seventh Generation Corporation, I spoke and exchanged a number of E-

Mails with a very helpful member of the Customer Service Team named Ms. Jan. She informed

me that Seventh Generation is a B-Corporation and thereafter forwarded the Sustainability

Questionnaire to their Corporate Consciousness Team. However, Jan stated that

“I wouldn’t be surprised if you do not hear back from them sadly. They are a two

person team who are absolutely strapped for time. They have worked incredibly

hard to provide the answers to your questions through our Web site in documents

like our Corporate Consciousness Report”.

I actually had already printed (from the company Web site) and studied the latest

(2013) Corporate Consciousness Report of the Seventh Generation Corporation that

indeed contained very important sustainability related material. I subsequently thanked

this conscientious employee in a Reply E-Mail for her follow-through and truthfulness.

In my interactions with the Patagonia Corporation, I spoke with and exchanged E-

Mails with Mr. Chipper Bro who identified himself as a Human Resources associate. Mr.

Bro did eventually provide a number of very concise responses to the Sustainability

Questionnaire that he forwarded to me via E-Mail. These responses have been added to

the Addenda section of this Final Report document.

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Lessons learned. As stated in the above paragraphs, both Patagonia and Seventh

Generation companies informed me that they are certified as a “B Corporation”. In a

corresponding Web site, under the title of “Why B Corps Matter” (bcorporation.net, n.

d.), the following description states “By voluntarily meeting higher standards of

transparency, accountability, and performance, Certified B Corps are distinguishing

themselves in a cluttered marketplace by offering a positive vision of a better way to do

business” (bcorporation.net, n. d.). The description adds that “Business, the most

powerful man-made force on the planet, must create value for society” (bcorporation.net,

n. d.) and that the B Corp organization and its affiliated “community” (bcorporation.net,

n. d.) are,

“Encouraging all companies to compete not just to be the best in the world, but to

be the best for the world. As a result of our collective success, individuals and

communities will enjoy greater economic opportunity, society will address its

most challenging environmental problems, and more people will find fulfillment

by bringing their whole selves to work” (bcorporation.net, n. d.).

Accordingly, in Patagonia Corporation’s responses to the Sustainability

Questionnaire, Mr. Chipper Bro who identified himself on the phone as being with the

Human Resources Department for a number of years has stated that, “We are a B-

Corporation. That means that all of our job’s purpose is to solve social and

environmental problems”. In responding to the question that asks regarding Patagonia’s

present and future sustainability goals, Mr. Bro states, “To cause no unnecessary harm in

everything we produce”. Finally, on reflecting on the particular leadership approach

concerning the application of sustainability organizationally, Mr. Bro observes that in,

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“Every conversation we have in building product or processes all start with

sustainability”.

This Capstone Final Project Report does not necessarily promote the concept of

the B-Corporation model. Indeed in a free marketplace for-profit entities must have the

inherent and inalienable right to create their own business model based on their unique

perspectives, world view, vision and values. However, the objective here is to explore

how different for-profit and for that matter non-profit organizations may learn from each

other in the application and promotion of sustainable standards and practices.

The aforementioned descriptions of the B-Corporation found in the Web site of

that organization and the responses of Mr. Bro, the Human Resources associate from the

Patagonia Corporation offer us the following lessons. First, B-Corporations focus on

balancing the goals of “transparency” (bcorporation.net, n. d.), “accountability”

(bcorporation.net, n. d.) and “performance” (bcorporation.net, n. d.) in order to

simultaneously create value for the firm and for society. Secondly, this particular

business posture, it is argued, will promote “greater economic opportunity”

(bcorporation.net, n. d.) for all the stakeholders, “address…environmental”

(bcorporation.net, n. d.) challenges and enhances job satisfaction for the employees

(bcorporration.net, n. d.). In this light, Patagonia’s responses to the Sustainability

Questionnaire emphasize their adopted mission to “solve social and environmental

problems…cause no unnecessary harm in everything we produce” and crucially, place

sustainability at the forefront of all leadership efforts when “building products and

processes”.

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Sustainability Oriented Outreach to Institutions of Higher Education and the

Lessons that Were Learned in this Interaction

I received substantive responses from Northeastern University, Boston University,

Boston College and Harvard University to the Sustainability Questionnaire. These

responses may be viewed in the Addenda section of this Final Report. All responses

illustrate wide ranging and meaningful energy conservation, recycling/waste reduction

and community building/collaborative sustainability efforts on the part of these

institutions. Most importantly, in the promotion of sustainability these institutions and

their respective leaders are enthusiastic community builders. In this light, in regards to

her managerial interactions and leadership efforts, Ms. Carol Rosskam, Northeastern

University’s Sustainability Program Manager states that, “Fundamentally, I am a

community-builder”.

Additionally, in relation to the act of building supportive communities as a crucial

leadership vehicle in the promotion of sustainability, Mr. Robert Pion, LEED AP, Boston

College’s Sustainability Program Director observes, “My leadership style is one of

collaboration. Although it takes more time sometimes to achieve results, I believe that it

is important to have a solid base of individuals who help reinforce and sustain actions

and initiatives”. Here, Mr. Dylan Lewellyn, a sustainability leader from Boston

University holds that the “mission” of the sustainability program in BU is to “lead the

University in a more sustainable direction by integrating sustainability into the culture

and structure of Boston University” through “collaborative effort from students, faculty,

and staff who feel empowered through education about sustainability initiatives to lead

change across campus”.

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Mr. Lewellyn adds, “In the field of sustainability, the most powerful tools we

have to manage people and push for change are collaboration, networking, and

empowerment”. Finally, the Web site of Harvard University’s Office for Sustainability

reports that with respect “Governance” or leadership,

“Implementing Harvard’s sustainability goals requires an unprecedented level of

collaboration…The foundation of sustainability at Harvard is collaborative

decision making and a clearly defined administrative and organizational

management framework to engage and empower students, staff and faculty…This

governance structure was created to foster continuous improvement and

coordinated decision making, and to ensure that all stakeholders have a voice in

policy development through active participation in planning and implementation

efforts” (Harvard University Office for Sustainability, Commitment, n. d.).

In this light, Ms. Heather Henriksen, Director of Harvard University’s Office for

Sustainability observes that “Collective decision-making has had a multiplier effect on

us” (Harvard University Office for Sustainability, Commitment, n. d.).

Sustainability Oriented Outreach to Atlantic Wharf Boston and the Lessons that

Were Learned in this Interaction

A highly respected for-profit organization recognized as a leader in adopting and

promoting sustainable standards and practices in Boston’s commercial property market is the

Atlantic Wharf high-rise building. This pioneering organization that is owned by Boston

Properties “has been awarded Platinum certification under the U.S. Green Building Council

LEED [Leadership in Energy and Environmental Design] rating system” (Atlantic Wharf Web

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site, Sustainability, n. d.) and is considered as “Boston’s first green skyscraper” (Atlantic Wharf

Web site, Sustainability, n. d.). The particular design of Atlantic Wharf facilitates a usage of

“33% less energy than comparable downtown office towers and 42% less energy than a typical

existing office in New England” (Atlantic Wharf Web site, Sustainability, n. d.).

In addition, the Atlantic Wharf building is “designed to use 69% less domestic water in

the office tower compared to a typical downtown tower” (Atlantic Wharf Web site,

Sustainability, n. d.) and during its construction phase “utilized building materials manufactured

from recycled products” (Atlantic Wharf Web site, Sustainability, n. d.). In responding to the

Sustainability Questionnaire, Mr. Ben Myers, Sustainability Manager, LEED AP BD+C has

stated that,

“As one of the largest owners and developers of office properties in the United States,

Boston Properties continually seeks ways to promote our growth and improve our

performance by attracting and retaining tenants and controlling costs. The efficient

operation of our buildings in an environmentally responsible manner and positively

impacting the communities in which we operate are important components of this

strategy”.

In line with the aforementioned sustainability oriented strategy Mr. Myers has

enumerated the goals of Atlantic Wharf as “Reduce energy consumption (electricity, gas, district

heating/cooling)”, “Reduce potable water consumption (fixtures, toilets, process/cooling towers,

irrigation), “Increase waste diversion (recycling)” and “Reduce key performance indicator

intensities”. Mr. Myers adds that other present and future sustainability plans of the Atlantic

Wharf organization include “A comprehensive greenhouse gas reduction goal”, “A renewable

energy generation goal” and a “Green (LEED) certified (% portfolio) goal”.

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Mr. Myers also observes that “on an ongoing basis, Boston Properties reviews which

measures are the most effective in supporting” their overall “strategy and where the greatest risk

lies in not taking action. We focus our efforts on the areas we can control and make significant

impacts”. The lesson of the Atlantic Wharf organization is in the very fact that for-profit

companies may efficiently and effectively promote growth and control costs through adopting

genuine and authentic sustainability standards and practices. This indeed is a question of

leadership that adopts sustainable business strategies that are simultaneously in the interest of the

firm, corporate responsibility, host communities, society and the planet.

Leadership Development

What Leadership and Other Skills Did You Practice, Learn about and Develop During this

Project?

This Master’s Project was extremely difficult to design and implement. I was moved to

devote this Capstone to understanding how for-profit companies implement sustainability into

their organizational practices due to an increasing sense of alarm at the environmental dilemma

that is faced by our species. I came to this Project with limited background in environmental

sciences, ecology, biology, climatology and other natural sciences. Nevertheless, my studies in

political science, history, organizational studies, social psychology, leadership studies and

conflict resolution have convinced me that major structural changes must be adopted in an

expeditious manner in how humanity utilizes natural and mineral resources in order to avoid a

state of environmental catastrophe and the resultant never ending cycles of socioeconomic crisis.

As this is awareness on an intellectual level, on an emotional level, I am devastated by

the destruction of the natural habitats and the ecological equilibrium of our planet indispensable

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for the survival of our own and all other species. Indeed we are at the edge of a precipice and a

sense of urgency must characterize all our organizational, economic and political decisions and

actions. This sense of urgency has also convinced me to dedicate the time remaining in my

working years and natural life to the promotion of sustainability in our society. Indeed, urgency

as a fundamental element of this project gave me the emotional and psychological resilience

needed to perform my Capstone related duties and necessary tasks.

In regards to organizational transformation, Kotter (2012) contends “establishing a sense

of urgency” (p. 23) requires “identifying and discussing crises, potential crises, or major

opportunities” (p. 23). This indeed is not only true with respect to organizational environments;

a similar dynamic is prevalent in relation to a state of economic, political, social or

environmental crisis. Consequently, I began this Capstone with a deep belief on an intellectual

and emotional level that our species is entering or we are actually presently in a state of crisis

rooted in an inability to control a voracious appetite for the extraction and consumption of

natural and mineral resources combined with an ever increasing global population that is only

aggravating this quandary.

I completed the initial phase of my research into patterns that have necessitated the

adoption of sustainable practices described in the Project Statement and Project Plan documents.

This research made me understand the disastrous ramifications of this state of crises for our

planet in addition to confirming a sense of urgency governing my Capstone related actions.

Kotter (2012) observes that “creating a strong sense of urgency usually demands bold or even

risky actions that we normally associate with good leadership” (p. 45). This sense of urgency

also convinced me that I must design an outreach effort that would entail contacting

organizations that I was unfamiliar with in order to understand their sustainability oriented

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policies and practices. Under normal circumstance, in view of my extremely deferential posture,

I may have hesitated contacting and imposing on the valuable time of unfamiliar organizations.

In this light, I first attempted to contact four for-profit pioneering firms that practice

sustainability. This outreach effort was not successful. However, at this juncture, Professor

Booth suggested that as a former Hospitality Industry employee who is familiar with the

structure of such organizations, I must contact hotel properties that have adopted sustainable

practices as an effort to reduce costs, and/or address the environmental concerns of guests. At

the most fundamental level, I viewed this Master’s Project as a movement in ethical leadership.

Northouse (2013) observes that “ethics is central to leadership, and leaders help to establish and

reinforce organizational values. Every leader has a distinct philosophy and point of view” (p.

428).

Gini (1998) adds that “all leaders have an agenda, a series of beliefs, proposals, values,

ideas, and issues that they wish to put on the table” (as cited in Northouse, 2013, p. 428). Here,

my agenda for this Capstone was the understanding and promotion of sustainability on the

organizational and societal level and this I understood as being the ethical purpose of this

project. As I approached the Action Learning responsibilities of this Capstone, I implemented

the four principles of “respect, service…honesty, and community” (Northouse, 2013, p. 430)

recognized together with “justice” (p. 430) by Classical and the Age of Enlightenment

philosophers or modern scholars as “the foundation for the development of sound ethical

leadership” (p. 430). Nevertheless, I must emphasize that in this Capstone, I did not interact with

and learned from followers but leaders themselves that had adopted and practiced sustainability

in their respective organizations.

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In relation to the leadership principles and temperaments of respect and honesty, as it is

my disposition towards all people, I practiced an approach of authentic politeness and full

disclosure towards all people. In that spirit, I was perpetually focused on strictly adhering to the

rules (play by the rules) and not to take advantage of other person’s generosity, kindness and

time. During the first day of visiting Hospitality properties, I kept in mind that in general the

practice of solicitation is not allowed in hotel establishments. In each of the eight properties, I

requested to see and speak with the Human Resources Department (HR Department) in order to

first describe my research to an organizational entity that I believed must have the final say in

evaluating the participation of the establishment in a research study.

Nevertheless, in some properties, the HR personnel were not available and the

Sustainability Questionnaire was left with either the Front Desk or the Concierge Department

employees. In the five other establishments, I requested to utilize the back of the

house/employee entrance where the property’s security employees would first call the HR

Department and receive permission prior to allowing me to enter the building. I understood this

procedure as the most appropriate course of conduct allowing the respective authorities of the

hotel property the ability to thoroughly evaluate my request and thereby decide if they would

permit me to proceed to the HR Department.

In these five hotel properties, I first presented my NEU ID and Massachusetts Driver

License to the security personnel in the event they wished to record my identity. I subsequently

would describe the nature of my Master’s Project concerning the sustainability practices of

organizations and request to contact the HR Department. Once I would speak with a HR

manager, I also handed them the Sustainability Questionnaire and request their assistance in

providing responses describing the programs and practices of their organization. I continuously

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concentrated on being respectful of organizational norms and practices regarding non-employee

contacts, communications and requests.

Subsequent to that first day of visiting hotel properties, I proceeded to initially call the

hotel establishments and again requesting to first speak to the HR Department of a given

property in order to describe my Master’s Project. In some establishments I was unable to reach

the HR Department. In other hotels, with the permission of the HR Department, I was able to

speak with or exchange E-Mails with those in the property that were responsible for the

sustainability practices of the organization. I must once again emphasize that regardless of the

success of these interactions, throughout the outreach Action Learning period, I was treated with

respect and dignity by the respective Hospitality establishments.

Furthermore, in addition to the Intercontinental Hotel Boston, the Taj Hotel Boston and

the Sheraton Hotel Boston Back Bay properties also offered to conduct personal tours of their

sustainability practices for the purposes of this Capstone. These invitations were forwarded to

me via E-Mail correspondence pursuant to receiving very thorough and useful responses to the

Sustainability Questionnaire from the Directors of Engineering of these establishments. Here,

out of respect for the valuable time of these Hospitality Industry leaders, I did not take advantage

of these offers in order not to be of any further impositions. In relation to the Intercontinental

Hotel Boston, during a phone conversation I interpreted that the respective sustainability oriented

manager, Ms. Eliacin, would prefer an interview session during which she will be able to

describe the specific characteristics of the program and her particular leadership approach.

All in all, whether in my interactions with Hospitality establishments or subsequently

with other organizations, I continuously endeavored not to impose on the valuable time of

sustainability leaders in addition to being respectful, humble, deferential, accommodating, self-

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effacing, fully transparent, tolerant and patient. Beauchamp and Bowie (1988) emphasize that

“persons must be treated as having their own autonomously established goals and must never be

treated purely as the means to another’s personal goals” (as cited in Northouse, 2013, p. 431).

These scholars add that “treating others as ends rather than as means requires that we treat other

people’s decisions and values with respect; failing to do so would signify that we were treating

them as a means to our own ends” (as cited in Northouse, 2013, p. 431).

The aforementioned Kantian (1724-1804) driven mind set and values conducted my

personal behavior during this Master’s Project as I was always cognizant of the imperative that

these organizational leaders possess their own priorities and responsibilities and I must never

take advantage of their kindness and consideration in responding to the Sustainability

Questionnaire. Here, I was also mindful of my responsibility to be a guardian of the good name

of their persons and the reputations of their respective organizations. Similarly, I was ever

mindful of the necessity for honesty in strengthening “relationships” (Northouse, 2013, p. 436) as

opposed to dishonesty that “even when used with good intentions…contributes to the breakdown

of relationships” (p. 436).

In regards to the ethical leadership attributes of service and community, I saw the essence

of this Master’s Project as being an instrument of service to society by learning the sustainability

practices of organizations and sharing these standards with other entities. This activity will be

performed with those individuals and organizations that have responded to the ABP

Questionnaire intended to form communities of leaders who are focused on promoting

sustainability in the Hospitality Industry and other fields. As Senge (1990) contends, in this

Master’s Project, I saw myself as a servant and steward, all the while,

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“Clarifying and nurturing a vision that is greater than oneself. This means not

being self-centered, but rather integrating one’s self or vision with that of others

in the organizations. Effective leaders see their own personal vision as an

important part of something larger than themselves” (as cited in Northouse, 2013,

p. 432).

Here, I understood an additional central goal of this Capstone as learning from the

practices and visions of different organizations’ sustainability leaders, combining this knowledge

with selective academic research and sharing the results with the participants. This was in line

with the definition of leadership as a “process whereby an individual influences a group of

individuals to achieve a common goal” (Northouse, 2013, p. 5) that would have been the

promotion and propagation of sustainability organizationally. Northouse (2013) observes that

“an ethical leader takes into account the purposes of everyone involved in the group and is

attentive to the interests of the community and the culture” (p. 437). Here, I viewed the

promotion of sustainability as the very purpose of this Capstone adopted to serve the “interests of

the community and the culture” (Northouse, 2013, p. 437).

What Noteworthy Successes or Issues occurred in Certain Leadership Interactions?

One of the most intellectually rewarding and spiritually gratifying experiences during this

Capstone was my phone conversation and E-Mail exchanges with Ms. Maureen Albright,

Director of Engineering, Taj Hotel Boston. Ms. Albright enthusiastically agreed to describe the

sustainability practices of her Hotel property by responding to the Sustainability Questionnaire.

Ms. Albright’s responses captures a comprehensive sustainability program that includes serious

organizational efforts related to the reduction of energy usage (heat, light and power

consumption), recycling procedures involving different items (Single Stream Recycling,

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batteries, etc., larger bulk items, wet trash recycling), bee hives on the roof, cooperation and

partnership with internal (other departments) and external partners (electric companies, water

companies, other hotel companies) (please note the aforementioned information and most of the

sustainability oriented terms were provided by Ms. Albright).

These interactions convinced me that Ms. Albright is an authentic sustainability leader

who acts with the courage of her convictions in promoting sustainability in her organization.

The striking element of her leadership style was also her dedication to the future expansion of the

sustainability practices of the Taj Hotel Boston organization and efforts as she stated to

“contribute more in our community” (Ms. Maureen Albright). I observed that Ms. Albright’s

application of leadership resembled “Bill George’s [2003] Authentic Leadership Approach”

(Northouse, 2013, p. 258) that describes these types of leaders as having a,

“Real sense of purpose. They know what they are about and where they are

going. In addition to knowing their purpose, authentic leaders are inspired and

intrinsically motivated about their goals. They are passionate individuals who

have a deep-seated interest in what they are doing and truly care about their work”

(as cited in Northouse, 2013, p. 258).

An additional noteworthy success or issues that occurred in my leadership

interactions emanated from the access related challenges encountered during the initial

stages of the Master’s Project. Here, I believe what saved this Capstone was the practice

of being honest, frank and transparent with Professor Courtland Booth concerning these

access related obstacles. This expression of truthfulness helped me to benefit from the

vast experiences and knowledge of Professor Booth and in line with his recommendations

concentrate my energies on generating responses from my former employer; the

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Hospitality Industry. Professor Booth’s invaluable leadership insight allowed me to

incrementally improve my confidence level in a familiar environment with a sense of

pride and deep knowledge of organizational standards and practices.

What New Questions and New Ideas About Leadership in General, and Your Own

Capacity as a Leader, Have You Identified? What Developmental Goals Are

Important for You Now?

In this Master’s Project, I have come to observe and learn that competence is an

indispensable leadership quality invaluable in enhancing the credibility of leaders who

are in charge of managing and promoting sustainability in organizations. Importantly, as

illustrated and practiced effectively by Ms. Maureen Albright, Director of Engineering,

Taj Hotel Boston, this exercise of competence must be intellectual and theoretical in

addition to as she has stated “hand on” and practical.

Additionally, this Capstone has underscored beyond a reasonable doubt that

honesty is always the most effective, efficient and productive leadership approach that

promotes what Walumbwa et al. (2008) refer to as the authentic leader characteristic of

“self-awareness” (as cited in Northouse, 2013, p. 263). Here, self-awareness “refers to

the personal insights of the leader. It is not an end in itself but a process in which

individuals understand themselves, including their strengths and weaknesses, and the

impact they have on others” (as cited in Northouse, 2013, p. 263).

In this Master’s Project, the process of self-awareness began while encountering

access related obstacles that I truthfully reported to Professor Booth. This expression of

full transparency resulted in the timely and most beneficial advice of Professor Booth that

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brought me back to my organizational roots and strengths eliminating a debilitating

weakness in this Capstone Project. This expression of truthfulness emanated from what

Walumbwa et al (2008) observe as an “internalized moral perspective” (p. 264) that is a

“self–regulatory process whereby individuals use their internal moral standards and

values to guide their behavior rather than allow outside pressures to control them. It is a

self-regulatory process because people have control over the extent to which they allow

others to influence them” (as cited in Northouse, 2013, p. 264).

The existence and exercise of this internalized moral perspective controlling the

conduct of Professor Booth and me facilitated an environment that Walumbwa et al

(2008) describe as one of “relational transparency” (as cited in Northouse, 2013, p. 264)

where individuals are characterized as “being open and honest in presenting one’s true

self to others. It is self-regulatory because individuals can control their transparency with

others” (as cited in Northouse, 2013, p. 264).

Finally, this Capstone has proven to me that exposure to responsibility and the

performance of tasks has the potential to drastically increase the level of my confidence.

In this light, at the onset of my ABP Action Learning interactions with organizations that

practice sustainability I described the Capstone with hesitation, although this posture of

being unsure soon gave way to confidence based on practice, awareness and knowledge.

Crucially, the educational process related to further developing and improving my

sustainability oriented theoretical and practical knowledge will further enhance my

corresponding competence and confidence in this field in the years ahead.

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Research

What Literature Was Relevant to Managing the Project and Leading its Members?

What Models Did You Use form Prior Assigned Readings and Studies in the Degree

Program and from Your Own Research for Your Project?

In this Capstone, literatures in two separate fields of study were “relevant to

managing the project and leading its members”. The first field of study included

academic and other writings on environmental, population, resource and organizational

studies that have made sustainability as an indispensable imperative for the ensuing

welfare and survival of our species. The majority of this research was presented in the

Project Statement and Project Plan documents in addition to being very selectively

repeated in the following section in a logical fashion in order to illustrate the ensuing

crisis and the sense of urgency that must govern all our actions concerning the adoption

of sustainable practices in our organizations and society. The second field of study

included in this Capstone included writings on various models, theories and practices of

leadership.

The case for sustainability. The case of urgency for the adoption of sustainable

practices organizationally and in society is rooted in the inevitable looming crisis that is

besieging and jeopardizing the future of humanity. This state of crisis has partly emerged

from the very fact that “the world’s population, virtually static throughout most of

history, has grown to unprecedented size over the past two centuries, largely due to

advances in health care that developed in the industrial world, then spread to the

developing world” (Mor Barak, 2014, p. 78). Here, in particular, in the past 50 or at most

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60 years these ironically positive developments in healthcare, sanitation and life

expectancy have led to the expansion of the world’s population dramatically.

Incredibly, in 1804, the world population stood at 1 billion whereas that figure by 1950

had increased to 2.5 billion and by the year 2000, approximately 6 billion people inhabited our

planet (Information Please/Pearson Education, n. d.). The world’s population is projected by the

U.S. Census Bureau (n. d.) to stand at 9.3 billion (as cited in Information Please/Pearson

Education, n. d.) by 2050. However, Mor Barak (2014, p. 79) has observed that the world

population growth “to over 9 billion” (p. 79) is reflective of fertility rates that are presently in

“decline” (p. 79). In the event these fertility rates do not decline as expected, “the United

Nations sees the world’s population growing…reaching 11 billion in total” (Mor Barak, 2014, p.

79).

A prime example of this dramatic increase in the world’s population is transpiring in the

continent of Africa that has witnessed “during the second half of the twentieth century” (Savitz,

2013, p. 33) an expansion from “230 million to 811 million” (p. 33) people. At the end of the

21st Century “Africa’s population is projected to triple again to 2.4 billion, with Nigeria alone

expected to hold some 730 million people—greater than the projected population of the entire

European continent” (Savitz, 2013, p. 33). Savitz (2013) holds that “with the world population

growing so quickly and with so many hundreds of millions of people rapidly increasing their

consumption of resources, including energy…the concentration of atmospheric carbon is

continuing to rise…driven in part…by the use of fossil fuels” (p. 35).

The increase of consumption on a global scale is further energized by the rapid growth

and inclusion of the economies of China, India, Brazil, Indonesia and a number of other

countries in the world trade and commerce network and structure. Here, McCormick (2014)

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observes that “current consumption and production patterns in industrial countries are not

sustainable and cannot be extended throughout the world without exceeding most planetary

boundaries” (p. 5). In order to provide a solution to this global dilemma, a number of businesses,

organizations and foundations have proposed adopting sustainable commercial practices that

similar to the following definition offered by the World’s Business Council for Sustainable

Development (2005) aim at “meeting the needs of people today without compromising the

ability of future generations to meet their own needs (as cited in Wirtenberg et al, 2007, p. 11).

A further popularly recognized definition proposed by the Symposium on Sustainability

(2001) describes organizational sustainability as a “company’s ability to achieve its business

goals and increase long term shareholder value by integrating economic, environmental and

social opportunities into its business strategies (as cited in Wirtenberg et al, 2007, p. 11). Here,

Waddock (2004) holds that sustainability must be understood as “caring for the well-being of

others and the environment in such a way that value is created for the business” (as cited in

Glavas & Mish, 2015, p. 625). Glavas and Mish (2015) emphasize that “a firm’s sustainability is

manifested in the strategies and operating practices that it develops to operationalize

relationships with and impacts on stakeholders and the natural environment (p. 625).

In a classic understanding of sustainability, Coomer (1979) contends that “a sustainable

society is one that lives within the self-perpetuating limits of its environment. It is not a no-

growth society, but rather, a society that recognizes the limits of growth and looks for alternative

ways of growing (as cited in Bolis et al, 2014, p. 11). Finally, in a widely accepted declaration

on sustainability, the World Commission on Environment and Development (WCED, 1987)

proposes that “humanity has the ability to make development sustainable, i.e., to ensure that it

meets the needs of the present generation without affecting the ability of future generations to

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meet their own, in which every human being has the opportunity to develop in freedom, within a

balanced society and in harmony with the environment” (as cited in Bolis, 2014, p. 11).

The application of the relevant literature and models of leadership. The overarching

approach of this Capstone may be found in the theories of Transformational and Servant

Leadership. Burns (1978) describes Transformational leadership as “when one or more

persons engage with others in such a way that leaders and followers raise one another to

higher levels of motivation and morality” (p. 20). Nevertheless, in this Capstone, I

interacted with leaders who practice and promote sustainability in organizations. These

organizational leaders were definitely not followers in this project. Here, our

engagements were focused on promoting the sustainability oriented moral act of reducing

the usage of energy (heat, light and power) that would in turn decrease the extraction and

burning of fossil fuels leading to a reduction of pollution levels in the air that we and

future generations must breathe.

In addition these interactions concentrated on the promotion of the sustainability

oriented moral act of organizational recycling efforts that lead to a reduction in the

extraction of our precious natural and mineral resources together with a corresponding

potential decrease in the usage of fossil fuels that once again lead to a world with cleaner

air, land and water. Most importantly, as so many of these leaders have emphasized this

Capstone is deeply interested in the advancement of the moral postures of partnership

and community among those individuals and organizations that practice and promote

sustainability. Here, as one sustainability leader from Boston University has stoutly

observed in his response to one of the inquiries in the Capstone Questionnaire included in

the Addenda section of this Final Report, “In the field of sustainability, the most powerful

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tools we have to manage people and push for change are collaboration, networking, and

empowerment” (…Boston University, 2015).

During the conduct of this Master’s Project, I saw my role as so often exercised

during my lifetime as a servant-leader. In a famous passage, Greenleaf (1970, 2008

Revised Printing) argues that Servant Leadership,

“Begins with the natural feeling that one wants to serve, to serve first.

Then conscious choice brings one to aspire to lead. He is sharply different from

the person who is leader first, perhaps because of the need to assuage an unusual

power drive or to acquire material possessions…The difference manifests itself in

the care taken by the servant-first to make sure that other people’s highest priority

needs are being served. The best test, and difficult to administer, is: do those

served grow as persons; do they, while being served, become healthier, wiser,

freer, more autonomous, more likely themselves to become servants?” (p. 15).

I would also observe that the sustainability managers in this Master’s project are

also servant-leaders who exemplify “the care taken by the servant-first to make sure that

other people’s highest priority needs are being served” (Greenleaf, 1970, 2008 Revised

Printing, p. 15). These highest priority needs are the necessity to reduce the usage of

fossil fuels, decrease in the extraction of the limited supply of our mineral and natural

resources, promotion of the organizational and societal efforts at recycling, cleaning of

our air/land/water in addition to the expansion of partnerships that strengthen the

prevalence of sustainable practices.

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In this light, these sustainability leaders have dedicated their energies so that those

they serve “become healthier, wiser, freer, more autonomous, and more likely themselves

to become servants” (Greenleaf, 1970, 2008 Revised Printing, p. 15). This state of

health, wisdom, freedom and autonomy is related to environmental and ecological

conditions where sustainability oriented wisdom causes less dependence on fossil fuels

and other hazardous pollutants. This freedom and the resultant autonomy gained from a

reduction in the usage of fossil fuels in turn promote the health of individuals, peoples

and the planet.

Crucially, this Master’s Project and my future endeavors in the promotion of

sustainability in organizations will be characterized by what Greenleaf (1970, 2008

Revised Edition) identifies as the servant-leader quality of “gentle but clear and persistent

persuasion” (p. 30). Greenleaf (1970, 2008 Revised Printing) observes that “leadership

by persuasion has the virtue of change by convincement rather than coercion” (p. 31).

Project Composition: The Actions that I took as a Leader in Completing the Project

for Each Week and What I learned about Leadership in Taking those Actions

I largely devoted the first three weeks of the Master’s Project to educating myself

regarding the concept of sustainability by reviewing and learning from peer-reviewed

articles. The results of this research were partly presented in the Project Statement and

Project Plan assignments. In addition, during this period I extracted sustainability related

information from the Web sites of the four for-profit pioneering firms and other

organizations. This first phase produced very crucial value for this Capstone project by

improving my sustainability oriented knowledge-based competence. Importantly, this

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intellectual foundation offered me the indispensable leadership quality that allowed me to

correctly and competently analyze organizational sustainability policies and practices.

During weeks four, five and six of the Capstone, I encountered significant

organizational access related obstacles that placed the successful implementation of this

Capstone Project in serious jeopardy. The important lesson that was reaffirmed at this

juncture involves the imperative for leaders to be honest, truthful and fully transparent

when they encounter hurdles and complications in their leadership journey. In addition,

leaders must be humble in order to possess the capacity to ask for help from those who

are wiser, more experienced and more knowledgeable than themselves when pursuing

their goals. These indeed are the leadership lessons learned from my interactions with

Professor Booth who gave me the invaluable advice to return to my occupational roots

and seek the input of the Hospitality Industry in moving forward with the Capstone.

A further lesson related to his period filled with challenges is a realization that the

practice of leadership frequently involves encountering insurmountable odds that may be

addressed through partnerships, community and authenticity. Here, a leader’s most

important task and decision are to consistently endeavor to move forward and seek the

help of others if necessary in order to prevent failure. In this light, this Master’s Project

experienced a rebirth in weeks seven, eight, nine and ten during which time I established

contact with and received responses to the Sustainability Questionnaire from a number of

Hospitality and other organizations. These interactions with the Hospitality and other

entities have continued during the eleventh and the twelfth week of the Capstone where I

have attempted to clarify certain items in the Sustainability Questionnaire.

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In week ten, I also began composing the Final Project Report of the Capstone and

continued this writing during weeks eleventh and the twelfth. Nevertheless, I was

prevented from performing any academic work during a full four day period due to a

death of a family member (my wife’s sister’s husband/brother-in-law) and associated

funeral/bereavement oriented matters and travel related tasks. In essence, the effective

execution of leadership during this Master’s Project required competence, humility,

truthfulness, authenticity, partnerships, community, diligence, hard work, persistence,

persuasion, conviction, resilience, improvisation and the capacity to listen and learn

from those leaders that possess more experience and knowledge.

Involvement

Engagement with Members of the Learning Group and Other Trusted Advisors.

Information on My efforts to Give and Receive Advice and Support.

Our Learning Group was composed of 5 students. As leadership is defined as a

“process whereby an individual influences a group of individuals to achieve a common

goal” (Northouse, 2013, p. 5), my fellow group members may be considered as leaders in

their respective occupations. Here, one group member was a member of the military that

I had the pleasure of having in a different class where together with two other students we

had worked on and written a team oriented research paper on the subject of leadership.

This group member was very much familiar with my work ethic and writing and placed a

great level of emphasis on the kind of writing that is concise and direct. When I

exchanged communications with this group member in our team’s Discussion Board

platform, I was always reminded of his very high level of intelligence and sheer

confidence.

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As our instructor, Professor Courtland Booth, from the very beginning of the

course had emphasized that our writing must be characterized by “clarity and brevity”,

the aforementioned group member also reminded me that my writing must adhere to

those standards. This individual also possessed solid organizational and leadership skills

and would take initiative in creating “Threads” in our group’s Discussion Board space in

order for group members to post their Capstone related assignments and reflect on the

work of fellow students.

An additional group member that had a very well-respected leadership related

career in the Healthcare field was extremely receptive to interpretations and comments

from fellow members. This cooperative leadership oriented temperament allowed me to

offer her some suggestions and advice regarding important writing in the field of

organizational change/transformation by scholars such as Kurt Lewin and John P. Kotter.

As her Capstone involved the topic of organizational change/transformation, I exchanged

a number of communications with her concerning culture, leadership and surveys

discussing the knowledge that together we had gathered in NEU’s MSL Program in

addition to sharing with this individual other experiences that I had accumulated in my

previous work related history and encounters.

Our Learning Group also included an individual that is employed in the Defense

Industry. The writing and group Discussion Board communications of this individual

who was employed in the Human Resources related leadership function of promoting

diversity among the vendors and suppliers of a Defense manufacturer illustrated that she

is a very competent leader. Accordingly, I really enjoyed reading her Capstone Project

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Plan and Project Status Report that aptly projected her qualities as a confident woman

leader in addition to being a capable organizer and project manager.

The Learning Group also included a successful entrepreneur who has been an

accomplished speaker in the lecture circuit. This individual intended to eventually

publish the results of his Capstone in a book format. Due to his previous career and

research related experiences this group member advised me to reduce the number of

firms that will be studied in my Action Learning Capstone on organizations that practice

sustainability. In reflection and on the basis of the feedback to the Sustainability

Questionnaire that I was eventually able to secure from pioneering for-profit firms, the

advice of this group member was very correct and indeed very informative.

In regards to trusted advisors, I must emphasize that no other individual in this

Capstone has been more generous with their time, advice, interpretations and reflections

than Professor Courtland Booth. As stated previously, his timely, encouraging and

intelligent recommendation to first concentrate on garnering responses to the

Sustainability Questionnaire from the Hospitality Industry practically saved the goals of

this Capstone. In addition, throughout the length of this Master’s Project, Professor

Booth has exchanged countless E-Mails with me, responding to all my Capstone related

questions and offering invaluable advice and analysis. Nevertheless, it must be

emphasized that I take full responsibility for the degree this Capstone has accomplished

its goals in understanding sustainability practices in organizations.

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Final Reflections

How Has this Project and the Program Challenged and/or Supported Your Previous

Views of Leadership? What Have Been Your Key Learnings? How Is Your

Personal Model of Leadership Evolving? How Do You Intend to Continue Your

Leadership Development in the future?

During my career in the Hospitality Industry I took incredible pride in the service

that I could render to others. These others could have been guests, co-workers, superiors,

vendors or for that matter the host community through my voluntary teaching activities.

This enthusiastic expression of service was very much in line with my world view that

through service to individuals I am able to serve the larger humanity and God. Here,

service offered me great happiness and satisfaction concerning who I was and the

purpose that I must have in my life.

Service also offered me authority in the Hospitality Industry. I used this authority

to insist on certain standards of performance, fairness, respect, kindness, integrity,

compassion and generosity in our organizational environments. These personal attribute

and the commensurate positive feedback from our guests and co-workers convinced me

that the most effective and sustainable model of leadership must be characterized by

honesty, fairness, service and hard work.

This Master’s Project and the MSL program in NEU have strongly supported the

posture that I maintained in the Hospitality Industry. The key learnings that have been

strongly highlighted in NEU’s MSL program have been the inclusion of the

Transformational and Servant models of Leadership, the emphasis on the positive

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dividends of team work, the promotion of honesty and ethical conduct as an

indispensable characteristic of leaders in addition to the importance placed on diversity

and gender equality that all have academically rationalized and given voice to what I

endeavored to achieve in the Hospitality Industry.

Indeed, the sustainability focus of this Master’s Project is a natural evolution of a

career dedicated to service and being conscientious of how my actions positively or

negatively effects the quality of the lives of those in my environment. This is also in line

with that poignant definition offered by the World’s Business Council for Sustainable

Development (2005) that regards sustainability as “meeting the needs of people today

without compromising the ability of future generations to meet their own needs” (as cited

in Wirtenberg et al, 2007, p. 11). Here, the aforementioned definition and the

corresponding emphasis on needs have as much to do with sustainability as it may have

to do with leadership.

Consequently, whether in leadership or the field of sustainability, the necessity to

acknowledge and respect the needs of others or the needs of the environment is of central

importance. As Burns (1978) would argue “this type of leader is attentive to the needs

and motives of followers and tries to help followers reach their fullest potential” (as cited

in Northouse, 2013, p. 186). In essence, this is how a state of needs equilibrium in

leadership may be transformative in the lives of both leaders and followers or how

sustainability may safeguard the prosperity of our existence while also preserving the

health of future generations. In pursuit of understanding this balance indispensable in

the exercise of both leadership and sustainability, I will focus my future scholarly and

career related development.

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Conclusion

This Master’s Project began with a humble dream to understand how sustainable

organizational practices may contribute to the welfare of both present and future

generations. In its initial stages, this Capstone encountered access related obstacles that

were overcome upon the wise recommendation of Professor Booth to focus outreach

efforts mostly on garnering responses from my former employer, the Hospitality

Industry. Here, I would like to express my deep gratitude to all those associates in the

Hospitality Industry and other fields that treated this outreach endeavor with dignity and

respect or provided substantive responses to the Sustainability Questionnaire. In the end,

the Action Learning outreach of this Capstone has observed that both leadership and

sustainability are most effective when the needs of leaders, followers and all stakeholders

are acknowledged and respected guaranteeing a balanced approach for all concerned.

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guests-and-cut-costs.html.

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Addenda

Most Important: Please be advised that the following material in this Addenda section

have been prepared and provided by the responding parties and organizations. The

following material concerning the sustainability policies and practices of the following

organizations have not been prepared and provided by Ardavan A. Shahroodi. A small

amount of revisions have been made by Ardavan A. Shahroodi in order to conform to

uniform esthetic, formatting, grammatical and syntax standards. In addition, certain

sustainability related figures and statistics have not been included in this Addenda section

pending further verification by the corresponding organizations. Most importantly, as

stated previously, the reader must be fully aware that all the information, figures and

statistics in this Addenda section have been prepared and provided by individuals and

organizations that have responded to the Capstone’s Sustainability Questionnaire. As a

result, for the purposes of this Master’s Project, these information, figures and statistics

have not been independently verified either by Ardavan A. Shahroodi or any other third

parties.

Taj Hotel Boston, Ms. Maureen Albright, Director of Engineering:

(Note: The following organizational sustainability information and text has been prepared and

provided by Ms. Maureen Albright, Director of Engineering, Taj Hotel Boston. A small number

of syntax and formatting related revisions have been made by Ardavan A. Shahroodi).

What is/are your most important sustainability goals?

Reduce consumption in internal systems that produce Heat, Light and Power (HLP)

o Continue to take on projects that will reduce electricity consumption

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Things previously done: Conversion to LED bulbs in guest rooms and

Front of House areas. Free Cooling to take advantage of outside

temperatures to cool building, rather than running chillers. Whenever

possible replacement equipment is Energy Star rated.

This year…replacement of pumps that will bring an estimated 10,000

kWh savings. Replacement of all Heart of House lighting to LED…this

will bring an estimated 220,000 kWh savings. Controls on walk in coolers

which will bring an estimated 17,000 kWh savings.

o Continue to look for ways to reduce water, steam and gas consumption

Things previously done: Water reuse system that takes steam condensate

(from heat exchangers) and uses this to pre-heat domestic hot water.

Reduce Waste to landfill

o We currently recycle as follows:

All unused soap, and soap products, from our guest rooms are packed and

sent to a recycle facility. We partner with Clean the World Foundation.

Clean the World takes our “used’ soap items, recycles the soap product

and creates new bars of soap that are sent globally to help fight the spread

of disease. Clean the World also recycles the plastic containers that are

sent.

Single Stream recycling – paper/plastic/aluminum/cardboard

Batteries/electronics/light bulbs – are all packaged and sent to proper

recycling facilities

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Larger bulk items are also kept out of the trash compactor, and are picked

up by outside company for scrap and proper disposal.

In 2015 we have now added (2) 250lb Wet trash recycling units. These

units can each take 250lbs of wet trash (food) and convert it into less than

20lbs of 1st stage fertilizer.

Employees take this fertilizer home to use in their gardens.

Future – perhaps partner with local farms or parks to take and use

this fertilizer in their areas.

What are some other specific sustainability goals that you are trying to implement in the present

or the future?

We currently have 6 bee hives on our roof. This is our 3rd year and we have increased the

number of hives year over year. (We started with 2). We now use our honey in cocktails

served in our Bar. We also use our honey in deserts. We use the honeysuckle at times in

our display for Sunday brunch. Each of the cocktails or deserts also showcase our honey

so that guests are aware that the honey is fresh and produced on site. I would like to

continue to add hives until we reach 10. This would give us the ability to create drinks,

foods and desserts featuring and showcasing the honey.

o Future…I would like to reach a point where we could offer viewing of the hives

to guests, or perhaps even local schools to discuss the health benefits of the

honey, discuss the plight of the honey bee and how having these hives is

benefitting the bee overall. The honey bee populations were in jeopardy of

extinction but are now seeing increases in the populations due to these City hives.

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This year we are adding an herb garden on the roof. The herbs we plant will be used by

our Culinary team.

Future – I would like to see us contribute more in our community. Possibilities:

o Offer tours and informational sessions about the honey bees and hives on the roof

o Work and partner with the community to offer support in perhaps the parks,

cleaning up, planting, etc.

o Work and partner with local farms to create a menu which features food sourced

within X miles of the hotel…promoting freshness and foods indigenous to the

region.

What is your management or leadership style concerning sustainability? Where are most of your

managerial interactions and leadership efforts being concentrated concerning sustainability?

I am very “hands on” with staff and external partners

I have a committee that assists in our hotel wide sustainability efforts. i.e. Recycling

processes, community involvement, etc.

I work closely with outside Heat, Light and Power (HLP) contractors. These people are

crucial when looking at projects in the hotel that can reduce consumption. Partnering

with Electric companies, water companies, etc. affords incentives towards the projects

that help to minimize initial costs to fund the projects.

I also try to speak with other hotels, or keep informed of what other hotels (in the US and

abroad) are doing in terms of sustainability and environment. Looking at ways to

implement new initiatives here at Taj Boston.

In addition to yourself, are you aware of other hospitality businesses/operations or other

businesses that are exercising leadership in the field of sustainability?

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Langham Hotels, as does Taj Hotels (globally), are part of EC3 Global. EC3 Global is an

international environmental management group with a portfolio of over 1,300 hospitality

and travel clients in 70 countries. EC3 Global owns and manages the EarthCheck

program which is now the world’s leading environmental certification and benchmarking

platform for the travel and tourism sector.

Several hotels in Boston, such as the Fairmont and the Seaport, also have honey bee hives

on their roofs.

I belong to Boston Green Tourism…this is comprised of members from several hotels in

Boston that are focused on environmental issues, being “Green” in our practices,

reducing consumption, etc.

Intercontinental Hotel Boston, Ms. Fabienne Eliacin, Engineering Administrative

Assistant:

(Please Note: The following content is generated from an interview conducted by Ardavan A.

Shahroodi on Wednesday, May 27, 2015 between the hours of 11:00 A.M. to 12:00 Noon during

which Ms. Fabienne Eliacin, Engineering Administrative Assistant of the Intercontinental Hotel

Boston made the following observations. This document also includes a number of

interpretations and observations made by Ardavan A. Shahroodi that were made concerning the

comments of Ms. Fabienne Eliacin).

What is/are your most important sustainability goals?

The present sustainability goal is to continuously find ways to increase the

recycling rate of the property.

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In addition, continue finding avenues to partner with local non-profit agencies in

order to contribute ever more enthusiastically to their charitable endeavors.

Furthermore, continue engaging in community oriented efforts in partnership with

other local organizations in order to promote “planting, recycling and cleaning”

campaigns in the geographical vicinity of the Intercontinental Hotel Boston.

Additional goals are annunciated in the document titled “Intercontinental Boston Green

Initiatives”. The aforementioned document provided to Ardavan A. Shahroodi by Ms. Fabienne

Eliacin may be viewed at the end of this section on Intercontinental Hotel Boston.

What are some other specific sustainability goals that you are trying to implement in the present

or the future?

1---The goal of becoming a zero-waste operation. This is achieved through energetic,

thorough and comprehensive recycling and composting programs. All perishable food outlets

refuse will be converted into compost.

2---The goal of being designated as a LEED (Leadership in Energy and Environmental

Design) certified Hospitality operation in Boston. This requires major structural remodeling and

significant operational alterations.

Additional goals are annunciated in the document titled “Intercontinental Boston Green

Initiatives”. The aforementioned document provided to Ardavan A. Shahroodi by Ms. Fabienne

Eliacin may be viewed at the end of this section on Intercontinental Hotel Boston.

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What is your management or leadership style concerning sustainability? Where are most

of your managerial interactions and leadership efforts being concentrated concerning

sustainability?

The Intercontinental Hotel Boston’s sustainability efforts is currently being supervised

and led by Ms. Fabienne Eliacin, Engineering Administrative Assistant. Ms. Eliacin believes

that in order to exercise effective leadership, leaders must be an example to their subordinates,

followers and with respect to the community at large. Ms. Eliacin asserts that leadership differs

from management in that leaders must truly and authentically “embrace the intended mission”

and elevate that mission to a higher plateau. This entails ensuring that all members of the team

possess a thorough understanding of the goals that are to be achieved during the course and at the

conclusion of the mission.

Ms. Eliacin contends that competent leaders practice a participatory style of leadership

that entails following an open door policy and maintaining an open mind in regards to all

constructive ideas. This leadership temperament of openness is necessary, Ms. Eliacin holds, in

order to promote a positive sense of balance in the decision making process. In her experience,

in regards to highlighting the importance of sustainability, Ms. Eliacin asserts that leaders must

accept the reality that others may resists the introduction of such efforts organizationally. In

particular, Ms. Eliacin places optimum importance on the inherent responsibility of leaders to

continuously educate “everybody” (subordinates, followers, community, coworkers, colleagues,

guests, clients, patrons, customers, vendors, partners and suppliers) in regards to the crucial

significance of sustainability standards.

In addition to her sustainability oriented efforts and responsibilities in the Intercontinental

Hotel Boston, Ms. Eliacin works closely with a number of non-profit organizations. In this light,

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Ms. Eliacin is one of the founding members and current leaders in a Boston-based charity that

works on behalf of the country of Haiti’s poor and dispossessed. This charity was created by a

group of Bostonians of Haitian descent for the purpose of raising funds and launching

improvement/rebuilding projects pursuant to the 2012 earthquake that ravaged that very

unfortunate country and created untold hardship for its wonderful people. In addition, Ms.

Eliacin is continuously searching for charitable opportunities that would allow Intercontinental

Hotel Boston to donate a variety of articles and items to non-profit organizations in the city of

Boston.

In addition to yourself, are you aware of other hospitality businesses/operations or other

businesses that are exercising leadership in the field of sustainability?

MassRecycle (non-profit), Greenovate Boston (non-profit).

The following document titled “Intercontinental Boston Green Initiatives” was provided

to Ardavan A. Shahroodi by Ms. Fabienne Eliacin. This document describes in detail the

sustainability practices of Intercontinental Hotel Boston:

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Sheraton Hotel Boston Back Bay, Mr. Jeff Hanulec, Director of Engineering:

(Please Note: The following organizational sustainability information and text has been prepared

and provided by, Director of Engineering, Sheraton Hotel Boston Back Bay. The responses were

facilitated by an extremely helpful and effective Human Resources Department and Human

Resources Coordinator named Ms. Jennifer Ollari. A different third party has indicated that the

name of the aforementioned Director of Engineering is Mr. Jeff Hanulec. A small number of

syntax and formatting related revisions have been made by Ardavan A. Shahroodi. In addition,

Ardavan A. Shahroodi has not included certain recycling figures and statistics in the document

provided by Sheraton Hotel Boston Back Bay titled “Sheraton Boston Hotel: Making Boston a

Better Place pending further review and verification by the said Hospitality establishment).

What is/are your most important sustainability goals? What are some other specific

sustainability goals that you are trying to implement in the present or the future? What is your

management or leadership style concerning sustainability? Where are most of your managerial

interactions and leadership efforts being concentrated concerning sustainability?

Leaving Boston a Better place is a large part of the management culture at the Sheraton

Hotel Boston Back Bay. Our Owners and Management team are focused in several ways in

supporting sustainability goals while also benefitting running a successful business.

How this ties to our strategy?

Energy and water conservation has been the cornerstone of Starwood’s environmental

policy since 2009. As the first global hospitality company to aim to reduce energy and water

usage per built hotel room, we ask all our owned, managed, and franchise hotels to work towards

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our sustainability goals by implementing reduction methods that do not affect the guest

experience.

30/20/20 Corporate Strategy:

As a fundamental element of our environmental strategy, Starwood’s commitment to

energy and water conservation is demonstrated in our 30/20 by 20 reduction goal. 30/20 by 20

aims to reduce energy consumption by 30% and water consumption by 20% by the year 2020. In

order to meet this goal, our required and Recommended Initiatives in Energy and Water

Conservation focus on efficiency measures, capital expenditures, and preventive maintenance.

The following document titled “Sheraton Boston Hotel, Making Boston a Better Place”

was forwarded to Ardavan A. Shahroodi by the Director of Engineering, Sheraton Hotel Boston

Back Bay. The document responds to the sustainability questions in italics delineated in the

previous page:

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Sheraton Boston Hotel

“Making Boston a Better Place”

The Sheraton Boston is involved in many different programs and partnerships in an effort to

continuously improve and grow our sustainability efforts. Partnering with our electric and gas

utilities, we were able to secure over 250,000 in utility incentives to implement energy

conservation projects that will further decrease our utility consumption and increase guest and

associate satisfaction and comfort. These projects included high-efficiency LED lighting

retrofits, implementation of ECM motors in all 1220 guestrooms and the installation of high

efficiency water fixtures in all of our 2014 renovated guestrooms. Demand control ventilation.

Due to our efforts we saw a 700,000 KWH saving year over year on higher business volumes.

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As a Starwood Hotel we have proudly accepted the challenge of reducing our carbon

footprint through energy reduction per available room of 30% and water reduction of 20% by the

year 2020.  We have the strength of a large selection of sustainability initiatives that impact our

consumption and improve our culture of sustainability.  The Sheraton Boston Hotel is looked

upon as a leader in the local hospitality market in greater Boston, actively participating in Boston

Green Tourism, A Better City (ABC) Boston and Mass Recycles which provides invaluable

opportunities to stay abreast of local sustainability efforts, giving our city a competitive

advantage. In 2014 we were recognized as 2014 Northeast Business Leader for energy

efficiency, The City of Boston recognized us as showing largest energy reduction in their

portfolio of commercial buildings and Finally the Massachusetts lodging association awarded us

with their Good Earth keeping award for 2014.

Our partnerships with our waste collection vendors helped our team re-launch our

recycling program focusing on every aspect of the waste stream including solid waste, organics,

and hazardous waste and innovative programs like UTC Mattress recycling which help put

young adults too work. We’ve had a 10% increase in our recycling year over year. In addition,

another vendor we have also partnered with is Clean the World. Clean The World’s goal is to

collect and recycle soap and shampoo products discarded by the hospitality industry every day.

Through the distribution of these and other donated hygiene products to impoverished people,

Clean the World works to prevent the millions of deaths caused by hygiene-related illnesses

every day. The Sheraton Boston has proudly collected and recycled 2,602 bars of soap, 315

pounds of recycled plastic and 1,119 bottles of shampoo and conditioner to clean the World

[These are partial 2014 figures, the Historic Totals for the Sheraton Hotel Boston Back Bay as of

the aforementioned date are 22,063 bars of soap, 3,236 pounds of plastic and 11,507 plastic

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bottles according to the information provided by Mr. Jeff Hanulec, Director of Engineering,

Sheraton Hotel Boston Back Bay].

Our efforts in making Boston a better place are not all about the bottom line and

preserving our natural resources; we also participated in many community service related efforts.

We hosted 2 blood drives donating over 75 pints of blood; we collected 250 toys during our

annual “Toys for Tots” toy drive. We collected $3,217.00 for the One Fund Boston by selling t-

shirts to our associates, allowing them to show their Boston pride. During Breast Cancer

Awareness Month we sold wrist bands donating a total of $850.00 to The Susan G Komen

Foundation and our Finance team held their annual bake sale rising $705.00 for the “Room to

Grow” organization. And lastly, to close out the year and begin the Holiday Season we held our

holiday dinner for the elderly at Little Sisters of the Poor in Somerville, MA. To wrap up the

fantastic year we held an interdepartmental challenge “Lend a Helping Can”, in which we were

able to collect and donate 4 tons of food to local food pantry. At the Sheraton Boston Hotel our

commitment to “Making Boston a Better Place” is second to none.

Verb Hotel Boston, Mr. Jeff Kiley, Director of Sales:

(Note: The following organizational sustainability information and text has been prepared and

provided by Mr. Jeff Kiley, Director of Sales, Verb Hotel Boston. A small number of formatting

related revisions have been made by Ardavan A. Shahroodi).

What is/are your most important sustainability goals?

The Verb’s most important sustainability goals are as follows:

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1. Energy friendly transportation for employees and guests, recommending and making

available racks for bikes and schedules that accommodate the train schedule

2. Recycling programs

3. Non-toxic chemical/cleaners

What are some other specific sustainability goals that you are trying to implement in the present

or the future?

1. Energy efficient lighting (present)

2. Low flow toilets and showers (present)

3. Energy efficient heating/cooling (future)

What is your management or leadership style concerning sustainability? Where are most of your

managerial interactions and leadership efforts being concentrated concerning sustainability?

1. Recognition of associates that remind guests about recycling options (coming soon)

2. Recognition of associates that use energy efficient transportation to/from work and/or

carpool

3. Reminders of employees to recycle

4. Training and reminders regarding proper use and disposal of chemicals/cleaning supplies.

In addition to yourself, are you aware of other hospitality businesses/operations or other

businesses that are exercising leadership in the field of sustainability?

1. Yes, those listed as LEED Certified. Boston is full of businesses that fall in this category.

Hotel Commonwealth Boston, Ms. Heather Southard, Director of Human Resources:

(Note: The following organizational sustainability information and text has been prepared and

provided by Ms. Heather Southard, Director of Human Resources, Hotel Commonwealth

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Boston. A small number of formatting related revisions have been made by Ardavan A.

Shahroodi).

What is/are your most important sustainability goals?

We honestly have not put a huge effort into sustainability goals. Our food and beverage

outlets associated with the hotel are much more focused on those areas. We offer guests the

opportunity to have bed made and not changed, towel reused etc.

What are some other specific sustainability goals that you are trying to implement in the present

or the future?

We have not put any specific goals in place at this time.

What is your management or leadership style concerning sustainability? Where are most of your

managerial interactions and leadership efforts being concentrated concerning sustainability?

As of now, the leadership style is not very present with regard to sustainability. Some

efforts from housekeeping leadership and room division leadership.

In addition to yourself, are you aware of other hospitality businesses/operations or other

businesses that are exercising leadership in the field of sustainability?

The InterContinental Boston has an amazing sustainability program focusing on all areas

of the hotel.

Boston Green Tourism Organization, Mr. Dan Ruben, Executive Director:

(Note: The following organizational sustainability information and text has been prepared and

provided by Mr. Dan Ruben, Executive Director, Boston Green Tourism Organization. A small

number of formatting related revisions have been made by Ardavan A. Shahroodi).

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What is/are your most important sustainability goals? What are some other specific

sustainability goals that you are trying to implement in the present or the future?

My goals, in priority order, are to move the hotel industry to:

Reduce fossil fuel use.

Reduce water, waste and toxins.

Improve transportation efficiency.

Serve environmentally-friendly food.

Educate guests and staff about green practices and market their properties as “green.”

What is your management or leadership style concerning sustainability? Where are most of your

managerial interactions and leadership efforts being concentrated concerning sustainability?

I use the following strategies to move hotels to action:

Help hotels determine how greening their properties serve their unique goals and

clientele.

Show how green practices/products help hotels advance their goals: cost reduction,

appeal to prospective guests, staff satisfaction, improved indoor air quality.

Teach hotels about the latest advances in the green industry.

Provide a newsletter, workshops and training sessions for managers, green teams.

Post presentations and articles on the Boston Green Tourism website.

Use hotel case studies liberally. Show that and how other hotels are going green. Be

specific about what hotels are doing, why, detailed cost/benefit analyses.

Advise hotels about how certain green certifications can help them.

Connect hotels with excellent green product and service vendors.

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Highlight local hoteliers who advance their properties. Have them give talks at our

workshops. Put them in the newsletters.

Give honest analyses. Point out barriers, disappointing products, when to be wary, etc. Be

credible—not a cheerleader. Carefully screen products and services based on

environmental value, cost, quality and other features that concern hoteliers

In addition to yourself, are you aware of other hospitality businesses/operations or other

businesses that are exercising leadership in the field of sustainability?

There are many. To name a few: green lodging certification organizations, Green

Lodging News, EPA, some states have green lodging programs, Lodging Magazine’s

conference.

Northeastern University Sustainability Program/Department, Ms. Carol Rosskam,

Sustainability Program Manager:

(Note: The following organizational sustainability information and text has been prepared and

provided by Ms. Carol Rosskam, Sustainability Program Manager, Northeastern University. A

small number of formatting related revisions have been made by Ardavan A. Shahroodi).

What is/are your most important sustainability goals?

1. Implementing the American College and University Presidents Climate Commitment that

Northeastern signed in 2007.

2. LEED certification for new buildings and major renovations.

3. Aggressive energy efficiency, conservation, and use of energy management systems,

recycling, composting, expanding of procurement of dining services items including local

produce and Fair Trade certified products, zero trans-fat, antibiotic-free poultry, pork,

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and locally raised beef burger, sustainable seafood, cage free eggs, corporate

responsibility partnerships, active engagement with student groups, individual students,

staff, and faculty, and expanding community partnerships that further demonstrate nu’s

sustainability commitment.

What are some other specific sustainability goals that you are trying to implement in the present

or the future?

Please see our climate action plan which is linked from the sustainability website at

northeastern.edu/sustainability – see the long and short term goals and you can extract what you

want from that document!

What is your management or leadership style concerning sustainability? Where are most of your

managerial interactions and leadership efforts being concentrated concerning sustainability?

Fundamentally, I am a community-builder. That defines my leadership style and my

professional and personal goals. I have been immersed in ‘community’ since high school, in

various ways, and then formalized this work through education and experiential learning

(including special trainings and living/learning in community of 90 people). I believe it’s the

most important leadership style.

In addition to yourself, are you aware of other businesses that are exercising leadership in the

field of sustainability?

Many outstanding examples:

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1. Levis Strauss (example – their Well Thread” program – see the You Tube link to

“redesigning with the whole life cycle in mind” by Paul Dillenger at the 2013 or 2014

sustainable brands conference in San Diego.

2. Patagonia is an outstanding leader in sustainability for a for-profit company!

3. see Mountain Equipment CO-OP in Canada – mec.ca – they fully integrate sustainability

into the company and you can learn a lot from them!

4. Schools of higher education that seem to be doing a great job fully integrating

sustainability: McGill University in Montreal, the entire University of California system

is doing great work, Appalachia State University, University of Edinburgh –in Scotland –

see their sustainable procurement efforts – fantastic! Yale University and their

sustainability program has helped reset the bar for us all. Here at northeastern, we can do

better in some areas and excel in others – But note that we are regionally known, and

often highlighted by local utilities for our excellence in cutting edge energy efficiency

and energy/water conservation work/successes.

Boston University Sustainability Program/Department, Dylan Lewellyn, STARS

Reporting, LEED Program Associate:

(Note: The following organizational sustainability information and text has been prepared and

provided by Mr. Dylan Lewellyn, STARS Reporting and LEED Program Associate in Boston

University Sustainability Program/Department. Ardavan A. Shahroodi has made no revisions

and alterations to the following text).

What is/are your most important sustainability goals?

The mission of sustainability@BU is to lead the University in a more sustainable

direction by integrating sustainability into the culture and structure of Boston University. To do

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this we are focusing on reducing energy consumption and waste across campus. However

affecting change across the entire campus requires more than infrastructure upgrades and

administrative efforts. To accomplish these goals it takes a collaborative effort from students,

faculty, and staff who feel empowered through education about sustainability initiatives to lead

change across campus.

What are some other specific sustainability goals that you are trying to implement in the present

or the future?

Much of our bandwidth is currently being dedicated to developing a strategy for

renewable energy development and procurement both on and off campus. Feasibility studies are

underway for up to 4 MW of installed solar energy systems on the Charles River Campus and 1

MW of solar on the Medical Campus. The University is also exploring cost saving renewable

energy procurement opportunities through wind and solar energy developments in New England,

and farther afield through Net Metering.

What is your management or leadership style concerning sustainability? Where are most of your

managerial interactions and leadership efforts being concentrated concerning sustainability?

In the field of sustainability, the most powerful tools we have to manage people and push

for change are collaboration, networking, and empowerment. On campus, we have established a

network Sustainability Liaisons representing every school and college who meet with us

quarterly to share their challenges, solutions, and successes. Administrative staff have the

opportunity to participate in our Green Office Certification program which rates individual

offices based on daily practices involving energy conservation, waste reduction, recycling, and

communications. Both of these programs were implemented to raise awareness, educate campus

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leaders, and build of network across campus. Off campus, sustainability@BU has developed

strong ties with organizations such as the Green Ribbon Commission and the Urban Land

Institute among others. These partnerships offer a chance for leaders to work together to

accomplish even more for their respective institutions and for the city as a whole.

In addition to your organization, are you aware of other organizations that are exercising

leadership in the field of sustainability?

Boston has many examples of organizations that exercise leadership in the field of sustainability.

The city itself had made great strides with its Climate Action Plan as well as the establishment of

the Green Ribbon Commission and the Greenovate Boston initiative. Outside of city initiatives,

there is also the Sustainable Business Network of Massachusetts which consists of many local

businesses and community leaders focused on building local, green, and fair economies.

Massachusetts Green High Performance Computing Center (MGHPCC) is not in Boston but is a

fantastic example of the collaboration between local leaders in the sustainability field.

Atlantic Wharf is a LEED Platinum certified building in the Waterfront District considered

Boston’s first “green” skyscraper.

Fraunhofer Center for Sustainable Energy is where some of the world’s leading sustainable

technologies are developed in tested.

Patagonia B-Corporation, Mr. Chipper Bro, Human Resources Associate:

(Note: The following organizational sustainability information and text has been prepared and

provided by Mr. Chipper Bro, Human Resources Associate, Patagonia B-Corporation. A small

number of formatting related revisions have been made by Ardavan A. Shahroodi).

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What is/are your most important sustainability goals?

We are a B-Corporation. That means that all of our job’s purpose is to solve social and

environmental problems.

What are some other specific sustainability goals that you are trying to implement in the present

or the future?

To Cause no unnecessary harm in very thing we produce.

What is your management or leadership style concerning sustainability? Where are most of your

managerial interactions and leadership efforts being concentrated concerning sustainability?

Again, every conversation we have in building product or processes all start with

sustainability.

In addition to yourself, are you aware of other businesses that are exercising leadership in the

field of sustainability?

Yes. We like the business model of New Belgium Brewery.

Boston College Sustainability Program/Department, Mr. Robert Pion, Sustainability

Program Director, LEED AP:

(Note: The following organizational sustainability information and text has been prepared and

provided by Mr. Robert Pion, Sustainability Program Director, LEED AP, Boston College.

Ardavan A. Shahroodi has made no revisions and alterations to the following text).

What is/are your most important sustainability goals?

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Working with University constituents on reducing our carbon emissions and exploring

alternative energy options.

Helping the university community, especially students to appreciate and understand the

individual impact we all have on the planet and reinforce a commitment to change behaviors to

achieve that goal.

What are some other specific sustainability goals that you are trying to implement in the present

or the future?

I am working on strengthening the partnership with Student Affairs. Their office engages

students in various ways and I would like to have sustainability be a stated commitment in their

dealings with students.

What is your management or leadership style concerning sustainability? Where are most of your

managerial interactions and leadership efforts being concentrated concerning sustainability?

My leadership style is one of collaboration. Although it takes more time sometimes to achieve

results, I believe that it is important to have a solid base of individuals who help reinforce and

sustain actions and initiatives.

I spend a lot of time on recycling efforts, from running competitions, game day efforts and the

coordination of different departments to work together on mutually established recycling goals.

Last year our diversion rate was 44%, and we would like to continue to increase that percentage

and reduce our overall consumption of materials.

I also work with student leaders involved in sustainability groups on campus. I provide

guidance, some funding, and make available other resources that reinforce their activities.

In addition to yourself, are you aware of other businesses that are exercising leadership in the

field of sustainability?

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My impression is that all colleges and universities are addressing sustainability issues, from

recycling, energy and water conservation, and in discussions about how to be more responsible

stewards of the earth’s resources. This is evident in many companies as well.

Harvard University Office for Sustainability:

(Note: The following organizational sustainability information and text has been prepared and

provided by Harvard University Office for Sustainability. Ardavan A. Shahroodi has made no

revisions and alterations to the following text).

What is/are your most important sustainability goals?

http://green.harvard.edu/commitment/our-plan

What are some other specific sustainability goals that you are trying to implement in the present

or the future?

http://green.harvard.edu/commitment/our-plan

What is your management or leadership style concerning sustainability? Where are most of your

managerial interactions and leadership efforts being concentrated concerning sustainability?

http://green.harvard.edu/commitment/governance

In addition to your organization, are you aware of other organizations that are exercising

leadership in the field of sustainability?

Within Higher Ed, check out AASHE http://www.aashe.org/

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Atlantic Wharf Boston Properties, Mr. Ben Myers, Sustainability Manager, LEED AP

BD+C:

(Note: The following organizational sustainability information and text has been prepared and

provided by Mr. Ben Myers, Sustainability Program Manager, LEED AP BD+C, Atlantic Wharf

Boston Properties. A small number of formatting related revisions have been made by Ardavan

A. Shahroodi).

What is/are your most important sustainability goals?

As one of the largest owners and developers of office properties in the United States, Boston

Properties continually seeks ways to promote our growth and improve our performance by

attracting and retaining tenants and controlling our costs.  The efficient operation of our

buildings in an environmentally responsible manner and positively impacting the communities in

which we operate are important components of this strategy.  On an ongoing basis, Boston

Properties reviews which measures are the most effective in supporting this strategy and where

the greatest risk lies in not taking action.  We focus our efforts on the areas we can control and

make significant impacts. Goals related to these efforts include:

1 Reduce energy consumption (electricity, gas, district heating/cooling)

2 Reduce potable water consumption (fixtures, toilets, process (cooling towers), irrigation)

3 Increase waste diversion (recycling)

4 Reduce key performance indicator intensities:

a. Site EUI (kBTU/SF-yr)

b. Water Intensity (gal/SF-yr)

c. GHG Intensity (MTCDE/SF-yr)

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What are some other specific sustainability goals that you are trying to implement in the present

or the future?

A comprehensive greenhouse gas reduction goal

- A renewable energy generation goal

- A green (LEED) certified (% portfolio) goal

What is your management or leadership style concerning sustainability? Where are most of your

managerial interactions and leadership efforts being concentrated concerning sustainability?

I’d rather discuss this question with you.

In addition to yourself, are you aware of other businesses that are exercising leadership in the

field of sustainability?

Kimco, Kilroy, Brandywine.

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