Page 1 of 6 - Whistler 1 of 6 RESORT MUNICIPALITY OF WHISTLER 4325 Blackcomb Way, Whistler, British...

of 6 RESORT MUNICIPALITY OF WHISTLER 4325 Blackcomb Way, Whistler, British Columbia V0N 1B4 TEL 604-932-5535 TOLL FREE 1-866-932-5535 FAX 604-935-8109 WEB www.whistler.ca ASU

STA

INA

BLE

FU

TU

RE

SSUUSSTTAAIINNAABBLLEE PPUURRCCHHAASSIINNGG GGUUIIDDEE FAQS & GENERAL GUIDELINES

SSEECCTTIIOONN 11:: FFrreeqquueennttllyy AAsskkeedd QQuueessttiioonnss The Resort Municipality of Whistler (RMOW) has committed to becoming a more sustainable resort community and recognizes that its purchasing decisions provide significant opportunities to move in this direction. In order to aid in this process, the RMOW has integrated sustainable purchasing goals into the Municipal Purchasing Policy and has developed a number of resource tools to enable their purchasers make better purchasing choices. This section includes an overview of sustainable purchasing in the form of FAQs, as well as instructions for using these Guidelines.

Sustainable Purchasing Overview

1. What is sustainable purchasing?

The RMOW makes thousands of decisions about which products and services to buy, and who to buy them from. It purchases a wide range of products, from vehicles and fuels, to construction and road-building materials, to daily office supplies and cleaning materials. Purchasers generally consider cost and quality as primary factors when making their purchasing decisions. Sometimes environmental and social factors are included in purchasing decisions – such as the RMOW’s decision to buy chlorine-free copy paper with high post-consumer recycled content and high efficiency municipal vehicles.

Sustainable purchasing is about including social, environmental, financial and performance factors in a

systematic way. It involves thinking about the reasons for using the product (the service) and assessing how these services could be best met. If a product is needed, sustainable purchasing involves considering how products are made, what they are made of, where they come from, how they will be used, and how they will eventually be disposed of. It requires strategic decisions to move from products that are currently unsustainable, to products and services that increasingly move us toward or sustainability commitments.

2. Why is sustainable purchasing important for the RMOW?

Sustainable purchasing is important for everybody – through better purchasing choices, the RMOW can continue to reduce its negative impacts on environmental and social systems – both locally and globally. For example, purchasing water-based paint has less environmental impact than petroleum-based pain and is healthier for people who live or work in the painted area. In addition, sustainable purchasing helps to influence the market, encouraging businesses to offer more innovative and responsible options at lower prices. Finally, done well it can help to support local economic development, and promote healthier communities.

3. Why do we need a formal sustainable purchasing policy and guidelines?

The purchasing policy helps to make sustainable purchasing the norm rather than the exception across the entire organization. The guidelines also provide tools and resources to help individuals in the municipality evaluate and execute sustainable purchasing decisions.

4. What is the TNS framework?

The Natural Step (TNS) framework is designed as a scientifically valid, widely applicable framework to guide strategic planning and decision making toward sustainability. It can be applied at multiple scales: community, business, household or individual. At the heart of the framework are basic conditions for sustainability (four TNS sustainability principles) and a formalized process (back-casting from principles) for achieving sustainability. Please refer to www.whistler2020.ca for more information on Whistler is applying the TNS framework.

5. Why is the RMOW using the TNS framework to make purchasing decisions?

The TNS framework allows users to understand, identify and prioritize purchasing options strategically. Using the framework is much like learning how to play the game of chess. Once you know the rules of the game (i.e. sustainability principles and strategic questions) and the ultimate outcome that you want to achieve (sustainability) it becomes apparent that like chess, there are many ways to achieve the desired outcomes. With practice and experience, purchasers constantly improve at ‘playing the game’ of sustainable purchasing – enabling each to be creative in the process, coordinating their individual on-the-ground knowledge and experience through the TNS approach.

6. What are our Sustainability Principles and Sustainability Objectives?

The RMOW has adopted the TNS sustainability principles as our definition of sustainability. The TNS sustainability principles are:

In a sustainable society, nature is not subject to systematically increasing…

concentrations of substances from the Earth’s crust (e.g. fossil fuels)

concentrations of substances produced by society (e.g. POPs, VOCs etc…)

degradation of nature by physical means (e.g. over-harvesting)

and in that society people are not subject to conditions that systematically…

undermine their ability to meet their needs (e.g. unhealthy work environments).

http://www.whistler2020.ca/


STA

INA

BLE

FU

TU

RE

Based on this definition,

Whistler’s Sustainability Objectives are to:

Reduce and eventually eliminate the RMOW’s contributions to systematic increases in concentrations of substances from the Earth’s crust (e.g. by increasing energy efficiency),

Reduce and eventually eliminate the RMOW’s contributions to systematic increases in concentrations of substances produced by society (e.g. through 100% recycling),

Reduce and eventually eliminate the RMOW’s contributions to systematic physical degradation of nature (e.g. by purchasing certified wood), and

and in that society people are not subject to conditions that systematically…

Reduce and eventually eliminate our contribution to systematically undermining the ability of others to meet their basic human needs. (e.g. by purchasing FairTrade).

Please refer to www.whistler2020.ca for more information on the TNS framework.

7. Is sustainable purchasing more expensive?

There are two main reasons why sustainable purchasing may cost more than purchasing traditional products, for two main reasons. First, traditional products often do not reflect their ‘full’ cost – that is, the cost of the environmental and social impacts are currently not paid for by the producer. For example, the costs of products that are made with polluting materials generally don’t include the extra cost of cleaning up those pollutants. This cost is paid by tax-payers, communities and the environment. This fact allows the producer to sell the product below its ‘full cost’. Secondly, many sustainable products are currently made in relatively small volumes because there is only a small demand for these products as compared to more traditional products. While producing products in smaller volumes can result in a higher per-unit price, these prices will eventually drop as the demand for the products increase. That being said, sustainable purchasing is not always more expensive, particularly when considered in light of the long-term cost savings (e.g. less energy to operate a more efficient product) and cost avoidance (e.g. lower waste management fees for recyclable/compostable products). Moreover, as you and others switch to buying products that are more sustainable, the price will continue to drop.

Instructions for using the Guidelines Through this approach to product assessments, all products are assessed using a 6-step process. For products commonly purchased by the municipality, this assessment has already been evaluated by Central Services and the RMOW Sustainability Coordinators (see product assessments for a complete list of assessed products). For products that have already been assessed, you do not need to redo these assessments (though you should be aware of the process by which they were derived). However, for new, unique or uncommon municipal purchases you will need to be familiar with this approach, and we hope you feel that it is presents a strategic and rigorous framework for determining preferred purchasing options.

1. How can I purchase sustainably within my departments’ budget?

When the capital costs of more sustainable products are higher than traditional products, you will need to evaluate ongoing operational costs and assess tradeoffs with other purchasing opportunities. Please refer to the General Purchasing Guidelines, where a number of different resources are described.

2. How do I use the Sustainable Purchasing Policy and Guidelines?

As a Council Policy, all RMOW staff and managers must adhere to the Purchasing Policy. These Guidelines are provided to help you execute the Policy through everyday purchases. As you become more experienced at applying the sustainability principles to your purchasing decisions, you will likely refer to the Guidelines less frequently. Please talk to your Manager, Central Services or the Sustainability Coordinator if you have any questions or concerns. Finally, these Guidelines must be viewed as a team effort, and to be successful your knowledge, experience and insights must be actively shared with other purchasers – if you are aware of additional information related to these assessments (new products, errors or omissions), please contact Central Services or the Sustainability Coordinator to have the website updated.

3. What other resources are available to me, to practice sustainable purchasing?

In addition to the tools, assessments and worksheets included within these Guidelines please refer to:

• Appendix 6 – Sustainability Labels and Certifications • The ‘Resources and More Information’ sections at the end

of each specific product assessment • Environmental Choice website (EcoLogo)

www.environmentalchoice.com

http://www.whistler2020.ca/

http://www.environmentalchoice.com/


STA

INA

BLE

FU

TU

RE

SSEECCTTIIOONN 22:: GGeenneerraall AAsssseessssmmeenntt AApppprrooaacchh

Purpose of Guidelines Informed by Whistler2020, these Guidelines are intended to help RMOW staff align purchasing decisions with the RMOW Purchasing Policy and to execute on-the-ground purchasing decisions consistent with Administrative Procedure D1-2006. More to the point however, these Guidelines provide an accessible, user-friendly approach for applying municipal procurement activities in a manner that creates measurable improvements in our ability to live up to our sustainability commitments.

Overview This six-step approach to evaluating purchasing decisions is based on the steps outlined in Strategic Life Cycle Assessment (LCA) – Reframing Traditional Boundaries Using Sustainability Constraints1. As purchasers, you are the experts in understanding your department’s purchasing needs. These Guidelines outline an approach for evaluating purchasing decisions in the context of the RMOW Purchasing Policy’s commitment to moving toward our sustainability objectives. This approach is intended to assist you through the product assessment process and help you to become an expert at “playing the game” of sustainable purchasing. Rather than providing you with detailed checklists that oversimplify the complexity of purchasing decisions, this approach outlines six questions that enable you to make your own decisions with the best information ‘on-the-table’. Use your good judgment in applying these Guidelines, and you will build knowledge and experience over time. The following are the general steps taken to identify increasingly sustainable product options.

Step 1: Identify the product’s service

Step 2: Assess the need for the product

Step 3: Identify the product’s content

Step 4: Identify the product’s current sustainability impacts

Step 5: Envision a sustainable product/service(s)

Step 6: Identify and prioritize more sustainable options

Step 1: IDENTIFY THE PRODUCT’S SERVICE What service(s) does the product provide? The RMOW purchases products to help it achieve its corporate mission (i.e. to meet the needs of a sustainable and successful

1 2003: Henrik Ny, Göran Broman, Jamie P. MacDonald, Ryoichi. Yamamoto, and Karl-Henrik Robèrt.

Whistler). This can be accomplished in many ways. Considering the product you are about to purchase, ask yourself:

• What service(s) does it provide? • How do these services contribute to meeting our corporate

mission?

Example: The paint you are about to purchase and apply to the Village benches provides the services of improved aesthetics and protection/longevity. Improved aesthetics and prolonged infrastructure life contribute to a positive resident and visitor experience and thus our economic viability – which ultimately enables us to meet the needs of a thriving resort community.

Step 2: ASSESS THE NEED FOR THE PRODUCT

Can you meet the desired service (above) without purchasing a tangible product? While it may seem to be common sense that the municipality needs this product, in some cases, it may not be so. For example, sometimes we do things because ‘we have always done them that way’ without assessing whether there might be a better way. Ask yourself the following questions. For all ‘YES’ responses, consider potential alternative means of meeting the desired service.

• Can you meet the desired service (above) without purchasing a tangible product?

Example: Rather than painting or applying protective wood finishes on fences throughout Whistler’s park and trail system, you might use split rail cedar fences. These fences eliminate the need for paint/protective wood finishes since cedar contains natural resistance to decay, insects and moisture damage.

• Can you purchase a service or labour rather than a product?

Example: Rather than buying a snow-blower, which requires large inputs of metals, plastics and fossil fuels, you might hire a snow removal service where human-powered shovellers or shared equipment is used.

• Can you rent, lease, share or borrow the product rather than buying it? If this is not reasonable, could you buy it second-hand?

Example: Rather than only selling traditional ‘carpet’ products, Interface Inc. offers the service of ‘floor covering’ by leasing carpet tiles. When the tiles become worn they are recycled by Interface and returned as replacement tiles.

Step 3: IDENTIFY THE PRODUCT CONTENT If ‘NO’ to Step 2 questions, what are the main components of the current product? Identifying the components of the product can be done through research, by asking the supplier, or reviewing the ingredient list.

• Make a list of the main components of the product – keeping in mind what is required to make and use the product where possible.

Example: Fertilizer consists mainly of nitrogen (N), phosphorous (P), and potassium (K) in the form of various chemical compounds. A bag of fertilizer generally has three numbers (e.g. 16 – 4 – 8) which represent the percentage of N, P and K in the bag, respectively. The remainder is ballast, which is a filler material.


STA

INA

BLE

FU

TU

RE

Step 4: IDENTIFY SUSTAINABILITY IMPACTS How does the current product contribute to violations of our Sustainability Principles? Identifying sustainability impacts can be difficult to achieve as it often requires the comparison of impacts that are fundamentally different. For example, comparing the energy consumption of an appliance to the off-gassing of its plastic casing is much like comparing apples to oranges and generally not meaningful. These assessments allow us to gain a general overview of all key factors without generally requiring an in-depth numerical comparison. Remember that Specific Product Assessments already exist for: 1. Antifreeze 2. Batteries 3. Caulking and Sealants 4. Cleaning Products 5. De-icers 6. Electronic Equipment 7. Fertilizer 8. Fuels 9. Garbage Bags 10. Light Bulbs

11. Oils and Lubricants 12. Paint (Surface Coverings) 13. Paper Products 14. Piping (Water and Wastewater) 15. Printing Inks 16. Road Surface Materials 17. Tires 18. Vehicles 19. Wood Products 20. Writing Instruments

Click here to access the specific guidelines for these products. Answer the following questions with respect to the currently used product and list the means by which the current product may move us away from our Sustainability Objectives (SOs). The worksheet in Appendix 1 can be used to help you identify the potential impacts.

1. How does the product potentially move us away from Sustainability Objective #1? (Reduce and eventually eliminate our contribution to systematically increasing concentrations of substances from the earth’s crust)

It moves us away from SO 1 if it contains, or relies on: • Scarce metals/minerals (inorganic). These products contain

metals/minerals that are not commonly found in the natural environment. This is especially true if the scarce metals are disposed of in nature at the end of their useful lifecycle (rather than being recycled in technical cycles2).

Examples of scarce metals/minerals include mercury, lead, cadmium, chromium, copper, and nickel. For instance, compact fluorescent lamps (CFLs) often contain mercury, which must be recycled at the end of the lamp’s life so that it does not accumulate in natural systems. If the mercury cannot be recycled this product may be moving us away from SO 1. For reference, Appendix 3 includes a complete list of metals and their relative concentrations in the natural environment.

• Fossil fuels (organic). These products contain or are based on fossil fuels, which disperse in nature in the form of emissions such as carbon dioxide (CO2).

Examples of fossil fuels include oil/gasoline, natural gas and coal, inputs that are often used for transportation, heating, lighting and other feedstock uses.

2 Technical cycles or ‘tight technical loops’ refers to cycles (usually part of an industrial process) where materials can are reused indefinitely in processes that do allow the substances to accumulate in nature.

2. How does the product potentially move us away from Sustainability Objective #2? (Reduce and eventually eliminate our contribution to systematically increasing concentrations of substances produced by society)

It moves us away from SO 2 if it contains, or relies on: • Non-natural, non-biodegradable substances. These

products contain persistent, human-made substances that are allowed to disperse in nature (rather than being recycled in technical cycles2).

Example: There are countless examples of persistent materials and compounds, including chlorine, POPs, VOCs, PCBs or PVCs. For example, petrochemical paints contain VOCs that degrade indoor air quality and contribute to ground level ozone (smog).

• Toxic/hazardous substances. These products contain substances that are also non-natural and non-biodegradable, but deserve special mention due to their acute toxicity and impacts on human health and living systems. Various warning labels will mark products that contain these substances. Appendix 4 includes a list of common toxic substances found in every-day detergents.

Examples of products containing toxic substances include paint thinner, chlorine, plastics and many types of cleaning solvents.

3. How does the product potentially move us away from Sustainability Objective #3? (Reduce and eventually eliminate our contribution to systematically increasing the degradation of nature by physical means)?

It moves us away from SO 3 if it contains, or relies on: • Over-harvested resources. These products contain resources

that are harvested at such a rate that they cannot be replaced by nature. Natural resources that are slower-growing and resource intensive are particularly susceptible to over-harvesting.

An example of an over-harvested resource is Atlantic cod, where over-fishing led to a stock crash several years ago. An example of a slower-growing natural resource is the oak tree – particularly as compared to hemp or bamboo.

• Mismanaged sources/systems. The inputs for these products come from natural systems that are managed in a way that compromises their natural functions. Over-harvesting (above) is one form of mismanagement.

For example, monoculture generally constitutes mismanagement of natural systems. Mono-cropping involves harvesting diverse ecological systems (ecosystems) and only replanting one resource for intensive harvest. Specific examples may include widespread clear-cutting of old-growth forests and many industrial agriculture operations. Natural systems might also be mismanaged through the introduction of new species that are not naturally found in a given environment, often causing harm to native species.

• Destroyed/displaced natural systems. These products directly or indirectly displace and physically destroy natural areas.

For example, products that are not re-useable or recyclable at the end of their useful life-cycles may cause physical damage to natural systems through the required development of landfills. Another example of displacing natural systems is paving a natural area,


STA

INA

BLE

FU

TU

RE

especially using impervious pavement, which interferes with the soil’s ability to absorb rain and other water.

4. How does the product potentially move us away from Sustainability Objective #4? (Reduce and eventually eliminate our contribution to systematically undermining the ability of others to meet their basic human needs)

It moves us away from SO 4 if it contains, or relies on: • Inefficient use of materials and energy. These products

contain or use more material or energy than is required.

For example, the purchase of a vehicle with a V8 engine for city commuting uses unnecessary and excessive energy. As 20% of the world’s population uses approximately 80% of its useable resources, this excessive use of energy is patently unfair.

• Unfair/inequitable sourcing. Products that do not provide a fair or livable wage for those in the production process move us away from SO 4.

For example, wages that are below the cost of living keep people from meeting their basic subsistence needs. Employees working excessive overtime lack time for leisure, learning and many other essential needs.

• Other. Many other circumstances may interfere with others’ abilities to meet their needs. These violations are diverse and not easily categorized, but ask yourself questions about how the product and the production process might affect peoples’ abilities to meet the following basic needs: subsistence, understanding, leisure, identify, affection, participation, freedom, creation and protection. See Appendix 5 for more information on basic human needs.

Step 5: ENVISION A SUSTAINABLE PRODUCT/SERVICE

What would sustainable products look like? Once potential sustainability impacts are understood, Step 5 helps purchasers identify solutions that are better aligned with the RMOW’s sustainability objectives. It sets the vision of a sustainable product or service in the future so that we can backcast from the vision (Step 5) to the current reality (Step 4,) to identify the first steps on the journey between the vision and the reality. In the long-term future, a sustainable product/service:

• Does not contain scarce metals and minerals that are allowed to accumulate in the natural environment. Or if it does contain scarce metals and minerals, these are 100% reused and not allowed to disperse in nature (reused in tight technical cycles).

• Does not contain petroleum or depend on fossil fuels for energy. Or if it does contain petroleum or depend on fossil fuels, these are 100% reused and not allowed to disperse in nature. These products are made using sustainable energy in a carbon-neutral process.

• Does not contain human-made, non-biodegradable materials that are allowed to accumulate in the natural environment. Or if it does contain synthetic materials, these are 100% reused and not allowed to disperse in nature.

• Does not use materials/energy inefficiently • Does not prevent others from meeting their needs

Describe what your product/service would look like in a sustainable future. What would be different from today and how? The worksheet in Appendix 1 can be used for this purpose.

Step 6: IDENTIFY & PRIORITIZE ALTERNATIVES

Which product/service option will be most effective at helping us to move toward sustainability? Step 6 helps you to identify the product or service that offers the best pathway toward meeting all four of our Sustainability Objectives. There are just three criteria to assess and meet, these are outlined below:

A) Moves toward Sustainability: Does the product or service move us in the right direction with regards to our four Sustainability Objectives?

This requirement that the product or service move us ‘toward’ sustainability is relative. As long as we are making decisions that are more sustainable than the alternatives, we are moving along the continuum of ‘un’sustainability toward a sustainable future (our Sustainability Objectives). Use the table below to help you. Choose the product that represents the best combination of materials/energy from the CHOOSE column, and avoid as many as possible from the AVOID column…

Choose Avoid Certified3 products

Not certified, if a certified alternative is available.

Sustainably harvested renewable natural resource (e.g. wood, glass, cotton, plant material, etc)

Unrenewable, persistent (i.e. non-biodegradable), synthetic, toxic (e.g. hydrocarbon/petroleum based)

Metals/minerals that are abundant in nature (silicon, aluminum, iron, potassium)

Metals/minerals that are scarce in nature (e.g. mercury, cadmium, chromium, copper, lithium, nickel, lead)

Fast-growing (hemp, bamboo, fish, beans) Slow-growing, resource (e.g. water, soil) intensive (e.g. trees)

100% recycled content Virgin content

100% recyclable, where all materials can be captured in a technical cycle (e.g. no emissions leading to poor air quality, soil or water pollution)

Not 100% recyclable, where metals, minerals and manufactured compounds leak into the natural environment (e.g. packaging where materials cannot be separated, carpets that release gases)

Organically grown, untreated Chemically grown/treated

Efficiently powered by renewable energy (e.g. hydro, solar, wind, wave, alternative fuels)

Powered by fossil fuels (e.g. gas, diesel, natural gas, propane, etc.)

Locally made/grown (the closer to Whistler, the better) and/or transported using renewable sources of energy

Made/grown overseas

Durable and reusable Disposable

3 See Appendix 6 for more information about these certification programs.


STA

INA

BLE

FU

TU

RE

Tell us about your successes!

Your successes will help inspire others and demonstrate

our commitment to moving toward sustainability. Please briefly describe the sustainability benefits of your

purchase relative to what you might have traditionally purchased.

B) Flexible Platform: Does the product or service create a flexible platform for the next step toward sustainability?

The objective here is to ensure the product/service you choose will provide a stepping-stone toward becoming a sustainable product (as the product or service was envisioned in Step 5) Ask yourself (or experts in the product area), can we take future steps toward meeting the sustainability objectives based on purchasing this product or service? In other words, is it possible to reduce our impact even more in the future? Alternatively, you could ask yourself whether this product/service reduces or eliminates future options for improvement (and avoid such products). Consider the new product or service, and ask yourself “then what?” (i.e. what are the next steps toward a sustainable solution?). Look for suppliers with a strong commitment to sustainability. One way to create flexible platforms is to support suppliers to encourage them to adopt sustainability objectives for themselves and purchase from ones that already do. Suppliers that share our commitment to moving toward sustainability are likely more willing and able to assist us in achieving these objectives by continuously improving their products and services.

C) Financially Sound: Is the purchase financially

sound? Now that you have identified the product or service that is the best move with regard to the Sustainability Objectives and provides a good stepping-stone for tomorrow’s improvements, it is time to incorporate price and performance into the equation. There is often no one obvious answer, and you will weigh multiple objectives simultaneously. Remember: YOU are the expert! You have weighed the tradeoffs between product price and performance countless times – now all you need to do is add the sustainability findings from above to this decision-making process. Assess the financial ‘soundness’ of the product or service options. Use your judgment (and the information on available financial resources below) to make your decision. Consider questions such as:

a) How far does this purchase move us toward our SOs? You have worked through this above.

b) What is the net cost of the product or service? Consider direct life-cycle costs, potential savings and revenue, as well as financial return on investments.

c) What are the opportunity costs of the product or service? In other words, how does a premium paid for this product affect the potential to make other sustainability investments?

Below is a list of funding sources available to you, and some issues to consider in weighing product price, performance and sustainability. For more information on these funding sources, please also refer to the Savings Program Manual produced by the Corporate Services Division or speak to your General Manager. As always, your budget determines the price you can afford to pay for a product or service. As you know, this does not mean that the lowest priced product is necessarily the way to go. Along with product performance, you are also now considering how much ‘sustainability’ you can ‘afford’ to buy – and how much sustainability can we afford not to buy. Remember: your purchasing decisions do make a difference. So weigh your options, find room in your budget, and make a more sustainable purchase! Potential additional options financial resources may include:

A) Next Year’s Budget If there is no room in your existing budget for the more sustainable purchase, consider deferring the purchase until next year and submit your need for more funding through the annual budget process. Don’t forget to highlight how the purchase will contribute toward meeting our sustainability objectives!

B) Innovation Fund The purpose of the Innovation Fund is to provide the investment capital required to explore innovative new ideas to make the RMOW more efficient and effective. The Innovation Fund is available to all employees of all divisions. Employees can apply to the Innovation Fund for seed capital to fund a project that will result in reduced costs or increased revenues. Application can be made at any time of the year. The Innovation Fund makes a loan to the division, and the loan is repaid by the division through the savings in expenditures or increased revenues. No interest is charged.

C) Continuous Improvement Fund The purpose of the Continuous Improvement Fund is to improve the internal operations of the RMOW in ways that are cross-divisional in nature. Improvements that involve multiple divisions, or are to the benefit of the RMOW as a whole, fall within the scope of this fund. The Continuous Improvement Fund is available to any employee of any division. Funds from the Continuous Improvement Fund are granted. No repayment of the fund is required.

D) Directors’ Savings (a.k.a. General Managers’ Savings)

The General Manager’s Savings are accessed through the division’s General Manager. Funds in the Directors’ Savings can be used at the discretion of the General Manager of the division.

NOTE: Before a purchase can be made, you MUST also follow the purchasing procedures outlined in Administrative Procedure D1-2006. These procedures instruct you on the authorizations you will need to make the purchase.

New Life Paper Getting Closer to Sustainable Products

Now in use at all RMOW facilities, the New Life Dual Purpose 100 paper contains 80% post-consumer recycled content, is 100% process chlorine-free (certified by the Chlorine Free Product Association), 100% Canadian-

made by Cascades Inc. (www.cascades.com), and the 20% virgin fiber content is total chlorine-free and certified old-growth free.

IKEA Case Study – An Example of a Flexible Platform: When IKEA decided to sell energy-efficient light bulbs they were faced with a dilemma. Although high-efficiency light bulbs require less energy, they contain higher amounts of mercury, a heavy metal. Instead of choosing between two evils, IKEA instead searched for and found a small supplier of efficient light bulbs with half the mercury content of available bulbs. Although they still contained mercury, the decision to use this supplier is a flexible platform because they asked the “then what” question. The supplier committed to finding ways to reduce the mercury content over time, IKEA found a recycler to take back the light bulbs to recover the mercury for reuse, and they started a public education campaign to encourage customers to buy efficient light bulbs.

http://www.cascades.com/

of 7

ASU

STA

INA

BLE

FU

TU

RE

Page 1 of 6 - Whistler 1 of 6 RESORT MUNICIPALITY OF WHISTLER 4325 Blackcomb Way, Whistler, British...

Documents

Transcript of Page 1 of 6 - Whistler 1 of 6 RESORT MUNICIPALITY OF WHISTLER 4325 Blackcomb Way, Whistler, British...